DECLARATION

I hereby declare that the work which is being presented in this report entitled HR PLOICIES AND PROCEDURES OF JAYPEE CEMENT is an authentic record of my work carried out under the supervision of Mr.Ajay Singh The matter embodied in this report has not been submitted by me for the award of any other degree.

DATED:

SWATI GARG MBA

CERTIFICATE

This is to certify that the above statements made by the candidate are correct to the best of my knowledge.

Mr. Ajay Singh Mr.Rakesh Passi Date: MBA Date:

ACKNOWLEDGEMENT I wish to express my gratitude to all that concerned persons who have extended their kind help, guidance and suggestions without which it could not have been possible for me to complete this project report. I am deeply indebted to my guide for his valuable guidance and support at all time. My sincere thanks to all those people who has provided me all the necessary information throughout this research report has been successfully completed at time.

DATE PLACE (Signature of student)

Content Page Chapter I 1.Introduction 2.Need of the study 3.Scope of study 4.Objective of study Chapter II 1.Reasearch Methodology 2.Limitation Chapter III 1.Descriptive work on subtopic of study Chapter IV 1.Data Analysis and Interpretation Chapter V 1.Conclusion and Suggestion Chapter VI 1.Bibligraphy Chapter VII 1.Appendicies

CHAPTER

1. INTRODUCTION

Jaypee Group is an infrastructure conglomerate with diverse business interests ranging from Engineering and Construction, Cement, Private Hydropower, Hospitality, Information Technology, and Real Estate Development to Expressways and Highways. The founder of Jaypee Group is Jaiprakash Gaur, who started as a civil contractor in 1958. In 1979, Jaiprakash Associates Private Ltd (JAPL) was formed. In 1980, Jaypee Group entered into Hospitality sector and set up Hotels Siddharth and Vasant Continental. In 1983, Jaypee Rewa Cement Plant (JRCL) was established with an initial capacity of 1 million tones. In 1986, Jaiprakash Industries Limited (JIL) was formed by amalgamating JAPL into JRCL. In 1992, Jaiprakash Hydro Power Ltd (JHPL) and Jaiprakash Power Venture Ltd. (JPVL) were formed. In 1996, Jaypee Bela Cement Plant (JBCP) was established with an initial capacity of 1.9 million tones. In 2000, JRCL and JBCP were merged to form Jaypee Cement Ltd. (JCL). In 2003, Jaiprakash Associates Ltd. (JAL) was formed by merging JIL with JCL. In 2005, shares of JHPL were listed on BSE/NSE and JHPL became the first Hydropower company to be publicly held and listed in India. 1.1.1 Business Interests of Jaypee Group Civil Engineering: Jaiprakash Associates Ltd., the flagship company of the Group, is a pioneer in construction of river valley and hydropower projects on turnkey basis in India.

Jaypee Group has executed 13 Hydropower projects spread over 6 states of India and neighboring Bhutan to generate 10,290 MW of power. Hydropower: Jaypee Group ventured into hydropower in 1992, with the formation of Jaiprakash Hydro Power Ltd (JHPL) and Jaiprakash Power Venture Ltd. (JPVL). The group has undertaken following hydroprojects: Baspa Hydro - Electric Project Stage II (300 MW) on the river Baspa, in Kinnaur district of Himachal Pardesh; Vishnu Prayag, 400MW project on the river Alaknanada; and Karcham Wangtoo 1000 MW project. Cement: Jaypee Group is the 4th largest cement producer in the country. It produces Ordinary Portland Cement and Pozzolana Portland Cement under the brand names "Buland" and "Buniyad". The group has plants at Rewa, and Bela. Jaypee Group is poised to achieve cement production capacity of 20 MTPA by the year 2009. Hospitality: Jaypee Group owns and operates four Five Star Deluxe hotels through a subsidiary company, Jaypee Hotels Limited. These hotels are: Hotel Siddharth and Hotel Vasant Continental in New Delhi, Hotel Jaypee Palace Agra, and Jaypee Residency Manor, Mussoorie. Real Estate Development: Jaypee Group is developing real estate in Greater Noida. Its property, Jaypee Greens, is spread over an area of 450 acres. It comprises golf resorts, villas, townhouses, penthouses, condominiums, studio apartments, commercial complexes and shopping malls. Expressways & Highways: Jaypee Group is constructing the prestigious 160 km long Expressway with Six lane access that would connect the historical city of Agra with Greater Noida. Information Technology: Jaypee Group Company JIL Information Technology Limited (JILIT) specializes in: Hardware & Networking, Multimedia Services & Software, and Enterprise Resource Planning. Thermal Power: Jaypee Group has formed a Joint Venture company with Madhya Pradesh State Mining Corporation Limited (MPSMCL) to undertake coal production and sale of coal from coal block/blocks which might be allotted to MPSMCL. The company is called Madhya Pradesh Jaypee Minerals Limited. The company has plans to set up 1000 MW Thermal Power Plant in Madhya Pradesh.

Transmission System: Jaiprakash Hydro-Power Limited has plans to venture into the development of transmission systems with the Power Grid Corporation of India Ltd (PGCIL). Engineering and Construction: The Engineering & Construction wing of the group is an acknowledged leader in the construction of multi-purpose river valley and hydropower projects and has the unique distinction of completing various projects in different capacities in the 10th five year plan to provide 7880 MW of hydropower to the nation Education It is the belief of the Founder Chairman that imparting quality education is the best service that an organization can provide to the society. The group supports various educational initiatives at all levels of the learning curve through Jaiprakash Sewa Sansthan (JSS) - a not-for-profit trust. Today with 17 schools, 3 ITIs, 2 Polytechnics, and 3 Universities (JIIT, JUIT and JIET), THE Jaypee Education System is touching the lives of over 25,000 students. The System plans to take the vision of service to society through quality education to another plane by expanding its infrastructure to provide education to approximately 100,000 students over the next 5-year period. Enviornment An Environment Management Cell has been constituted to undertake environment protection measures and for development of all environmental aspects. For environmental sustainability, nearly 6-12% of operational cost is incurred in these measures which include maintenance and modification of Pollution Control equipments, hiring of professional consultants for various environmental studies, maintenance of sewage treatment plant, environmental and plantation works at plants & mines. The environment cell is divided in three parts:Air Lab Water and waste water Microbiological lab

Water and wastewater testing lab. with advanced Equipments is set-up at Jaypee Rewa Cement Complex. The water and wastewater testing is being done at Water lab itself. A separate Air lab is in operation for the analysis of different gases i.e. SOX & NO2 as per IS: 5182. Various parameters including heavy metals are analysed with NOVA 60 (Merck make) spectroquant spectrometer.

Social Responsibility: Ever-conscious of its social responsibility and obligations, JAL has been regularly organizing medical camps in and around its various cement complexes across the country. Additionally, camps and training programmes on Animal Husbandry have also been organized regularly. As part of the Jaypee Corporate Social Responsibility effort, alot of emphasis is being laid on the field of education by way of organizing Balwadis and Adult Education classes in the villages surrounding the plants.

Occupational Health & Safety: We Believe In Strength Through Safety We at Jaypee group are committed towards the Health & Safety of people. The OH&S Management System is an integral part of the organisations activities. OH&S duties and aspects are dealt with top most priority. The development and promotion of safe work culture among the employees is followed in a structured manner. The compliances with applicable legal and other requirements are maintained at 100%. The continuous cycle of Plan, Do, Check & Act is observed for benchmarking, evaluation and determining controls for organisations OH&S Performance

Vision

As a group, we are committed to strategic business development in infrastructure, as the key to nation building in the 21st century. We aim to achieve perfection in everything we undertake with a commitment to excel. It is the determination to transform every challenge into opportunity; to seize every opportunity to ensure growth and to grow with a human face. Mission

Our solitary Mission is to achieve Excellence in every sector that we operate in - be it Engineering & Construction, Cement, Real Estate or Consultancy. To augment our core competencies and adopt the most comprehensive modern technology to overtake the obstacles in our path of achievement. To obtain sustainable development and simultaneously enhancing the shareholders value and fulfilling our obligations towards building a better India". Values Happiness is the harmony of body, mind and spirit. Happiness is mans harmonious relation with his environment. The happiest is he who finds inner peace and who promotes the happiness of the others.

 Hope enables us to endure the hardships of life with courage and contentment. It emboldens us to encounter difficulties and overcome obstacles. Hope sustains and stimulates, comforts and cheers, encourages and inspires us.

Character is the foundation stone upon which one must build to win respect. Fundamental requirement for success is humility.

In the cement business Jaypee group is the third largest in the country with facilities located in Uttar Pradesh, Madhya Pradesh, Bihar , West Bengal, Gujrat, Uttaranchal, Haryana Panjad and Himachal Pradesh. The Group produces Ordinary Portland Cement and Pozzolana Portland Cement under the brand names Buland and Buniyad. The total combined operating cement capacity is 9 MTPA and will be 25 MTPA by 2010. In each of the plants , state of the art equipment instrumentation and control systems have been utilized. The successive units have incorporated improved measures for facilitating easy operation , maintenance, higher energy conservation and better pollution control. Mining operations receive utmost attention and for optimal utilization of limestone, Computer-Aided-Deposit-Evaluation (CADE), Quarry Scheduling and Optimization (QSO) packages, as well as computerized online bulk analyzer, are used.

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Cement Plants of Jaypee Associates Limited

Jaypee group has cement plants at: Jaypee Rewa/Bela Plants (M.P.) with a installed capacity of 7 MTPA . Jaypee Roorkee Cement Grinding Unit Uttrakhand with installed capacity of 1.2 MTPA. 11

Raipur Cement Plant with installed capacity of 2 MTPA . Balag Cement Plant with installed capacity of 3 MTPA. Gurajat Anjan Cement Plant (Sewagram), Phase I-1.20 MTPA and Phase-II-1.20 MTPA.

Jaypee Wankabori Grinding Unit, Phase-I-1.20 MTPA and Phase-II-1.20 MTPA.

Dalla Cement factory, U.P with installed capacity of 1.50 MTPA. Jaypee Sidhi Cement Plant (JSCP) with an installed capacity of 2MTPA.

Bhokaro Cement Limited, district Krishna (A.P) with installed capacity of 3 MTPA.

Jaypee Cement Products, Sadwakhurd (Allahabad) with an installed capacity of 0.1 MTPA.

Jaypee Cement Limited, Amarapatan, Satna with installed capacity of 3MTPA.

Jaypee Himachal Cement Plant, Baga, district Solan (H.P) with installed capacity of 6 MTPA. Out of these plants some plants are in the project stage and will get completed in 2010 and 2011.

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COMPETETIVE ANALYSIS Major Competitors:

ACC LIMITED:-

Established in 1936, ACC has been a pioneer and trend-setter in

cement and concrete technology. A prominent overseas presence and figuring on the elite list of consumer super brands of India but most importantly ACC has been amongst the first Indian companies to make environmental protection, it is a cornerstone of its corporate objectives. The historic merger of ten existing cement companies led to the establishment of ACC melding into a cohesive organization in the year 1936 at Maharashtra. Its a big company in cement manufacturing and offers the services of Ready mixed concrete and Consultancy service. This company is listed by Bombay Stock Exchange, National Stock Exchange and in London Stock Exchange. The company received an award as 'Good Corporate Citizen' for the year 2005-2006. During the year 2007 company acquired 100 % of the equity stake of Lucky Minmat Private Limited for Rs 35 crores and also acquired 14.3 % equity stake in Shiva Cement Limited. Meanwhile the company divested its entire equity shares in Almatis ACC Ltd to the Almatis group. The overseas contract with YANBU Cement Company in the kingdom of Saudi Arabia is successfully ongoing relationship from last 28 years and has been renewed up to February 28, 2011. The company has developed comprehensive expansion plans to meet the requirements of its agenda for growth with a view to attain leadership position in the cement industry, for that company made a project for augmentation of clinkering and cement grinding. As a result with this the capacity of Gogal works stands increased to 4.4 13

Metric Tonnes Per Annum. ACC planed to expand the unit of Bargarh works capacity to 2.14 MTPA together with 30MW captive power plant is underway. Ready mix concrete business has been identified as an area of strategic priority. ACC commissioned a Wind Energy Farm in Tamil Nadu to promote clean and green technology. The company foresees substantial scope for growth of this business in India and has accordingly finalized plans to expand Ready Mix business in major cities including Tier1 and Tier 2 cities. ACC realizes the growth potential of Ready Mix, the company has 26 plants for the same and enhance to 46 in 2008. The company has major capital expenditure projects in hand, as a result of these projects the total cement capacity of the company will increase to about 30.4 MTPA by end of 2010 with total outlay of Rs 4,000 crores.

ULTRATECH CEMENT LTD. UltraTech Cement Limited was incorporated as a public limited company on 24th August 2000, as L&T Cement Limited a 100% Subsidiary of Larsen & Toubro Limited. The name of the Company was changed to UltraTech Cement Co. Limited with effect from 19th November 2003 after the Aditya Birla group owned Grasim Industries acquired it. The name of the company was again changed to UltraTech Cement Limited with effect from 11th October 2004. UltraTech Cement Limited has an annual capacity of 18.2 million tonnes. It manufactures and markets Ordinary Portland Cement, Portland Blast Furnace Slag Cement and Portland Pozzolana Cement. It also manufactures ready mix concrete (RMC). UltraTech Cement Limited has five integrated plants, six grinding units 14

and three terminals two in India and one in Sri Lanka. UltraTech Cement is the countrys largest exporter of cement clinker. The export markets span countries around the Indian Ocean, Africa, Europe and the Middle East.

AMBUJA CEMENT : The company's cement plant was commissioned in 1985. It was set up in technical collaboration with Krupp Polysius, Germany, Bakau Wolf and Fuller KCP. The company got necessary approvals for setting up another cement plant with 1 million tonne capacity per annum at Himachal Pradesh in the year 1991. The Company undertook bulk cement transportation, by sea, to the major markets of Mumbai, Surat and other deficit zones on the West Coast. Transportation was to be carried out by three specially designed ships during the year 1992. During the year 1994, the company's Muller location 1.5 million tonne cement project with 47 clinkerization facility at site in H.P and grinding facility both at Suli & Ropar in Punjab was bespoken. In 1997, Kodinar plant of the company was originated its commercial production with an enhanced capacity. In the last decade the company has grown tenfold. It was the first company in India to introduce the concept of bulk cement movement by the sea transport. The company's most distinctive attribute, however, is its approach to the business. Ambuja follows a unique homegrown philosophy for successful survival. Ambuja is the most profitable cement company in India, and one of the lowest cost producers of cement in the world. The company was awarded for its credit, the National Award for commitment to quality by the Prime Minister of India, National Award for outstanding pollution control by the Prime Minister of India, Best Award for highest exports by CAPEXIL and Economic Times - Harvard Business School Association Award for

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corporate excellence in different years. The company was adjudged as the top Indian company in the cement sector for the Dun and Bradstreet - American Express Corporate Awards 2007. The company developed a unique homespun channel management model called Channel Excellence Programme (CEP) for marketing their product. Over 7000 dealerships and 20,000 retailers across India are covered under this model. The company name was changed from Gujarat Ambuja Cements Limited to Ambuja Cements Limited on April, 2007, the word Gujarat was dropped to reflect the true geographical presence of the company.

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Trend in Variety-Wise Cement Production

Although so many varieties of cement are available in the market but the major demand is for Portland Pozzolana Cement. It is the highest and has grown since 1990. Therefore much product differentiation in cement is not possible accept packaging and maintaining efficiency of logistics so that cement can reach the markets. As the household forms 50% of the consumers and the people are extremely brand conscious so branding is the key to success. The major players in the cement market have brand ambassadors to endorse their products in market. MS Ddoni, the Indian cricketer endorses Lafarage products, Amitabh Baachhan endorses Binani Cement and Sachin Tendulkar endorses Jaypee Cement. Also, big cement companies such as Aditya Birla group company UltraTech is associated with Rajasthan Royals and India Cements with Chennai Super Kings during the second edition of the Indian Premier League.

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2 . NEED OF THE STUDY

HR policies are imporant for a number of reasons. Failing to implement policies and job descriptions leaves your company open to legal challenges, grievances and lawsuits, especially if you inconsistently apply your human resouces policies and your pay structure/system. Grievances and lawsuits lead to:

Increased costs that affect your profits Increased turnover Negative morale

Company needs human resources policies and procedures so that your staff are treated equally across a variety of employment issues. In addition, human resouce polices help if legal situations arise. Our products and services are ideally suited for:

Small Business Owners Managers HR Professionals HR Consultants Lawyers

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Small businesses often scramble for resources when compiling staffing information, contracts, developing HR policies and procedures. In addition, many large companys have dated policies, procedures and job descriptions that no longer reflect the reality of today's business world. Companies looking for fresh ideas and a fresh start to can find what they are looking for with our sample hr policies and sample job descriptions. .

Human resources policies are formal statements of principles or rules in the workplace that employees are expected to follow. They are documented and approved by the appropriate authority. HR policies cover areas such as employment, compensation, benefits, leaves and employee relations. HR Policies and Procedures ensure employees understand their responsibilities and how they should deal with various situation. They also provide a framework to help managers resolve problems fairly and consistently;

Purpose:HR policies address issues that are important to the organization's mission or operations. They ensure the company complies with pertinent legislation and adheres to terms of collective agreements. Thus, policies must be regularly reviewed and updated to remain current.

Management Guide:-

HR policies encourage fair and consistent treatment of employees. Policies on hiring, discipline and termination, for example, ensure that all managers follow the same process. HR policies provide the framework for managing staff, while allowing managers to respond and adapt to individual situations 19

Employee Guide:HR policies serve as a guide to employees on how to conduct themselves in the workplace. They provide rules on how employees should perform their jobs and interact with one another. Established norms of behavior contribute to creating a positive work environment for all

Implementing HR Policies:The content of HR Policies and Procedures needs to be both legally accurate and easy to understand. Employees and managers must be able to work with the procedures! It is also important that policies and procedures are regularly reviewed by someone who understands employment law. If the documentation hasn't been updated for some time, it may be appropriate to consider a professional review or health check. A well written set of policies and procedures will contain more than the minimum legal requirements. They should also include appropriate advice and guidance for both managers and employees. Employment law can be complex and difficult to understand effective guidance can help make difficult situations easier to manage.When introducing new practices such as HR Policies and Procedures, some thought needs to be given as to how this will be communicated to the employees. In general, it is helpful to give one month's notice of any policy change

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3.SCOPE

Personnel aspect:This is concerned with manpower planning, recruitment, selection,placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

Welfare aspect:It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

Industrial relations aspect:This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Personnel Management: This is typically direct manpower management that involves manpower planning, hiring (recruitment and selection), training and development, induction and orientation, transfer, promotion, compensation, layoff and retrenchment, employee productivity. The overall objective here is to ascertain individual growth, development and effectiveness which indirectly contribute to organizational development

Employee Welfare: This particular aspect of HRM deals with working conditions and amenities at workplace. This includes a wide array of responsibilities and services such as safety services, health services, welfare funds, social security and medical services. It also covers appointment of safety officers, making the environment worth working, eliminating workplace hazards, support by top management, job safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care, sickness benefits, employment injury benefits, personal injury benefits, maternity benefits, unemployment benefits and family benefits.

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It also relates to supervision, employee counseling, establishing harmonious relationships with employees, education and training. Employee welfare is about determining employees real needs and fulfilling them with active participation of both management and employees. In addition to this, it also takes care of canteen facilities, crches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. Industrial Relations: Since it is a highly sensitive area, it needs careful interactions with labor or employee unions, addressing their grievances and settling the disputes effectively in order to maintain peace and harmony in the organization. It is the art and science of understanding the employment (unionmanagement) relations, joint consultation, disciplinary procedures, solving problems with mutual efforts, understanding human behavior and maintaining work relations, collective bargaining and settlement of disputes. The main aim is to safeguarding the interest of employees by securing the highest level of understanding to the extent that does not leave a negative impact on organization. It is about establishing, growing and promoting industrial democracy to safeguard the interests of both employees and management.

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SWOT Analysis for Cement Industry

Strengths (Double digit growth rate) Cement demand has grown in tandem with strong economic growth, derived from: growth in housing sector (over 30%) key demand driver. Infrastructure projects like ports, airports, power projects, dam & irrigation projects. -National Highway Development Programme. -Bharat Nirman Yojana for rural infrastructure. Rise in industrial projects. -Export potential also demand driver Capacity utilization over 90%. Consistent good quality of cement. Establishing brand-historical advantage

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Weakness (Low value commodity) Cement Industry is highly fragmented. Industry is also highly regionalized. Low value commodity makes transportation over long distances un-economical. Price of Jaypee Cement high in comparison to other competitors Lack of awareness programme for consumers. They think Jaypee use more fly ash. Not able to supply material on regular basis

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Opportunities (Demandsupply gap) Substantially lower per capita cement consumption as compared to developing countries. Per capita consumption in India=125 kg Per capita consumption in China=800 kg Per capita consumption in South Korea=960 kg Per capita consumption in Thailand=450 kg Additional capacity of 20 million tons per annum will be required to match the demand. Limited green field capacity addition in pipeline for next two years, leading to favorable demand supply scenario. Well establish brand will be helpful in increasing sales Growing market.

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Threats (Rising input costs) Government intervention to adjust cement prices. Possibility of over bunching of capacities in the long term as some of the players have already announced new capacities.

Transportation cost is scaling high; bottleneck due to loading restrictions. Coal prices climbing up; industry players say current shortage of coal in the country is estimated to be over 10 million tonnes. Though competition from Prism & ACC. Other brands like Prism and ACC provide maximum profit to theboth customer as well as to the dealers & retailers Dealers expect more margin of profit and incentive to sellJaypee Cement.

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4 OBJECTIVE To ensure respect for human beings. To identify and satisfy the needs of individuals. To enhance employee's capabilities to perform the present job. To achieve and maintain high morale among employees. The objective is to provide a conducive and vibrant work culture, opportunities to learn and grow . To achieve improvement in employees skills through training and involvement of employees, contractors and interested parties in the company. To ensure operational safety & reduce risk to people and environment To enhance customer satisfaction, conserve natural resources and to reduce / control emissions & wastes The main objective of my research was to examine the effectiveness of the HR policies that are prevailing in JRCGU,Roorkee

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In order to achieve the above objectives, Human Resource Management undertakes the following activities:1. Human resource or manpower planning. 2. Training and development of employees. 3. Appraisal of performance of employees. 4. Taking corrective steps such as transfer from one job to another. 5. Remuneration of employees. 6. Social security and welfare of employees. 7. Setting general and specific management policy for organizational relationship. 8. Developing and maintaining motivation for workers by providing incentives. 9. Reviewing and auditing manpower management in the organization 10. Quality Circle, Organization development and Quality of Working Life.

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ChapterII 1.Resaerch Methdology RESEARCH METHODOLOGY According to Clifford Woolly research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: marking deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Methodology Research methodology is a way to systematically solve the research problem. AS we know that all business undertaking operate in the world of uncertainty, Research methodology can minimize the degree of uncertainty. It may reduce the probability of making a wrong choice amongst alternative course of action research in purposeful investigation it provides a structure for decision making systematic approach is essential in good research may involve the following step. Problem definition i.e., we should be very clean about the problem. Research design i.e., analysis of different data in order to summaries the result. Interpretation, of result i.e. so what. Purpose of research is find out some important knowledge of customer. METHODS OF DATA COLLECTION:There were mainly two methods for collecting data:-

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Primary Data:- These are the datas which are collected for the first time,these are first hand data. It includes structured interviews and distributing questionnaire. My research included interviews of the concerned person and questionnaire.

Secondary Data:- These are the datas that have already been collected in past and are used for referrals, these include newspapers, journals,magazines etc. the source of secondary data for my research was the blue book which consist of all the policies and procedures.

RESEARCH INSTRUMENT:The research instrument used by me was: Questionnaire survey.

SAMPLING PLAN:1. Sample Size 50 Employees 2. EmployeeType 2nd Class 3. Sample Location JRCGU, Roorkee

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LIMITATIONS Employee performance policies and procedures to suit organizational needs can be challenging. Many questions arise, such as how to avoid discrimination, how to improve performance and how to conduct the actual appraisals. However, the availability of model policies and procedures alleviates many of the difficulties faced in policy formulation. Models are particularly useful in the initial stages of policy and procedures formulation. The utilization of models, or templates, for performance appraisal policies has both advantages and disadvantages. Guidance:Model policies and procedures offer guidance in the formulation of the actual policies and procedures for carrying out appraisals. Organizations just starting out in developing human resources policies may find the entire procedure complex if they do not have some form of template showing what a policy document should look like. In these instances, models offer a guide on issues such as when to conduct appraisals, the method of reporting performance and legal requirements in appraising employees. Focus On Content:Like templates, model policy and procedures allow the person developing the document to concentrate on the content of the document. This is because the model already offers an outline and the format of an appraisal policy and procedure document. Using a sample policy document to formulate the actual policies and procedure gives structure and uniformity to the document. Additionally, a lot of time is saved during the formulation of policies and procedures; this is because the document developers have an idea of how to go about formulating the policy document. Different Needs:Although there are general aspects that make up an effective performance appraisal policy and procedures, there is no straitjacket approach or format. The model policies and procedures are only templates and do not reflect the specific needs of each organization.

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Admittedly, due to the guidance the model offers, an organization may wrongly use the model verbatim as its own policies without regard to organizational needs, such as budgets allocated to appraisals. Ownership:The successful implementation of policies and procedures requires the organization has an ownership to the policies it has formulated. Using model policies and procedures is like using the guidelines of another organization in appraising the employees of an entirely different organization. If not used with caution, model policies and procedures may fail to be integrated into the overall company policies due to the lack of sense of ownership of the policies and procedures. Owning policies and procedures goes hand in hand with formulating policies and procedures that reflect organizational needs.

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Chapter III 1.DESCRIPTIVE WORK ON SUBTOPIC OF STUDY Details of Policies and Procedures at JRCGU, Roorkee:I. Human Resource Planning: a) Human Resource Planning (HRP) Lecture Overview:- We will examine the human resource planning process and some human resource forecasting techniques.Next, we discuss forecasting human resource requirements and availability and describe what actions couldbe taken should either a surplus or a shortage of workers exist. i) Human Resources Planning (HRP):To understand the Human Resource Planning First, we will see what is Planning? and why is it needed? What is planning?

Plans are methods for achieving a desired result. Goals or objectives are specific resultsyou want to achieve. Planning is thus the process of establishing objectives and courses of action prior totaking action. What is planning concerned with? Planning provides a sense of purpose and direction. It is acomprehensive framework for making decisions in advance. It also facilitates the organizing, leading, andcontrolling functions of management.

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Planning: allows you to make your decisions ahead of time, it helpsyou to anticipate the consequences of various courses of action, it provides direction and a sense ofpurpose, it provides a unifying framework against which to measure decisions, and thus helps you avoidpiecemeal decision making. Planning also helps identify potential opportunities and threats, and facilitatescontrol. It is concerned with the end (what is to be done) as well as with means (how it is to be done).

Is planning really needed? If organizations never faced changes in the environment, there wouldhave been no need for planning. Planning is one of the functional areas of HR.

ii) Strategic Planning And The Human Resource Planning Process:Strategic planning: is the process by which top management determines overall organizational purposes and objectives and how they are to be achieved. Human resource planning (HRP): is the process of systematically reviewing human resourcerequirements to ensure that the required number of employees, with the required skills, is available when\they are needed. After an organizations strategic plans have been formulated, human resource planning canbe undertaken. Human resource planning has two components: requirements and availability. Forecastinghuman resource requirements involves determining the number and type of employees needed by skill leveland location. In order to forecast availability, the human resource manager looks to both internal sources(presently employed employees) and external sources (the labor market). When employee requirements anavailability have been analyzed, the firm can determine whether it will have a surplus or shortage ofemployees. Ways must be found to

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reduce the number of employees if a surplus is projected. Some of thesmethods include restricted hiring, reduced hours, early retirements, and layoffs. If a shortage is forecasted,the firm must obtain the proper quantity and quality of workers from outside the organization. In this case,external recruitment and selection is required.The process of anticipating an organizations future human resource needs and then developing action plansfor fulfilling identified needs. The systematic review of human resource requirements getting the rightpeople at the right place at the right time. Objectives of Human Resource Planning Enable organizations to anticipate their future HR needs to identify practices that will help them meet those needs. Benefits of HR Planning Helps in planning job assignments Helps cope with fluctuations in staffing Identifies recruiting needs Provides other useful information

Planning Includes Forecasting Forecasting is carried out in two basic areas which are demand forecast of workforce for organization andsupply forecast for the organizationFollowing approaches are used to perform this function or activity: Statistical approaches

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a) Trend analysis b) Ratio analysis c) Regression analysis Judgmental methods a) Managerial judgment Forecasting Involves Two Activities Monitoring current HR programs and personnel staffing levels Investigating future HR needs and concerns Forecasting Human Resource Requirements A requirements forecast is an estimate of the numbers and kinds of employees the organization will need atfuture dates in order to realize its goals. Several techniques of forecasting human resource requirements andavailability are currently being used by organizations. a. Zero-Base Forecasting This method uses the organizations current level of employment as the starting point for determiningfuture staffing needs. The key to zero-base forecasting is a thorough analysis of human resource needs. b. Bottom-Up Approach A forecasting method in which each successive level of the organization, starting with the lowest, andforecasts its employee requirements in order to, ultimately, provide an aggregate forecast of employment needs.

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c. Use Of Mathematical Models Mathematical models can assist in forecasting HR requirements. The relationship between sales demand and the number of employees needed is a positive one. d. Simulation It is a technique for experimenting with a real-world situation through a mathematical model representingthat situation. A model is an abstraction of the real world. Forecasting Human Resource Availability Determining whether the firm will be able to secure employees with the necessary skills and from whatsources these individuals may be obtained is called an availability forecast. Surplus of Employees Forecasted When a comparison of requirements and availability indicates a worker surplus will result, restricted hiring,reduced hours, early retirements, or layoffs may be required to correct the situation. a. Restricted Hiring When a firm implements a restricted hiring policy, it reduces the workforce by not replacing employees who leave. b. Reduced Hours Reaction to a declining demand can also be made by reducing the total number of hours worked. Instead ofcontinuing a 40-hour week, management may decide to cut each employees time to 30 hours. c. Early Retirement

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Early retirement of some present employees is another means of reducing the supply of workers. d. Layoffs At times, the firm has no choice but to actually lay off part of its workforce.

Shortage of Workers Forecasted Faced with a shortage of workers, many organizations had to intensify their efforts to recruit the necessarpeople to meet the needs of the firm. Some actions that were taken included: a. Creative Recruiting A shortage of personnel often means that new approaches to recruiting must be used. The organization mayhave to recruit in different geographical areas than in the past, explore new methods, and seek differentkinds of candidates. b. Compensation Incentives Firms competing for workers in a high-demand situation may have to rely on compensation incentives.Premium pay is one obvious method. However, this approach may trigger a bidding war that theorganization cannot sustain for an extended period. More subtle forms of rewards may be required toattract employees to a firm, such as four-day workweeks, flexible working hours, telecommuting, part-timeemployment, and child care centers. c. Training Programs

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Special training programs may be needed to prepare previously unemployable individuals for positions with a firm. Remedial education and skills training are two types of programs that may help attract individuals toa particular company. d. Different Selection Standards Another approach for dealing with shortages of workers is the lowering of employment standards. Selectioncriteria that screen out certain workers may have to be altered to ensure that enough people are available tofill jobs. For instance, instead of desiring extensive work experience, a firm may be willing to hire aninexperienced worker and train him or her to do the job. Succession Planning and Development a. Succession Planning The process of ensuring that a qualified person is available to assume a managerial position once theposition is vacant. b. Succession Development The process of determining a comprehensive job profile of the key positions and then ensuring that key prospects are properly developed to match these qualifications. c. THE GOAL OF HR PLANNING The goal of forecasting and planning is to keep a stable workforce that meets needs of the organization. d. STEPS IN HRP PROCESS Determine the impact of organizational objectives on specific organizational unit Define the skills required to meet objectives (demand for Human Resource)

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 Determine additional human resource requirements in light of current HR (net HR requirements) Develop action plan to meet the anticipated HR needs

e. Importance Of Hrp HRP has become more important in recent years for a number of reasons like: Globalisation of Business New Technologies The changing skill levels in the Workforce The changing demographics of the workforce Mergers and Acquisitions Legal developments f. Requirements for effective HR planning Successful HR planning requires: HR personnel understand the HR planning process Top management is supportive The communications between HR staff and line management are healthy The HR plan is integrated with the organizations strategic business plan Linking HR planning practices to competitive advantage

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Effective HR planning provides best options for supply of workforce of the organization and s stated in earlier chapters if organization is able to have efficient and effective workforce it will be have competitive advantage.

Human Resource Planning is finalized by all project sites normally by end of June so that adequate time is available for recruitment and posting of manpower by head office or by Personnel Branch at sites. Human Resource recruitment indicating categories and disciplines is clearly projected to the head office latest by 15 June each year, Head Office in turn shall ensure positioning of manpower by due dates or intimate project site for local recruitment. Recruitment at site: Normally all recruitment is carried out by the head office. In some cases it is arranged at site as per directions of H.O/Director. Source of recruitment i.e. Campus recruitment, advertisement, walk-in-interview and through consultant to fill up the vacancy. Decided interview committee comprising of sectional head of respective discipline and incharge of personnel section is formed. A question paper is prepared.

Bio-data is got filled from the applicant normally in his own hand writing and passport size photographs are got pasted in the bio-data. All the certificates are verified by Personnel department in-charge and attached with bio-data duly attested. Then interview is conducted. The interview committee gives its remarks for appointment/pay/grade etc and then approval is sought from the Director.

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 The case is then referred to H.O duly recommended by Director for approval. The appointment advise is issued (Generally appointment advise is issued by H.O)

II Appointments: All appointments in the company are made in the following three categories/cadres: a) Regular b) Temporary Workcharge at site (TWS) c) Temporary Contractual at Head Office/Factories a) Appointment in Regular Cadre: Appointment in regular cadre shall be made at units or other offices. Recommendations for such appointment may however be made to H.O. with all details. b) Appointment in Temporary Work Charge/Temporary Contractual Cadre: Appointment in grades N-11 to N-14 irrespective of employment at units/other offices/ H.O. is be made in Temporary Workcharge /Temporary Contractual cadre is for a period of six months in the first instance which may then be extended upto next 30 June. Thereafter extensions may be given on year to year basis. The extension period of one year may be reduced in case of units/other offices depending upon the actual requirements or when the work is in the final stage of completion and there is tapering of works. On the completion of works shall be taken to ensure that the services of employees are dispensed with on the basis of their category wise seniority on the principal of last come first go. Workcharge/Temporary Contractual cadre is necessary from H.O for which recommendations with details will be sent to H.O. The appointment order shall be issued only on receipt of the approval from head office.

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After issue of Appointment letter: Receive No objection letter from previous unit in case of Ex-TWC/Regular employee. Complete all documents like nomination for gratuity, P.F., details of dependents, Form of P.F declaration, Form for transfer of P.F where applicable. Medical examination by the companys doctor in the prescribed form. Personal file and service book are opened. Updated data in computer after getting employee number from head office EDP.

III.Increments:a) Increments are given to all regular as well as TWC/TC employees including probationers from 01 April shall be allowed provided the employee has joined the company on or before 30th September of previous year i.e. only when the employee has completed at least six months service, including probation period. b) Re fixation of the salary/grade may be considered in deserving cases at the time of satisfactory completion of probation period in case of regular employees the cases must be forwarded to H.O. with full justification for approval. c) In the case of employees who have reached max stage of pay in their grade, Unit Incharges/Head of Departments shall refer all such cases to H.O. every year with their recommendations by 1 Dec H.O thereafter issue approval in deserving cases. Transfers: Where as all the employees in Regular Cadre are liable to transfer to any unit/H.O, no employee in TWC/TC cadre will be transferred from the unit/H.O at which they are appointed. Seniority: While the seniority of regular employee in each category/grade will be company based, the seniority of TWS/TC employee shall be on unit/H.O basis. As such TWC/TC employee when relieved from unit/H.O shall have no claim for employment at Head Office or any other unit.

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A. Future employment of persons in TWC/TC Cadre: a) An employee in TWC/TC Cadre has no claim for transfer or employment to/at any other unit/H.O. However if he/she seeks employment at any other unit/group company/H.O after completion of his/her tenure of service at a unit, he/she may be considered for fresh employment for which previous unit/group company/H.O will forward his/her service particulars and performance to the new unit/group company/H.O as per Appendix c.. b) In such cases the following care shall be taken: The closed personal file of the employee at the previous unit will be sent to the new unit/group company/H.O for purpose of reference in the event of fresh appointment. A new personal file will be started at the unit/group company/H.O in which the employee is appointed afresh in TWC/TC cadre. c) TWC/TC Cadre employee when offered a fresh appointment at a new unit/group company/H.O, his/her service in the previous unit/group company shall be counted for annual Increment, LTA, medical benefits and waiting period for availing earned leave. d) At the time of finalization of accounts at one unit/group company/Head Office, TWC/TC employee may be paid ex-gratia, (if not eligible for Gratuity, Leave Encashment, Bonus, Incentive etc. For the purpose of working out the Incentive, performance grading has to be done by the unit incharge and rate of incentive for previous year be adopted. B. Future employment of persons in Regular Cadre: An employee regular cadre can be transferred to any other unit/H.O at the same company. However he/she may be considered for fresh appointment in another group company for which previous group company will forward his/her service particulars. In such cases the following care shall be taken: - The personal file of the employee in the previous group company needs to be sent to the new group company for reference. - A new personal file will be started at the new group company in which the employee is appointed in regular cadre.

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- Regular cadre employees who are offered fresh appointment at new group company, his/her service in the previous group company will be counted for annual increment, LTA, Medical Benefits and waiting period for availing earned leave - At the time of finalization of accounts at the previous group company employee may be paid ex-gratia, (if not eligible for Gratuity, Leave Encashment, Bonus, Incentive etc. For the purpose of working out the Incentive, performance grading has to be done by the unit incharge and rate of incentive for previous year be adopted. Employee Numbers: All employees are given a number for reference. This number is the P.F. account number allotted by P.F. section, H.O. The allotment of numbers is as follows: R/X/A-for regular employees. TW/Y/X/A-for Temporary Workcharge employees TC/Y/X/A-for Temporary contractual employees Here, X denotes the discipline i.e. technical, administration etc, Y denotes the unit and Adenotes the P.F. account number. Codes used for various cadres: Cadre 1.Technical & Engineering 2.Draughtman 3.Surveyor 4. Architect 5. Engineer 6. Supervisor 7. Tradesman 8. Finance/Accounts 9. General Administration/Personnel 10.Company Secretary 11.Stores & Purchase 12.Medical 13.Security Code TE D TES TEA TEE SUP TRD FAA ADM COS SAP MED SEC

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14.Information Technology Service Books:

IT

Service Books are maintained in respect of Regular employees with sky blue color . For TWC/TC employees a service book with brown color is maintained. Blank service books are obtained from unit/H.O. Service book gives at a glance the entire service record and its maintenance is important. On the joining of a new employee a service book is opened and entries including qualifications, dependents etc are made. Any event like transfer, promotion, increment etc needs to be immediately entered in the service book. Entries for LTA, medical also claims etc should also be made. Service book needs to be checked by representative of Personnel Section. Once in a quarter it needs to be checked by controlling officer of Personal Section. Personal Files: Personal files of all regular as well as TWC/TC employees are maintained by personal section. On transfer of a regular employee the personal file along with the service book , statement of account, leave record and relieving certificate is forwarded to the new unit/Head Office. Leave procedure: An employee who desires to obtain Leave of absence shall apply giving specific reasons to the management and also the address while on leave. The application of the leave shall be in the form prescribed by the company. Application form duly filledwill get endorsed from personnel/accounts section indicating leave due on the proposed date of proceeding on leave, before submitting the same to the sanctioning authority. Application of leave for less than 4 days duration shall be submitted to the management atleast 24 hours in advance.

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Application of leave for more than 4 days shall be submitted to the management atleast 7 days in advance. Except in emergency, no employee shall proceed on leave unless he/she has obtained the sanction of leave. An employee who remains absent from duty for a consecutive period of 8 days including weekly or national holidays without permission of the management, shall be deemed to have abandoned the employment and his/her services shall stand automatically terminated at the expiry of 8 days.

Leave: Casual leave: Every employee shall be entitled for 15 days casual/sickness leave in a year. Usually not for more than 4 days casual leave will be granted at one time. A probationer or a new appointee in TWC/TC cadre will be granted casual leave on pro-rata basis i.e based on 1.25 days in a month. Salarys and holidays as declared by the company may be prefixed and/or suffixed to casual leave, but the intervening Sundays and holidays shall be considered as part of the leave. Un availed leave will neither be encashed nor carried over to next year. Earned leave: Every employee is entitled for 30 days earned leave with full pay for one year continuous service on pro rata basis. Application for earned leave should ordinarily be made 7 days in advance. Sundays and holidays intervening earned leave will also be counted. However suffixing and prefixing of Sundays and holidays is permissible. Any leave over and above the entitled 30 days shall be considered as leave without pay. Un availed portion of the leave can be carried over to the next year. However such accumulation of leave is limited to 90 days.

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 In project sites only both casual and earned leave will be combined and a total of 45 days leave will be combined and a total of 45 days leave will be admissible during one year. The leave entitlement calculation will be based on 45 days leave for 365 working days. The accumulation of leave however will be limited to 90 days only at the close of one year. IV Performance Appraisal In simple terms, Performance Appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgement, versatility, etcs. A formal definition of Performance Appraisal is : It is the systematic evaluation of the individuals with respect to his or her performance on the job and his or her potential for development According to Dale Yoder, all formal procedures used in working organization to evaluate personalities and contributions and potentials of group members According to Flippo, Perfromance Appraisal is a systematic, periodic and so far as humanly possible, an impartial rating of an employees excellence in matters pertaining to his present job and to his potentialities for a better job. Thus under Performance Appraisal, we not only evaluate the performance of a worker but also his potential for development. Objectives of Performance Appraisal The main purposes of employee assessment are :Training, and Transfers have been effective or not. Performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development

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for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns.

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When to Appraise? The appraisals are conducted whenever the supervisor or personnel managers feel it necessary. However systematic appraisals are conducted on a regular basis, say for Example every six months or annually. Whose Performance should be Rated? To the question as to whose performance should be rated? That is, who can be Ratee ? The answer is obviously Employees! And when we say employees, it may be individual, group, teams, or division. Who are Raters ? Raters are immediate Supervisors, specialists from HR Department, Subordinates, Peers, Committees, Clients, Self-appraisals, or a combination of several. USE OF PERFORMANCE APPRAISAL Followings are the some major use of Performance Appraisal to the organization :Poor Performance indicates the need for retraining. Likewise, good performance may indicate untapped potential that should be developed. 2) Compensation Adjustments Performance evaluations help decision-makers determine who should receive pay raises. Many firms grant part or all of their pay increases and bonuses based upon merit, which is determined mostly through performance appraisals.

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Promotions, transfers, and demotions are usually based on the past or anticipated performance. Often promotions are reward for past performance. Good / bad performance throughout the organization indicates how well the human resource function is performing. Performance feedback allows the employee, manager, and Personnel specialists to intervene with appropriate actions to improve performance. Performance feedback guides career decisions about specific career paths one should investigate. Poor performance may be a symptom ill-conceived job designs. Appraisals help diagnose these errors. PROCESS OF PERFORMANCE APPRAISAL Performance Appraisal is a nine step process :Step 1 In this step the performance standards are established based on the Job Description and Job Specification. The standards should be clear, objective and incorporate all the factors. Step 2 Under this step, the Performance Standards are informed to all the employees including Appraisals.

Step 3

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In this step, the instruction given to appraisal are followed, measurement of employee performance by the appraisers through observation, interview, records and reports are done. Step 4 This step find out the influence of various internal and external factors on actual performance. Step 5 This step is to comparing the actual performance with that of other employees and previous performance of the employee and others. Step 6 The sixth step of Performance Appraisal Process, the actual performance is measured with the standards and finding out deviations. Step 7 The seventh step compares, the actual performance of the employee and other employees doing the same job and discuss with him about the reasons for the positive or negative deviations from the pre-set standards as the case may be. Step 8 This step suggest necessary changes in standards, job analysis, internal and external environment. Step 9 The last step is the follow-up of performance appraisal report. This step includes guiding, counseling, coaching and directing the employee or making arrangements for the training and development pf the employee in order to ensure improved performance.

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360 PERFORMANCE APPRAISAL METHOD The Performance Appraisal method, in which multiple raters are involved in evaluating performance, is called 360-degree appraisal. The 360-degree technique is understood as systematic collection of performance data on an individual or group, derived from a number of stakeholders- the stakeholders being the immediate supervisors, team members, customers, peers, and self. The appraiser should be capable of determining what is important and what is relatively less important. He should prepare reports and make judgements without bias. Supervisors Supervisors include superiors of the employee, other superiors having knowledge about the work of the employee and department head or Manager. Peers Peer appraisal may be reliable if the work group is stable over a reasonably long period of time and performs tasks that require interaction. Peer Consider the following factors while appraising : Delegation of authority Team Spirit Motivation Subordinates The concept of having rated by subordinates is being used in most organizations today, especially in developed countries. Such a novel method can be useful in

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other organizational settings too provided the relationships between superiors and subordinates are cordial. Self If individual understand the objectives they are expected to achieve and the standards by which they are to be evaluated, they are to a great extent in best position to appraise their own performance. Customers Employee performance in every service organizations relating to behaviors, promptness, speed in doing the job and accuracy, can better be judged by the customers or users of services. Consultants Sometimes consultants may be engaged for the appraisal when employees or employers do not trust supervisor for appraisal and management does not trust the self-appraisal or peer appraisal or subordinate appraisal.

If the actual performance is very poor and beyond the scope of improvement, it may be necessary to take steps for demotion or retrenchment or any suitable measure.

Unit in charge will intimate name of Initiating and Reviewing officers for various grades of personnel in different departments. It will however be ensured that performance appraisal is not initiated/reviewed below the levels stipulated:

Grades/pay scale

N-14 to N-11

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Initiating officer Reviewing officer

Not below N-07 Not below N-04

Performance appraisal is the main basis for promotion and incentive and it is therefore essential that the reports initiated and reviewed are objective. Performance appraisal must indicate an unbiased assessment of individuals qualities and capabilities and must highlight demonstrated performance during the period of appraisal.

The period of appraisal shall be 01 April to 31 March and the reports shall be initiated/reviewed and submitted latest by 30 April to the Unit incharge. The time schedule for finalizing the recommendations and orders for promotion/incentive shall be as under: a. Recommendations to be forwarded to head office by unit in-charge latest by 31 May. b. Orders of head office for promotion to be communicated to units by 30th June. c. Promotions to be effective w.e.f. 1st April of the same year.

The following actions are required to be taken by personnel section of units:

a. Fill updates on Form I, II and III and forward to initiating officers by 07 April each year. b. Ensure that all reports are received with remarks by initiating and reviewing officers except unit incharge latest by 30 April. c. Put up forms to unit In-charge for his remarks along with completed lists separately for officers/staff covered under 3 separate Forms. d. Forward finalized list Recommended for Promotion to head office by 31 May. e. Forward copy of performance appraisal report of all officers of Grades N-02 to N-04 to Head Office along with above. f. Issue letters to concerned employees approved for promotions under signatures of unit incharge or person nominated by him. g. Enter promotions in service book of employees and file performance appraisal reports in personal file.

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Head office informs to all units policy/norms for payment of bnus/incentive by 30 June. The Bonus and incentive amount shall be worked out and paid at H.O(units to all concerned in due course of time. A consolidated statement of amount paid will be forwarded to the head office for information and record. Incentive shall be paid to all employees except the following categories: - Persons performing 8 hours duty. Persons getting fixed extra amount. - Persons getting overtime.

The bonus shall be determined by various units/head office based on the pay drawn in the particular unit/head office. Credit advice will be sent to concerned units in respect of persons who have since been transferred.

For the purpose of appraisal the employees have been divided into 3 categories. The performance appraisal forms are separately developed for all the three categories and each contains 6 parts-Part A,B,C,D,E & F.

Part A-displays the basic information about the Appraise and is filled by P&A department. Part B-as applicable for Category I and II employee displays the details about the demonstrated performance of the individual as against the Goals set at the beginning of the Annual Appraisal Cycle. *Part-B however is not presently being filled in case of employees at JRCGU, Roorkee because of uncertain environment and plant being in project stage no specified goals can be set against which to measure performance. Part C-displays the details about assessment on organizational values and reporting officers appraisal rating of the individuals conduct vis a vis expectations on Organizational values. It also exhibits reporting officers qualitative inputs on the individual regarding any critical incidents. The same is applicable for Category I, II & III employees. The reviewing officer then reviews the rating given by reporting officer and moderates it suitably in discussion with reporting officer for category I and II. Part D- is for computing the overall rating of Appraise (rounded off to nearest 0.25) based on the moderated ratings given by reviewing officer in Part-B and Part-C using the respective weightages assigned category wise as given in clause (m). This part is to be filled and signed by the reporting officer and reviewing officer. Part-E- is for the identification of development needs of the individual, including function and behavioral training needs. The reporting officer would be required to refer to

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a list of development training courses developed by TTG, annexed with the PMS Guide Lines. This is to be filled by the reporting officer and reviewed by the reviewing officer. The list shall be updated every 6 months by the corporate HRD. Part-F- is for the use of P&A for endorsing Final rating for the employee prior to submitting the Form to Approving Committee for Acceptance of Appraisal Report. P&A would also be required to record any comments/observations regarding Appraisal process adherence, Training need aspect as well as on computation /rounding off of Final Rating of Appraisee. This part also contains provision for Approving Committees Remarks and Signature. After the Appraisal process is completed, Final approved ratings (qualitatively) shall be communicated by P& A to all reporting officers. Reporting officer then communicate the same to respective Appraise and confirm back compliance to P&A. In case of an executive being transferred (intra-site or inter-site) during the year, if he has worked in his previous department/unit for more than three months an interim Appraisal Report is generated by previous Reporting Officer which shall be taken into consideration during the Assesment Year for that period. In case the appraise is not directly reporting to the appraiser, the Reporting Officer should involve and conduct the assessment in consultation with immediate superior of the appraise under whom he is working. V Training and Development :Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level management. When applied to lower and middle management staff it is called as training and for senior level it is called managerial development program/executive development program/development program. Objectives/purpose/goals of training and development

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Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. The purpose of training and development can be explained as follows. 1. Improving quality of work force :Training and development help companies to improve the quality of work done by their employees. Training programs concentrate on specific areas. There by improving the quality of work in that area. 2. Enhance employee growth :Every employee who takes development program becomes better at his job. Training provides perfection and required practice, therefore employees area able to develop them professionally. 3. Prevents obsolescence :Through training and development the employee is up to date with new technology and the fear of being thrown out of the job is reduced. 4. Assisting new comer :Training and development programs greatly help new employees to get accustomed to new methods of working, new technology, the work culture of the company etc. 5. Bridging the gap between planning and implementation :Plans made by companies expect people to achieve certain targets within certain time limit with certain quality for this employee performance has to be accurate and perfect. Training helps in achieving accuracy and perfection. 6. Health and safety measures :Training and development program clearly identifies and teaches employees about the different risk involved in their job, the different problems that can arise and how to

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prevent such problems. This helps to improve the health and safety measures in the company. Methods of training operating personnel/factory workers Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. There are different methods of training for operating personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of rupees. 1. On the job training method :In this method workers who have to be trained are taken to the factory, divided into groups and one superior is allotted to every group. This superior or supervisor first demonstrates how the equipment must be handled, and then the worker is asked to repeat whatever he has observed in the presence of the supervisor. This method makes it easy for the employee to learn the details about specific equipment. Once the worker studies the first equipment thoroughly the supervisor moves on to the next equipment and so on. 2. Apprenticeship training :In this method both theory and practical session are conducted. The employee is paid a stipend until he completes training. The theory sessions give theoretical information about the plant layout, the different machines, their parts and safety measures etc. The practical sessions give practical training in handling the equipment. The apprentice may or may not be continued on the job after training. 3. Vestibule training :In this method of training an atmosphere which is very similar to the real job atmosphere is created. The surroundings, equipment, noise level will be similar to the real situation. When an employee is trained under such conditions he gets an idea about what the real job situation will be like. Similarly when he actually starts doing the job he will not feel

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out of place. This method is used to train pilots and astronauts. In some places graphics are also used to create the artificial surroundings. This method involves heavy investment. 4. Job rotation :In this method the person is transferred from one equipment to the other for a fixed amount of time until he is comfortable with all the equipments. At the end of the training the employee becomes comfortable with all the equipment. He is then assigned a specific task. 5. Classroom method :In this method the training is given in the classroom. Video, clippings, slides, charts, diagrams and artificial modules etc are used to give training. Methods of training for managers/methods of development/managerial development/executive development (10/5/2 marks very imp) Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Various methods are used to train personnel for managerial level jobs in the company. These methods can be explained with the help of following diagram. Methods of training:On the job training Off the job training Job rotation Classroom method Planned progression Simulation Coaching and counseling Business games Under study Committees Junior boards Conferences Readings

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In-basket training On the job method :On the job method refers to training given to personnel inside the company. There are different methods of on the job training. 1. Job rotation :This method enables the company to train managerial personnel in departmental work. They are taught everything about the department. Starting from the lowest level job in the department to the highest level job. This helps when the person takes over as a manager and is required to check whether his juniors are doing the job properly or not. Every minute detail is studied. 2. Planned progression :In this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs. 3. Coaching and counseling :Coaching refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to handle pressure. There is active participation from the senior. Counseling refers to advising the junior employee as and when he faces problems. The counselor superior plays an advisory role and does not actively teach employees. 4. Under study :In this method of training a junior is deputed to work under a senior. He takes orders from the senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The method is used when the senior is on

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the verge of retirement and the job will be taken over by the junior. 5. Junior board :In this method a group of junior level managers are identified and they work together in a group called junior board. They function just like the board of directors. They identify certain problem, they have to study the problem and provide suggestions. This method improves team work and decision making ability. It gives an idea about the intensity of problem faced by the company. Only promising and capable junior level managers are selected for this method. Off the job training method :Off the job training refers to method of training given outside the company. The different methods adopted here are 1. Classroom method :The classroom method is used when a group of managers have to be trained in theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc. The method is interactive and provides very good results. 2. Simulation :Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here. 3. Business games :This method involves providing a market situation to the trainee manager and asking him to provide solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team and play against each other.

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4. Committee :A committee refers to a group of people who are officially appointed to look into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and what they learn from it. 5. Conference :Conferences are conducted by various companies to have elaborate discussions on specific topics. The company which organizes the conference invites trainee manager and calls for experts in different fields to give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how problems can be solved on the job. 6. Readings :This method involves encouraging the trainee manager to increase his reading related to his subject and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager from books, magazines and internet etc. 7. In basket training :In this method the training is given to the manager to handle files coming in and to finish his work and take decisions within a specified time limit. The trainee manager is taught how to prioritize his work, the activities which are important for his job and how to take decisions within limited time limit. Training procedure/process of training :Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Every company has a specific training procedure, depending upon its requirements. A general training procedure is explained below along with diagram

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Process/procedure of training:Determining training need of employee Select a target group for training Preparing trainers Developing training packages Presentation Performance Follow up 1. Determining training needs of employee :In the very 1st step of training procedure, the HR department, identifies the number of people required training, specific area in which they need training, the age group of employee, the level in organization etc. in some cases the employee may be totally new to the organization. Here the general introduction training is required. Some employees may have problems in specific areas; here the training must be specific. This entire information is collected by HR department. 2. Selecting target group :Based on information collected in step 1 the HR department divides employee into groups based on the following. Age group i. The area of training ii. Level in the organization iii. The intensity of training etc. 3. Preparing trainers :Once the employees have been divided into groups, the HR department arranges for trainers. Trainers can be in house trainers or specialized trainers from outside. The trainers are given details by HR department, like number of people in group, their age, their level in organization, the result desired at the end of training, the area of training, the number of days of training, the training budget, facilities available etc.

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4. Preparing training packages :Based on the information provided by trainers, he prepares entire training schedule i.e. number of days, number of sessions each day, topics to be handled each day, depth of which the subject should be covered, the methodology for each session, the test to be given foe each session, handout/printed material to be given in each session. 5. Presentation :On the first day of training program the trainer introduces himself and specifies the need and objective of the program and then actually stars the program. The performance of each employee is tracked by the trained and necessary feedback is provided. 6. Performance :At the end of training program the participants reports back to their office or branches. They prepare report on the entire training program and what they have learned. They the start using whatever they have learned during their training. Their progress and performance is constantly tracked and suitable incentives are given if the participant is able to use whatever he has learned in training. 7. Follow up :Based on the em0ployee performance, after training, the HR department is able to identify what is exactly wrong with training program and suitable correction is made. Evaluation of training program:Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. Effectiveness of training programs are constantly evaluated by the company to find if the money, they have invested has been spend properly or not. Training programs can be evaluated by asking following questions.

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a) Has change occurred after training? b) Is the change due to training? c) Is the change positive or negative? d) Will the change continue with every training program? A training program should give following resulting changes. 1. Reaction :Reaction refers to attitude of employee about the training, whether the employee considers training to be +ve or ve one. If reaction are +ve then people have accepted the program and changes will be possible. 2. Learning :Another method of judging effectiveness is to identify levels of learning i.e. how much the people have learnt during the training. This can be found out by trainers mark sheet, the report submitted by the employee, and actual performance. 3. Behavior :The HR department needs to understand behavior of the employees, to understand the effectiveness of training. The behavioral change can be seen in how the person interacts with juniors, peer groups and seniors. They mark change in behavior and inform the HR department of the success of training program. 4. Result :Results provided by employee in monetary terms also determines effectiveness of training program i.e. employee success in handling the project, the group performance before and after training etc. 5. Effectiveness of training program must lead to i. Increase in efficiency of worker ii. Reduction in labour turnover

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iii. Increase in discipline iv. Reduction in wastage and therefore cost of production v. Proper care of tools and equipments vi. Employee development in career terms vii. Overall efficiency in the company Advantages of training programs/training:Training is defined by Wayne Cascio as training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably. The following are the advantages of training program to the company 1. Increase in efficiency of worker :Training programs can help workers to increase their efficiency levels, improve quality and thereby increase sales for the company. 2. Reduced supervision :When workers have been formally trained they need not be supervised constantly. This reduces the work load on the supervisor and allows him to concentrate on other activities in the factory. 3. Reduction in wastage :The amount of material wasted by a trained worker is negligible as compared to the amount of material wasted by an untrained worker. Due to this the company is able to reduce its cost its cost of production. 4. Less turnover of labour :One of the advantages of the training program is that it increases the confidence of employees and provides them with better career opportunities. Due to this employee generally do not leave the company. There by reducing labour turnover.

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5. Training helps new employees :A person, who is totally new to the company, has no idea about its working. Training helps him to understand what is required from him and helps him to adjust to the new environment. 6. Union management relations :When employees are trained and get better career opportunities. The union starts having a possible attitude about the management. They feel that the management is genuinely interested in workers development. This improves union management relations. The following are the advantages of training program to the employee:1. Better career opportunities :Training programs provide the latest information, develops talent and due to this the employee is in a position to get better jobs in the same company or other companies. 2. High rewards :Effective training programs result in improved performance. When performance appraisal is done excellent performance from the employee is rewarded by giving him incentives and bonus. 3. Increased motivation :Employees who have been trained are generally more confident as compared to others. Since their efforts will be rewarded in future they are very much interested in improving their performance. Therefore we can say that their motivation levels are very high. 4. Group efforts :Training programs are not only technical programs but are also conducted in areas like conflict management, group dynamics (formal and informal groups), behavioral skills, stress management etc. this enables employees to put in group effort without facing problems that groups normally face. In other words training teaches people to work in a group.

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5. Promotion :People who attend training programs learn from them and improve themselves are generally considered for promotion. Thus training increases chances of promotion. Training needs are identified with the help of performance appraisal by the reporting officer and reviewing officer. The training calendar for the whole year is centrally prepared by Technical Training Group at Jaypee Rewa cement plant and all the training for the cement division is carried out here. The recommended employees are sent to Rewa for training and after completion of training feedback is taken. In the post training scenario the improvement in effectiveness of the employee is observed and further recommendation for training is given if required.

Compensation system at Jaypee Cement :The labour working at JRCGU is supplied through the contractures. The demand for the labour is communicated to them and they supply the labour according to the need. The labour employed at JRCGU can be divided in four categories: Wages: 1. Unskilled- labour at construction site, helper, rigger etc. ,Wage per day 100 rupees. 2. Semiskilled- fitter, welder, mechanic etc. ,Wage per day 110 rupees. 3. Skilled- driver, fitter, welder, cutter, mechanic etc.,Wage per day 126 rupees. 4. Highly Skilled- P.G, Mechanical Foreman etc., Wage per day 161 rupees. These wages have been fixed as per the directions of Uttarakhand Government. 3% of the wages is paid by the labour to the contractor, in case the labour is supplied through the contractor

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Overtime: Labour is paid doubly in case the work over time. The scheduled working hours every day are 8a.m to 5p.m. Working days are from Monday to Saturday with Sunday off. Generally Sunday is off but if any work is done on Sunday it paid on hourly basis which is double the normal wages per hour. Fixed overtime of 20 rupees is paid every day to some like mess helper, camp washer man, sweeper, stores helper and LMV drivers etc. Fixed overtime of rupees 45 is paid to the cook and security guard in grade N-12 and rupees 40 is paid to cook and security guard in grade N-13. On Sundays or holidays fixed overtime of rupees 65 for grade N-12 and rupees 60 for grade N-13 respectively is paid.

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VI BENEFITS: Fringe benefit: All eligible full-time employees receive the following fringe benefits: [Note: The narrative following each benefit is intended to provide you with basic information. For complete terms and conditions of each benefit see the Employee Benefits Booklet, published annually by the Office of Human Resources.] Coverage for eligible employees begins the first day of the month coinciding with or following the date of employment. Coverage may terminate on the last day of the month that employment ends. Contact Human Resources for more information.

Comprehensive medical insurance College pays 80% of employee premium.:This plan is administered through Blue Cross Blue Shield of Minnesota. If you are an eligible employee and elect medical coverage for yourself, you may also cover your eligible dependents. Eligible dependents include your spouse, domestic partner as defined in the Gustavus Adolphus College domestic partner policy, and children under 26 years of age. Medical plan costs vary with coverage selected (options are Employee, Employee plus Spouse/Partner, Employee plus Dependent Child(ren), and Family). There are two plans from which to choose: a $2,000 deductible Health Reimbursement Account (HRA) plan, and a $5,000 deductible HRA plan. See the Summary Plan Description booklet for a complete description of the benefits, provisions, limitations and exclusions applicable.

Dental insurance College pays 80% of employee premium.:This plan is administered through SOMI (Sheffield, Olson & McQueen, Inc.). If you are an eligible employee and elect dental coverage for yourself, you may also cover your eligible dependents. Eligible dependents include your spouse, domestic partner as defined in the Gustavus Adolphus College domestic partner policy, and children under 26 years of age. Dental plan costs vary with coverage selected (options are Employee, Employee

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plus One, and Family). See the Summary Plan Description booklet for a complete description of the benefits, provisions, limitations and exclusions applicable. Term life insurance policy equal to 1.5 times salary:Provided under a policy purchased by the College through Reliance Standard Life is a benefit we provide all eligible employees at no cost to you. Benefit is 1 times your annual pay rounded to the next higher multiple of $1,000, and minimum of $10,000 to a maximum of $550,000 combined Basic Life and Optional Life Benefits (Guarantee issue up to $425,000). In the event that you terminate your employment, you may continue your basic life benefit for up to 3 months. Eligible employees may also purchase additional life insurance through the plan. If you are an eligible employee and elect Voluntary Life insurance on yourself, you may elect to purchase Voluntary Life insurance for your eligible dependents. This benefit option gives you the ability to purchase additional life insurance coverage at special reduced rates. See the Summary Plan Description booklet for a complete description of the benefits, provisions, limitations and exclusions applicable.

Short-term salary continuation (for salaried employees).:In the event you are absent from work due to an accident or illness, Gustavus Adolphus College will continue to pay 100% of your regular pre-disability earnings until you are no longer disabled or for a period of up to six months, whichever occurs first (after six months, long-term disability income insurance is in effect see number 5 below). Employees may be required to furnish a medical certificate indicating that the employee is unable to perform their job duties.

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Short-term disability (for hourly employees).:In the event you are absent from work due to an accident or illness, Gustavus Adolphus College will continue to pay 100% of your regular pre-disability earnings until you are no longer disabled or for a period of up to six months, whichever occurs first (after six months, long-term disability income insurance is in effect see number 5 below). Benefits are payable after 45 days of continuous disability. Employees may be required to furnish a medical certificate indicating that the employee is sufficiently disabled to prevent the employee from performing their job duties.

Long-term disability income insurance.:Under a policy purchased by the College through Reliance Standard Life Insurance, covered employees are protected against long-term income loss due to an accident or illness, defined as being 1) unable to perform at least one of the material duties of your job during the first 36 months of benefits (excluding the qualifying period) and, thereafter, unable to perform material duties of any job for which qualified by education, training, or experience or 2) unable to earn more than 80% of pre-disability earnings. Benefits are payable after 180 days of continuous disability. Benefits payable include 66 2/3% of monthly salary to a maximum of $17,000 per month, offset by full Social Security, Workers Compensation and any other Government or Employer Sponsored plans. Benefits may not be payable if disability is due to a Pre-Existing Condition.

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A tax shelter retirement plan 10% College:The Retirement Plan is a Defined Contribution, Tax-deferred Annuity Plan as allowed under section 403(b) of the Internal Revenue Code. Under this arrangement, the College can enter into salary reduction agreements with its employees in which a portion of the employees compensation (selected by the employee and within the limits imposed by the Internal Revenue Code) is applied on a before-tax basis to an annuity contract owned by the employee, rather than being paid directly to the employee. These amounts, together with any investment earnings, are not subject to federal income tax until they are paid to the employee (or beneficiary) in the form of benefits. Participation in this tax-deferred annuity plan is voluntary. When you begin participation in the Plan, the College will automatically make contributions to the fund sponsor. [The fund sponsor is TIAA-CREF, the principal retirement system for the nations education community.]

Tuition Scholarship Plan for Dependent Children.:Dependent children of employees hired after June 1, 2009 will be eligible for the full tuition benefit after four years of the parents full-time employment. Benefits begin at the start of the next semester after the anniversary date. The parents service qualifying for a tuition benefit at a higher education institution immediately preceding employment at Gustavus will be considered toward meeting this requirement. The tuition scholarship does not cover room and board or any special fees. Workman Compensation Act-1923: Under workman compensation act the calculation of compensation is done as follows: Fatal accident- Monthly Wages *Relevant Factor*50% Non fatal- Monthly Wages*% of disability*Relevant Factor*60% .

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Welfare Activities: Grade Labour is provided place to live. Free electricity is provided. Free water supply. Vehicle is provided on occasions like festivals etc eg. For going to offer prayers in mosque. Holidays- National Holidays and Sundays. Pay scale effective from Designation Pay scale Basic PA/SA Rs. N-1A President 732005000N-1B Sr.Jt. president 12320 659004000N-1C Jt.president 10590 586003000N-1D Sr. V.P 88600 512002500N-1E V.P 76200 434002000N-1F Sr.G.M 63400 359001500N-01 G.M 53900 31400100075 31400+6600 10000 15000 20000 35900+7000 10000 15000 20000 51200 7500 43400+7200 10000 20000 20000 58600+8400 + 10000 20000 20000 73200+ 10500 65900+9500 20000 20000 20000 20000 + O&M PA/SA II Rs. O&M PA/SA III Rs. 20000 20000 PA/SA IV Rs.

N-02

ADDL.G.M

51400 2770070043700 2460070038600 21700600-

27700+6200 7500

15000

20000

N-03

Dy.G.M/CMO

24600+5200 7500

15000

15000

N-04

Asst.G.M/PM /PMO

21700 +4700

7500

15000

15000

N-05

33700 R.M/Sr.P.E/ chief 18800Suptd/ Sr.RMO 50028800 1510040023100 1360035020600 1070030018200 field 920025015450 770020012700 45001758875 38001507550 3200-

18800+4300 6000

10000

10000

N-06

15100+3800 6000

10000

10000

N-07

Manager/R.E/ Sr.foreman/MO

13600+3600 5000

10000

8000/4000

N-08

Asst Manager/Sr.F.E

10700+3200 5000

10000

8000/4000

N-09

Officer/F.E/ foreman

9200+3000

3500

10000

6000/3000

N-10

Asst.Officer/J.E/ Junior coordinator

7700+2700

3500

10000

6000/3000

N-11

Sr.sup/S.I/Sr. Typist

4500+1800

3000

1500

1500

N-12

Sup/Trades man/Sr. driver

3800+1700

2500

1500

1500

N-13

Jr.sup/S.G/Jr.cook/

3200+1500

1000 76

Jr.typist N-14

1252600+1300

1000

6325 Helper/washerman/ 2600Sweeper 1005100

Employees in grade N-11 and above are regular employees. Allowances : Project/Special Allowance. This is applicable to employees at H.O/Units and other offices in grades N-03 to N-14. Incentives: Individual incentive scheme has been adopted at JRCGU. Incentives have been fixed according to the grades achieved after performance appraisal. Bonus: Atleast 8.33% of the total basic salary for a year is paid once in a year to all the employees as bonus. It is generally paid before Diwali. This bonus however can be more than 8.33% depending upon the profits the company makes.

Contingent and Deferred benefits: Provident fund: 12% of the basic salary is deducted and contributed to the PF. 8.33% of basic salary is contributed by the employer to the employee PF. 3.67% goes to the employee pension scheme. Gratuity: Employee under the Gratuity Act-1972 is eligible for gratuity if completed minimum 5 years of service. When the termination of the employment is due to death or disablement minimum qualifying period of service shall not be necessary.

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Calculation of Gratuity- Last Basic*No. of years served*1/26 The maximum limit of gratuity payable is 3.5 lakhs. Medical allowance: Equal to one basic is paid to all employees once in a year. It has to be claimed by the employee by showing medical bills. Pension: Any employee completing 10 years of regular shall be entitled for pension under the employee pension scheme. The maximum pensionable salary is limited to five thousand rupees only. Leave: Earned leave (planned leave) of 30 days and Casual leave of 15 days is provided to all regular employees. Any leave beyond this shall be considered as leave without pay leaving the accident cases. Home rent allowance: Home rent allowance is applicable to all employees except the employees who are provided family accommodation by the company at any place. The HRA shall be paid along with pay at the rates specified below: Metropolitan cities -50% of pay. -55% of pay. -60% of pay. -30% of pay. -10% of pay. I.Employees form grades N-01A to N-01E & N-01 to N-06 II.Employees from grade N-07 to N-10 III.Employees from grades N-11 to N-14 Other cities of posting Project sites of posting

Conveyance allowance: Personal scooter/motorcycle allowance is sanctioned to individuals permitted to use personal transport for performing duties connected with their official function. Cases of personal car allowance are referred to head office. All employees in grade N-07 to N-14 posted at metropolitan cities are paid Rs.500/ per month as conveyance allowance. Conveyance allowance however will not be admissible in following cases: To those employees who are provided company vehicle. To those employees who are paid conveyance maintenance allowance. 78

Medical allowance: Reimbursement of Medical Expenses The employee and his family, if residing at the project sites will be treated by the companys doctors and the medicines as available shall be provided to them by the company dispensary. In addition to medical facilities provided at project site, medical expenses incurred by the employee on his/her and his/her familys treatment will also be reimbursed limited to one months pay excluding allowances in a financial year based on pay excluding allowances as at beginning of the financial year. Claim along with bills will have to be made within 15 days of expenses incurred to the accounts section for processing. Any amount unutilized in a financial year will neither be encashable nor carried over to next year. In case of husband/wife both working in the company they will get one month basic equal to salary of the one getting higher pay. Conveyance Allowance: Personal Scooter/Motor Cycle allowance may be sanctioned at the discretion of the unit In-charge on the case basis at the rates and for the duration as considered appropriate, to individuals permitted to use personal transport for performing duties connected with their official functions. Admissibility of the allowance shall be regulated at the discretion of the unit In charge based on actual duty days in a month after excluding period of absenon leave or for any other reason. Cases of personal car allowance, if any, shall be reffered to the head office for orders. In order to admit the conveyance allowance the controlling officer shall be submit the following certificate to the Accounts Section by 2nd of the month. All employees in grades N-07 to N-14 posted at metropolital cities will be paid Rs.500/ per month as conveyance allowance. This conveyance allowance however will not be admissible to following categories of employees. a. Who have been provided company vehicle. b. Who are paid conveyance allowance. c. Who are paid conveyance maintenance allowance. 79

IT Allowance: IT allowance will be admissible to all employees in IT cadre as mentioned below: N-01A to N-01F & N-01 to N-04 N-05 to N-06 N-07 to N-08 N-09 to N-12 Rs. 1500 per month Rs. 1200 per month Rs. 600 Per month Rs.400 per month

In addition to the above reimbursement upto Rs. 500 per month will be admissible to all employees in Grade N-12 and above for Books and Periodicals.

Gun Allowance/Revolver-Pistol Allowance: Individuals in possession of personal gun and who by the nature of duty are required to carry the gun whilst on duty are sanctioned Gun Allowance @ Rs.1000/ per month for the duration as decided by the unit incharge. For claming the allowance the individual must be on duty for at least 15 days in the month failing which no allowance will be admissible for that month. The owner of the gun and holding of valid gun licence are prerequisites for sanctioning gun allowance. Individuals in possession of personal Revolver/Pistol and who by the nature of duty are required to carry Revolver/Pistol while on duty are sanctioned Revolver/Pistol allowance @ Rs. 2000 per month for the duration as decided by the unit incharge. For claiming Revolver/Pistol allowance the individual must be on duty for atleast 15 days in the concerning month failing which no allowance will be admissible for the month. The ownership of the Revolver/Pistol and holding of valid Revolver/Pistol license are prerequisities for sanctioning of Revolver/Pistol allowance. A consolidated list of individuals permitted to draw Gun/Revolver/Pistol allowance for performing duties connected with their official functions will be submitted by the security section to Account Section by the 2nd of the month. Washing Allowance:

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Washing allowance will be admissible to the staff who are provided with uniform and there is no free washing facility, at following rates: March to October- Rs. 75 per month November to Feburary-Rs.100 per month. Fast Track Degree Engineers Allowances: The following additional allowances would be admissible to the Fast Track Degree Engineers having designation in grade prefixed as FT-1 and FT-11: Professional and Skill Up gradation Allowance. N-PR-FT-1/11 to N-01-FT-1/11 25% of Pay/Fixed Pay. Books and Periodicals Reimbursement. N-PR-FT-1/11 N-08-FT-11 N-07-FT-1/11 to N-05-FT-1/11 N-04-FT-1/11 to N-01-FT-1/11 Up to Rs.1500 per month Up to Rs 2000 per month Up to Rs.3000 per month U to Rs. 5000 per month

Travelling allowance:Eligibility: All employees shall be eligible for travelling allowance if journeys are under taken for following purposes: - Business journeys as ordered and authorized by the competent officer of the company. - Recall from leave. - Transfer. - Participation in training programme, seminar and conference. Entitlement: The employees shall travel by the shortest or route. Entitlement for mode of travel for

81

various grades shall be as under: Places not connected by Air or Railway N-01 A to N-01 E & N-07 to N-12 N-07 to N-12 Taxi Three wheeler; for journeys within

municipal limits and expenses by bus for N-13 to N-14 Daily Allowance Eligibility All employees shall be eligible for daily allowance if journeys are undertaken for: Business of the company. Transfer. Attending training programme, seminar or conference when deputed by the company. Entitlement-Food and Incidentals (DA) N-01 A to N-01 F N-03 to N-04 N-05 to N-06 N-07 to N-08 N-09 to N-10 N-11 to N-12 N-13 to N-14 Rs. 300 per day (24 hrs.) or actual upto 5 star hotel. Rs 250 per day or actual upto 3 star hotel Rs 200 Rs.160 Rs.120 Rs.90 Rs.60 more than 20 kms. Bus

Where free boarding and lodging facility is provided by the company, employees will not be entitled to DA even if they choose to avail free boarding and lodging facility offered by the company. The above rates shall be operative based on duration outside headquarters as given below: Upto 6 hours More than 6 hours upto 12 hours More than 12 hours upto 24 hours Nil 50% of the rate as specified above 100% of the rates as as specified above

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Beyond 24 hours be governed as above.

Every additional 24 hours or part of these shall

The above rates shall be applicable only when the tour is to a place beyond 20 kms (one way) from the place of posting. Expense on phone calls for official purpose only shall be reimbursed. Accident 1. In case an employee meets accident while engaged in carrying out assigned duties, his medical expenses and period of absence regulated as mentioned below. All accident cases are reffered to government hospital except under special circumstances when the case needs to be sent to private hospital with sanction of unit-in charge. 2. All medical expenses incurred in connection with treatment shall be borne by the company. 3. The period of absence on medical grounds resulting from the accident shall be treated as special leave with full pay provided he/she is available at the hospital referred by the company. 4. An attendant if sanctioned to look after or escort the patient to his/her home station shall be paid the rail/road fare and D.A at the rate as given in Para 4.21 and 4.22. He/she will be treated on duty for that period. He/she will be sanctioned by the unit-in charge. Advances An employee on official tour may be granted a advance to meet expenses. An employee shall be required to submit the travelling allowance bill on completion of journey, within 7 days from the date of completion of journey. If not, the amount shall be recovered from his monthly salary. Any employee shall be entitled to advance only after completion of 2 years of service. The paying back of the advance payments shall be in installments from the salary beginning from the month next to when he takes the advance, the monthly installment should not be more than 50% of the salary. S.no 1. Type Medical advance Purpose Self dependent Amount Remarks and Maximum upto This will 2 months pay considered be on

83

the basis of the certificate given by authorized medical practitioner 2. Matrimonial advance 3. Leave advance For dependants Maximum upto On production daughters marriage Self 3 months pay of proof marriage card. Maximum upto Application to monts pay be only entertained if an on an

employee Proceeds more Maximum upto Proof or 2 months pay meeting requirement within a month of advance Terms and Conditions for the Advances: a. The employee must have 2 years of service. b. If amount exceeds one month pay, the application be supported by surety of two confirmed employees. If amount is equal to one month pay, surety of one employee will be required. c. Recovery will be effected in 9,6,3 equal monthly installments from the salary for the month succeeding the month in which the advance is drawn if theamount of advance in 3,2,1 month pay respectively. leave of 10 or 4. Other advance Natural calamity childrens education to be the

furnished after

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d. Application for advance shall be considered only if the total monthly deductions from the pay of employees does not exceed 50% of his pays after taking into account the recovery of applied advance if sanctioned.

Employees Provident Fund/Pension Scheme/Deposit Linked Insurance Scheme/Group Insurance Scheme of LIC Admissibility The benefit of employees Provident Fund etc shall be admissible to the employees applicable. Under this scheme the employees contribute 12% of his/her pay towards provident fund. Employer contributes equal amount out of which 8.33% of employees pay(limited upto Rs 5000) goes towards Employee Pension Scheme and the balance is credited to his/her provident fund account. When the employee 58 years of age the contribution towards Employee Pension Scheme stops and the full amount of employers as well as employees contribution gets credited to his/her provident fund account. Provident Fund Nomination An employee on appointment is required to fill up the nomination and declaration form, under the Employee Provident Scheme, in triplicate in prescribed form, which has been revised as Form 2(Revised) in consequence of introduction of EPS and submit to the Personnel Section. Personnel section keeps one copy of the form in the personal file of the employee and forward 2 copies to Head Office. The purpose of Nomination and Declaration form is to confer the right to the nominated person to receive the amount that may stand to his/her credit in the P/F and to facilitate release of pensionary benefits due under the EPS to the entitled member of family in the event of his/her death. A member of EPS who is married and his/her father/mother is/are dependent upon him/her can nominate one or more persons belonging to his/her family

85

as defined below: In case of male member, his wife, his children, his dependent parents, his deceased sons widow/children; Incase of female member, her husband, her children, her dependent parents, her husbands dependent parents, her deceased sons widow/children. Where the EPS nomination is wholly or partly in favour of a minor, the member may, for the purpose of this scheme, appoint a major person of his/her family to be the guardian of the minor nominee in the event of the member predeceasing the guardian so appointed. If the employee wishes to change the prior nomination, he/she is required to fill up again. Previous Employment For declaration and confirmation of previous employment, employees are required to fill up Form at the time of appointment. Form duly filled and signed by the employee shall be submitted to the Personnel section. Personnel Section will forward the same to Accounts Section, from where the same shall be forwarded to Head Office (PF Cell) along with next monthly PF statement. Annual Statement The employee shall be entitled for the account statement of his/her account for each financial year. The members should satisfy themselves as to the correctness of the annual statement and any error should be bought to the notice Accounts Section within one month of the receipt of statement. Withdrawal of Provident Fund: Any employee leaving the company due to any reason is eligible for withdrawal of his/her PF accumulations. For this purpose the employee who leaves the company shall fill up appropriate form and submit to Personnel Section. Personnel Section shall forward the same to H.O (PF Cell) duly checked and countersigned H.O shall take action for release of payment. Employee Pension Scheme General With the implementation of the Employees Pension Scheme,1995 (EPS) with effect

86

from 16.11.95 the old Family Pension Scheme (FPS) has ceased. Whereas under EPS pensionary benefit was available only on the death of a member in service, pension is also allowed under the EPS on disablement while in service as well as on superannuation/retirement. The pension is payable only on attaining the age of 58 years/50 years depending upon the number of years of service put in by subject to minimum 10 years. Moreover there is provision for commutation of pension under the EPS. Apart from this there is provision not only for Monthly Widow Pension but also Monthly Children /Orphan Pension upto two children at a time (against children pension to one child under old FPS) till they complete the age of 25 years. Nomination All employees on appointment are required to fill up the Nomination and Declaration form On death of a member of the employees pension scheme the EPS benefits are admissible To only the spouse (till death or remarriage) and/or at a time upto two children (including legally adopted by member) and running from eldest to youngest child till the child attains the age of 25 years. If the member has got no family, the pension on the death of the member will be payable to the nominee as would have been admissible to widow. Pensionable Service The Pensionable Service of a member shall be determined with reference to the contributions received or receivable on his/her behalf in the Employees pension Fund. In the case of member who superannuate on attaining the age of 58 years and for who has rendered the Pensionable Service of 20 years or more, his/her Pensionable Service shall be increased by adding weightage of 2 years. Gratuity All employees shall be governed by payment of Gratuity Act, 1972 as amended by payment of Gratuity (Amendment) Act 1987 and Gratuity (Amendment ) Act,1994 1. Eligibility Employee shall be eligible for gratuity if he/she has completed minimum five years service. Part of one year in excess of six months shall be counted as one year. When the

87

termination of employment is due to death or disablement, minimum qualifying period of five years shall not be necessary. 2. When Payable The Gratuity shall be payable on Superannuation or retirement of resignation or on death/disablement due to accident or disease. 3. To whom Payable Gratuity shall be payable to employee himself. In case of his/her death, it shall be payable to the nominee as per nomination or to the legal heirs. 4. Disqualification Gratuity shall not be payable in the service of an employee if the service of an employee is terminated for any of the willful omission or negligence causing any damage or loss to or destruction of property belonging to the company and is forfeited to the extent of damage or loss so caused. Gratuity is wholly forfeited if the services of an employee has been terminated for his/her riotous or disorderly conduct or any other act of violence on his/her part or any act which constitutes an offence involving moral turpitude provided that such offence is committed in the course of his/her employment. The gratuity shall be calculated as under: Pay excluding allowances last drawn*15*No. of years of service divided by 26 The maximum amount shall be Rs.3,50,000 only

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QUESTIONNAIRE:-

Q1. What is the most effective HR policy adopted by your department in the recent past? __________________________________________ Q2. Who all are the members of your HR policy making team? __________________________________________ Q3. Does the company function according to the policies or is it flexible to these policies? _________________________________________ Q4. Mention few of your HR polices which have not provided expected results? ________________________________________ Q5. The need of human resources keeps on expanding day by day. Does this mean that more policies must be implemented by each company in todays date? _______________________________________

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Q6. Name and describe a few of the HR policies implemented by you which have been very successful? ______________________________________ Q7. What part do you play in your organisation in policy making? ______________________________________

Satisfied by the environment provided at JRCGU, Roorkee No. of Responses Yes No 45 05 Percentage 90 10

50 _ GRAPH 3.1.(i)

100

_______________________________________________________________________

90

10%

Yes No

II

Interpretation:-

90%

According to the survey in JRCGU,90% of the employee are satisfied with the work environment,were as, 10% of the employee are not satisfied by the work environment at JRCGU. 3.2Recruitment should be decentralized No. of responses Strongly agree Agree Dis-Agree Strongly Dis-Agree 24 20 04 02 Percentage 48 40 08 04

_______________________________________________________________________ _ 50 100

_______________________________________________________________________ _ GRAPH 3.2.(i)

8% 4%

48%

Strongly agree Agree Dis-agree Strongly Dis-agree

40%

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Interpretation According to the survey 48% strongly agree for decentralizing the recruitment of managers and engineers, 40% of the people simply agree with this view. The other 8% employee disagree & the remaining 4% strongly disagree with this opinion. 3.3 Satisfied by medical allowances and LTA No. of Responses. Fully satisfied Partially satisfied Not satisfied 05 15 30 50 GRAPH 3.3.(i): Percentage 10 30 60 100

_______________________________________________________________________ _______________________________________________________________________

1 0%

30% 60%

Fully Satisfied Partially Satisfied Not Satisfied

Interpretation:Acording to the survey 60% of the employees at JRCGU are not satisfied by the medical allowance and LTA,were as 10% are fully satisfied. Remaining 30% are partially satisfied by the medical allowance and LTA. 3.4 Should there be atleast one holiday in a week, despite of getting for working on holidays? No. of Responses Percentage double pay

92

Yes No

45 05

90 10

_______________________________________________________________________ 50 _ GRAPH 3.4.(i)

No 10%

100

_______________________________________________________________________

Yes No Yes 90%

Interpretation:According to the survey at JRCGU, Roorkee 90% of the employees agree that there should be atleast one holiday in a week, 10% of employees say that there should be holiday on every alternate Sundays and employees should be payed double for working on holidays. 3.5 Relation with the seniors No. of Responses _ 50 _
Friendly 28%

Percentage 28 56 16

Friendly Official Both

14 28 08

_______________________________________________________________________ 100

_______________________________________________________________________

GRAPH 3.5.(i):
B oth 16% Official 56%

Friendly Official Both

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Interpretation:According to the survey at JRCGU,Roorkee 28% of the employee say that there relation with their senior is friendly, 56% of the employees say it to be official and 16% believes it to be both friendly as well as official. 3.6Should there be employee handbooks? No. of Responses Yes No 35 15 50 _ GRAPH 3.6.(i) Percentage 70 30 100

_____________________________________________________________ _______________________________________________________________________

30%

70%

Yes No

According to the survey at JRCGU,Roorkee,70% of the employees say that there should be employee handbook so that organizations policy should be very clear to the employee. Remaining 30% does not feel any need of handbook.

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4.1 FINDINGS Activities such as recruitment, training and development should be decentralized. 88% employees agree with the view that the process of recruitment, training and development should be carried on the unit itself and not in the head office. 60% of the employees were not satisfied by the medical and LTA, because for this always they have to make a claim every year, it should be monthly Every Sunday should be a holiday 90% employees say this, however 10% of the employees are of opinion that every alternate Sunday should be a holiday and the employees should be payed double for working on Sunday. 56% of the employee say that there relation with there seniors are official,28% says the relation to be friendly and remaining 18% says both. Employees should be given employee handbook so that the policies should be very clear to them.70% of the employees are of this view wereas remaining 30% does not support this statement.

CONCLUSION The Summer Internship gave a wonderful platform to learn the intricacies of an organization. The working of HR department in an organization was understood during the internship. The objective of the study was to evaluate the policies and procedures

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implemented by an organization and to make recommendations for betterment. The policies and procedures are the heart of any organization and the happiness of the employees working in any organization depends a lot on the policies of the company. So the designing the policies carefully is imperative for happiness of employees so that the give maximum productive results. Problem areas: After the study it was felt that all the policies and procedures at JRCGU,Roorkee meet the defined standards but they are not flexible and dynamic. The HR policies were not such that would give the employees a chance to develop their skills both professional and interpersonal. The main motivator to work at JRCGU, roorkee was found to be monetary benefits and the brand name of Jaypee. The HR department does not organize any social activities which would develop interaction among the employees and they feel more integrated with the company and colleagues. Primary Strengths: During the internship dedicated attitude to learn was appreciated. Good convincing ability was developed as a lot of convincing was needed to gather information from executives and officers. Also the communication skills were improved. Improvement: The only improvement suggested by the supervisor was to develop clarity of thought. The HR department needs to make the policies more flexible and dynamic for betterment of employees and to develop a better work culture where employees are valued.

4.3 RECOMMENDATIONS After a thorough study of all the policies and procedures at JHCP Baga following recommendations have been made: Decentralization of Recruitment: As per memorandum of understanding

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(MOU), the JRCGU, Roorkee is required to provide 70% employment to the domicile of uttarakhand However the project site only informs the Head Office regarding recruitment needs and most of the recruitment is done by Head Office. So in order to recruit the domicile of uttarakhand the recruitment needs to be decentralized. Induction process peculiar to each site: Presently a formal induction process is carried out only at Jaypee Cement Plant Rewa. So proper induction plan for the new employees is needed to make the employees aware of their work environment and to help them understand the intricacies of their job. So that they can settle down comfortably and work efficiently. Training and Development decentralization: The training of the cement Division is centralized at Technical Training Group (TTG) Jaypeenagar, Rewa. It is recommended that the conduct of training be decentralized. Like the training for JHCP, Baga and units under it like Bagari, Rorkee and Panipat etc be conducted under JHCP, Baga. The study material and scripts can however be provisioned centrally by TTG, Jaypeenagar, Rewa. The experts providing training can be shifted temporarily to the location where training programme is being run so that normal job of the employee is not affected much and also the TA/DA etc which has to be paid can be avoided. Modification in Appraisal System: The appraisal system of the company is being reviewed by Ernst and Young and Goal Sheets are being introduced. These Goal Sheets for employees in the grade N-2 to N-6 will be developed initially by the functional area teams and discussed with the employee for his view and acceptance. These Goal Sheets will then be freezed by the site head. The performance of the employees will then be measured against the achievement of these goals. However plant still being in project stage setting of Goal Sheets will not be objective. So it is recommended that JHCP should use the old parameters embodied in the previous appraisal system till the plant does not commence production stage. Maintenance of Software for Personal files and Service Books: Personal files and Service books are being maintained in respect of regular employees at

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JRCGU, Roorkee.It is recommended that this employee data should be preserved with the help of software in place of hardcopy. No claims for LTA and Medical Allowance: LTA and Medical Allowance are paid to all employees but the employees need to make a claim for it at the end of every year which is unnecessary, this can be eliminated and LTA and Medical Allowance can be paid annually or on monthly basis along with salary. and complaint handling is recommended to solve the employee problems through a proper channel without affecting the normal functioning of P&A department. Resolving problems of employees would lead to greater satisfaction and more efficiency at work. Employee Postings: The plant is located in a area which has tough terrain with lesser facilities so it is recommended that the company must have a policy to post employees who have been working her for 3 or more in such tough terrain be posted to other locations near better social, medical and general community welfare facilities. This would boost the employee morale and also help to prevent employees from leaving the company. Working Days in a week be limited to six: Presently at JRCGU,Roorkee employees get only alternative Sunday as free. Although the employee get doubly paid for working on a holiday but this policy should be ended as it leads to employee dissatisfaction and moreover affects their efficiency at work. HR policies should become dynamic and flexible: HR department should look for the welfare and of employees and make the work challenging and interesting. HR department should initiate in organizing some informal gatherings like family picnics, cultural events and in-door or out- door games in order to develop interaction between employees from different departments and also help to build better association with employees. Introduce Employee Hand books: it will help employees to know the policies of organization and would lead to transparency in all the functions. Setting up Grievance and Complaint handling Cell: Setting up a Grievance

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Bibliography 1 Human Resource Management by K Aswathappa How to Develop Essential Hr Policies and Procedures by John H. Macconnel Human resource management by V S P rao www.jalindia.com Jal journals and books of policies and procedure

References from web pages

Human Resource and Personnel Management Information Center: Book ... You must have javascript enabled to view this website. Please change your browser preferences to enable javascript, and reload this page. ... highered.mcgraw-hill.com/ sites/ 0070599300/ information_center_view0/ book_preface.html Wanted: HUMAN RESOURCE AND PERSONNEL MANAGEMENT, ASWATHAPPA, K ... Wanted: HUMAN RESOURCE AND PERSONNEL MANAGEMENT, ASWATHAPPA, K., I want this e-book by Tata mcgraw Hill Publications. Options V ... forum.only4gurus.org/ index.php?showtopic=22749& view=getnewpost

:: Syllabus Instructional Hours Per Week: 6 Duration Hour: 3hrs Max Marks: 100 Credits: 4. UNIT I :. Natue and scope of HRM - Difference between Personnel Management ... education4india.com/ syllabus/ index.php?s=decenzo& submit=Search

Bibliographic information
Title Author Publisher ISBN Subjects Human Resource And Personnel Management K Aswathappa Tata McGraw-Hill Education 0070599300, 9780070599307 Business & Economics Human Resources & Personnel Management Business & Economics / Human Resources & Personnel 99

Management

Authored books
Brewster, C., Sparrow, P.R., Vernon, C. and Houldsworth, L. (2011) International human resource management. 3rd Edition. London: Chartered Institute of Personnel and Development. Fleetwood, S. & Hesketh, A. (2009) Understanding the Performance of Human Resources, Cambridge: Cambridge University Press. 270pp. Brewster, C,, Sparrow, P.R. & Vernon, G. (2007) International human resource management. 2nd Edition. London: Chartered Institute of Personnel and Development. ISBN 978 1 84398 159 6. 323pp

Edited books
Sparrow, P.R., Hird, M., Hesketh, A., and Cooper, C. (eds.) (2010) Leading HR. London: Palgrave Macmillan. ISBN- 978-0-230-22259-5 Sparrow, P.R. (ed.) (2009). Handbook of International Human resource Management: Integrating People, Process and Context. Chichester: Wiley. ISBN 978-1-4051-6740-6. 518 pp. Budhwar, P. S., Schuler R. S. and Sparrow P.R. (eds.) (2009). Major works in international human resource management. Volumes 1, 2,3and 4. International HRM: the MNE perspective. London: Sage Publications. ISBN 978-1-84787-493-1. Dickmann, M., Brewster, C. and Sparrow, P.R. (eds.) (2008). International human resource management: a European perspective. London: Routledge. ISBN: 978-0-415-42393-9 322 pp

Journal papers
Sheehan, M. and Sparrow, P.R. (2012, in press) Global human resource management and economic change: a multiple level of analysis research agenda. International Journal of Human Resource Management, in press. Sparrow, P.R. (2012, in press) Globalising the international mobility function: the role of emerging markets, flexibility and strategic delivery models. International Journal of Human Resource Management, in press. Chung, C., Bozkurt, O. and Sparrow, P.R. (2012, in press) Managing the duality of IHRM: unravelling the strategy and perceptions of key actors in South Korean MNCs. International Journal of Human Resource Management, in press.

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King, E., Dawson, J. F., West, M.A., Penny, C., Gilrane, V., & Bastin, L. (2011, in press). Why organizational and community diversity matter: The emergence of incivility and organizational performance. Academy of Management Journal Richter, A. W., Dawson, J. F., & West, M.A. (2011, in press). The effectiveness of organizational teams: A meta-analysis. International Journal of Human Resource Management Buttigieg, S., West, M.A., & Dawson, J. F. (2011, in press). Well-structured teams and the buffering of hospital employees from stress, Health Services Management Research. Scullion, H., Sparrow, P.R. and Farndale, E. (2011) Global talent management: new challenges for the corporate HR function in the global recession. Zarzadzanie Zasobami Ludzkimi [Human Recourse Management], in press Senior, C., Martin, R., Thomas, G., Topakas, A, West M.A., & Yeats, R, (2011, in press). Developmental stability and leadership effectiveness. The Leadership Quarterly Van Knippenberg, D. , Dawson, J.F., West, M.A., & Homans, A. (2011) Diversity faultlines, shared objectives, and top management team performance, Human Relations, 64, 3, 307-331. Burnett, S., Gattrell, C.J., Cooper, C.L. & Sparrow, P.R. (2010) Well balanced families? A gendered analysis of work-life balance policies and work family practices. Gender in Management: An International Journal. 25 (7): 534-549. Arshad, R. & Sparrow, P.R. (2010) Downsizing and survivor reactions in Malaysia: modelling antecedents and outcomes of psychological contract violation. International Journal of HRM. 21 (11): 1791-1813. Farndale, E., Scullion, H. & Sparrow, P.R. (2010) The Role of the Corporate HR function in Global Talent Management. Journal of World Business. 45 (2): 161-168. [Second most downloaded Journal of World Business paper 4/9/2010] Hodgkinson, G., Sadler-Smith, E., Burke, L., Claxton, G. & Sparrow, P.R. (2009) Intuiton in organisations: Implications for strategic management. Long Range Planning. 42 (3): 277297. Fleetwood, S. & Hesketh, A.J. (2008) Theorising Under-theorisation in Research on the HRM Performance Link, Personnel Review, 37 (2): Zimmermann, A. and Sparrow, P.R. (2008) Mutual adjustment processes in international teams: lessons for the study of expatriation. International Studies of Management and Organization. 37 (3): 65-88. Gilboa, S., Shirom, A., Fried, Y. and Cooper, C.L. (2008). A metaanalysis of work demand stressors and job performance: Examining main andmoderating effects, Personnel Psychology, 61, 227 271. Shirom, A., Gilboa, S., Fried, Y. and Cooper, C.L. (2008). Gender, age and tenure as moderators of work-related stressors' relationships with job performance: A meta-analysis, Human Relations, 61 (10): 1371-1398. Sparrow, P.R. (2007) Globalisation of HR at function level: Four case studies of the international recruitment, selection and assessment process, International Journal of Human Resource Management, 18 (5): 144-166. Robinson, M., Sparrow, P.R., Clegg, C. and Birdi, K. (2007) Forecasting future competency requirements: a three phase methodology, Personnel Review, 36 (1): 65-90

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Dewe, P. and Cooper, C.L. (2007) Coping Research and Measurement in the Context of Work Related Stress. International Review of Industrial and Organizational Psychology, 22: 141192. Sparrow, P.R. (2006) International management: some key challenges for industrial and organizational psychology, International Review of Industrial and Organizational Psychology, 21: 189-266 Fleetwood, S. and Hesketh, A.J. (2006) Theorising Under-Theorisation: Research on the Human Resources Performance Link, Journal of Critical Realism, 5 (2): 228-250 Hesketh, A.J. and Fleetwood, S. (2006) HRM-Performance Research: Under-theorised and Lacking Explanatory Power, International Journal of Human Resources Management, 17(12): 1979-1995 Hesketh, A.J. and Fleetwood, S. (2006) Beyond Measuring the HRM-Organizational Performance Link: Applying Critical Realist Meta-theory, Organization, 13 (5): 677-699

Book chapters
Mayrhofer, W. Reichel, A. & Sparrow, P.R. (2012, in press) Alternative forms of international working. In G. Stahl and I. Bjrkman (eds.) Handbook of Research into International HRM 2nd Edition. London: Edward Elgar. Sparrow, P.R. (2012, in press) Comparative analysis of employment contracts. In C. Brewster and W, Mayrhofer (eds.) Handbook of Research in Comparative Human Resource Management. London: Edward Elgar Publishing Sparrow, P.R. & Brewster, C.B. (2011, in press) Reuters: HRM in International Perspective. In A. Dundon and A. Wilkinson (eds.) Case Studies in People Management, Strategy and Innovation. Sydney: Tilde University Press. Burnett, S., Gatrell, C., Cooper, C.L. and Sparrow, P.R. (2011, in press) Fatherhood and flexible working: a contradiction in terms? In S.Kaiser, M.Ringlstetter, M.Pina e Cunha, and D.R. Eikhof (eds.) Creating balance? International Perspectives on the Work-Life Integration of Professionals. Berlin: Springer Publications

Sparrow, P.R., Scullion, H. and Farndale, E. (2011) Global Talent Management: New Roles for the Corporate HR Function. In H.Scullion & D.Collings, (eds.) Global Talent Management. London: Routledge. ISBN13: 9780415871716. pp 39-55. Sparrow, P.R. & Balain, S. (2010) Engaging HR Strategists: Do the logics match the realities? In Albrecht, S. (ed.) The Handbook of Employee Engagement: Models, Measures and Practice. London: Edward-Elgar. pp 263-296. Sparrow, P.R., Hesketh, A., Hird, M. and Cooper, C.L. (2010) Performance-led HR. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 1-22. Hird, M., Sparrow, P.R. and Marsh, C. (2010) HR Structures: Are They Working? In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 23-45.

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Sparrow, P.R., Hesketh, A., Hird, M., Marsh, C. and Balain, S. (2010) Using Business Model Change To Tie HR Into Strategy: Reversing The Arrow. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 68-89. Marsh, C., Sparrow, P.R. and Hird, M. (2010) Integrated Organisation Design: The New Strategic Priority For HR Directors. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 136-161. Balain, S. and Sparrow, P.R. (2010) Understanding The Value Of Engagement: Building Belief In Performance. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 162-188. Sparrow, P.R., Balain, S. and Fairhurst, D. (2010) McDonalds UK: From Corporate Reputation To Trust-Based HR. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 209-230. Sparrow, P.R., Balain, S. and Chesworth, P. (2010) Vodafone: Creating An HR Architecture For Sustainable Engagement. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 231-252. Hesketh, A., Sparrow, P.R. and Hird, M. (2010) The Future Scenario For Leading HR. In P.R. Sparrow, M. Hird, A. Hesketh and C. Cooper (eds.) (2010) Leading HR. London: Palgrave Macmillan pp. 253-278. Sparrow, P.R., Schuler, R.S. and Budhwar, P.S. (2009). Introduction: Developments in Cross-Cultural Human Resource Management. In P.S. Budhwar, R.S. Schuler and P.R. Sparrow (eds.) Major works in international human resource management. Volume 3. Cross-cultural HRM HRM. London: Sage Publications. Weir, D., Marsh, C., and Greenwood, W. (2009) How organisational DNA Works. In L. Costanzo and B. MacKay (eds.) Handbook of Research on Strategy and Foresight, Cheltenham: Edward Elgar pp 219-233. ISBN: 978-1-84542-963-8. Sparrow, P.R. (2009). Integrating people, process and context issues in the field of IHRM. In P.R. Sparrow (ed.) Handbook of International Human resource Management: Integrating People, Process and Context. London: Wiley. pp 3-40. Sparrow, P.R., Brewster, C. and Lighart, P. (2009). Globalising human resource management: examining the role of networks. In P.R. Sparrow (ed.) Handbook of International Human resource Management: Integrating People, Process and Context. London: Wiley. pp.361-385. Sparrow, P.R. (2009). International reward management. In G. White & J.Drucker (Eds.), Reward management - a critical text. London: Routledge. Pp. 233-257. ISBN 13: 978-0415-43189-7 Sparrow, P.R. and Balain, S. (2008). Talent proofing the organization. In C.L. Cooper and R. Burke (Eds.) The Peak Performing Organization, London : Routledge, pp. 108-128. ISBN 9780203971611 0203971612

Online Seminars and Publications

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Sparrow, P.R. (2011, in press) Managing HR for Organisational Performance. In A.Wilkinson (ed.) Human Resource Management Series. Henry Stewart Talks. http://hstalks.com/main/browse_talks.php?father_id=587&c=250

Research reports and guides

Burnett, S., Gattrell, C.J., Cooper, C.L. & Sparrow, P.R. (2011) Working for Fathers: Combining Family Life and Work. London, Working Families. 28pp. Marsh, C., Sparrow, P.R. and Hird, M. (2010) Is Customer Centricity A Movement or a Myth? Opening The Debate For HR. Centre for Performance-led HR White Paper 10/03. Lancaster University Management School. ISBN 978-1-86220-280-1. Sparrow, P.R. (2010) The Innovation Imperative: Charting The Territory For HR. Centre for Performance-led HR White Paper 10/01. Lancaster University Management School. ISBN 9781-86220-276-4. Aldred, G. and Sparrow, P.R. (2009) International Mobility: Introducing Flexibility Into Policy Structures. Global Relocation Trends Report. London: Brookfield Global Relocation Services. Johnson, I., Aldred, G. and Sparrow, P.R. (2009) International Mobility in the Financial Services Sector: the Challenges of Individualised Flexibility. Global Relocation Trends Report. London: Brookfield Global Relocation Services. Aldred, G. and Sparrow, P.R. (2009) International Mobility: Impact of the Current Economic Climate. Global Relocation Trends Report. London: Brookfield Global Relocation Services. Hird, M., Marsh, C. and Sparrow, P.R. (2009) HR Delivery Systems: Re-engineered or Over-Engineered. Centre for Performance-led HR White Paper 09/05. Lancaster University Management School. ISBN 978-1-86220-228-3. Balain, S. and Sparrow, P.R. (2009) Engaged to Perform: A New Perspective on Employee Engagement. Centre for Performance-led HR White Paper 09/04. Lancaster University Management School. ISBN: 978-1-86220-226-9 Marsh, C., Sparrow, P.R., Hird, M., Balain, S. and Hesketh A., (2009) Integrated Organisation Design: The New Strategic Priority for HR Directors. Centre for Performance-led HR White Paper 09/01. Lancaster University Management School. ISBN 978-1-86220-219-1

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APPENDICIES: Iwill not confront my colleagues with information that challenges their
actions or participation in projects where they have made significant investments until such time as that issue has been addressed in private with them.

I will treat my colleagues with the degree of sensitivity, courtesy and

respect due from one human being to another, even in the difficult circumstances of disagreement, being criticised or offering criticism and telling or being told bad news.

I will help my colleagues to recover from error, to change their minds and
to acknowledge their limitations without seriously undermining their relationships with individuals and the organisation.

I will advise my colleagues of dangers and pitfalls that I am aware of and

will not allow them to make errors that I can prevent.

I will not undermine the actions and purpose of my colleagues by

instituting policies or practices, alone or with others, without consulting with them, declaring my agenda and disclosing my methods for wider consideration.

I will encourage my colleagues to question my opinions and decisions

without risk to them. In addition I will not obstruct the expression of an opinion or belief merely because it is inconvenient or because I disagree with it.

105