Search this site

Follow us on Facebook

Recent Posts

Wednesday, August 22, 2012

Questionnaire on Communication in Teamwork

For Every question there are five options.
=> Absolutely not
=> No
=> I don’t know
=> Yes
=> Yes, very much

1) I’ve reached my personal goals through the team’s work .
2) I’ve cooperated with the team without concerning the outcome of my personal goals.
3) I’ve cooperated with the team because this is the way to reach my personal goals.
4) The team has reached its goals through the group work.
5) Without computer mediated cooperative work our task could not be possible.
6) The internal communication and the tasks distribution has been done well.
7) The internal communication of the tasks and the performance have been fairly done.
8) If I worked on my own, I could have had  a better solution.
9) There was adequate participation from each member of the team.
10) I was able to share my thoughts and ideas freely with my team.
11) There were one or two members of my team who dominated the discussion.
12) The others members of my team paid attention to the comments I made.
13) I am satisfied with the conclusions that my team reached.
14) If my team had more time, we would have reached at a better solution.
15) I am satisfied by my team’s performance.
16) The task assigned to me has improved my ability of work.
17) I was comfortable to share my thoughts and ideas with my team members.
18) I shared with my team members all of the relevant control procedures I could think of.
19) I did not share all of my ideas about control procedures for fear of criticism from my team members.
20) I had time pressure for to finish the task assigned to me in the team.
21) I have taken some decisions about my team’s tasks under time pressure.
22) The team has been sensible to the cultural diversity of the members.
23) The team has been sensible to the different work rhythms and skill levels of its members.
24) The team’s work has been totally distributed, with multiple leaders, according to the different situations.
25) The team’s work has been done under a clear and unique leadership in all situations.
26) I prefer to working face to face in a team rather than through a computer network.
27) I enjoyed the work in this team and I learned a lot.
28) The team is one of the best in the field.

Additional comments: 
Do you have any suggestions for improving team performance e.g. some tools with the help of which the team could have been performed more better?

Thank you very much for your time and your participation!

Wednesday, August 15, 2012

Key to Successful Human Resource Manager

The HRM also deals in ensuring very good performance to their current staff and dealing with performance concerns. In addition, the HRM handles workers and management practices in conforming various regulations and policies. However, they need to always be conscious of the have to regulate personnel policies. A decent leader have to at all times listen to his personnel in the home business. You have to allow ideas and thoughts of your workers to assist form the vision and mission of the organization.

These policies are mostly seen in human resource handbooks, which all employees should have. This what makes the human resource coach as challenging and exciting. Success of businesses might possibly depend on the functions of a good human resource management.

You must too take note that the HRM's duty is primarily on major management activities. New projects and activities consist of managing tasks on how the business enterprise can approach workers with their advantages and compensation. HRM coaches often works with each and every manager and supervisors at every level at the home business. Effective coaches and leaders ought to define the boundaries of his relationship with his managers. Here are a couple of tips on ways to develop into an successful leader or coach. You ought to as well pay attention to your team's problems and issues.

You must present each employee what they will need and deserve within his attributes. It is also vital to promote the success of both employee in the enterprise. Recruiting very good leaders that have to have to take benefit of the expertise, knowledge, and thoughtfulness of talented workers is essential. Provide new opportunities to workers who deserve to grow. Allow your self to receive feedbacks and comments on what locations you need to boost on.

You can share advantages to your team if the home business is performing well. You can set the pace through your personal expectations and by examples. Always identify an environment of constant improvement. This could be professionally or personally.

Strategic Human Resource Management (SHRM)

SHRM or Strategic human resource management can be a branch of Human resource management or HRM. Key Features of Strategic Human Resource Management. Strategic human resource management focuses on human resource programs with long-term goals.

It can be a pretty new field, which has emerged out of the parent discipline of human resource management. Much of the responsibility for the management of human resources is devolved down the line. New ideas of line and common management. Communication between HR and top management of the business is essential as without having active participation no cooperation is feasible. There is an explicit linkage between HR policy and practices and overall organizational strategic aims as well as the organizational environment.

HR practitioners felt uncomfortable at the war cabinet including atmosphere where corporate approaches were formulated. There is a number of organizing schema linking person HR interventions to ensure that they're mutually supportive. Older possibilities and recipes that worked in a nearby context do not work in an international context. Increased competition, which may not be nearby or even national via free market ideology.

Cross-cultural issues play a significant role here. Constantly altering ownership and resultant corporate climates. The financial gravity shifting from 'developed' to 'producing' countries.

Monday, July 16, 2012

Compensation Management at HDFC Bank Project Report

This project attempts to understand the objectives:-
• To understand in details how to establish pay rates to different level of employee.
• To understand the impact of compensation management on performance level.
• A comparative study of the compensation management strategies followed in different banks.

Everything has some pros and cons and so certain limitations of this study that we could observe are as follows:
The area of project work is banking sector so, the data or result may be approximate as the conclusion is based on the survey method i.e. primary & secondary source (filling of questionnaire from the employees) may be hypothetical (imaginary) data.
• The organizations which have been studied and surveyed are not providing us with full information which has hampered the result and conclusion.
• Exact data was not been provided.

The scope of   this project is to study of the compensation management strategies in HDFC bank & to evaluate the behaviour & performance of employee on their work.

Compensation Management is an integral part of the management of the organization. Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. To be effective, the managers must appreciate the value of competitive pay, their human resources, and have an investment view of payroll costs. It is of prime importance for an organization to maintain pay levels that attract and retain quality employees while recognizing the need to manage payroll costs.

The literal meaning of compensation is to counter-balance. In the case of human resource management, compensation is referred to as money and other benefits received by an employee for providing services to his employer. Money and benefits received may be in different forms-base compensation in money and various benefits, which may be associated with employee's service to the employer like provident fund, gratuity, insurance scheme and any other payment which the employee receives or benefits he enjoys in lieu of such payment.

Download Full Project Report

Sunday, July 15, 2012

Job Description, Job Role and Responsibilities Project Report

A Job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles. A task is a typically defined as a unit of work, that is, a set of activities needed to produce some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. Complex positions in the organization may include a large number of tasks, which are sometimes referred to as functions. Job descriptions are lists of the general tasks, or actions, and responsibilities of a position. Typically, they also include to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. Job descriptions are usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job.
Job Description is the method to analyze the designations in the Departments. It indicates what the employees of a particular designation has to do. The purpose of Job Description is create and maintain an standard job description template to all the employees of the particular designation in the department and to make them prior aware what skills they need to do the particular job and what are their roles and responsibilities .

 • To study the designations of the employees in the organization.
• To know the various departments within the organization.
• Interacting with various employees within each department.
• To understand and redefine the existing roles & responsibilities of the existing job’s.
• To clearly identify and spell out the responsibilities of a specific job.

Download Full Project Report

Saturday, May 12, 2012

Human Resource Information System Project Report

Executive Summary

Human Resources Information Systems (HRIS) is an integration of HRM and Information Systems (IS). HRIS or Human resource Information system helps HR managers perform HR functions in a more effective and systematic way using technology. It is the system used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information regarding an organization's human resources. A human resource information system (HRIS) is a system used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information about an organization's human resources. The HRIS system is usually a part of the organization's larger management information system (MIS) which would include accounting, production, and marketing functions, to name just a few. Human resource and line managers require good human resource information to facilitate decision-making.

Critical Analysis

Ø  The general perception about HRIS is that the organization can do without its implantation. Hence only large companies have started using HRIS to complement its HR activities.
Ø  But HRIS would be very critical for organizations in the near future. This is because of a number of reasons.
Ø  Large amount of data and information to be processed.
Ø  Project based work environment.
Ø  Employee empowerment.
Ø  Increase of knowledge workers & associated information.
Ø  Learning organization

But trends are changing for the better as more and more organizations realize the importance of IT and technology. Major HRIS providers are concentrating on the small and middle range organizations as well as large organizations for their products. They are also coming up with very specific software modules, which would cater to any of their HR needs.

Objective of study

The objectives of this project report have been manifolds. In general the purpose of the project is to have in-depth analysis and knowledge (personal details) about all the employees of all the departments. In a larger perspective the project aimed at finding out the complete details of the employees, so that the HR department can contact them in the case of emergency or official purpose. This study is the starting point for further analysis.

Ø  It is hoped that a more detailed study can use a survey instrument developed from the results found here. Understanding how to teach.

Ø  HRIS is more important, as organizations require their employee’s details for different purposes.

Ø  If a given HRIS is to have any value at all to HR then information should be based on two factors:

Ø  How many decisions will be improved by the HRIS and

Ø  How much values will each improved decision produce.

Understanding these two factors is equivalent to any HRIS


Human Resource Information system is an integrated system designed to provide information used in HR decision making it is a tool through which an HR department can take the informations of the employees when company requires any personal or any official informations.

Ø  Personnel Management and  administration
Ø  Industrial management
Ø  Manpower management
Ø  Organizational management
Ø  Cordial employee relations.

HRIS is a new technique which is used in these  different fields  where HR can make there work more easy with the help of Human Resource information system they can collect the information by providing them a form of the same format which includes there company details and personal details also.

Saturday, April 21, 2012

Employee Satisfaction project Report

Need for the Study
Why Measure Employee Satisfaction
A company is only as strong and successful as its members, its employees, are. By measuring employee satisfaction in key areas, organizations can gain the information needed to improve employee satisfaction, retention, and productivity. However, a recent study by the Society of Human Resource Management (SHRM) indicated that often the HR department's perceptions of employee satisfaction versus the true measure of employee satisfaction are not always in sync.

Employees who aren’t satisfied with their jobs are very likely to leave. If they don’t leave they can become a source of bad morale and do a great deal of harm in the organization. In many cases employers without proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job. Wouldn’t it be better to have real data and react accordingly?

Surveying employees on a regular basis is a great way to stay in touch with the pulse of the business. Before launching a survey though it is important to establish the ground rules.

Many employees will be unwilling to express their honest feelings if they think they will be singled out. Make sure that the surveys are conducted with anonymity. Be certain to have the support of company management all the way to the top. Employees want to know that the leadership is behind the survey and that their responses will be taken seriously.

Explain that employee comments are important to the company. State what will be done with the results. And then live up to those statements. Employees will become doubtful of management’s intentions if they don’t follow through.

There are many resources to assist companies in the survey process. However most human resource managers are very capable of designing and conducting their own employee satisfaction survey.

Objectives of the study

Since this has been a startup company entering into second year, it wanted to check out levels of satisfaction before coming up with new policies to take future course of actions. I was given the task to understand the various aspects related to Employees satisfaction in the organization.
Halcyon also wanted to make out an external survey in indentifying the benefits other company offers to its Employees and compare those things along with the benefits offered by the company.
Organization also wanted to know Employees understanding of company’s mission and vision statement.
Company also wanted to check Employees satisfaction levels with their team leaders, with the Management and within the team members.
Some of the secondary objectives that I identified were:

• To measure Employees satisfaction on Compensation and Benefits.
• To find out the expectations of Employees from Management.
• To compare the desired satisfaction with the actual one.
• To compare the satisfaction in different levels i.e. female and male Employees, juniors and seniors and within different teams.

Scope of the study
The study covers all levels of Employees and various aspects of Employees like:
Identifying Employees attitudes towards various attributes at work place.
This study gives us an insight of how Employees see and perceive about Organization.
Interpersonal relations, Opportunities for career growth, Compensation and benefits,
Training and development, Working conditions, Communications, These aspects were taken into consideration to measure Employee Satisfaction at Halcyon Technologies.

Dimensions of employee satisfaction survey are
1. The knowledge of the company vision/ mission and strategies of employees?

2. Satisfaction with HR Policies and Procedures

3. How confident is the employee about the Company’s ability to reach its Goal?

4. Compensation and Benefits

5. Whether the company has made reasonable efforts to allow its Employees to balance their work and family?

6. Work Environments

7. Opportunities for growth

8. Whether individuals are respected in this company.

9. About Training Need

Download Full Project Report

Thursday, January 26, 2012


The employment relationship describes the relationships that exist between employers and employees in the workplace. These may be formal e.g contracts of employment or procedural agreements.

They may also be informal , in the shape of psychological contracts that expresses certain assumptions and expectations about what managers and employees have to offer and are willing to deliver.
The starting point of the employment relationship is an undertaking by an employee to provide skill and effort to the employer in return for which the employer provides the employee with a salary or a wage. Initially the relationship is founded on a legal contract.

The employers obligations include :
• the duty to pay salary or wages
• Provide a safe working place
• To act in good faith towards the employee and not undermine the trust and confidence of the employee.

The employee also has obligations which include:
• Obedience
• Competence
• Honesty
• Loyalty
Employment terms are fixed by the employer who has the power to dictate and control the contractual terms.

There are two types of contracts defining the employment relationship:
1. Transactional Contracts-
• Usually described financially
• Limited in duration
• Have Specified Performance Requirements

2. Relational Contracts
• Less Well defined
• Refer to an open ended membership to the organization
Employment relationships can also be expressed in terms of a psychological contract which has both transactional and relational qualities.

The psychological contract expresses the combination of beliefs held by an individual and his or her employer about what they expect of one another.
A psychological contract is implied. There is the notion of an unwritten set of expectations operating at all times between every member of the organization and the various managers and others in that organization.
Aspects of the employment relationship covered by the psychological contract include from an employees point of view:
• Trust in the management of the organization to keep their promises (Guest et al, 1996)
• How they are treated in terms of fairness , equity and consistency
• Security of employment
• Scope to demonstrate competence
• Career expectations and the opportunity to develop skills
• Involvement and influence
From the employers point of view , the psychological contract covers such aspects of the employment relationship as:
• Commitment
• Competence
• Effort
• Compliance
• Loyalty

Significance of the Psychological Contract
A balanced psychological contract is necessary for a continuing, harmonious relationship between the employee and the organization
Violation of the psychological contract can signal to participants that the parties no longer shared (or never shared ) a common set of values.
The psychological contract governs the continual development of the employment relationship which is continuously evolving over time.

Employment Relationship Strategies:
These include :
• Developing a Positive Psychological Contract
• Increase Commitment
• Create a Climate of Trust
Strategies for Developing a Positive Psychological Contract
• Creating a High Involvement Climate . Ensuring that managers and team members have maximum amount of contact and achieve a mutual understanding of expectations
• Adopting a Policy of Transparency –ensuring that all matters which affect employees are known to them. Employees need to know what is happeneing and how it will affect them
• Developing HR procedures covering grievance handling, discipline, equal opportunities, promotion and redundancy and ensuring that they are all implemented fairly and consistently.
• Developing and Communicating HR policies covering the major areas of employment, development, reward and employee relations.
• Ensuring a reward system is developed and managed to achieve consistency, equity and fairness in all aspects of pay and benefits.
• Advising on employee relations procedures , processes and issues that further collective relationships.
• Providing Opportunities for Learning
• Training and Development Programmes that Underpin core values and define performance expectations. Manager and Team Leader Training should ensure that leaders understand their role in managing the employment relationship through such processes as performance management and team leadership.
• Encouraging use of personal development plans that spell out how continuous improvement of performance can be achieved mainly by self managed learning
• Focus on Job Security
• Promotion and Career Management
• Minimizing Status Differentials
• Fair Reward Systems
• Comprehensive Communication and Involvement Processes

Commitment Strategy
Commitment refers to feelings of attachment and loyalty .
Commitment is the relative strength of the individual’s identification with, and involvement in a particular organization. Consists of three factors:
• A strong desire to retain a member of the Organization
• A strong belief in, and acceptance of , the values and goals of the organization
• A readiness to exert effort on behalf of the organization

Creating a Commitment Strategy
It should be noted that when creating a commitment strategy :
1. It is a fact that the interests of the organization and its members do not necessarily coincide. Management usually asserts that everyone will benefit from organizational success in terms of security, pay, opportunities for advancement etc. However it is difficult to convince employees that the success of the organization can only be achieved through divestments, downsizing, cost reductions affecting pay and employment, tougher performance standards or tighter management controls. When defining values it is important that they are not imposed on employees. They should be involved in their formulation.

2. Management must not communicate values in such a way as to inhibit flexibility, creativity and the ability to adapt to change. Strategies have to be defined in broad terms and amended when circumstances change.

3. A commitment strategy will be concerned with the development of communication, education and training programmes , initiatives to increase involvement and ownership and the introduction of performance and reward management processes.

Components of a Commitment Strategy
1. Communication Programmes
Commitment will be gained if people understand what they are to commit to. Most time management communicates not realizing that employees have a different frame of reference from their own.

2. Education – The aim of educating is to influence behavior and thereby positively change attitudes.

3. Training-Training is designed to develop specific competencies. For example if one of the values to be supported is flexibility , it will be necessary to extend the range of skills possessed by members of work teams through multiskilling programmes.

4. Developing Ownership- A sense of belonging is enhanced if there is a feeling of ownership among employees . Ownership is not just in shares but it extends to participating in decision making on new developments and changes in working practices that affect the individuals concerned

5. Developing a sense of Excitement in the job.- Can be done by increasing responsibility, achievement and recognition and using these principles to govern the way jobs are designed.

6. Performance Management

7. PM strategies help cascade the organizations objectives so that consistency is achieved at all levels

8. Reward Management- Reward management channels make it clear that individuals will be rewarded in accordance with the extent to which they achieve objectives and uphold corporate values.

Strategies for Developing a Climate of Trust

In many organizations inconsistency between what is said and what is done undermines trust, generates employee cynicism and provides contradictions in management thinking.

Trust can be seen as a unique human resource capability that helps the organization fulfill its competitive advantage and leads to high business performance.
Trust is the ability to be relied on.

A high trust organization is one where organizational participants share certain ends or values; bear towards each other; offer each other spontaneous support; communicate honestly and freely.

Employees trust management when:
• They believe that management means what it says
• Observe that management does what it says it is going to do.
• Know from experience that management is going to deliver the deal
• Feel that they are treated fairly , equitably and consistently
Grab this Widget ~ Blogger Accessories
Site Architect - Abhishek Kamdi