Working Title: Employment System in Carpet Industry, India.

Research Question: Exploring employees perception of their contribution to the companys performance and how Owner/CEO discriminate between high performance and low performance, in a carpet industry India. Also, tries to explore Owner/CEO view on Talent Management.

Objectives: 1. 2. 3. 4. Define effective management of Human Resource (HR). Overview of carpet industry, India. Identify Small businesses problem associated with HR management. To demonstrate good understanding of employment systems and small enterprise theories. 5. How small businesses define HR practice? 6. If any, what HR practice is followed? 7. Outline model used by small businesses. 8. Identify Owner/CEOs view of rating high and low performance. 9. Identify employees perception of their contribution to their company. 10. Identify gap between Owner/CEO and employees perception. 11. Outline type of role and responsibilities. 12. Qualification of employees. That is either bachelor or master; OR both. 13. Are businesses awareness of Talent Management (TM)? 14. If yes, have they implemented TM? What is the end result? That is easy and successful implementation?

Background: Carpet industry is scattered all over Indian. However, there are six major hubs. These are- Kashmir, Rajasthan, Punjab, Uttar Pradesh, Andhra Pradesh and Himachal Pradesh (Carpet Industry-India-Role of Government of India). For the purpose of study Bhadohi that follows under the belt of Uttar Pradesh is taken into consideration, as it is known as the biggest carpet manufacturing centres in India. Also, called Carpet City (Bhadohi-Wikipedia). The major percentage of town is consists of small businesses. Thus, it was necessary to understand the employment systems of small business in Bhadohi, India. A lot of attention has been gives to factors that support performance in small businesses to differentiate those, who thrive (Chan et al 2006; Garnsey et al., 2006) or fail (Hartarska and Gonzalez-Vega, 2006). Effectiveness in business occurs when there is appropriate relation between company strategy and the management of people (Boxall and Purcell, 2000). Nevertheless, there is limited

understanding of human resource management and employment in small companies (Cardon and Stevens, 2004). HRM practices within businesses correlated with measures of performance (way, 2002) are confounded HRM within firms linked with measures of performance (Way, 2002) are confused by the definition of pratice as small and large companies have different meaning (Edwards and Ram, 2010).There is limited research that explores employment systems and HR practices in small companies (Carlson et al., 2006; Mazzarol, 2003: Welbourne and Andrews, 1996), rather even less research upon strategy, HR practices and small business performance (Henemann, et al., 2000; Hayton, 2003). Generally, reporting on small business explores the concerns with assessment and strategic choice of owner; management and teams. (McGee and Sawyerr, 2003). Often, the viewpoint and interests of the employees remain neglected (Edwards and Ram, 2010) and this is also absent from literature of small businesses performance (Casell et al., 2002: Duberley and Walley, 1995) most importantly lack of research on the connecting HR practices and companys performance (Appelbaum et al., 2000; Guest, 2002). A key search on words Talent management (TM) shows an increase number of journal articles between 1985 and 2006. This suggests TM is growing popular with time (Chuai, 2008) but several authors believe there is no difference between TM and HRM as both are inconsistent and unclear (Paul et al, 2009). Nevertheless, TM is widely used in MNCs but there is research on TM for small business.

Research Methods: To conduct this research, the researcher has tried to use most appropriate tools and methods for collecting data as secondary research data sets a solid foundation for conducting and collecting data for primary research. Secondary Data: Journal Articles, Newspapers, Interview records (audio and video) and Textbooks. Primary Data: Survey Questionnaires and open-ended questionnaires to owner/CEO and employees. Also, focus group interview/single person interview of members of All India Carpet Association Manufacturers to seek in-depth problems associated with small businesses and employees. Resources: Having access to four carpet manufacturing companies. Name withheld, as companies do not wish to share their name. Other than that, members of ALL INDIA CARPET ASSOCIATION MANUFACTUERERS.

Timescale: June 2012- Literature review, outline of dissertation and putting together research strategy. July 2012- Review literature and interview and survey questionnaires; confirm permission from university and other bodies. Start with interview and survey. August 2012- Collection of data for evaluation and conclusion. September 2012- Final revision and omission. Finally hand in.

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