Professional Documents
Culture Documents
On
Training Undertaken at
RELIANCE COMMUNICATION
2009-2011
PREFACE
1
The Summer Training of a management student plays an important role to develop him
a well, groomed professional. It is a golden opportunity for him to give the theoretical
concepts a practical shape in the field of application. It gives him an idea of dynamic and
versatile professional world as well as an exposure to the intricacies and complexities of
corporate world.
My summer training for 45 days at Reliance Communication Limited, Jaipur was an eye
opening experience to see the impact of liberalization of 90’s. It has brought the
corporate sector into global mainstream and momentous market reforms.
As the telecommunication industry is marching with gushing speed towards the horizon,
Reliance Communication Limited is also heading with great speed to keep pace with the
basic telephony.
In M.B.A we are taught above the subjects, which if not applied properly is a simple
waste of time. At Reliance Communication Limited I got a chance to apply my theory to
the latest technological, general management and marketing environment.
In the 2 months of exposure I learned a lot on various aspects of organizational
structure, departments, technology, communication and their impact. Now after 2
months I can say one thing for sure that the best way to learn is at work.
It was a real interesting experience and I enjoyed every part of it and hope that it would
be helpful in my future.
ACKNOWLEDGEMENT
2
I am very thankful to Mrs. Shweta Prakash, (HR), and Reliance
Communication Ltd. for having given me an opportunity for training in the company.
I express my sincere thanks to Miss Anjali Variyanni, (HR) of Reliance Communication
Ltd., for involving me in day-to-day work at the office, which gave me an insight to the
actual environment in the industry.
I extend my thanks to my research guide Mrs. Shweta Prakash, HR Department for
giving me his valuable time out of his busy schedule and guidance in my project. It was
very kind of him to constantly encourage me during my training at the company and to
allow me to share some of his work which indeed enhance my knowledge about the
working of the department, ways in which things are planned and most of all the
execution that follows.
My sincere appreciation to Mr. Uma Shankar their valuable suggestions and critical
comments surely would be of great help in the longer run. They spread their valuable
time to respond to my queries. Their valuable suggestions about handling and analysis
of data collected in my work are also appreciable. Their constant moral support during
my training is appreciable.
Thanks are due to all other team members of the Human Resources Department for
their immense cooperation.
(Aarti Sharma)
3
DECLARATION
I AARTI SHARMA student of M.B.A of A.I.E.T. College, alwar. Here by declare that all
thi information of “PERFORMANCE MANAGEMENT SYSTEM” in RELIANCE
COMMUNICATION in this report is based on my experience and study during my
research.
I further declare that all the information and facts furnished in this project report are
based on my intensive research and findings. They are first hand and original in nature.
EXECUTIVE SUMMARY
4
A Performance Management system “is a formal structured system of
measuring and evaluating an employee’s job, related behavior and outcomes to
discover how and why the employee is presently performing on the job and how the
employee can perform more effectively in the future so that the employee, organization
and society all benefits.”
cover Page
CERTIFICATE
I. Preface
II. Acknowledgement
III. Declaration
5
IV. Executive summary
CONTENTS
COMPANY PROFILE
6
Reliance Communication is the out come of the Late visionary Dhirubhai Ambani's
(1932-2002) dream to herald a digital revolution in India by bringing affordable means of
information and communication to the doorsteps of India's vast population.
"Make the tools of Communication available to people at an affordable cost, they will
overcome the handicaps of illiteracy and lack of mobility", Dhirubhai Ambani charted out
the mission for Reliance Communication in late 1999. He saw in the potential of
information and communication technology a once-in-a-lifetime opportunity for India to
leapfrog over its historical legacy of backwardness and underdevelopment.
Working at breakneck speed, from late 1999 to 2002 Reliance Communication built the
backbone dream into reality for a digital India – 60,000 kilometers of fiber optic
backbone, crisscrossing the entire country. The Reliance Communication pan-India
network was commissioned on December 28, 2002, the 70 th – birth anniversary of
Dhirubhai. This day also marked his first birth anniversary after his demise July-6, 2002.
RELIANCE GROUP
7
The Reliance group founded by Dhirubhai H. Ambani (1932-2002) is India's largest
business house with total revenues of over Rs 99,000 crore (US $ 22.6 billion), cash
profit of Rs 12,500 crore (US $ 2.8 billion), net profit of Rs 6,200 crore (US $ 1.4 billion)
and exports of Rs15, 900 crore (US$ 3.6 billion).
The group activities span exploration and production (E&P0 of oil and gas, refining and
marketing, petrochemicals (polyester, polymers and intermediates), textiles, financial
services and insurance, power, telecom and communication initiatives. The group
exports its products to more than 100 countries the world over. Reliance emerged as
India's Most Admired Business House, for the third successive year in a TNS Mode
survey for 2003.
The Reliance Group companies include: Reliance Industries
Limited, Reliance Capital Ltd., Reliance Industrial Infrastructure Ltd., Reliance Telecom
Ltd., Reliance General Insurance Company Ltd., Indian Petrochemicals Corporation Ltd.
and Reliance Energy Ltd.
BUSINESS
8
Reliance Communication offers a complete range of telecom services, covering mobile
and fixed line telephony including broadband, national and international long distance
services, data services and a wide range of value added services and applications that
helps enhancing productivity of enterprises and individuals.
Reliance India mobile, the first of Communication initiatives was launched on
December 28, 2002, the 70th birthday of the Reliance group founder, Shri Dhirubhai H.
Ambani.
This marks the beginning of Reliance's dream of ushering in digital revolution in India by
becoming a major catalyst in improving quality of life and changing the face of India. It
aims to achieve this by putting the power of information and communication in the hands
of the people India at affordable costs.
Reliance Communication will extend its efforts beyond the traditional value chain to
develop and deploy telecom solutions for India's farmers, businesses, hospitals,
government and public sector organizations.
Reliance Communication is in the process of setting up best-in-class work facilities
across major cities in India. At Mumbai, the Dhirubhai Ambani Knowledge City hosts
more than 3000
professionals with a range of office complexes, food courts, avenues and boulevards,
fountains, video conferencing and other advanced communication infrastructure.
Apart from the physical work setting, Reliance Communication is fostering a work
climate marked by positive energy, teamwork and performance ethic.
We are committed to building a non-hierarchical and open work environment... a result
driven meritocracy.
9
Reliance - Major Milestones
1977
First IPO to the Indian Public.
1982
Launched Phase 1 of the Polyester Filament Yarn (PFY) Plant.
1985
Entered Phase 2 of the Polyester Filament Yarn (PFY) plant.
1986
Started the Polyester Staple Fiber (PSF) Plant.
1987
Started the Linear Alkyl Benzene (LAB) Plant.
1988
Started the PX Plant.
1991
Set up the Vinyl Chloride Monomer (VCM) and PVC plants).
1992
Offered the first ever Euro Issue of Global Depository Receipts by an Indian company
1992
Set a record with Reliance Twin issues that received over 1 million investor applications.
1993
India’s largest public offering – Reliance Petroleum Issue.
1994
Offered the second Euro issue of GDR.
1995
Net profit crossed the Rs.1, 000 crore mark (Rs 1,065 crores or US$ 338 million),
Unparalleled in the Indian Private sector.
1995-96
Reliance became the first private sector company to be rated by international credit
rating agencies. S&P rated BB+, stable outlook, constrained by the Sovereign Ceiling.
Moody’s rated Baa3, Investment grade, constrained by the Sovereign Ceilings.
1996-97
Completion of Rs. 9,000 crore (US $ 2.5 billion) Hazira complex increasing production
capacity
10
From 1.5 million tones to more than6 million tones.
1997
First corporate in Asia to issue 50 and 100 years bond in US debt market.
1999
Following plants commissioned, 000 TPA bottle-grade PET plant
120, 000 TPA MEG plant, 000 TPA PTA plant 200,000 TPAPE plant.
2000-2004
Jamnagar Petrochemicals complex and bulk of integrated refinery complex
commissioned
Comprising: World’s largest grassroots refinery India’s largest port with capacity of 50
million TPA
World’s largest PX Plant of 1.4 million TPA World’s largest PP plant of 0.6 million TPA
Captive power plant of over 300 MW World class product handling, storage, and
dispatch facilities.
2006
Started commercial production of million TPA refineries, the 5th largest in the world.
2007
RIL and RPL become India’s two largest companies in terms of all major financial
parameters.
2008
RPL’s merger with RIL to create India’s first and only private sector Fortune Global 500
company.
.
11
VISION
Reliance Communication envisions a digital revolution that will sweep the country and
about a new way of life. A digital way of life for a new India.
With mobile devices, network and broadband linked to powerful digital networks,
Reliance Communication will usher fundamental changes in the social and economic
landscape of India.
Reliance Communication will help men and women connect and communicate with each
other. It will enable citizens to reach out to their work place, home and interests, while
on the move. It will enable people to work, shop, educate and entertain themselves
round the clock, both in the virtual world and in the physical world. It will make available
television programmes, movies and news capsules on demand. It will unfurl new
simulated virtual worlds with exhilarating experiences behind the screens of computers
and televisions.
12
Reliance Communication will disseminate information at a low cost. “Make a telephone
call cheaper than a post card." These prophetic words of Dhirubhai Ambani will be a
metaphor of profound significance for Reliance Communication.
Reliance Communication will regularly unfold new applications. Continually adapt new
digital technologies. Create new customer experiences. Constantly strive to be ahead of
the world.
To create an integrated infrastructure with state of the art digital technology to provide
innovative, cost effective and world class convergent services to our customers.
Reliance Communication will be India's defining services provider and the most
preferred one among other companies.
Reliance Company will achieve dominant market share in India in coming one or two
years and will rank among the world's top 10 companies by 2007.
13
HR MISSION
Facilitate, coach and enable best in class and leading edge HR practices across the
extended enterprise of Reliance Communication and there by nurture a customer
center, positive energy organization that will maximize stakeholder satisfaction.
14
ORGANIZATION STRUCTURE
The organization structure defines various levels of organization i.e. Business, Work
Centers, Functions, Circles, Cities, etc. The Reliance Communication Organization
structure includes:
Business Unit: Enterprises, consumer, Wholesale, & Web stores
Work Centers: Network (O&M - Wireless, O&M - NLD/ILD, O&M - IDC, O&M - OSP,
EWC- Long Distance, EWC-Wireless, EWC-Wire line, OSS, ITC, NOC), Call Center,
BSS, (CRM, RA) m, Billing and Collection, Applications and Solutions Group
Functions: HR, Commercial, Purchase/Logistics, IT Infrastructure, And Corporate
Staff Function Communication operations are spread over 673 cities in the following
Circles:
15
WORK LEVELS
The organization structure also defines the organizational functions, considering the
nature and scope of functions to be performed. The following four work levels broadly
indicate the nature of accountability and responsibility assigned to role holders at the
work level.
WORK LEVELS
1. L1-Leadership 2. L2- Managerial
3. L3-Executive 4. L4-Support
5. Designation
Assistant Manager
Deputy Manager
Manager
Senior Manager
Assistant General Manager
Deputing General Manager
General Manager
Assistant Vice President
Vice president
Senior Vice President
16
TELECOM SECTOR AN OVERVIEW
Reforms have taken place in the telecom sector in three phases. The first phase
began in the 1980s when in 1984; private manufacturing of customer premise
equipment was given the go- ahead. Proliferation of individual STD/ISD/PCO
network took place through out the country by way of private individual’s
franchisees. Also, two large corporate entities, the Mahanagar Telephone Nigam
(MTNL) and Bharat Sanchar Nigam Ltd. (BSNL) were created out of the department
of telecommunications (DOT) to handle the sectors of Mumbai and Delhi
respectively. A high-powered telecom commission was set up in1989 and Videsh
Sanchar Nigam Ltd. (VSNL) was made the international service provider catering to
all telecom services originating from India.
The second phase of reforms in the telecom sector Commenced in 1991 with the
announcement of the new economic policy.
To Begin with, the manufacturing of telecom equipment was delicensed in 1991, while
radio paging services were opened up in the 1992. In 1994, the basic telephony sector
was opened up by providing licenses to six companies to operate in the basic areas.
These companies were: Bharti Telnets, Essar Commissions, Shayam telecom, Hughes
Telecom, Tata Teleservices and reliance Telecom.
The National Telecom Policy in 1994 emphasized on Universal Services and Qualitative
Improvement in telecom services. While an independent statutory regulatory was
established in 1997, the Internet services were opened up in 1998. Since then, more
17
companies have been given the go-ahead to basic telephony, such as Reliance, Tata’s,
HFCL, Bharati, Aircel, Digilink and Birla AT&T.
The third phase of reforms in the telecom sector began in the late 1990s, with the
announcement of the New Telecom Policy in 1999. The underlying theme of the reform
process of NTP was to usher in full competition through unrestricted entry of private
players in all service sectors. The policy favored the migration of existing operators from
the era of fixed license fee regime to that of revenue sharing. The duopoly rights of the
MTNL and VSNL (VSNLs monopoly ended in April 2002 when the sector was thrown
open to the private sector) were discontinued to herald the era of unlimited competition
in the industry.
18
RELIANCE COMMUNICATION
Highlights
Only private sector Company to have all services, all India strategy.
Fixed line services in 18 telecom circles.
Cellular services in 13 state covering 380 million people.
Long distance services in 229 of the country's 323 Long Distance Charging Areas
(LDCAs)
National Backbone
Created a 60,000km, pan India optical fiber transmission network, which is "Best in
Class"
This G-655, 48-fiber cable network will carry terabits of voice, data and video
information.
Connected to this network are our International Gateways for world connectivity
using submarine cables and satellite bandwidth.
19
In December 2002, Reliance Communication ushered a digital revolution in India. The
company's catch line 'A New Way of Life' reflects the dream of Reliance Founder
chairman Dhirubhai Ambani to place the power of information and communication in the
hands of common people at an affordable cost.
20
RESEARCH METHODOLOGY
The basis of this method is the principle that there are certain significant acts in each
employee’s behavior and performance, which makes all the difference between success
and failure on the job.
The supervisor keeps a written record of the events (either good or bad). Feedback
is provided about the incidents during the performance review session. Various
behaviors are recorded under such categories as the type of job, requirement for
employees, judgment, learning ability, Several research studies are undertaken and
accomplished year after year but in most cases very little attention is paid to this
important dimension relating to research.
Research design is a model of master plan for gathering formal information. It calls for
certain specification of methods and procedures for obtaining the required information.
21
At last the research design is the conceptual structure within which research is
conducted. In brief we can say the research problem. Research design is related to
purpose or objective of research problem and also finds the nature of the problem to be
studied.
COLLECTION OF DATA
Data collection is an integral part of the marketing research. There are several ways of
collecting the appropriate data, which differ considerably in context of money costs, time
and other resources at the disposal of the researcher. The researcher should keep in
mind two types of data viz. Primary and Secondary.
The primary data are those, which are collected afresh and for the first time, and thus
happen to be original in character. Primary data can be collected by various methods,
i.e. by observation, telephonic interviews, through scheduled or self-administered
questionnaire.
The secondary data are those, which have already been collected by some one else
like various journals and publications of the company and that are used for quick
compilation of the report. Thus they are second hand in nature.
The data for this research project has been collected through self-administered.
22
DETAILED STUDY OF HR DEPARTMENT
• RECRUITMENT
• SELECTION
INDUCTION
Human Resource planning is the process of determining the number and kind of human
resources required in an organization for a specific time period in future.
23
PROCESS OF HUMAN RESOURCES PLANNING
24
MANPOWER PLAN
1. Recruitment Plan
• Number and type of person required
• Time period when required
• Possible resources of recruitment
• Selection techniques to be used
2. Redeployment Plan
• Transferring to other units
• Retraining for new jobs
3. Redundancy Plan
• Number and names of redundant
• Departments/units where redundancy exists
• Time of redundancy
• Retrenchment and layoff
4. Promotion Plan
• Ratio of promotion to external recruits
• Basis of promotion
• Reservation, if any, in promotion
5. Transfer Plan
• Transfer policy and rules
• Channels of transfer
6. Training and Development plan
• Number of people to be trained
• Training period
• Methods of training
• New courses to be developed and changes to be made in existing courses
7. Productivity Plan
• Work specialization
25
• Job redesign
• Training and refresher training
• Productive bargaining
8. Retention Plan
• Improving compensation levels
• Providing opportunities for career development
• Changes in work requirements
• Opportunity for participation
26
RECRUITMENT
Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for job in an organization.
RECRUITMENT PROCESS
RECRUITMENT POLICY
a) To find and employ the best qualified persons for each job.
b) To offer promising opportunities for life time working careers.
c) To provide facilities and opportunities for personal growth on the job.
SOURCES OF RECRUITMENT
Recruitment
Internal Sources External Sources
a) Transfers (a) Press Advertisement
b) Promotions (b) Educational Institution
(c) Employment Exchanges
(d) Recommendations
27
METHODS OF RECRUITMENT
Recruitment methods or techniques are the means by which an organization establishes
contacts with candidates, provides them necessary information and encourage them to
apply for jobs.
Methods of Recruitment
1. Direct Method
(Educational and Training Institutions)
2. Indirect Method
(Advertisements in newspapers, journals on the radio and televisions)
3. Third Party Method
(Public employment exchanges, management consulting, firms, professional
societies, trade unions, labor contractors)
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SELECTION
Selection is the process of choosing the most appropriate person from the available
candidates.
Selection may be described as a process of “Rejection” because generally more
candidates are turned away than are hired.
The purpose of selection is to pick up the right person for every job.
SELECTION PROCESS
1. Preliminary interview
Initial screening is done to weed out totally undesirable/ unqualified candidates.
Preliminary interview is a sorting process in which prospective candidates are
given the necessary information about the job and the organization
If the candidate is found suitable, then he is selected for further screening.
2. Application Blank
Application Blank form should provide all the information relevant to selection.
Generally an application form contains the following information:
(a) Identifying Information
(b) Personal Information
(c) Physical characteristics
(d) Family background
(e) Education
(f) Experience
(g) References
3. Selection Test
Psychological tests are used in employee selection. A test is a sample of same
aspect of an individual’s attitude, behavior and performance. Tests are helpful in
better matching of candidate and job. Tests are useful when the number of
applications is large.
29
3. Employment interview
An Interview is a conversational between two persons. In selection it involves a
personal, observational and face Management system of candidate for
employment.
4. Medical Examination
Applications who have crossed above stages are sent for a physical examination
to serve the following purpose:
(a) It determines whether the candidate is physically fit to perform the job.
(b) It identifies candidates who are otherwise suitable but require specific jobs
due to physical handicaps and allergies.
5. Reference Checks
The applicant is asked to mention in his application form the name and
addresses of two or three persons who know him well.
6. Final Approval
In most of the organizations, the HR department carries out selection process.
Employment is offered in the form of an appointment letter mentioning the
post, the rank, the salary, the date by which candidate should join and other
terms & conditions.
30
INDUCTION
PURPOSE
31
INDUCTION PROCEDURE
These exists no model procedure. Each industry develops its own procedure as
per its need. The procedure should basically follow these steps:-
(a) The new person needs time and a place to report to work.
(b) It is very important that the supervisor or the immediate boss meet and
welcome the employee to the organization.
(c) Administration work should be completed. Items as vacations, probationary
period, medical absences, suggestion systems, should be covered.
(d) The department orientation can be conducted which include acquainted talk,
introduction to the department, explanation to the function department, and
job
(e) Verbal explanations are supplemented by a wide variety of printed material,
employee handbooks; flyers employee manuals house journals, picture
stores.
32
INDUCTION IN RELIANCE COMMUNICATION
A 2-day induction programme (INEP) is offered to all new employees. This program
provides information on the history of the company (Reliance Group), the fundamentals
of telecomm business and introduces technologies and key concepts of the business.
The program shares the company’s strategic objectives, organization structure and
processes and systems.
Presentations are made from representatives from various business units and functions.
33
PROCESS FOLLOWED BY
RELIANCE INFOCOMM LTD.
RECRUITMENT PROCESS
Aptitude Test
Short-listed Rejected
Final Interview
1. Business Planning
The process by which management determines how an organization should
move from its current position to its desired position?
34
Approach
To ensure that the “right person” is hired for the “right job” at “right times” so
that there should maximum long-range benefits.
Step-1
Analyzing Organization Plans:
The objectives and strategic plans of the company analyzed. Plans concerning
technology, production, marketing, finance, expansion and diversification give an
idea about the volume of future work activity.
A company’s plans are based on economic forecast, company’s sale and
expansion forecast.
Step-2
Forecasting Demand:
(1) Assess factors affecting the demand e.g. growth plan, expansion plan
(2) Assess the skills/ competencies required in each area
The plan will be prepared annually by the HR unit along with respective
department heads with final approval of the unit head and the president mobility.
Step-3
Supply Forecasting
Assess factors affecting the manpower supply both externally and internally.
-External Factors- HR practices, business competition, macro
environment, technology
-Internal Factors- HR policies, employee development, salary levels,
company image, interpersonal relations, job challenges
Step-4
Estimating Manpower Gap
Manpower gap can be identified by comparing demand forecasts and supply
forecasts
-Deficit suggests the no of person to be recruited from outside.
-Surplus us- Redundant to be redeployed or terminated.
Step-5
Action Plan/ Manpower Plans
Plans are prepared to bridge the manpower gaps
35
-Plans to meet the surplus manpower- redeployment plan by transferring
to other units or retraining from new jobs.
-Deficit can be met through by recruiting no and type of person required,
selection techniques to select the employee can be used
Step-6
1. Monitoring & control
This phase involves allocation and utilization of human resources over time.
Review of manpower plan and programmes help to reveal deficiencies Manpower
inventory should be updated periodically.
2. Finalization of Manpower Plans
The manpower plan is finalized by keeping the following points in the mind:
-Demand variables
-Supply variables
-Market position of the job
-Alternatives (Channels)
3. Manpower Requisition Form to be filled in by Head of the Department
Manpower Requisition Form contains the following:-
-Title
-No of vacancies
-Level/ Grade
-Place of Posting
-Nature of Requirement (Permanent/ Temporary)
-Age Limit
-Educational Qualification
-Experience range
-Job responsibilities
-Supervised by/ supervises whom
4. Requisition Form forwarded to HR Department
The above detail of manpower requisition filed by head of the department is then
forwarded to HR Department.
5. Manpower Sourcing
HR Department identify the source of recruitment (both internally and externally)
(a) Internally Source-
36
Whenever a vacancy access, it is filled through transfers or promotions.
The organization personnel files should provide useful information as to
which employees might be considered for the positions opening within the
organization.
(b) External Source-
I. Employment Agencies
There are 2 forms of employment agencies
• State or Public Agencies- Help the job seekers find
suitable employment and employers to find suitable workers
• Management Consultants - these types of agencies
are specialized in middle level and top-level executive
placement.
II. Print Media
When an organization desires to communicate to the public that it
has a vacancy, advertisements are one of the most popular
methods.
37
(i.e. IIMS, IIT’s, Engineering Colleges, it is, Universities) are good
source for recruiting well-qualified executives, engineers, etc.
Responsibility for recruitment centrally lies with HR Corporate. Business will inform then
requirement, to corporate every year for centralized action.
V. Recommendations/Referrals
• In some organization there are formal agreements to give
priority in recruitment to the candidates recommended by Trade
Unions.
• Relatives & Friends of employees are given priority in
recruitment in some companies.
Each recommended/-referred candidate goes through recruitment and selection
process.
38
SELECTION
It is the process of choosing the most suitable person out of the entire applicant.
Matching qualification with the job requirement. Selection divides applicants into two
categories
Objective
“Hire right the first time”.
Before selection following key points should be kept in mind –
(1) Recruit with today’s and tomorrow’s skills in mind
(2) Interview for “selection” not for “rejection”
(3) Hire talent that can be grown
Step-1
Scrutiny of applications
Each and every applications are checked or screened
Certain guidelines for screening are: -
I. Look objectively for experience and job fitment job satisfaction
II. Checks for gaps in employment
III. Pre degree (college/school/past employers)
IV. Roles and responsibilities
V. Achievements in assignments
Step-2
Aptitude test
Aptitude test measures the ability or potential of a candidate to learn a new job skill. This
test mainly focuses on a particular type of talent such as reasoning, learning,
mechanical bent of mind. Aptitude test is also known as personality test.
39
Step-3
Preliminary Interview
Initial screening as done to weed out totally undesirable / unqualified candidates is given
the necessary information about the nature of the job and the organization.
Interview
Pre Interview Interview Post Interview
- Schedule sufficient time - Do’s/ Don’ts -Complete the interview gap
between candidates. assessment sheet.
Do not schedule more than -Communicate the
5-6 interviews in a day. to the candidates within
the stipulated time frame
People from same organization
should not be called on the
same day
INTERVIEWS
- Only experts will conduct interviews. Unit HR either as an internal exercise or in
partnership with external resources. All HODs and recruitment Managers should
be trained.
- At least two members will interview a candidate. At least one of the interviewers
should be from the same function.
- A few Do’s and Don’ts for the interviews are: -
DO's DON'Ts
Plan the interview using the Start unprepared.
competencies manual. Jump to conclusion on
Establish easy and informal inadequate evidence.
environment. Talk too much.
Ask open-ended questions. Pay too much attention to
Encourage candidates to talk. isolated strengths and
40
Analyze career interests. Weaknesses.
Question gaps in employment. Entertain phone calls or
other visitors.
Reject/ select based on a
short interaction.
Step-4
Application Blank (form)
The application form should provide all relevant information i.e.:
Identifying information- Name, Address, and Telephone no.
Personal Information- Age, Sex, Place of birth, marital status
Physical Characteristics- Height, Weight, Eyesight.
Family background
Education- Academic, Technical & professional.
Experience- Jobs held, Employers, Duties performed, Training, Assignments
References
41
• The references should have known the candidate well professionally.
• There should be a standardized format for reference checks.
• In case, candidate is hired through consultants/ search partners, then the
reference checks would lie on them.
Step-7
Physical Examination
All candidates who have been giving job offers and who have accepted the same will be
required to undergo a health checkup.
• It determines whether the candidate is physically fit to perform the job.
• The company ties up with a reputed hospital/clinic.
• Some of the suggested tests are: -
- Blood test
- Complete Haemogram
- Blood Sugar (Fasting & PP)
- ECG
- TMT
- Eye Examination
- X-Ray Chest PA
• The cost towards the check up will bear by the company.
Step-8
Final Approval
The executives of the concerned dept/ unit finally approve the candidate short-listed by
the department/unit.
Employment is offered in the form of an appointment letter mentioning the post. The
rank, the salary grade, the date by which the candidate should join the other terms and
conditions.
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MAKING JOB OFFER
43
PROJECT OVERVIEW
44
OBJECTIVES OF PERFORMANCE MANAGEMENT SYSTEM
• To help each employee to understand more and more about his role and become
clear about his functions.
• To help each employee to understand his own strengths and weaknesses with
respect to his role and functions in the company.
• To identify the developmental needs of each employee with respect his role and
functions.
• To increase mutually between each employee and his supervising officer so that
every employee feels happy to work with his supervisor and thereby contributes
his maximum to the organization.
• To increase communication between the employee and his supervising officer so
that each employee gets to know the expectations of his boss from him and each
boss also gets to know the difficulties of his subordinates and attempts to solve
them and thus they together accomplish the tasks.
• To provide an opportunity for the employee for self-reflection and individual goal
setting so that individually planned and monitored development takes place.
• To help every employee internalize the culture norms and values of the
organization so that an organizational identity and commitment is developed
through out the organizations.
• To prepare employee for performing higher-level jobs by continuously reinforcing
the development of behaviors and qualities registered for higher-level position in
the organization.
• To create positive and healthy climate in the organization that drives people to
give their best and enjoy doing so.
• In addition to assist in a variety of personal decisions by generating data about
each employee periodically.
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A SUGGESTED FORMAT
In order to achieve these objectives the Management system format should have the
following components: -
3) SELF-MANAGEMENT SYSTEM
At the end of the year of the Management system period, the Management
system process should begin with self-Management system by every employee.
To appraise one’s own self on KPAS targets and qualities appraise would go
46
through a process of reflection and review. Self-assessment may help people to
discover their developmental needs and plan for development that also helps the
organization.
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METHODOLOGY
FACILITATING FACTORS
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d. Facilitating Factors attributable to the Subordinates: Those factors
attributable to the approvee’s own subordinates (e.g.- hard work, cooperation,
punctuality)
e. Facilitating Factors attributable to external environment: These are
attributable to the larger socio- economic-politico and other condition of the
environment external to the organization (e.g. – liberalization of some policies by
government, poor image of competitors, etc.)
INHIBITING FACTORS
5) PERFORMANCE DISCUSSION
After performance analysis is done, appraise should reflect about his own
performance and prepare notes of his assessments. He should then fix a time for
review discussion. The purpose of review discussions for the appraised is to
know more about the perception, expectations and assessment of his boss and
also to communicate his difficulties of his boss and also to communicate his
difficulties and ask for support if needed.
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performed may be indicators of inadequate understanding or lack of capabilities.
If poor performance is due to lack of motivation, it should be dealt during the
counseling session. Alternatively remedial actions action like transfer to other
jobs, issuing working letters, etc. may be done in special cases. Developmental
needs flow directly from the assessment of performances.
7) FINAL ASSESSMENT
The appraiser should give the final assessment after completing all the steps
mentioned above. By this stage he would have thorough understanding of his
subordinates his strengths and weaknesses, developmental needs, etc. and thus
in a position to assess him on a rating scale. It is these ratings that should be
used to reward high performances.
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9. Field review Method
TRADITIONAL METHOD
1. Straight Ranking Method:
It is the oldest and simplest method of performance Management system, by which
man and his performance is considered as entity by the rater. This is the simplest
method of separating the most
efficient from the least efficient; relatively easy to develop and use. But the
greatest limitation of this method is that in practice it is very difficult to compare
single individual with human beings having varying behavior traits secondly, this
method only tells how a man stands in relation to the other in a group
but does not indicate how much better or worse others.
EXAMPLE:
If 5 persons A, B, C, D, E is to be ranked the ranking may be as follows: -
Employee Rank
A 2
B 1
C 5
D 4
E 3
2. Grading Methods:
Under this system, the rater considers certain features and marks them according
to a scale. These selected features may be analytical ability, cooperatives, self-
expression, job knowledge, judgment, leadership and organizing ability. They may
be A- OUTSTANDING, B - VERY GOOD, C- AVERAGE, D- FAIR, POOR.
The rater allots the grade, which describes his best performance.
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achieved, regularity of attendance, attitude towards superiors and associates etc. are
also evaluated.
For Example: -
10% are placed at the top end of the scale, given outstanding rating.
20% are given above average rating.
40% are given satisfactory rating.
20% are given fair.
10% are given unsatisfactory.
5. Checklist:
Under this method the rater does not evaluate employees’ performance, he supplies
reports about it and personnel department does the final rating. A series of question
are presented concerning an employee about his behavior.
Checklist Method
1. Simple Checklist
2. forced Choice Block
3. Weighted Checklist
For e.g.
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Simple Checklist
This method suffers from bias on the part of rater. A separate checklist is developed for
different class of jobs. This process can be expensive and time consuming.
Example:
Forced Choice Block
Most Least
1. Regularity on the job
(a) Always regular
(b) Informs in advance for
absence/delay
(c) Never Regular
(d) Remain absent without prior
notice
(e) Neither regular nor irregular
Weighted Checklist
(Weights are assigned to different statements to indicate their relative importance)
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Traits Weights Performance
Rating
(Scale 1 to 5)
1. Attendance 0.5
2. Knowledge of the Job 1.0
3. Quantity of the Work 1.0
4. Quality of the work 1.5
5. Dependability 1.5
6. Interpersonal Relations 2.0
7. Organizational Loyalty 1.5
8. Leadership Potential 1.5
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E Was happy to get forced rest 1
MODERN METHODS
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Management by Objectives (MBO)
MBO is potentially a powerful philosophy of managing and effective way for operational
zing the evaluation process. It is a process whereby the superior and subordinates
manager of an organization jointly identify the common goals, define each individual’s
major areas of responsibility in terms of results expected of him and use these
measures as guides for operating the unit and assigning the contribution of each of its
members.
The main objective of MBO is to change behavior and attitude towards getting the job.
In other words it is result oriented it is performance that counts.
2. Managers are more likely to compete with themselves than with other
managers.
3. MBO results in a “means end chain”. Management at succeeding lower levels
in the organization establishes targets, which are integrated with those at the
next higher levels.
4. MBO reduces role conflict and ambiguity.
5. MBO provides more objective Management system criteria. The targets that
emerge from MBO process provide a sound set of criteria for evaluating the
manager’s performance.
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6. MBO identifies performance deficiencies and enable the management and the
employees to set individualized self-improvement goals and thus prove
effective in training and development of people.
7. MBO helps the individual manager to develop personal leadership.
The most important feature of the assessment center is job related simulations. These
simulations involve characteristics that manager feels are important to the job success.
Under this method many evaluators join together to judge employees performance in
several situations with the use of a variety of criteria. Assessments are made to
determine employee potential for the purpose of promotion. The assessment is done
with the help of couple of employees and involves situational exercises such as in
baskets, business game, and role-playing incidents. Evaluators are drawn from
experienced managers with proven ability and they
evaluate all employees individually and collectively and each individual is given one of
the 4 categories more than acceptable, acceptable, less than acceptable, unacceptable.
An assessment center generally measures interpersonal skills, communicating ability,
ability to plan and organize etc. Personal interviews & projected tests are used to
assess work motivation, carrier orientation and dependence on others. Paper and pencil
tests are used to measure intellectual capacity.
This is a new Management system technique, which has recently been developed. The
procedure for bars is usually in 5 stepped-
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Persons with knowledge of the job to be appraised are asked to describe specific
illustrations (critical incidents) of effective and ineffective performance behavior.
3. Reallocate Incidents-
Any group of people who also know the job then reallocates the original incidents.
They are given cluster definition and critical incidents and asked to redesign each
incident to the dimensions it best describes.
4. Scale of Incidents-
The second group rates each incident on a seven or nine point scale. This second
group is generally asked to rate the behavior described in the incidents as to how
effectively or ineffectively it represents performance in the appropriate dimensions.
Incidents that have standard deviation of 1.5 or less (on a seven point scale) are
included in the final anchored scales.
MANAGEMENT SYSTEM
AT
RELIANCE COMMUNICATION LTD.
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SETTINGS OBJECTIVES IN THE COMPANY
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A system for Managing organizational Performance.
System to capture
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Purpose
To institutionalize an integrated system to support the organization growth and create a
performance driven culture, encompassing performance planning, monitoring, support
and evaluation with a focus on employee learning and development.
The Performance Management System acts as major integrating factor with the other
HR systems of the organization as follows:
Development Strategies
-Training
-Coaching
-Mentoring
-Job Rotation/ Enrichment/ enlargement
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Performance
Planning/ Objective setting
- Understanding & agreeing of role
- Defining performance objectives
- Linkage to company goals
Performance Planning
Annual: 31st March
Performance Development
Development Planning
- Competency Development
- Regular Counseling and feedback
- Mentoring
- Coaching
- Training
- 360-degree feedback
Development Planning –1-15 June
Development Plan Roll – Out: July- June
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In order to goals to be an objective means of evaluating performance they should follow
these S-M-A-R-T guidelines:
• Specific: - Result oriented and not merely descriptive. Avoid generalities. Deal with
the most important aspects of the job.
S- SPECIFIC
M- MEASURABLE
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A- ACHIEVABLE
R- REALISTIC
T- TIME LIMITED
360-DEGREE SYSTEM
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Where superiors, peers, subordinates and clients make Management system, it is called
the 360-degree system of Management system. First developed at General Eclectic, US
in 1992, the system has become popular in our country too. GB (India), Reliance
Industries, Crompton Greaves, Godrej Sodas, Wipro, Infosys, Thermax and Thomas
Cook are using the method with greater benefits. The Arthur Anderson Survey (1997)
reveals that the 20% of the organization use the 360-degree method. In the 360 degree
method, besides assessing performance, other attributes of the assesses – talents,
behavioral quirks, values, ethical standards, tempers, and loyalty are evaluated by
people who are best placed to do it.
INTERIM REPORT
These reports are recorded for the newly joining staff members. The period for this
report is 3 months from the date of joining. This report is aimed to judge the suitability of
employees.
PROBATIONARY REPORT
This report is recorded for the staff members who have completed six months of service
or as decided by the management. This report is aimed to judge the continuity of the
employees in the company's employment.
SPECIAL REPORT
These categories of Management system reports are directly sent to reporting officer of the
employee and are recorded by the reporting and reviewing officer recommending confirmation or
extension in confirmation or recommending necessary actions.
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ANALYSIS OF QUESTIONNAIRE
Quite often questionnaire is considered as the heart of survey operation for this
research project a survey questionnaire has: been prepared and in this type of
questionnaire the questions are presented with exactly the same wording and in the
same order to all respondents. Structured questionnaire may also have fixed alternative
question in which responses of the informants are limited to the stated alternatives.
Choices like ‘don’t know’, ‘can’ not say which help the respondent to skip questionnaire
have been avoided as it is technically inefficient due to time limitation and other
constraints direct personal interview method was used, to gather the point information
and for easy tabulation and compilation of data
The questionnaire started with the name of name of the employee and his date of
joining.
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part time employees have a duty of only 4 hours a day, whereas the full time
employees work 8 hours a day. Part time employees may not be aware of the
company's performance Management system system.
20%
FULL TIME
PART TIME
80%
According to the sample chosen, the answer to this question showed that approximately
80% of the employees are full time employees and 20% are part time and they may not
be aware of company's Management system system.
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This question was asked to know that whether the employees are aware of
performance Management system and if they had any idea as to how many times
are they appraised in a year.
Ans.: NONE: 1
ONCE: 7
TWICE: 16
MANY: 26
Answer to this question showed that out of a sample of 50 employees, 26 said that the
Management system took place many times in a year and only one of the employees
was not aware of the Management system system at all.
14%
SATISFIED
DISSATISFIED
86%
The answer to this question showed that 86% of the employees were quite satisfied with
the Management system system. The reason why they remaining 14% were not
satisfied was not disclosed. These employees might be those who had recently joined
the organization and were not aware of the Management system system.
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This question was related to the previous question. This was specially designed
for those who were not satisfied by the Management system system present at
the company.
Ans.: The employees stated that the management should be more cooperative. They
should not penalize those who are not able to put in their maximum efforts
sometimes due to certain reasons.
Q.5 Who judges your performance in the work place, immediate superior or top
management?
This question was designed to know that whether the employees thought that the
immediate superior, who knew them well, or the top management judged their
performance, with which they have little contact.
Ans.: Immediate Superior: 2
Top Management: 27
PERFORMANCE JUDGEMENT
IMMEDIATE
46% SUPERIOR
54% TOP
MANAGEMENT
For this question 46% employees said that their immediate superior judged their
performance. The rest of the employees said that their performance judgment rested in
the hands of the top management.
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Q.6: Do you think your Management system form reaches the top management
in case of their judgment?
This question was designed to find out whether the employees were aware of the
fact that their Management system form ultimately went to the top management.
Ans.: YES: 35
NO: 15
30%
YES NO
70%
For this question 70% of the employees believed that the top management ultimately did
their Management system. However 30% of the employees thought that the
Management system never reaches the top management.
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Q.7: Do you get proper feedback of your work from your superiors?
This question was put in to find out if the employees were aware of their
performance as appraised by the superiors and if they were communicated of
their good as well as their weak points.
Ans.: YES: 33
NO: 17
34%
YES NO
66%
According to the answers obtained, 66% felt that they were fully communicated of their
performance whereas 34% felt that they were not made aware of the results of their
performance.
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Q.8: Do you think '360 degree' feedback will help you improve?
This question was asked to know to know whether the employees were of the
'360 degree' Management system system or not and do think it will help them.
Ans.: YES: 44
NO: 6
12%
YES NO
88%
For this question 88% employees were of the Management system system and they felt
it would help them improve further. Only 12% employees gave a negative answer for
this question.
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Q.9: Do you have any reverse effect in case of negative feedback of your
performance?
This question was framed to know whether the negative feedback of the
performance was a motivational factor for the employees or not.
Ans.: YES: 11
NO: 39
22%
YES NO
78%
As an answer to this question 22% of the employees stated that the negative feedback
had a reverse effect on them. 78% of the employees had a positive attitude and said
that it was a motivational factor for them.
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Q.10: Does the company provide 'in service' training facilities?
This question was designed to know whether the organization provides training to
the employees after performance Management system or not.
Ans.: YES: 48
NO: 2
4%
YES NO
96%
For this question 96% employees agreed that the organization provided training as and
when required after performance Management system. Only 4% employees thought that
proper training on the job was not made available.
PERFORMANCE INHIBITING
FACTORS
20% NON
PUNCTUALITY
LAZINESS
50%
CARELESSNESS
30%
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Q.12: The new skill add this employee has developed & demonstrated are
Ans.: Communication Skills: 50%
Interaction Skills: 20%
Computer Literacy: 30%
20% HONESTY
40%
PUNCTUALITY
SINCERITY OF
40% WORK
Honesty: 20%
Punctuality: 40%
Sincerity for Work: 40%
20% HONESTY
40%
PUNCTUALITY
SINCERITY OF
40%
WORK
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CONCLUSION
By observing above analysis, it was concluded that the management should be more
cooperative and should apply a fair & just system. In this study it was found that the Top
management appraises the performance of their employees. Most of the employees felt
that they were properly communicated about their performance & had a positive attitude
for receiving negative feedback. Most of the employees felt that their performance has
helped to achieve the organizational goals. It was found that non-punctuality, laziness
and carelessness were the inhibiting factors in the performance of most of the
employees. So these inhibiting factors must be overcome to improve their performance.
On the other hand, it was observed that if honesty, punctuality & sincerity for work is
adopted in one’s behavior, performance can be enhanced to a large extent which will
help in personal development of the employees as well as achieving organizational
goals.
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RECOMMENDATIONS
77
The purpose of 360-degree Management system is usually to provide feedback to
individuals of how their performance is viewed by a number of organizational
constituencies.
III. Deciding who should see the feedback and whether the names of those providing
feedback should be shared.
IV. Assessing whether scores should be reported separately or pooled. This will have an
impact on the quality of feedback and on whether the person being appraised is likely to
be included to make change as a result of it.
Good trust levels, clarity about the objectives of the Management system and a
participative team based culture are likely to be all-important for 360-degree
Management system system to be effective.
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• Objectives should be defined very clearly. The 360-degree Management
system system should be positioned as an employee developmental tool. We
can say that the organization should change to the 360-degree feedback
system with a focus on development instead of promotions and increments.
• A survey audit should be done on the culture and values prevalent in the
organization openness, trust, authenticity, autonomy, collaboration, and
experimentation.
• Manager should first get fully aquatinted with the 360-degree feedback
system by gathering the experiences of companies, which have introduced
such a system and then examine some of their own paradigms on authority
and hierarchy.
• Workshops can be organized at various critical levels in the organization with
the help of experts, starting with the top management at which 360 degree
feedback has to be obtained should be covered so that they can fully
understand, appreciate and accept the system. After sometime junior levels
can also be included.
• HR Department should provide interpretation and counseling when managers
get 360 degree feedback for development suitable action plans should be
developed by the managers for Self-improvement and which should be a part
of the key result areas of the future.
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• Net working capital returns. The measure is used to gauge operational
excellence.
For the support services the parameters for their achievements can be identified as
staying within the budgets, company profits manpower costs, success at meeting
deadlines and internal customer satisfaction. These parameters can be used as the
measures of performance using three benchmarks – levels 1, 2, 3. Level 3 refer to the
minimum acceptable performance – an increase over the previous year is recorded. The
other two represent stretch targets, with level standing for a superlative performance
that surpasses all expectations. Unless a division reaches level 3 there should be
neither a team reward nor an individual one.
Star performers within each team should be given additional rewards too. The
underlying spirit of this system is to create a homogeneous group and yet as per a
competitive environment in which everyone is performance driven, both as an individual
and as a team leader.
5. It has been seen that individuals who are rated as “outstanding” receive a substantially
high amount of increment and a promotion is awarded in recognition to their excellent
performance.
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SUGGESTIONS
III. Ratee should be well trained to use the rating form, so as to make accurate
Management systems. Honest Management systems should be encouraged.
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B. The system should be communicated across the organization. The well-
defined objectives are a pre requisite for the system to be effective.
C. Organizational support should be provided to aid individual development.
D. Continual organizational monitoring can maximize effectiveness.
E. Conduction of the re- assessments on a periodic basis is also main
consideration to be implemented.
F. Noticing changes and rewarding the same should be done in a systematic
way.
G. The trends related to commonly shared weaknesses should be collected and
training and other organizational actions should be initiated.
H. Proper usation of the potential Management system career planning and
development data should be done.
Thus, in lieu of the above arguments it can be said that this system is a delicate
and sensitive issue that should be handled carefully, lest it can politicize the work
place and can finally damage the whole of the system.
2. EFFECTIVE COUNSELING
“Counseling is a means and not an end in itself”, this should be well included
in one’s mind. Development does not occur just because there is counseling
could be used as an effective instrument in helping people integrates with their
organization and have a sense of involvement and satisfaction.
There should exist a dialogic relationship in goal setting and performance review.
With such a collaborative effort, counseling effort, counseling can result in more
objective results.
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• Focus on work oriented behavior and work related problems.
• Avoidance of discussion of salary and other rewards.
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QUESTIONNAIRE
Name:
Date of Joining:
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BIBLIOGRAPHY
1) Bradwell, Lan & Holder, Human Resource Management, Macmillian India Ltd., New
Delhi, 1996.
2) C.B. Gupta, Human Resource Management, Sultan Chand & Sons, New Delhi, 1997
3) Reinforce.
4) www.ril.com
5) www.businessballs.com
6) www.relianceinfo.com
Books
Research methodology(c.r. Kothari)
Human Resources Development - T.N. Chabbra
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