HRM (Autosaved)

8/22/2019 HRM (Autosaved)

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CHAPTER 1

INTRODUCTION

People, not buildings, make a Company successful.

-Anonymous

In todays businesses, the right approach and management of the companys employees

can greatly affect the companys overall performance. The greatest asset of any industry

is the human resource. Frontline employees are the means by which an organization

delivers its services to customers. Human resources may be defined as the total

knowledge, abilities, talents, skills, creative and aptitudes of an organization's workforce,

as well as the attitudes, values, approaches and beliefs of the individuals involved in the

affairs of the organization. It is the sum total of inherent abilities, acquired knowledgeand skills represented by the talents and aptitudes of the persons employed in the

organization.

The success of a company largely depends upon the human resources. But the output

cannot be one ways. There is a need of a management controlling employees in order to

tap their commitment and enthusiasm in order to achieve desired results and delight

customers. There has to be a medium by which companies and employees can come to a

common goal, the means by which fullest potential of employees can be developed and

can be used for the benefit of both themselves and the employers. Thus, a need arises for

the management which manages the dynamic human resource, need for HRM.

In the words of Miller, HRM is, those decisions and actions which concern the

management of employees at all levels in the business and which are related to the

implementation of strategies directed towards creating and sustaining competitive

advantage. Thus, we can assume from the above definition of Miller that the employee

is the epicenter of the entire decision making in the HR department. All the decision

made and action taken centre on the employee and is pervasive at all the decision making

process. Thus, the HR management never refrains from making any efforts to make its

employee happy.


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EVOLUTION OF HRM

The need for an organized form of HRM emerged during the industrial revolution, as the

manufacturing process evolved from a cottage system to factory production.

When United States shifted from an agricultural economy to an industrial economy,

companies were forced to develop and implement effective ways of recruiting skilled

workers. In addition, industrialization helped in encouraging immigration, as the country

opened its borders to fill vacancies. Filling these jobs with immigrants, however, created

an even greater need for adequate management of employees. Earlier the century saw a

concern for improved efficiency through careful design of work. During the middle of the

century emphasis shifted to the employee's productivity. Current decades have focused

on increased concern for the quality of working life, total quality management and

worker's participation in management. These three phases may be termed as

development, welfare and empowerment.

CHALLENGES FACED BY HUMAN RESOURCE

The role of the Human Resource Manager is evolving with the change in competitive

market environment and the realization that HRM must play a more strategic role in the

success of an organization. Organizations that do not put their stress on retaining and

attracting talents may find themselves in dire consequences, as their competitors may be

outplaying them in the strategic employment of their human resources. The main

challenges faced by the human resource department are follows:

Globalization

Employee Turn over

Technological changes

Workforce Diversity

Continuous Improvement Initiatives

Contingent Workforce

Decentralized Worksites

Globalization It means expansion of the hotel chain in the country of abroad. When a

hotel chain adds on properties to it name, the core values and business models may


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change. This means that the employees must be made aware of the new rules and

regulations so that they can achieve the new goals laid down by the company. Also, while

diversifying companies need to see that the individual goals of the employees are met

without hindering the companies goal. Taj FABR will be converted into Vivanta

property, as now it will come under a different brand its policies, values might change.

Which the staff will have to cope up with.

Employee Turnover - An organization is as good as its people, and nobody can deny the

fact that manpower is the greatest asset of a company. Moreover high attrition rates incur

major costs to the company including recruiting unemployment insurance expenses,

training expenses and guest service of a quality less than one has been striving for.

Employees may leave due to many reasons. The reasons may be: bad working condition,

no compatibility with coworkers, less salary, little family life etc. So it becomes

important for the HRM to know the precise reason (s) why the employee is stepping

down from the given job.

Turnover strongly affects both an industrys and an organizations success. At the

organization level, high levels of voluntary turnover interrupt the flow of business,

damage the bottom line, and affect companies in three major ways:

First, with the continuous change in front-line employees that high turnover

brings, maintaining service quality becomes a challenge. A great deal of anassociation implicit service-based knowledge resides in its employees.

Second, turnover is expensive. The cost of losing one line-level employee is

estimated at between $1,300 and $7,600 while the cost of managerial-level

turnover is argued to be equivalent to the individuals annual base salary.

Finally, high turnover can harm employee morale. In a workplace that relies

heavily on teamwork and commitment to service, high turnover and low morale

can reduce employees emotional and cognitive investments in their

organizations.

The researcher will talk about this point in detail under the recommendation heading.

Technological changes - are welcome in the hotel industry as they help the employees to

match up with the pace of this fast moving world and help the hotel by providing their


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services. Initially these changes may cause discomfort among the employees since they

will have to spend some additional time in learning these new changes. If the employees

are unable to adapt to the changes they might feel uncomfortable and may quit. Hence

technological changes may contribute to turnover and are to be looked into with calm

thinking.

Workforce Diversity - The future success of any organizations depends upon the ability

to manage a people from different cultural background. The challenge and problems

faced of workplace diversity can be turned into a strategic organizational asset if an

organization is able to converts the areas where it lacks by capitalize on this melting pot

of diverse talents. With the mixture of people from diverse cultural backgrounds,

genders, ages and lifestyles, an organization can respond to business opportunities more

rapidly and creatively, especially in the global arena which must be one of the important

organizational goals to be attained.

Continuous Improvement initiatives - The total quality management practiced in a

large number of organizations is a great example. Employees need to perform at all times

since they are not given any scope for errors.

If the employee is trained in such a manner that he can adapt to the changes easily they

can service for a longer period of time. Eg: Brand standards and Phraseology in hotels

may keep changing, for employee to unlearn the earlier and inculcate the new becomes

tough and some end up treating it as an additional headache.

Decentralizes worksites In a hotel flexibility of work hours and timings are the

motivators. In hotels instead of having flexible work hours , the employees are asked to

do over timing on a day of high house count. It is very difficult for an employee to get the

compensation for the extra hours, in which ever form it may be. Hence, employees may

resort to look for new jobs in other industries so as to cater to their work life balance.

GLOBAL HUMAN RESOURCE CHALLENGES

Functions such as operations, sales, and marketing have generally made great progress in

adapting to the global reality. However, the HR function has normally lagged behind in


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developing structures policies and that support globalization. The general challenges for

Global HR functions are as follows:

Coordination of activities in many different locations.

Understanding the continual change of the globally competitive environment

Building a global awareness in all Human Resource departments

Creating a multicultural Human Resource team.

To meet these obstacles organizations need to consider the HR function not as just an

administrative service but as a strategic business partner. These are the issues which lead

to framing the Strategic Management drivers of Human Resources.

Coordination of activities in many different locations - International companies face

many challenges when trying to make HR practicesreliable across all locations/offices.

The top three challenges include:

1. Variations in economic, social and political circumstances.

2. Different locations/offices have their own way of doing things and are resistant to

change.

3. The perceived value of the HR function varies across locations/offices.

Understanding the frequent change of the globally competitive market - Today, a

global village, a concept in which telecommunication and transportation technologies

have essentially reduced time and distance effects to produce a single worldwide

community have increased the pulse of businesses thus implying pressure on the existing

as well as new employees. To be effective in this environment organizations have to

adapt to cultures, systems and techniques of their own. Owing to the increase in similar

businesses catering to a general audience, the competitive edge that each hotel fights to

reach is very high.

Human Resources greatest challenge is to equip and sustain employees with special skills

who can adapt themselves quickly to changing technology, surroundings and diversify


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with trends. Listed below are some of the global practices followed by HR to remain

competitive in todays ever evolving market:

Managing Workplace Diversity

Training and Development

Performance and Productivity

Employee Satisfaction Tracking System

Reward Programs

Strategic Development of Human Capital Resources

Reducing Employee Turnover

Vocationally Educated Staff

Building a global awareness in all Human Resources departments - Globalization

particularly in the business is a fact of life in today's world. The technology outburst over

the past two decades has caused barriers to global commerce to come crashing down.

Even well-known products are losing their traditional national identity: BMWthe

exemplar of German engineering and performance--is building cars in South Carolina;

Chevrolets--as American as apple pie--are being assembled in Mexico; and the parts for

these automobiles come from every corner of the world. These exemplify the global need

for HR professionals toexpertise in a worldly aspect for providing the cutting edge.

Creating a multicultural Human Resources team

Expertise in global HR will become a to contribute to a company's success. The need to

keep abreast of key employment legislation in Europe, Asia or Latin America; track

cultural issues, demographic trends and social policy developments in foreign regions;

and, more than likely, become fluent in another language. The chaos in today's world has

made travel more difficult and the safety of overseas employees a major concern. As an

HR professional, one could be called on to balance business needs against security.

Protecting emigrant employees and their families will be critical. Thus, managing such

similar challenges in the employees in a Company is the bigger challenge.


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CHAPTER2

COMPANY PROFILE

ABOUT COMPANY PROFILE

CONDAT ROBOTIX is a leading high end industrial automations - also providing

robot, robot solutions, peripheral equipment, and service for tasks such as welding,

handling, assembly, painting and finishing, picking, packing, and machine tending.

CONDAT ROBOTIX is an authorized channel partner ofABB.

Condat Robotix is a leader in power and automation technologies that enable utility and

industry customers to improve performance while lowering environmental impact.

Industrial Automation Services that include design, fabrication, commisioning of

solutions.Complete Automation Solutions for Rubber, Paper, Boiler and power

Industry.CNC Retrofitting including mechanical Rework.Application Software

development for MIS/SCADA

Quality Policy

CR Automations shall continuously work to improve our knowledge and manufacturing

method to supply reliable products / systems to our customers so as to meet and exceed

their stated and implied needs in industrial automation.

CR Automation endeavor shall be to provide total satisfaction to all customers through

our professional services and product quality. We shall keep on building skill sets and

vertical services on our existing knowledge base.


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PRODUCTS

AC Drives

achinery Drives Industrial Drives Standard Drives

PLC Process ( Industrial Robots )

AC 500 SeriesRead More

AC 500 ECO (New)Read More

CL Logic RelaysRead More

HMI

CP 400 Series CP 500 Series

Industrial Robots

Robots Welding

Robots Painting
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Service and Support

Service and Support

Panel Buildings

Panel Buildings

Scada and DCS

Scada and DCS
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SERVICES RENDERED BY CR AUTOMATION

Robotics

Condat Robotix is a leading supplies robot, robot software, peripheral equipment,

modular manufacturing cells and service for tasks such as welding, handling, assembly,

painting and finishing, picking, packing, palletizing and machine tending. Key markets

include automotive, plastics, metal fabrication, foundry, electronics, machine tools,

pharmaceutical and food and beverage industries. A strong solutions focus helps

manufacturers improve productivity, product quality and worker safety.

Automation Products

This serves customers with energy efficient and reliable products to improve customers'

productivity, including drives, motors and generators, low voltage products,

instrumentation and analytical, and power electronics.

Process Automation

The main focus of this Condat Robotix business is to provide customers with integrated

solutions for control, plant optimization, and industry-specific application knowledge.

The industries served include oil and gas, power, chemicals and pharmaceuticals, pulp

and paper, metals.


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Power Systems

Power Systems offers turnkey systems and services for power transmission and

distribution grids, and for power plants. Substations and substation automation systems

are key areas. Additional highlights include flexible alternating current transmission

systems (FACTS), high-voltage direct current (HVDC) systems and network

management systems.

Power Products

Power Products are the key components to transmit & distribute electricity. The division

incorporates Condat Robotix's manufacturing network for transformers, switchgear,

circuit breakers, cables & associated equipment.

TRAINING PROGRAM

Training at CONDAT ROBOTIXThe Competitive Edge

The inputs of training at CONDAT ROBOTIX viz. strong practical and educational

values have long lasting effects on the participants, besides increasing their personal

efficiency and satisfaction in PLC, AC/DC Drives, AC Servo Drives, AC Servo Motors

and Robots

The unique features of training at CONDAT ROBOTIX are:

Comprehensive product training, including training aids and documentation in

print, and on CD-ROM or video.

Computer-based, workbench and hands-on training providing instant feedback

and skills reinforcement.


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Direct access to CONDAT ROBOTIX personnel.

Effective instructor to trainee ratio.

Value addition to the training, Confidence and team building skills.

Trainee certification for advancement to higher learning.

Training in product warranty, preventive maintenance, as well as service

reporting.

Vocational

Process hasbeen initiatecd to get CONDAT ROBOTIX registered at Training

Provider


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WHAT IS HUMAN RESOURCE MANAGEMENT?

Human Resource Management is that part of the management process that specializes in

the management of people in work organizations. HRM emphasizes that employees are

critical to achieving sustainable competitive advantage, that human resources practices

need to be integrated with the corporate strategy, and that human resource specialists help

organizational controllers to meet both efficiency and equity objective.

Human Resource Management is a vital function in organizations. It is becoming more

important than ever. Line managers are getting involved in HRM, and human resource

managers are becoming members of the management team. Also, everyone in the

organization can make a contribution to the management of people and the success of the

organization at the same time. Human resource management includes a variety of

activities, such as the following:

What staffing needs to have and whether to use independent contractors or hire

employees to fill these needs

Recruiting and training the best employees, ensuring they are high performers. Dealing

with performance issues and ensuring its personnel and management practices conform to

various regulations.

The effective use of people to achieve both organizational and individual goals. The

effective recruitment, selection, development, compensation, and utilization of human

resources by organizations

Before few years

H.R manager was only black box

Their role was more closely aligned with personnel and administration functions.

Potent


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New H R Role

Recruiting

Hiring

Training

Organization Development

Communication

New H R Role

Coaching

Policy Recommendation

Salary and Benefits

Team Building

Employee Relations

Leadership

HRM HAS INCREASED IN IMPORTANCE SINCE THE 1980S. WHY?

Globalization

Government regulation

Stronger knowledge/research base

Changing role for labor unions

Challenge of matching worker expectations with competitive demands

WHAT MOTIVATES EMPLOYEES?

Feeling in on things

Good wages

Good working conditions

Job security

Full appreciation of work that is done


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Tactful disciplining

Employer loyalty to employees

Interesting work

Promotion and growth in the organization

Human resources is an increasingly broadening term with which an organization, or

other human system describes the combination of traditionally administrative personnel

functions with acquisition and application of skills, knowledge and experience, Employee

Relations and resourceplanning at various levels. The field draws upon concepts

developed in Industrial/Organizational Psychology and System Theory. Human resources

has at least two related interpretations depending on context. The original usage derives

from political economyand economics, where it was traditionally called labor, one of

fourfactors of production although this perspective is changing as a function of new and

ongoing research into more strategic approaches at national levels. This first usage is

used more in terms of 'human resources development', and can go beyond just

organizations to the level of nations . The more traditional usage within corporations and

businesses refers to the individuals within a firm or agency, and to the portion of the

organization that deals with hiring, firing, training, and other personnel issues, typically

referred to as `human resources management'.
http://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/System_Theoryhttp://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Labour_economicshttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/System_Theoryhttp://en.wikipedia.org/wiki/Resource_(economics)


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KEY FUNCTIONS

Human resource managementserves these key functions:

1. Recruitment & Selection

2. Training and Development (People or Organization)

3. Performance Evaluation and Management

4. Promotions

5. Redundancy

6. Industrial and Employee Relations

7. Record keeping of all personal data.

8. Compensation, pensions, bonuses etc in liaison with Payroll

9. Confidential advice to internal 'customers' in relation to problems at work

10.Career development

Human Resource Development

In organizations, in terms of selection it is important to consider carrying out a

thorough job analysis to determine the level of skills/technical abilities, competencies,

flexibility of the employee required etc. At this point it is important to consider both the

internal and external factors that can have an effect on the recruitment of employees. The

external factors are those out-with the powers of the organization and include issues suchas current and future trends of the labor market e.g. skills, education level, government

investment into industries etc. On the other hand internal influences are easier to control,

predict and monitor, for example management styles or even the organizational culture.

MAJOR TRENDS

In order to know the business environment in which any organization operates, three

major trends should be considered:

Demographics the characteristics of a population/workforce, for example, age,

gender or social class. This type of trend may have an effect in relation to pension

offerings, insurance packages etc.

Diversity the variation within the population/workplace. Changes in society now

mean that a larger proportion of organizations are made up of "baby-boomers" or
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older employees in comparison to thirty years ago. Traditional advocates of

"workplace diversity" simply advocate an employee base that is a mirror reflection of

the make-up of society insofar as race, gender, sexual orientation, etc.

Skills and qualifications as industries move from manual to a more managerial

professions so does the need for more highly skilled graduates. If the market is "tight"

(i.e. not enough staff for the jobs), employers will have to compete for employees by

offering financial rewards, community investment, etc.

INDIVIDUAL RESPONSES

In regard to how individuals respond to the changes in a labour market the following

should be understood:

Geographical spreadhow far is the job from the individual? The distance to travel

to work should be in line with the pay offered by the organization and the

transportation and infrastructure of the area will also be an influencing factor in

deciding who will apply for a post.

Occupational structure the norms and values of the different careers within an

organization. Mahoney 1989 developed 3 different types of occupational structure

namely craft (loyalty to the profession), organization career (promotion through the

firm) and unstructured (lower/unskilled workers who work when needed).

Generational difference different age categories of employees have certain

characteristics, for example their behavior and their expectations of the organization.

RECRUITMENT METHODS

While recruitment methods are wide and varied, it is important that the job is described

correctly and that any personal specifications are stated. Job recruitment methods can be

through job centres, employment agencies/consultants, headhunting, and local/national

newspapers. It is important that the correct media is chosen to ensure an appropriate

response to the advertised post.


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Where organisations don't have the internal resource to be able to conduct an effective

recruitment exercise this is where they may outsource this to a third party, typically a

recruitment or hr consultancy that specializes in the area that the organisation requires.

FRAMEWORK

Human Resources Development is a framework for the expansion of human capital

within an organization or (in new approaches) a municipality, region, or nation. Human

Resources Development is a combination of training and education, in a broad context of

adequate health and employment policies, that ensures the continual improvement and

growth of both the individual, the organisation, and the national human resourcefulnes.

Adam Smith states, The capacities of individuals depended on their access to

education. Human Resources Development is the medium that drives the process

between training and learning in a broadly fostering environment. Human Resources

Development is not a defined object, but a series of organised processes, with a specific

learning objective Within a national context, it becoms a strategic approach to

intersectoral linkages between health, education and employment.

STRUCTURE

Human Resources Development is the structure that allows for individual development,

potentially satisfying the organizations, or the nation's goals. The development of the

individual will benefit both the individual, the organization, or the nation and its citizens.

In the corporate vision, the Human Resources Development framework views employees,

as an asset to the enterprise whose value will be enhanced by development, Its primary

focus is on growth and employee developmentit emphasises developing individual

potential and skills Human Resources Development in this treatment can be in-room

group training, tertiary or vocational courses or mentoring and coaching by senior

employees with the aim for a desired outcome that will develop the individuals

performance. At the level of a national strategy, it can be a broad intersectoral approach

to fostering creative contributions to national productivity


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TRAINING

At the organizational level, a successful Human Resources Development program will

prepare the individual to undertake a higher level of work, organized learning over a

given period of time, to provide the possibility of performance change (Nadler 1984). In

these settings, Human Resources Development is the framework that focuses on the

organizations competencies at the first stage, training, and then developing the employee,

through education, to satisfy the organizations long-term needs and the individuals

career goals and employee value to their present and future employers. Human Resources

Development can be defined simply as developing the most important section of any

business its human resource by, attaining or upgrading the skills and attitudes of

employees at all levels in order to maximise the effectiveness of the enterprise (Kelly

2001). The people within an organization are its human resource. Human Resources

Development from a business perspective is not entirely focused on the individuals

growth and development, development occurs to enhance the organization's value, not

solely for individual improvement. Individual education and development is a tool and a

means to an end, not the end goal itself. (Elwood F. Holton II, James W. Trott Jr)[14].

The broader concept of national and more strategic attention to the development of

human resources is beginning to emerge as newly independent countries face strong

competition for their skilled professionals and the accompanying brain-drain they

experience.

In conversations with clients, sources, and candidates, one can see more and more

companies seeking to change the role of their Human Resources organization from a

passive compensation, benefits and compliance role to a human resources organization

which is a highly proactive partner playing a leadership role in helping to frame the

companys operating strategies to meet corporate objectives. This future role of Human

Resources is currently seen in companies known for pursuing Best Practices.
http://en.wikipedia.org/wiki/Human_resources#cite_note-13http://en.wikipedia.org/wiki/Human_resources#cite_note-13http://en.wikipedia.org/wiki/Human_resources#cite_note-13http://en.wikipedia.org/wiki/Human_resources#cite_note-13


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In these companies, the Human Resource organization is an important strategic partner in

developing the goals and implementing the tactics of the firm. Through a mixed model of

centralized and decentralized functions, the corporate HR functions are viewed as

Centers of Excellence, while each Strategic Business Unit (SBU) is assigned an HR

generalist reporting to the business unit manager (with a dotted line to the head of

corporate HR). The generalist supporting the SBU must have a strong understanding of

the business or functional area to be effective.

In this new model of the HR organization, it is vital that members develop strong

consulting skills. The HR generalists, who function as consultants, must understand and

appreciate the mind-set of being a strategic partner with their SBU. In addition, as

consultants, they must develop employee relations skills to not just define problems,

but to work with teams to solve them. Corporate HR becomes a site for Centers of

Excellence containing the shared services of Compensation, Benefits, and Organization

Development (which has a much expanded role). Often the firm sets up a virtual HR

area to handle interactive benefits administration (by dial-in, lobby kiosks, Intranet, or

Internet) to save time and provide faster service.

To be successful, proponents claim, it is vitally important to have a high-level

commitment to change. Companies which have successfully implemented organizational

change have avoided jumping on the bandwagon or using the current buzzword

programs (which can seriously damage credibility), while executing plans that are

authentic and sustainable, and which have the commitment from senior management.

With HR on board as a strategic partner, the HR department plays an important role in a

Strategic Business Needs Assessment to determine the direction of the firm (Where are

we going as a business?). A gap analysis is performed to determine the difference

between the core competencies currently held and the skills needed to get the firm to

where it wants to be.


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The HR department is designed in keeping with the corporate strategy, and works closely

with the SBUs to measure and develop the core competencies (which may require several

iterations). Along with the SBUs, HR determines how to best provide competency

training and how the Organization Development department (OD) can best provide a

continuous education process, e.g., Just in Time Training, and mentoring. The OD

function (a Center of Excellence) is broadened greatly, as this role becomes very

important in training and facilitating during an organizational redesign. As part of the

redesign, the core competencies for each affected position are developed and OD plays a

vital role in helping employees obtain the tools and knowledge needed to meet or exceed

these goals.

The role of the HR Head is also greatly expanded. This executive serves on the firms

Strategy Council and must be very strategic - seeing HRs role as an important strategic

partner with the SBUs. This person either reports directly to one of the top executives, or

is given frequent access to them (beyond membership on the Strategy Council). As a

change agent, an important part of the HR heads compensation package becomes

incentives - based upon meeting specific objectives of change.

The core competencies for the person i n thi s role include:

The ability to lead the change effort in the organization, not just the change effort in HR

A strong belief in empowering employees and decentralizing decision-making

A commitment to organizational/people development

The confidence to be a consultative business partner in HR issues (as opposed to

an employee advocate on the one hand, or the people police on the other)

The capacity to both recognize problems as they occur and work with others to

solve them

Proven experience in planning and implementing a strategic HR role

Patience to continue with a change program and handle resistance to change

The ability to obtain a commitment to a change program from the top executives,

and with them, to develop a sense of urgency/importance for the change efforts.


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No matter how well planned, explained and executed, any new program will meet strong

resistance to change (at all levels), which should be expected and not allowed to deter the

process of change. Further, any program of major changes will take several years to fully

develop and implement across the firm. In undertaking change, the Human Resources

Department has the opportunity to become an integral part of the corporation, a driver of

change, and a valuable strategic resource.


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CHAPTER2

REVIEW OF LITERATURE

According to Flippo (2006), Human resources management is the plaaning, organizing,

directing and controlling of the procurement, development, compensation, integration,

maintenance and reproduction of human resources to the end that individual, organization

and societal objectives are accomplished.

According to Institute of personnel management (2005),Personnel management is an

integral but distinctive part of management concerned with people at work and their

relationships within the enterprise. It seeks to bring together into an effectiveorganization the men and women who staff the enterprise enabling each to make his/her

best contribution to its success, both as a member of a working group and as an

individual. It seeks to provide relationships within the enterprise that are conducive both

to effective work and human satisfaction. Human Resource Management, it is important

to trace its origin and phases it passed through. The roots of this profession can be found

in the nineteenth century when pressure for reform of working conditions from members

of labour movement and work of social performers like Robert Owen and Rowntree,

which had been called the movement towards industrial betterment made possible

emergence of the earliest attempts at welfare policies. At the beginning responsibilities of

the first welfare workers were mainly in dispensing benefits to the deserving and

unfortunate employees

Terry Doyle, (2005) analysed that the intent of this paper is to inform the Ferris State

academic community about the research findings on the use and value of teacher

effectiveness evaluation tools and to make suggestions, based on research, as to what an

effective evaluation process might look like at Ferris, including attempting to define in

which areas of instruction students are qualified to give meaningful feedback to faculty

and which they are not. This paper is the result of a request made by former Vice

President for Academic Affairs Barbara Chapman. In her cover letter (dated October 30,


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2002) addressing the revised Post-Tenure Review Policies and Procedures, Dr Chapman

charged the Center for Teaching, Learning and Faculty Development (the Center) with

offering training for faculty on how to meaningfully use and interpret the quantitative

results of student evaluations of instruction and asked that the training program be

instructive to both faculty and administration.

S.S. Bhatia (2005) studied and analysed that those who deserved to be trained could not

be spread and those who can be spread do not always deserve the training. Hence, it is

suggested for consideration that only those officials who fulfill the requisite

qualification/experience have aptitude for training and are senior enough in the line

should be deputed and a well designed roster system should also be advised for giving

weight age to the training programmers. To conclude, training cannot be considered in

isolation from other aspects of personnel administration or from other aspects of

performance improvement. In fact, training program can become a wasteful effort, if it is

not harmonized with career development or with personnel activities or if it is not

integrated with programmers of administrative improvement and reforms. Training can

be effective only if the knowledge and skills acquired by the trainees can be and are

actually used for performance improvement and also successful training is really helping

the trainers in their career development. A well designed program can be a real weapon

accommodate the philosophy and tools of organizational change to achieve optimum

performance.

Sumati Reddy, (2004) examined that CD-ROM has carved its own niche in the training

field. The abundant supply of pre-packaged training programmes, coupled with the

option of developing and distributing customized training content via CD-ROMs,

prepared by training consultants and vendors, make it possible for trainers to select from

a variety of training solutions, form instructor-led courses, courses packed with highly

interactive sessions and modules to relatively simple ones. The trainer as well as the

Learner can select a training course in a number of different formats, including CD-

ROMs. Along with the trainer and the learner, the organization is also benefited

tremendously by delivering training through this rich and cost effective medium.


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CHAPTER3

OBJECTIVE OF THE STUDY

To assess the human resource management practices being implemented in retail sector.

To find out how practices affect employee performance and satisfaction

To discuss the various HR policy commonly used in CR Automation.


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CHAPTER4

RESEARCH METHODOLOGY

INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and

arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process

followed by the collection, recording, tabulation and analysis and drawing the

conclusions. The problem formulation starts with defining the problem or number of

problems in the functional area. To detect the functional area and locate the exact

problem is most important part of any research as the whole research is based on the

problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:

making deductions and reaching conclusions: and at last carefully testing the conclusions

to determine whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts or symbols for thepurpose of generalizing to extend, correct or verify knowledge, whether that knowledge

aids in construction of theory or in the practice of an art

In short, the search for knowledge through objective and systematic method of finding

solution to a problem is research.

DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Henceit should be carefully constructed. Structured questionnaire consist of only fixed

alternative questions. Such type of questionnaire is inexpensive to analysis and easy to

administer. All questions are closed ended.


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SAMPLING

It was divided into following parts:

SAMPLING UNIVERSE

All the employees are the sampling universe for the research.

SAMPLING TECHNIQUE

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less

costly, quicker and analysis will become easier. Sample size taken was 100 employees.

DATA COLLECTION

The task of data collection begins after the research problem has been defined and

research design chalked out. While deciding the method of data collection to be used for

the study, the researcher should keep in mind two types of data viz. Primary and

secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and thus

happen to be original in character. The primary data were collected through well designed

and structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else and

passed through statistical process. The secondary data required of the research was

collected through various newspapers, and Internet etc.


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LIMITATIONS:

1. Short span of time: Due to lack of time and busy schedule of the employees it is hard to

interact properly with the employees.

2. Biasness on the part of the respondents: Employees do not the reveal the truth

3. True nature: Results of the study have been derived to be the parameters included in

questionnaire, so the results may not exactly correspond to the true value of managing

HR.

4. Misinterpretation: Although utmost care has been taken to get the accurate results yet

because of risk of ambiguities and misinterpretation on the part of respondents.


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CHAPTER5

DATA ANALYSIS & INTERPRETATION

5.1 Are you aware of HR policies in CR Automation?

Table No. 5.1

Option Respondents Percentage

Yes 100 100%

No 0 0%

Total 100 100%

Figure No. 5.1

INTERPRETATION

The above chart depicts that 100% employees are aware regarding HR policies in CR

Automation.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes No


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5.2. If yes, which of the following HR policies that you come across?

Table No. 5.2


Man power planning 18 0.18%

Recruitment and training 13 0.13%

Induction program 15 0.15%

Compensation 06 0.06%

Welfare programs 09 0.09%

Promotions 15 0.15%

Career development program 16 0.16%

Performance appraisal 08 0.08%

Total 100 100%

Figure No. 5.2

0.00%

0.02%

0.04%

0.06%

0.08%

0.10%

0.12%

0.14%

0.16%

0.18%

Manpower Recruitment andtraining

InductionProgram

Compensation WelfarePrograms

Promotions Career Development

PerformanceAppraisal

0.18%

0.13%

0.15%

0.06%

0.09%

0.15%

0.16%

0.08%


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INTERPRETATION

The above chart depicts that 0.13% employees come across recruitment and training

policy, where as 0.09% welfare program. 0.15% induction program, 0.15% promotion

0.18% manpower planning, 0.08% performance appraisal, 0.06% compensation and rest

0.16% respondents replied in the favour of career development policy. Recruitment and

selection policies is come across in respondents mind followed by welfare program,

promotion, induction programs & other policies.


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5.3 What is the source of recruitment in CR Automation?

Table No. 5.3


Internal sources 64 64%

External sources 36 36%

Total 100 100%

Figure No. 5.3

INTERPRETATION

The above chart depicts that 64% employees respond that company used internal source

of recruitment, while 36% replied that external source is used by company to recruit the

candidate.

0%

10%

20%

30%

40%

50%

60%

70%

Internal Source External Source

64%

36%


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5.4 Through which mode you entered the organization?

Table No. 5.4


Campus Interview 24 24%

Walk in Interview 40 40%

Employee Reference 36 36%

Total 100 100%

Figure No. 5.4

INTERPRETATION

The above chart depicts that 40% employees are entered in organistion through walk in

interview, while 36% through employees reference and rest 24% employees entered in

organization from campus interview. Mostly companies used walk in interview method to

select a candidate for Job.

0%

5%

10%

15%

20%

25%

30%

35%

40%

Campus Interview Walk in Interview Employee /Reference

24%

40%

36%


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5.5 Which kind of training practices organized in CR Automation?

Table No. 5.5


Technical 28 28%

Non technical 30 30%

Both 42 42%

Total 100 100%

Figure No. 5.5

INTERPRETATION

The above chart depicts that 42% employees replied that both types of training practices

organised in CR Automation, while 30% non-technical and rest 28% employees that their

company organised only technical training.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Technical Non technical Both

28%

30%

42%


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5.6 What is the duration of training practices in CR Automation?

Table No. 5.6


One week 43 53%

Two weeks 17 17%

Three weeks 15 15%

> three weeks 15 15%

Total 100 100%

Figure No. 5.6

INTERPRETATION

The above chart depicts that 53% employees respond that duration of training practices in

CR Automation is once week, where 17% says two weeks, 15% three weeks and rest

15% employees says duration of training practices in CR Automation is more than three

weeks.

0%

10%

20%

30%

40%

50%

60%

Once week Two weeks Three weeks More than three weeks

53%

17%

15% 15%


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5.7 How frequently training practices are organized in CR Automation?

Table No. 5.7


Once in a year 43 43%

Twice in a year 20 20%

Thrice in a year 25 25%

Four or more times in a year 12 12%

Total 100 100%

Figure No.5.7

INTERPRETATION

The above chart depicts that 43% employees respond that their CR Automation organised

training once in a year, while 25% thrice in a year, 20% twice in a year and rest 12%

employees replied that four or more times in year.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Once in a year Twice in a year Thrice in a year Four or more times inyear

43%

20%

25%

12%


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5.8 What are the various methods of performance appraisal?

Table No. 5.8


Straight ranking 38 38%

Paired comparison 21 21%

Behaviour anchored rating scale 25 25%

360o degree 16 16%

Total 100 100%

Figure No. 5.8

INTERPRETATION

The above chart depicts that 38% employees replied that their CR Automation used

straight ranking methods as compared to other methods, where as 25% behaviour

anchored rating scale, 21% paried comparison and rest 16% employees replied that their

CR Automation using 360O degree method. Straight ranking method is adopted by CR

Automation.

0%

5%

10%

15%

20%

25%

30%

35%

40%

Straight ranking Paired compaison Behaviour anchoredrating scale

360o degree

38%

21%

25%

16%


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5.9 How often performance appraisal is been conducted?

Table No. 5.9


Twice in a year 57 57%

Once in a year 14 14%

Once in a two year 23 23%

Once in a three year 6 6%

Total 100 100%

Figure No. 5.9

INTERPRETATION

The above chart depicts that 57% employees replied that performance appraisal is twice

times in a year conducted by their Company, while 23% once in a two year, 14% once in

a year and rest 6% employees that performance appraisal is once time in a three year

conducted by CR Automation.

0%

10%

20%

30%

40%

50%

60%

Twice in a year Once in a year Once in a two year Once in a three year

57%

14%

23%

6%


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5.10 In what way performance appraisal methods motivates you to work hard?

Table No. 5.10


Comparison 33 22%

Promotion 57 57%

Increment 8 8%

Additional responsibility 2 2%

Total 100 100%

Figure No. 5.10

INTERPRETATION

According to 57% employees, Promotion motivates to work hard in CR Automation,

while 33% comparison, 8% increment and rest 2% employees think that additional

responsibility motivates to work hard.

0%

10%

20%

30%

40%

50%

60%

Comparison Promotion Increment Additional responsibility

33%

57%

8%

2%


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5.11 Rate the level of various performance appraisal methods?

Table No. 5.11

Option Excellent Good Average Poor Total

Score

Straight ranking 6 12 8 0 26

Paired comparison 4 9 12 0 25

Behaviour anchored ratingscale

10 2 1 0 35

360o degree 15 11 9 1 14

Figure No. 5.11

INTERPRETATION

Majority of employees give most rates to straight ranking performance appraisal method

as compared to other methods.

0

5

10

15

20

25

30

35

40

Straight ranking Paired comparison Behaviour anchored

rating scale

360o degree


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5.12 Do the HR organise induction program for the employees?

Table No. 5.12


Yes 92 92%

No 8 8%

Total 100 100%

Figure No. 5.12

INTERPRETATION

According 92% employees, their CR Automation organised induction program for

employees, while 8% replied in the favour of no. Most of the times CR Automation

organised induction program to check the employees performance.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes No

92%

8%


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5.13 What is duration of induction period in CR Automation?

Table No. 5.13


One week 62 62%

Two weeks 18 18%

Three weeks 8 8%

More than three weeks 12 12%

Total 100 100%

Figure No. 5.13

INTERPRETATION

According 62% employees, duration of induction period is one week, while 18%

employees replied it is two weeks, 8% three weeks and rest 12% employees says that

duration of induction program is more than three weeks.

62%

18%

8%

12%

0%

10%

20%

30%

40%

50%

60%

70%

One week Two weeks Three weeks More than three weeks


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5.14 In what way the induction program is useful for employees?

Table No. 5.14


Losing fear 0 0%

Cultivating confidence 6 6%

In performance level 15 15%

Any other 79 79%

Total 100 100%

Figure No. 5.14

INTERPRETATION

According 79% employees, any other way i.e. induction program is useful for them,

while 15% in performance level way and rest 6% employees says that cultivating

confidence way.

0%

6%

15%

79%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Losing fear Cultivating confidence In performance level Any other


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5.15 What are the various welfare measures implemented by HR in CR Automation?

Table No. 5.15


Allowances 7 7%

Leaves related rules 8 8%

Review structure 3 3%

All the above 82 81%

Total 100 100%

Figure No. 5.15

INTERPRETATION

According 82% employees, all the above welfare measures implemented by HR in CR

Automation, while 8% leaves related rules, 7% allowance and rest 3% employees says

that review structure welfare measures implemented by HR in CR Automation.

7% 8%

3%

82%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Allowance Leaves related rules Review Structure All the above


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5.16 Do the organization follows any method for promoting employees?

Table No. 5.16


Yes 87 87%

No 13 13%

Total 100 100%

Figure No. 5.16

INTERPRETATION

Out of 100 employees, 87% employees are agree that their organisation followed various

methods for promoting them, while 13% employees says that their organisation not

follow any methods.

87%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes No


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5.17 If yes, what are the methods are following in CR Automation?

Table No. 5.17


Time bound 0 0.00%

Performance 67 77.02%

Qualification 9 10.34%

All the above 11 12.64%

Total 87 100%

Figure No. 5.17

INTERPRETATION

According to 77.02% employees, performance is main method to promoting them, while

12.64% employees replied that all the above method and rest 10.34% replied in the

favour of qualification.

0.00%

77.02%

10.34%12.64%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Time bound Performance Qualification All the above


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5.18 On what basis the promotions are given to employees in CR Automation?

Table No. 5.18


Seniority 6 6.90%

Performance 81 93.10%

Total 87 100%

Figure No. 5.18

INTERPRETATION

According to 93.10% employees replied that on performance basis promotion given to

them in CR Automation and rest 6.90% replied in the favour of seniority basis.

6.90%

93.10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Seniority Performance


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5.19 Do you feel there are any many opportunities for your career advancement at CR

Automation?

Table No. 5.19


Yes 3 3%

No 97 97%

Total 100 100%

Figure No. 5.19

INTERPRETATION

The above chart depicts that 97% employees are not agree that there are many

opportunities for our career advancement at CR Automation, while 3% are agree.

3%

97%

0%

20%

40%

60%

80%

100%

120%

Yes No


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5.20 Whether there is any grievance cell in CR Automation?

Table No. 5.20


Yes 96 96%

No 4 4%

Total 100 100%

Figure No. 5.20

INTERPRETATION

According 96% employees, their organisation have grievance cell in their CR

Automation, while 4% employees says that there have no grievance cell.

96%

4%

0%

20%

40%

60%

80%

100%

120%

Yes No


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5.21 Are you satisfied with the following?

Table No. 5.11

Figure No. 5.21

Option Highly

satisfied

5

Satisfied

4

Neutral

3

Dissatisfied

2

Highly

Dissatisfied

1

Total

Recruitment

Procedure

5 6 79 10 0 20.4

Training

Practices

0 8 82 10 0 19.86

Welfare

measures

0 10 81 9 0 20.06

Promotion 0 23 77 0 0 21.54

Career

Development

program

0 16 62 18 4 19.34

Grievance 5 65 30 0 0 25.00


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INTERPRETATION

Majority of employees are satisfied with grievance handling procedure of CR

Automation compared to other policies like recruitment procedure, training practices,

welfare measures, promotion and career development program.

20.4 19.86 20.0621.54

19.34

25

0

5

10

15

20

25

30

Recruitment

procedure

Training practicies Welfare measures Promotion Career

development

program

Grievance


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5.22 What is your overall opinion about following?

Table No. 5.22

Option Good

3

Satisfied

2

Not Satisfied

1

Total

Team work 25 75 0 37.50

Working conditions 27 57 6 33.50

Fair evaluation 20 73 7 35.50

Figure No. 5.22

INTERPRETATION

Majority of employees are satisfied with team work followed by fair evaluation and

working conditions.

31

32

33

34

35

36

37

38

Team work Working conditions Fair evaluaition


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CHAPTER6

FINDINGS, RECOMMENDATIONS & CONCLUSION

All the employees are aware regarding HR policies in CR Automation.

Recruitment and selection policies are come across in respondents mind followed by

welfare program, promotion, induction programs & other policies.

Majority of employees respond that CR Automation used internal source of recruitment

followed by other sources.

Majority of employees are entered in organization through walk in interview.

Mostly companies used walk in interview method to select a candidate for Job.

Majority of employees replied that both types of training practices organised in the

company.

High numbers of employees respond that duration of training practices in CR Automation

is once week.

Majority of employees respond that their CR Automation organized training once in a

year.

Straight ranking method is adopted by CR Automation.

Employees replied that performance appraisal is twice times in a year conducted by theirorganisation.

Promotion motivates to employees to do work hard.

Majority of employees give most rated to straight ranking performance appraisal method

as compared to other methods.

Mostly retail companies organised induction program to check the employees

performance

Duration of induction period is one week.

All the above welfare measures implemented by HR in CR Automation.

Employees agree that company followed various methods for promoting them, while

13% employees say that company not follows any methods.

Performance is main method to promoting them.


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Employees replied that on performance basis promotion given to them in CR

Automation.

Employees are not agree that there are many opportunities for our career advancement at

CR Automation.

Majority of employees are satisfied with grievance handling procedure of CR

Automation compared to other policies like recruitment procedure, training practices,

welfare measures, promotion and career development program.


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RECOMMENDATIONS

The company should gives the compensation as per to the skills, so that the employees

could do the efficient work. Organizations must enhance work force motivation to improve productivity. Workers

must be encouraged and motivated to develop a customer satisfaction mind set.

Organizations need to empower their workers by allowing them greater autonomy and

control and to design jobs that are more stimulating. This will enhance the personal

productivity.

Interdependency of different departments should be well studied, co-ordinated for

effective output.

Training schedule is worked out well here with proper planning schedule. Recruitment

proper planned, structured according to openings in plant, new vacancies.

Goal setting programs undertaken with schedule to find potential prospective employees

for higher posts, giving training, discussing the on job responsibilities.

The employee goals are well studied and structured. The Key Related Areas are properly

designed & clearly mentioned to employees.


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CONCLUSION

HR management is concerned with formal systems in organizations to ensure the

effective and efficient use of human talent to accomplish organizational goals.

Management provides a framework to people in which they can look things going aroundthem. Humans are constantly looking for answers, making plans, and pursuing goals that

bring desired results. Each day presents new challenge, new question about how life

should be and can be. Individuals are continually confronted with decisions to be made

given scarce resources. The Hr department should attract talented employees who are

committed to their work, will achieve high level of performance and deliver excellent

results. The success comes to an organization whose people are able to adapt to changes

quickly. The main problem of Hr all around the world is the attrition rate , so they must

deal with situation very carefully. It is important for the organization to come up with

long term planning and strategies to retain staff and establish credible relationship with

their employees. Organizations have to focus continuously on investing in human capital.

They have to walk the talk and practice what they preach. The performance of HR is

always thankless as most of the employees do not appreciate their efforts. Yet the HR

department has to go on and on and on and act as a mentor to all employees. No matter

what, the HR department will strive to achieve excellence in what they are supposed do

in spite of higher attrition rate. It is important to keep in mind that the best solution for

turnover may take place before the employee is even hired. Selection procedures and

characteristics of the employee have been identified to affect both turnover and

absenteeism. Therefore, HR managers should determine the characteristics that they are

seeking prior to selection process, and hire only those individuals that meet the criteria.

Effective and Efficient HR practices are very much important for every organization. So,

CR Automation have also its HR Practices, which helps it a lot to achieve the targets.

Human Resource Management initiatives in any Organization endeavor to change,

redefine, revisit, renew, reinvent, revitalize & restructure the Organization architecture.

This is effectively done with the help of alignment & integration of HR policies &

strategies with business goal & objectives.


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CR Automation can get success within its competitors by applying best, effective HR

Practices. The best practices in the management of human resources are the ones which

optimize a workforce so that it can not only get work done, but also ensure a greater level

of efficiency, timeliness and quality as it accomplishes increases productivity overall.

Hence the job of the best practices human resources firm is to make sure that these

benefits and pay scales meet the companys budget while remaining attractive and

competitive enough to pull in the very best talent possible. We should know that these

figures put the companies in a good light while also presenting themselves as engaging

and competitive for companies recruitment efforts.

Transparent HR practices ensure continuous business growth in every organization.

It gives the suitable working environment to the employees.

The success of companies motivates the employees of organization to continue

relationship with it.


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BIBLIOGRAPHY

Human Resource Management by Ashwathapa.Human Resource Management by Michael Armstrong.Human Resource Policy Analysis: Organizational Applications by Richard J. Niehaus.


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ANNEXURE

QUESTIONNAIRE1. Are you aware of HR policies in CR Automation?

a. yes

b. no

2. If yes, which of the following HR policies that you come across?

a. Man power planning [ ]

b. Recruitment and training [ ]

c. Induction program [ ]

d. compensation [ ]

e. welfare programs [ ]

f. promotions [ ]

g. career development program [ ]

h. performance appraisal [ ]

3. What is the source of recruitment in CR Automation?

a. internal source

b. external source

4. Through which mode you entered the organization.

a. campus recruitment

b. walk in interviews

c. employee reference

5. Which kind of training practices organized in CR Automation?a. Technical

b. Non technical

c. Both

6. What is the duration of training practices in CR Automation?

a. one week

b. two weeks

c. three weeks

d. > three weeks

7. How frequently training practices are organized in CR Automation?

a. once in a year

b. twice in a year

c. thrice in a year

d. four or more times in a year


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8. What are the various methods of performance appraisal?a. Straight ranking

b. Paired comparison

c. Behavior anchored rating scales

d. 360* method

9. How often Performance appraisal is been conducted?a. Twice a yearb. Once in a yearc. Once in two yeard. Once in three year

10. In what way Performance appraisal methods motivates you to work hard?a. Comparisonb. Promotionc. Incrementd. Additional responsibility

11. Rate the level of various performance appraisal methods?

Type Excellent Good Average Bad

Straight rankingmethod

Paired comparisonmethod

Behavior anchored

rating scales360* appraisal method

12. Do the HR organize induction program for the employees?a. yesb. no

13. What is duration of induction period in CR Automation?a. one weekb. two weeksc. three weeks

d. more than three weeks

14. In what way the induction program is useful for employees.a. losing fearb. cultivating confidencec. in performance leveld. any other


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15. What are the various welfare measures implemented by HR in CR Automation?a. allowances

b. leaves related rulesc. review structured. all the above

16. Do the organization follow any method for promoting employees?a. yesb. no

17. If yes what are all the methods are following in CR Automation?a. Time boundb. Performancec. Qualification

d. All the above

18. On what basis the promotions are given to employees in CR Automation.a. seniorityb. performance

19. Do you feel there are many opportunities for your career advancement at CRAutomation?

a. Yes b. NoIf yes, mention the kind of career program carried at CR Automation?

.....20. Whether there is any grievance cell in CR Automation?

a. yesb. no

21. Are you satisfied with the following?

Highlysatisfied

Satisfied Neutral Dissatisfied Highlydissatisfied

Recruitment Procedure

Training Practices

Welfare Measures

Promotion

Career development programGrievance


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22. What is your overall opinion about the following?

Good Satisfied Notsatisfied

Team work

Working Conditions

Fair evaluationsystem

23. Your expectation and suggestion

.

Signature

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