leo_peter_black_book_(1)[1]

VIVEK COLLEGE OF COMMERCE TYBMS
CHAPTER 1
INTRODUCTION
❖ What HRM?
HR stands for Human Resources Management, is a strategic approach to managing

company employees, the work culture, and the work environment so that people can
function as effectively and productively as possible. Typically, it involves using metrics
to measure workforce success.
The field of Human Resources (HR) offers a diverse and rewarding career path for
individuals interested in managing people and shaping organizational culture. HR
professionals play a vital role in attracting, developing, and retaining talent, as well as
ensuring compliance with employment laws and regulations.
Overall, a career as an HR professional offers opportunities for growth, impact, and

fulfillment.HR provides a dynamic and challenging career path where you can 000make
a difference and contribute to the success of your organization.
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A STUDY ON HR PROFESSIONAL AS A CAREER OPTIONS
A narrower concept is human capital, the knowledge and skills which the individual’s
command. Similar terms include manpower, labour, or personnel.
The Human Resources department (HR department, sometimes just called "Human
Resources") of an organization performs human resource management, overseeing
various aspects of employment, such as compliance with labour law and employment
standards, interviewing and selection, performance management, administration of
employee benefits, organizing of employee files with the required documents for future
reference, and some aspects of recruitment (also known as talent acquisition) and
employee offboarding.
They serve as the link between an organization's management and its employees.
The duties include planning, recruitment, and selection process, posting job ads,
evaluating the performance of employees, organizing resumes and job applications,
scheduling interviews, and assisting in the process and ensuring background checks.
Another job is payroll and benefits administration which deals with ensuring vacation
and sick time are accounted for, reviewing payroll, and participating in benefits tasks,
like claim resolutions, reconciling benefits statements, and approving invoices for
payment.
HR also coordinates employee relations activities and programs including, but not
limited to, employee counselling. The last job is regular maintenance, this job makes
sure that the current HR files and databases are up to date, maintaining employee
benefits and employment status and performing payroll/benefit-related reconciliations.
HRM is concerned with the human beings in an organization. "The management of

man". Though it is a very important and challenging job because of the dynamic nature
of the employees As no two people are similar in nature in every aspect of mental
abilities, tacticians, sentiments, and behaviours; they differ widely not only individually
but also as a group and are subjected to many varied influences. People are responsive,
they feel, think and act therefore they cannot be handled like a machine or shifted and
altered like template in a room layout. They therefore need a tactful handing by
management personnel."
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HRM is the process of managing people of an organization with a human approach.

Human resources approach to manpower enables the manager to view the people as an
important resource. It is the approach through which organization can utilize the
manpower not only for the benefits of the organization but for the growth, development,
and self-satisfaction of the concerned people. Thus, HRM is a system that focuses on
human resources development on one hand and effective management of people on the
other hand so that people will enjoy human dignity in their employment.
❖ Importance of Career planning in HRM
▪ Career planning is the process by which one selects career goals and the path to
these goals. The major focus of career planning is on assisting the employees
achieve a better match between personal goals and the opportunities that are
realistically available in the organization. Career programmers should not
concentrate only on career growth opportunities. Practically speaking, there may
not be enough high-level positions to make upward mobility a reality for many
employees.
▪ Hence, career-planning efforts need to pin-point and highlight those areas that offer
psychological success instead of vertical growth. Career planning is not an event or
end up itself, but a continuous process of developing
▪ human resources for achieving optimum results. It must, however, be noted that
individual and organizational careers are not separate and distinct. A person who is
not able to translate his career plan into action within the organization may probably
quit the job, if he has a choice. Organizations, therefore, should help employees in
career planning so that both can satisfy each other’s needs.
• Career planning in human resources management involves strategic development
and management of employees' career paths within an organization.
• It aims to align individual aspirations, skills, and interests with organizational goals
to maximize employee engagement, retention, and performance. Key elements of
career planning include assessing employees' skills and competencies, identifying
career goals and aspirations, providing opportunities for skill development and
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advancement, and offering mentorship and guidance.HR professionals facilitate

career planning through performance evaluations, training and development
programs, succession planning, and providing resources for career advancement.
• By investing in career planning, organizations can enhance employee satisfaction,
loyalty, and productivity while ensuring a skilled and motivated workforce that
contributes to long-term organizational success.
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MEANING
HR plays a key role in helping companies deal with a fast-changing business

environment and a greater demand for quality employees. The term "HR profession in
career options" refers to the diverse array of career paths and opportunities within the
field of Human Resources (HR). It encompasses various roles and positions that involve
managing the workforce within organizations, supporting employee development,
ensuring compliance with employment laws, and contributing to the overall success of
the organization.
In simpler terms, the "HR profession in career options" encompasses the wide range of
job roles available within the HR field, including positions such as HR generalists,
recruiters, compensation and benefits specialists, training and development specialists,
employee relations specialists, HR managers/directors, HR consultants, and more.
Each career option within the HR profession has its own specific responsibilities, skill
requirements, and opportunities for growth and advancement. Whether individuals are
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interested in recruitment, employee relations, organizational development, data

analysis, or strategic HR management, there are diverse career paths available within
the HR profession to suit different interests and skill sets.
An HR department is an essential component of any business, regardless of an

organization’s size. It is tasked with maximizing employee productivity and protecting
the company from any issues that may arise within the workforce.
HR responsibilities include compensation and benefits, recruitment, retention, firing,

and keeping up to date with any laws that may affect the company and its employees.
A career as an HR professional involves managing the human capital within an

organization to optimize employee performance, satisfaction, and overall
organizational effectiveness. HR professionals are responsible for various functions,
including recruitment, training and development, compensation and benefits, employee
relations, and strategic workforce planning.
Human resource management (HRM) strategies focus on actively advancing and

improving an organization's workforce with the long-term goal of improving the
organization itself.
HR departments also handle employee compensation, benefits, and terminations.
HR departments must keep up to date with laws that can affect the company and its
employees.
HR professionals play a crucial role in attracting, retaining, and developing talent,

ultimately contributing to the achievement of organizational goals and objectives.
Human resources management (HRM) is the strategic and tactical approach to

managing an organization's workforce.
It involves planning, organizing, directing, and controlling the activities related to the
acquisition, development, and utilization of human resources within an organization.
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HRM aims to optimize the performance of employees to achieve organizational

objectives effectively and efficiently.
It encompasses various functions, including recruitment, selection, training,

performance management, compensation, and employee relations.
HRM focuses on aligning the capabilities, skills, and talents of employees with the
strategic goals and objectives of the organization.
It involves creating policies, procedures, and programs that support the development
and retention of a motivated and productive workforce.
DEFINITION
The HR (Human Resources) profession encompasses a range of roles and

responsibilities focused on managing the human capital within an organization. It
involves various tasks related to recruitment, employee relations, training and
development, compensation and benefits, and overall workforce management.
They serve as a liaison between management and employees, ensuring compliance with
labour laws and fostering a positive work environment. Many companies have moved
traditional HR administrative duties such as payroll and benefits to outside vendors.
An HR department is an essential component of any business, regardless of an

organization’s size. It is tasked with maximizing employee productivity and protecting
the company from any issues that may arise within the workforce
HR responsibilities include compensation and benefits, recruitment, retention, firing,

and keeping up to date with any laws that may affect the company and its employees.
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❖ Keys of HR Activities
Recruitment and Selection: Identifying, attracting, and hiring qualified candidates to

meet organizational needs.
Onboarding and Orientation: Introducing new employees to the organization's

culture, policies, and procedures.
Training and Development: Providing learning opportunities to enhance employee

skills, knowledge, and performance.
Performance Management: Evaluating employee performance, providing feedback,

and setting performance goals.
Compensation and Benefits: Designing and administering competitive salary and

benefits packages to attract and retain talent.
Employee Relations: Managing relationships between employees and employers to

maintain a positive work environment.
Diversity and Inclusion: Promoting diversity and creating an inclusive workplace

culture that values differences.
Employee Engagement: Fostering a sense of commitment, motivation, and loyalty

among employees.
Talent Management: Identifying high-potential employees and developing strategies

for their retention and advancement.
Succession Planning: Identifying and grooming future leaders to fill key positions
within the organization.
HR Policy Development: Creating and implementing policies and procedures that

comply with legal regulations and align with organizational goals.
Workplace Health and Safety: Ensuring a safe and healthy work environment for all
employees.
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Employee Wellness Programs: Offering initiatives to promote physical, mental, and

emotional well-being among employees.
Conflict Resolution: Addressing workplace conflicts and disputes through mediation

and other conflict resolution techniques.
HR Information Systems: Implementing and managing technology systems to

streamline HR processes and data management.
Compliance and Legal Matters: Ensuring compliance with labor laws, regulations,
and industry standards.
Employee Exit Management: Managing the offboarding process for departing

employees, including exit interviews and knowledge transfer.
Employee Recognition and Rewards: Acknowledging and rewarding employee

achievements and contributions.
Workforce Planning: Anticipating future workforce needs and developing strategies

to address them.
HR Analytics and Metrics: Utilizing data and analytics to inform decision-making

and measure the effectiveness of HR initiatives.
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HISTORICAL BACKGROUND
The term “human resource management” is of recent origin. In its modern connotation,
it came to be used mainly from the 1980s onwards. During ancient times and for a long
period in the medieval era, production of goods was done mainly by skilled artisans and
craftsmen. They themselves owned the tools and instruments, produced articles, and
sold these in the market. As such, the question of employer-employee or master-servant
relationship did not arise in their cases.
They managed their affairs themselves and with the help of the family members.
However, many effluent craftsmen also employed apprentices and certain categories of
hired labourers. There existed a very close relationship between the master craftsmen
and the apprentices, and they themselves took care of the problems facing the
apprentices and their family members.
A sort of human approach was involved in their relationship. After a prolonged period
of training, many apprentices established their own enterprises, and many others
remained attached with their master craftsmen on lucrative terms.
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During the medieval period, the skilled craftsmen also formed their guilds primarily
with a view to protecting the interests of their respective trades. A brief description of
the manner in which they were treated and managed will be relevant for a proper
understanding of human resource management in a historical perspective.
Human resources management (HRM) has evolved significantly over time, tracing its
roots back to the Industrial Revolution of the 18th and 19th centuries when large-scale
factories emerged, necessitating the management of a growing workforce. Initially
known as "personnel management," HRM focused primarily on administrative tasks
such as hiring, payroll, and compliance. However, with the emergence of scientific
management principles in the early 20th century, led by Frederick Taylor and others,
the focus shifted towards optimizing labour productivity through standardized
processes and job specialization.
The concept of "human relations," popularized by Elton Mayo's Hawthorne studies in

the 1920s and 1930s, emphasized the importance of understanding and addressing the
social and psychological needs of employees for improved productivity and morale.
This era saw the development of employee welfare programs and the rise of labour
unions, leading to the establishment of the field of industrial relations. In the latter half
of the 20th century, influenced by changing societal norms and global economic trends,
HRM evolved into a strategic function focused on aligning human capital with
organizational goals.
The 21st century has seen the integration of technology, globalization, and a greater
emphasis on talent management, diversity, and inclusion within HRM practices,
reflecting the dynamic nature of modern workplaces.
Today, HRM continues to play a critical role in shaping organizational culture, driving
employee engagement, and contributing to overall business success.
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❖ History of Modern Human Resources of Management
1. Early Philosophy (Before 1900):
The history of modern Human Resource Management began with the efforts of Robert
Owen. Owen is called the founder of Human Resource Management. In 1813, he wrote
a book, A New View of Society. In it he propounded the need for better industrial
relations and improvements in the service conditions. His attitude towards workers was
very cordial, liberal and paternalistic. He got good houses constructed for his workers
by the side of his factory. He eliminated child labour and provided healthy working
conditions. J.S. Mill, Andrew Yule and Charles Beware, contemporaries of Robert
Owen, developed Human Resource Management as a science and supported the idea of
wage incentives, profit sharing and labour welfare, etc.
2. Efficiency and Productivity Movement (1900-1920):
During the last year of the 19th century arrived the age of efficiency and productivity
movement. The two decades from 1900 to 1920 were the years of scientific
management movement. Taylor’s Scientific Management Thought was accepted during
this period. Taylor opposed the idea of trade unionism and workers’ organization The
main contribution of these two decades has been the increase in the size of units,
introduction of scientific thinking into actions, job analysis, standards costing, scientific
selection and training of workers and the idea of mental revolution.
3. Period of Welfarism and Industrial Psychology (1920- 1930):
Up to 1925, the Human Resource Management had taken a definite form. Staff line
organization became the basis of Human Resource Management. The opposition of
scientific management movement by workers introduced the need of industrial
psychology. Industrial psychologists developed many new techniques like
psychological testing, interviewing, workers training and non-financial incentives.
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They helped to give a professional form to Human Resource Management. The Human
Resource Management began to be realized as a profession and a specialist’s function.
4. Period of Human Relations (1930-1950):
When Prof. Elton Mayo and his companions conducted Hawthorn experiments, it was
the beginning of recognition of the fact that human resources have greater influence on
production than other psychical resources. A worker must be treated as a human being.
His social, psychological, and moral instincts should be fully recognized by the
management Due to these experiments the commodity concept of labour changed to
social concept. The decade of 1940-1950 was very important for the development of
Human Resource Management. During that decade, many new techniques were
developed for the selection, training and induction of workers. The human resource
philosophy became people-oriented. Trade unions flourished and provision of fringe
benefits for the workers became common.
5. Modern Times (After 1950):
The history of Human Resource Management since 1950 up to current times is the age
of modern developments. It is the period of the citizenship concept of labour where the
workers have full right to be consulted in determining the rules and regulations under
which they work. The concept of industrial democracy has imposed many new
responsibilities upon the human resource managers of industrial houses. In modern
times, Human Resource Management is widely accepted as an independent discipline.
One finds two important developments during this period, after 1960, the Human
Resource Management began to be realized as a behavioural science which centred
completely on human elements with the study of organizational behaviour as its main
crux. After 1970s the belief of ‘open social and industrial system’ became very popular
for business organizations.
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RELEVANT DATA
❖ Types Of Relevant
1. An HR recruiter:
Also known simply as a recruiter, is a professional responsible for sourcing, screening,

and hiring candidates to fill job openings within an organization. They work closely
with hiring managers and HR departments to understand the staffing needs of the
organization and identify qualified candidates to meet those needs.
2. Onboarding:
In HR refers to the process of integrating a new employee into an organization. It

involves familiarizing the new hire with company policies, procedures, culture, and job
responsibilities to ensure a smooth transition and set them up for success in their role.
3. Payroll:
In HR refers to the process of managing employee compensation, including calculating

wages, withholding taxes and deductions, and issuing payments to employees. The
payroll department or payroll professionals are responsible for ensuring accurate and
timely payment to employees based on factors such as hours worked, salaries, bonuses,
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and any other compensation components. They also handle tasks such as maintaining
payroll records, processing employee benefits contributions, and complying with
relevant laws and regulations related to payroll and taxation. Overall, the payroll
function plays a crucial role in ensuring that employees are paid correctly and on time,
contributing to employee satisfaction and organizational compliance.
4. Training and development:
In HR refer to activities and processes aimed at enhancing the knowledge, skills, and
abilities of employees within an organization. This encompasses a variety of initiatives
designed to improve individual and organizational performance, foster employee
growth and engagement, and support the achievement of business objectives.
5. An HR manager:
Is a professional responsible for overseeing various aspects of human resources within

an organization. Their role involves strategic planning, policy development, and
implementation to support the organization's goals and objectives while ensuring
compliance with employment laws and regulations
6. A Digital HR Specialist:
Is a professional who specializes in leveraging digital technologies to optimize and

streamline various human resources functions within an organization. Their role
involves implementing digital solutions, software platforms, and automation tools to
enhance HR processes, improve efficiency, and provide better employee experiences.
7. Administrator:
In HR is a professional responsible for handling various administrative tasks within the

human resources department of an organization. Their role involves providing support
to HR managers and staff, as well as ensuring the smooth operation of HR
processes and procedures
8. Documentary of HR:
A documentary role refers to the responsibilities associated with managing and

maintaining various HR-related documents and records. This aspect of HR involves
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ensuring compliance with legal requirements, maintaining accurate and up-to-date

records, and supporting organizational processes and decision-making
through documentation.
For Examples: Recruitment and Selection: Employee Relations, Compensation and

Benefits, Training and Development Performance Management
❖ ADVANTAGES OF Human Resources of Management
1. Talent Acquisition: Attracting and recruiting skilled and qualified candidates to

meet organizational needs.
2. Employee Retention: Fostering a positive work environment and implementing
strategies to retain top talent.
3. Skill Development: Providing training and development opportunities to enhance
employee skills and capabilities.
4. Performance Improvement: Implementing performance management systems to
evaluate and improve employee performance.
5. Succession Planning: Identifying and developing future leaders within the
organization to fill key roles.
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6. Diversity and Inclusion: Promoting diversity and creating an inclusive workplace

culture that values different perspectives.
7. Employee Engagement: Cultivating a sense of commitment, motivation, and
loyalty among employees.
8. Compliance Management: Ensuring adherence to labour laws, regulations, and
industry standards to mitigate legal risks.
9. Cost Savings: Optimizing workforce management practices to reduce turnover,
absenteeism, and operational inefficiencies.
10. Strategic Alignment: Aligning HR practices with organizational goals and
objectives to drive business success.
11. Employee Wellness: Implementing programs and initiatives to promote physical,
mental, and emotional well-being among employees.
12. Conflict Resolution: Providing mechanisms to address workplace conflicts and
disputes in a timely and effective manner.
13. Leadership Development: Identifying and grooming future leaders through
leadership development programs and initiatives.
14. Employee Satisfaction: Creating a positive work environment that fosters job
satisfaction and employee morale.
15. Flexibility and Adaptability: Designing flexible work arrangements to
accommodate changing workforce needs and preferences.
16. Knowledge Management: Facilitating knowledge sharing and transfer among
employees to enhance organizational learning
17. Talent Mobility: Providing opportunities for career advancement and mobility
within the organization to retain top talent.
18. Employer Branding: Building a strong employer brand to attract and retain top
talent in the competitive labour market.
19. Data-Driven Decision Making: Utilizing HR analytics and metrics to inform
strategic decision-making and improve HR processes.
20. Organizational Culture: Shaping and nurturing a culture that reflects the values,
mission, and vision of the organization, contributing to employee engagement and
organizational success.
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❖ DISADVANTAGES OF Human Resources of Management.
1. Turnover Costs: High turnover rates result in increased recruitment, training,

and onboarding costs.
2. Legal Risks: Failure to comply with labour laws and regulations can result in
legal liabilities and penalties.
3. Conflict Management: Dealing with interpersonal conflicts and grievances can
consume time and resources.
4. Resistance to Change: Employees may resist changes in HR policies or
practices, affecting implementation.
5. Skill Gaps: Difficulty in finding employees with the necessary skills and
experience for specific roles.
6. Performance Issues: Poor performance management can lead to decreased
productivity and morale.
7. Employee Burnout: Inadequate workload management and excessive stress
can result in burnout.
8. Diversity Challenges: Managing diverse teams may present communication
and cultural barriers.
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9. Cost Constraints: Limited budget allocation for HR initiatives may restrict

talent development and retention efforts.
10. Employee Disengagement: Lack of engagement can lead to decreased
motivation and job satisfaction.
11. Talent Shortages: Difficulty in attracting and retaining top talent in competitive
industries.
12. Ineffective Training: Training programs may not always align with
organizational needs or employee learning styles.
13. Bias and Discrimination: Unconscious bias in recruitment and promotion
processes can undermine diversity and inclusion efforts.
14. Poor Communication: Inadequate communication between HR and
employees can lead to misunderstandings and distrust.
15. Performance Appraisal Biases: Subjectivity and biases in performance
evaluations can result in unfair assessments.
16. Over-reliance on Technology: Overemphasis on HR technology may overlook
the human element in people management.
17. Inconsistent Policies: Lack of uniformity in HR policies across departments or
locations can lead to confusion and dissatisfaction.
18. Employee Morale: Negative workplace culture or morale issues can impact
employee satisfaction and retention.
19. Lack of Flexibility: Rigidity in HR policies may hinder adaptability to
changing workforce needs and preferences.
20. Siloed HR Functions: Fragmentation of HR functions can impede
collaboration and integration across the organization.
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❖ Objectives of Human Resources Management.
1. Recruitment and Selection: Attracting and hiring qualified candidates to fill

job vacancies.
2. Training and Development: Enhancing the skills and knowledge of employees
to improve performance and career progression.
3. Performance Management: Setting goals, providing feedback, and evaluating
employee performance to maximize productivity.
4. Employee Relations: Creating a positive work environment and ma
5. nagging employee grievances and conflicts.
6. Compensation and Benefits: Designing fair and competitive salary and benefit
packages to attract and retain talent.
7. Workforce Planning: Anticipating future staffing needs and ensuring the right
people are in the right roles.
8. Diversity and Inclusion: Promoting a diverse workforce and fostering an
inclusive workplace culture.
9. Talent Management: Identifying and nurturing high-potential employees for
leadership positions.
10. Employee Engagement: Increasing employee satisfaction, motivation, and
commitment to the organization.
11. Legal Compliance: Ensuring HR practices adhere to labour laws and
regulations.
12. Succession Planning: Identifying and developing potential successors for key
roles within the organization.
13. Health and Safety: Ensuring a safe and healthy work environment for
employees
14. Employee Wellness: Promoting physical, mental, and emotional well-being
among employees.
15. Workforce Analytics: Using data to make informed HR decisions and improve
organizational effectiveness.
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16. Change Management: Supporting employees through organizational changes

and transitions.
17. Knowledge Management: Facilitating the sharing of knowledge and expertise
among employees.
18. HR Technology Management: Implementing and optimizing HR software and
systems to streamline processes.
19. Employee Recognition: Acknowledging and rewarding employees for their
contributions and achievements.
20. Conflict Resolution: Mediating disputes and fostering positive relationships
among employees.
21. Organizational Culture: Cultivating a culture that aligns with the company's
values and goals.
❖ Here are some examples of objectives of Human Resource

Management.
1. Training and Development: Providing opportunities for skill enhancement and

career advancement.
2. Succession Planning: Identifying and developing future leaders to fill key roles
3. Diversity and Inclusion: Promoting diversity and creating an inclusive
workplace culture.
4. Employee Engagement: Fostering a positive work environment and enhancing
employee motivation and commitment.
5. Compliance Management: Ensuring adherence to labour laws, regulations,
and organizational policies.
6. Compensation and Benefits: Designing competitive salary and benefits
packages to attract and retain employees.
7. Workforce Planning: Anticipating and addressing future workforce needs to
support organizational goals.
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8. Employee Relations: Managing relationships between employees and

employers to maintain a harmonious workplace.
9. Health and Safety: Ensuring a safe and healthy work environment for all
employees.
10. Leadership Development: Identifying and developing leadership potential
11. Leadership Development: Identifying and developing leadership potential
12. Conflict Resolution: Resolving workplace conflicts and disputes through
mediation and other conflict resolution techniques.
13. HR Information Systems: Implementing technology systems to streamline HR
processes and data management.
14. Organizational Development: Facilitating change and growth within the
organization to improve efficiency and effectiveness.
15. Employee Wellness: Promoting physical, mental, and emotional well-being
among employees.
16. Employer Branding: Building and maintaining a positive employer brand to
attract and retain top talent.
17. Knowledge Management: Facilitating knowledge sharing and transfer to
enhance organizational learning and innovation.
18. Strategic Alignment: Aligning HR strategies and initiatives with
organizational goals and objectives to drive business success.
19. Talent Acquisition: Attracting and recruiting skilled and qualified candidates
to fill organizational roles.
20. Employee Retention: Developing strategies to retain top talent and reduce
turnover rates.
21. Performance Management: Establishing systems to evaluate and improve
employee performance.
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❖ Scope of Human Resource Management
1. Assessment of company human resources
First and foremost, in vast functions of harm is an assessment of the current human
resources of the company. It means evaluating the current payroll and whether it is
proportional to the work requirement. This gives an idea about whether roles are
missing or more than required in the organization. This whole process can also be called
human resource planning.
2. Reviewing jobs in the organization...
Getting a comprehensive detail about each title in the company and what protein will
be needed to fulfil a vacant job title comes under human resource management. This
helps set the base for finding and selecting the right candidates for the company. Job
analysis needs to be done very carefully, considering the company's financial budget.
3. Interviewing and selection
The next step in HR scope is the selection of the right candidate. The right candidate
would be the one who, apart from his academic qualification, also fits the company's
culture. One of the activities of HRM is setting out the requirements for a particular job
title. Deciding how many steps the interview selection process would have also come
under the scop and functions of HRM
4. Introduction and orientation
After the candidate is selected, he is introduced to its work culture, ethics, and
environment. He is oriented with the team he will work with and the supervising
manager. This helps in building the comfort level of the new employee. The objective
of the whole induction process is to acquaint the employee with organizational values.
It is an informal process.
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5. Remuneration and benefits
Discussing the base salary and other perks to which an employee is entitled is a part of
the scope of human resource management. The human resource manager's role is to
clearly describe all the benefits, including medical, travel, vacation leaves, etc. All these
perks help in achieving a superior work efficiency environment.
6. Employee's growth prospects
The better the growth opportunities a company gives, the more the loyalty of
employees. The nature and scope of HRM comprise how to keep the employee
motivated and gain their loyalty. It's the HR who has all information about employees'
performance and who is better than him to review his past performance and discuss
future growth opportunities with him. A performance appraisal, linked with incentives
and increments, motivates the employees to achieve more and more targets if done from
time to time.
7. Training on the job
Human resource management is alternatively known as the employee- oriented

function. Its job is to provide different learning programs to its employees continuously.
One of the main activities of HRM involves the development of its employees. Every
organization's success depends on how up to date an employee is with new way of doing
the job. These training programs aim is to enhance and build the employee's skills as
per skills from around the world.
8. Employee satisfaction
The health, Wealth, and prosperity of employees are all the responsibility of HR.
Building a healthy work environment and motivating the employees at each step also
comes under the scope of human resource management. This includes non- monetary
amenities like medical, canteen, or other recreational areas. A safe and secure work
environment plays a huge role in the efficiency of employees.
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9. Employee's Grievance Redress system
Human resource managers should er a mechanism to address employees' grievances in

a secure environment. This helps in building the trust of employees in the long run.
Feeling their voices are heard also gives the employee a different level of satisfaction.
Ensuring this process is carried out securely and confidentially is one of the crucial jobs
of HRM.
10. Employee's Grievance Redressal system
Human resource managers should employ a mechanism to address employees'

grievances in a secure environment. This helps in building the trust of employees in the
long run. Feeling their voices are h also gives the employee a different level.
satisfaction. Ensuring this process is carried out securely and confidentially one of the
crucial jobs of HRM.
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❖ Vision and mission in human resources management:
▪ Establishing a clear vision and mission provides a sense of direction for HR

strategies and initiatives.
▪ It aligns HR efforts with the overall goals and objectives of the organization.
▪ A well-defined vision and mission help attract and retain top talent by
communicating the company's values and purpose.
▪ It guides HR decision-making processes, ensuring they are in line with the
organization's long-term goals.
▪ A strong vision and mission foster a positive organizational culture, encouraging
employee engagement and commitment.
▪ It serves as a framework for developing HR policies and procedures that support
the company's objectives.
▪ A compelling vision and mission statement can inspire employees to work
towards common goals, enhancing teamwork and collaboration.
▪ It provides a basis for performance evaluation and measurement, enabling HR
to assess progress towards strategic objectives.
▪ Clear communication of the vision and mission helps employees understand
their roles and responsibilities within the organization.
▪ It enhances employer branding, making the company more attractive to
prospective employees and stakeholders.
▪ A well-defined vision and mission statement can differentiate the organization
from competitors in the talent marketplace.
▪ It promotes accountability within the HR function, as actions and decisions are
guided by the overarching goals of the organization.
▪ Vision and mission statements serve as a rallying point during times of change
or uncertainty, providing stability and focus.
▪ They help build trust and credibility with employees, as well as external
stakeholders, by demonstrating a commitment to shared values.
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▪ A strong vision and mission foster innovation and creativity within the HR
department, as they strive to find new ways to support organizational objectives.
▪ It facilitates strategic workforce planning, ensuring that HR initiatives are
aligned with future business needs.
▪ A compelling vision and mission statement can enhance employee morale and
job satisfaction by providing a sense of purpose and meaning.
▪ It serves as a foundation for developing HR training and development programs
that support the organization's strategic priorities.
▪ A clear vision and mission statement can improve employee retention by
fostering a sense of belonging and alignment with the company's goals.
▪ Finally, vision and mission statements provide HR leaders with a roadmap for
continuous improvement and evolution, ensuring that HR practices remain
relevant and effective in a changing business environment.
▪ They provide a framework for developing HR policies and procedures that
support organizational goals and values.
▪ Vision and mission statements can differentiate an organization as an employer
of choice in the talent marketplace.
▪ They serve as a foundation for building a positive organizational culture that
values employees and their contributions.
▪ Vision and mission statements should be authentic and reflective of the
organization's unique identity and aspirations.
▪ They guide HR leaders in making strategic decisions related to talent
acquisition, development, and retention.
▪ A compelling vision can inspire innovation and creativity within HR practices.
▪ Mission statements clarify HR's role in promoting diversity, equity, and
inclusion within the organization.
▪ They provide a roadmap for HR to adapt to changing workforce trends and
dynamics.
▪ Vision and mission statements are essential tools for aligning HR efforts with
organizational strategy and driving sustainable business success.
27
CHAPTER 2
Review Of Literature
1. R.N. Chatterjee (1974)
In his articles the author discussed about the economic development requires two types
of human resources one the labour s, ( unskilled and semiskilled ) who work in the
forms or in factories and the second , the entrepreneurs who organised and bear the
responsibility of all economic activities income is generated by technical and economic
innovation an d growth in income the opportunities available for innovation .the sectors
which are highly mechanised and capital intensive requires high talent manpower to
handle the complicated.
2. Mridula Mishra (2010)

In his articles the author discussed about the state planning major expressway and
power in mode. It is important that these projects are implemented in a time –bound
manner and allocated with a transparent process in place. An empowered monitoring
mechanism could also be put in place at the highest level to regularly monitor the
progress on the basis of specified milestone.
3. Suhail. Zidan (2011)

In his articles the author discussed about human resource planning in their focus on
training and development organisation development and career development to the
company and employees take the responsibility for enchaining the performance of the
organisation through the assessment of needs and the identification of gap in
performance at the workflow and individual levels.
4. Shyam Kartik Mishra (2013)
In his articles the author discussed about the India has a demographic country and
improved economy growth and improve standards of living , socio economy and
28
demographic features of Indian economy ,mismatch employers needs of quality

workers and availability of large number of worker without desired capabilities to
demographic Indian economy.
5. Naveed R Khan (2013)
In his articles the author discussed about the comparisons between HR practices and
HR outcomes, HR practices to work staffing , job design ,training development ,
performance appraisal , and given to the career planning to practices and they HR
outcomes in the part of the HR practices for a long term process and HR outcomes and
can examine the impact of hr practices ,HR actives a need to developed in employees
and organisational growth.
6. Ripudaman Singh (2013)
In his articles the author discussed about there is scope for promoting such people
organisation in other fields as well to develop necessary infrastructure required to
enhance economic prosperity, this process they also discuss their problem and find
suitable solutions. finally, it is the people initiative which can sustain the development
the government has the will to support people movement and this is the only ray of
hope for sustainable development of the rural poor in India.
7. Hassan Danial Aslam (2013)
In his articles the author to analysis high-tech business mature business, new product
& service Acquisition or forecasting future plan and strategy and they was helping
effect to impact of human resource planning and to analysing of job performance
employee. HRP a success of a business strategy and work force planning is a systematic
and continuous process H.R planning is recognized as a source of development
completed / Achievement of the business objective.
29
8. K. Prashanthi (2013)
In his articles the author discussed about human resource planning various stage of
process about the HRP and the discussed about the how to make the part of business
planning and about types of HRP and stage of the HRP just like those future needs,
supply forecasting and also analysis and evolving plan to suit supply and demand.
Business strategic plan, resourcing strategy scenario planning, demand forecasting
labour turnover analysis work environment analysis operational effectiveness analysis.
9. Omoankhanlen Joseph Akhigbe (2013)
In his articles the author discussed that when human resources planning is a vital sub –
activity of employment process begins with human resources planning those activities
includes searching for prospective human resources attracting them to the work and
organisation finding out their suitability to the job and organisational requirement and
finally taking steps to absorb those human resources as organs of the company, human
resources planning is one of the key for ensuring the effectiveness and efficiency of
organisation.
10. Abdullah Osman (2014)
In his articles the author wrote there is effect to training and development why are used
human resource planning in present scenario private sector government sector both
developed to change the requirement process and given a new up gradation training and
used to most of organisation Aim to generate the kind of performance that can bring
more profit. HRP guiding activities financial and nonfinancial activity, to effect of a
given a training and development on organisational/ employees performance.
11. VN. Shihabudheen (2014)
In his articles the author discussed about great planners and leaders of our nation to
given a higher education , growth rate full employment removal the poverty of India
promotion of equity in distributions of income ,and inclusive growth in our country.
The main motive of this article to economic reforms and set target to long term and
short term goal and strategically import substitutions licenses and control public sector
in economic activities.
30
12. Ramezan Johannian (2014)
In his articles the author discussed about human resource planning classifying the
studying future purpose , studying quantity and quality of the business, predicting
human resource demand /supply they also predicting the human resource need of
organisation and they was giving a training to improve the skills and knowledge and
comparability to existing position and future position.
13. A.P. Pandey (2014)

In his articles the author discussed about the goals of inclusive and high level of
economic growth can be achieved only if this infrastructure deficit is overcome.
Infrastructure development would also help in creating a better investment climate in
India. To develop health infrastructure there is a continuing need to revisit the issue of
budgetary allocation, fiscal incentives, private sector participation and public private
partnership to ensure that required infrastructure development takes place.
14. Sharad Chandra Srivastava (2014)
In his articles the author analysis economic growth across regions has not been
balanced with some of the most backward areas yet to experience any significant
growth with the largest illiterate population in the delivery essentials social services at
the grass root level is also very poor, much higher levels of human resources
development can be achieved even with given structure of the economy .
15. Sharad Chandra Srivastava (2014)

Iin his articles the author analysis economic growth across regions has not been
balanced with some of the most backward areas yet to experience any significant
growth with the largest illiterate population in the delivery essentials social services at
the grass root level is also very poor, much higher levels of human resources
development can be achieved even with given structure of the economy.
31
16. Roop Narayana Chaudhary (2014)
In his articles the author discussed about the strategy must be based on principals which
ensure that public private partnership (PPP) are seen to be in the public interest in the
sense of achieving additional supply at reasonable cost, PPP must serve to put private
resources into public projects and not the other way round. however for inclusive
growth to happen in a country with the scale and size of India, private sector
involvement is equally important.
17. Sarwdaman Kashyap (2014)
In his articles the author discussed about the economic development is achieved through
optimizing gains from several variables rather than maximizing those from a single one.
This requires government department by conversation sector ally organized to work
together or in some cases as a single multi- disciplinary authority .for this joint
planning, transparency and coordination in implementation are required.
32
18. B.P. Goel (2014)
In his articles the author discussed about the Urban market economy and rural market
economy to discussed about the impact in employment, but industrials development
failed to generate the adequate employment and income opportunities in urban sector
in urban sector labour was skilled to the compare with the rural area employment human
resource planning to giving the training and improvement the manpower needs to help
the organisation growth and economy developed.
19. Anoop Kumar Singh (2014)
In his articles the author discussed about the relationships between economic growth
and social economy but with sustained regular research many of the part of economic
growth is still difficult to be pesticide to economy comprises many political and social
culture it a more complex organism to be sort out and development of economy.
20. Ram Subhash (2014)
In his articles the author discussed about the factors affecting inclusive growth in India
our national plan for climate change has a eight components mission and
implementation of the mission is seen as an integral part of 12TH plan. there is a need
and for a paradigm shift in the human resources planning to use the sources in economy
development in India
21. Masoor Ahmad beg (2014)
In his articles the author discussed about that comparison with the other country
economy development. economy policy and comparison with the resources of , coal,
crude oil, natural gas ,forest resources , they what are the demand and supply of
forecasting and need of the people .and control the import and export on the that types
of sources and they increasing the international marketing and growing the GDP.
33
22.R. k. Singh & Manu Bhatt (2015)
In his articles the author discussed about the post-recession periods in India what the
challenges are phase in the human resource planning, downsizing, job in security, talent
management and they was solve and effective policy make in HR policies to focus on
the issue faced by organization and economy in the post recessions era and role of HR
policies in resolving these issues.
23. Beth Wangari Njuguna (2015)
In his articles the author disused about the how to motivate the employees and
satisfaction, reward seems to have been valued more by employees more than training
and development .it was helping to the employees improve the behaviour and skills,
positive attitude increase ,HR practice had satisfaction of the employees and policy
maker and managers should focus on them if they want to enhance their staff
conditions.HR management practices that influences employees job and satisfactions.
24. Katalin Szabo (2016)
In his articles the author discussed about the HR planning to given a training , talent
management program to given the employees is motivated to work and enhancing the
skill and knowledge about the employment of labour ? worker ,related conclusions
would be beneficial for both central and non-central companies , talent management is
not simply a function of HR but more of a way of thinking developed individual and
employees of a company long term success.
25. Raj Kishor Pradhan (2016)
In this articles the author discussed about the economic growth and reduced poverty
but lags behind in human development index, five year planning in India could not
achieve desired growth so the approach of the planning has been changed from eleventh
plan period .the inclusive growth debate has changed the approaches of the government
.now the main aim is to invest in infrastructure so that all round growth could be
possible . and most important thing is that growth should be inclusive in nature.
34
26. Khatik(2016)
In his articles the author study Indian economy how to developed in day by day to
increasing in the production and service provided to customers of India, In past
Scenarios Indian economy to the progress in after 1950, industry are come to the India
and GDP of India , during year was change to agriculture product was decreasing and
industry and service/ product was increasing India.
27. Bouguesri Sarra (2017)
In his articles human resources to define management practise and given selection
recruitments, compensation and training and development, employee satisfaction, they
are given to a successful human resources planning, we found that employees have
interest to the incentive and reward and participation in the work more than the other.
28. Nada Krya (2017)
In his articles the author discussed about socio- economic development, economic
development, gross domestic product Socio- Economic development to change
education and income, enhancing the employee skills, economic development to
growth prosperity of the country areas and residence of the India GDP the main motive
contrast of the national income generation and production cost with one particular
company.
29. S. K. Chaudhary (2017)
In his articles the author discussed about the economic planning a strong efficient and
incorrupt administration is essentials for successful planning but India underdeveloped
country if the government is able to meet the plan in reality. India is a super power
country it is requires only loyal manpower efficient , effective implementation of
various plans in India economy has developed In manifold aspects even them to lead
the whole world as developed country the whole planning and implementation
machinery of the nation.
35
30. Janeso Samwel (2018)
In his articles the author say that human resource planning in any organisation to
analysis to needs for the employees taking into the internal and external supply of the
labour to meet staffing requirement they HRP also help in a future forecasting demand
for personnel include budget constraint ,new upgrading technology Quality and
services of the product. The main objective of HRP to discover the strategies can
enhance the performance of a firm ought to develop and document strategies for human
resource planning.
31. R. K. Sinha (1989)
In his text book of èconomic development planning and policy in India ` chapter
development with stability the author wrote that economic stability and cause of
instability , the economic view point and also learn the non- economic view point and
explain distribution to economy essentials of an economic view point , It is the action
and reaction of the sources of instability of both non- economic and economic forces
that have created confusion in economic thinking and unless all concerned they will not
be able to find correct remedies out of the crisis in which we are involved.
32. R. K. Sinha (1989)
In his text book of èconomic development planning and policy in India ` chapter
impact of development on poverty the author wrote that define poverty and causes of
poverty they lack of inequitable distribution of assets inadequate employment
opportunities social , cultural and other barriers lack of appropriate training poverty is
the lack of assets the people in the rural area with its in equitable distribution, the rural
artisans are found to be economically a weaker sections in rural areas .one of the factors
effecting the decaying of class is the lack of training need for modernising their product
the success of any programming lies in the effective participations of the people
especially the target group in such program, Illiteracy has in way acted for the increased
birth rates in rural areas in comparison to urban area.
36
33. V.P. Michael (1996)

In his text book of `human resources management and human relations` chapter human
resources planning, the author wrote that human resource planning starts with
forecasting and manpower audit as well as objectives planning additional manpower
needs are determined and HRP faces numerous challenges change in occupational
structure resulted by change in technology applied in various of career path which
decides how employee should normally progress from one job to another job, in
manpower planning we plan various aspects like career planning career path , planning,
promotional maintaining stables employment , in fact manpower planning enables the
personnel department to design a manpower system.
34. P Subba Rao (1997)
In his text book of Èssentials of human resource management and industrial relations`
chapter human resource planning , the author wrote that defined benefits of human
resource planning it offset uncertainty and changes to the maximum extent possible and
enables the organisation to have right men at right time and right place, analysing the
organisational goal and forecasting the overall human resources requirement work
study of different types of techniques and supply of resources action plan for
redeployments, retrenchment forecast future supply from all the sources and modify the
organisation plan retention control the plan.
35. C.B. Memoria (2014)
In his text book of `human resource management ` chapter human resource planning ,
the author wrote that applicability of importance of human resource planning and they
was defined manpower planning consist in projecting future manpower requirement
and development manpower plans for the implementations of the projection and need
for human resource planning is to maintain and improve the organisation ability to
achieve its goal by developing strategies that will result in optimum contribution of
human resource planning to forecasting estimating future needs and stock taking of
available resources in the organisation and how to make the long run planning to predict
the future needs of personal on has to project demand for product or service.
37
CHAPTER 3
RESEARCH METHODOLOGY
❖ RESEARCH OBJECTIVES:
The most important objective is to know the study HR profession as a career options.
To identify which field is better in HR profession as a career options.
To know and understand the in-depth details of HR professions.
Human resources management plays a crucial role in organizational success by
effectively managing the workforce.
To enhance HRM practices, it is essential to establish clear research objectives that
guide investigations into various aspects of human capital management.
❖ AREA OF RESEARCH
The geographical area research in Mumbai. Mumbai having vast population of students
I have selected this city as my research area because this city would be a good
representative for the purpose of drawing a good conclusion.
❖ BENEFITS OF RESEARCH
With the help of this research, we can come to know the different types of HR practices
as a career options. From this research, we can conclude that hr is a good career option
for students.
Through research, HR professionals can identify trends, challenges, and opportunities
within the workforce, enabling them to make informed decisions and implement
effective strategies. Research helps in improving talent acquisition and retention by
understanding employee preferences, motivations, and career aspirations. It also
enhances employee engagement and productivity by identifying factors that influence
job satisfaction and organizational commitment. Additionally, research enables
organizations to develop innovative training and development programs tailored to the
needs of employees, leading to skill enhancement and career advancement. By
leveraging research findings, HRM can create inclusive and diverse workplaces, foster
38
positive employee relations, and align HR practices with organizational goals,

ultimately driving sustainable business success.
❖ LIMITATION OF RESEARCH:
Time constraints: Due to time constraints sample size is taken only 75. Lack of
knowledge: the respondents lacked the knowledge of the services provided by the HR
profession. Hence, the complete true analysis was not possible.
Authenticity: the information provided by the respondents may be false which may not
lead to the authentic results. Findings of research may change due to area, age, and
other factors of respondents. The findings are solely based on information provided by
the respondents, so it may be subject to bias and prejudice of the respondents.
The research design is done by using descriptive method. The design is based on the
objective of the study and the hypothesis of the study. In making the project, I have
used the research equipment i.e., questionnaire by which it can be easily interpreted
with the help of the charts, diagrams, etc
❖ SAMPLE SIZE
All the HR professionals and students seeking for job are chosen from the population
for my research study as an experiments and survey. The targeted area for the research
is Mumbai. number of people are 75 which represents the whole population. Some of
the respondents think HR as a good career option where as some think it’s not. They
chose this option based on services or may by any other alternatives.
❖ TOOLS FOR DATA COLLECTION

The study involves collection of both primary as well as secondary data. Primary data
has been collected using the structured Questionnaire. The Questionnaire contained
both open-ended and close- ended questions. This questionnaire is distributed in the
form of google forms and the link of the questionnaire is send among the people.
Secondary data is collected with the help of internet, magazines, websites, books, etc.
39
❖ METHODS FOR DATA COLLECTION AND SAMPLING

The data is collected by using text, bar graphs, diagrams, and pie charts for
understanding. The method of sampling used in the research study is random sampling
method which is easily useful.
40
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Data analysis is done on the basis of survey which is done through the respondents in
my area. The target of my research is 75. The data was collected from 75 respondents
and analysis also done on the basis of the 75 responses. The following data analysis is
done on the basis of details collected from them:
2.Gender:.
31%
69%
Male Female
The above pie chart is taken from the data collected by the questionnaire.
Out of 75 respondents there are 43 male respondents which is 69% and 32 female respondents
which is 31%.
In the pie chart the blue area is of the male respondents and red area of female respectively.
41
3.Occupation
Occupation
33%
67%
Employee Student
The above pie chart represents occupation in which respondents are engaged. The
major part of the research is of employee which are 67% where as 33% are students.
42
4.Age
29%
33%
38%
18 to 24 25 to 55 56 to 85
The above pie chart represents different numbers of age variations.
Out of 75 respondents the Blue area covers the age differences of 18 to 24 which I 29% .
And the Orange area covers the major responses which is 38 % .
And the Grey area represents 33 %.
43
5.Work experience
Work Experience
20% 16%
25%
39%
Fresher 2 Year 5 Year 10 Year Above
The above pie chart represents work experience of the respondents.

Out of which 16 % are freshers
39 % of respondents have 2 years of experience which is the major part of the research.
25 % have 5 years of experiences
And finally, 20 % people has 10 years of work experience.
44
6.Qualifications:
The above diagram represents the qualification of the respondents

73.3% have completed their under graduation which are the major part of the research.
Whereas 26% of the respondents are post-Graduates.
45
7. Do u think Hr as a good career option?
From the above chart it can be seen that most of the respondents i.e.,
86 % of people think that HR as a good career option.
12 % respondents are not sure of choosing HR as a good career options.
And few respondent with NO , saying that Hr is not good for career option.
46
8 . Are you aware of the different fields in HR career?
78.7 % of people are aware of different fields in HR career.
12 % respondents have moderate opinions on the awareness of different fields
in HR career.
And 9.3 % of people reported that they don’t know about that different fields in
HR career.
47
9.On the below options of HR practices, which field are u aware?
From the above chart most of the respondents i.e.,

44% of respondents are aware of Hr recruiter whereas
17 % of people are aware of the Onboarding, in the field of HR career.
31 % of people are aware of the Training and Development in the field of HR
career.
23.3 % of people are aware of the payroll in the field of HR career.
36 % of people are aware of the HR manager in the field of HR career.

40 % of people are aware of all the fields in a HR as a career options.
48
10.According to you how is the impact of HR career compared to other fields in

the industries?
From the above chart it can be seen that 56 % of people think that the level of
impact of Hr career compared to other fields in the industries are high.
42 % of people think that the same is in moderate level
And some of people reported that they do not have idea about how the impact
of HR career compared to other fields in the industries.
49
11 . How do you think HR practices in India is growing?
From the above chart we can find the growth level of Hr practices in India.
The Blue area shows that 32 % of respondents thinks that HR practices in India
is growing excellently
The Red area, which is 58 % of respondents gives the remark Good for the
growth of in the HR field in India.
Whereas the Yellow area shows that 8 % of respondents shows moderate level
in the HR practices in India is growing.
And green area reports that the respondents have no idea about how the HR
practices in India is growing.
50
12 . Which of the following options made you to decide to take Hr as a career

option?

Majority of 61.3 % of respondents decided to choose a Hr as a career option for
the salary.
52 % of respondents decided to choose Hr as a career option for the work
conditions.
46.7 % of respondents decided to choose a Hr as a career option for the rewards
and benefits.
26.7 % of respondents decided to choose a Hr as a career option for the work
timings.
39 % of respondents decided to choose a Hr as a career option for the work
conditions.
32 % of respondents decided to choose a Hr as a career option for the job
security
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13 . To become a good HR what are the qualities required?

30.7 % of respondents thinks that relationship development qualities are
required to become a good HR.
20 % of respondents thinks that work efficiency qualities are required to become
a good HR
40 % of respondents thinks that skills and developments qualities are required
to become a good HR
Here are the major responses i.e., 54.7 % of respondents thinks that all the
qualities are required to become a good HR
52
14 . On which hr field do you think that there is a great career options?

Green area represents that training and development which is 46.7 %
respondents think that has a great career option.
Blue area represents that onboarding which is 16 % respondents think it as a
great career option.
Red area represents that recruitment which is 20 % respondents think it as a
Yellow area represents that payroll which is 17.3 % respondents think it as a
53
15 . How do u think that skill development is essential in HR field ?
The blue area 73.3% of the respondents says that Skill development is highly
required in the HR field
Whereas the yellow area which surronds by 16% respondents thinks skill
development is required in Hr field.
The Red area which is 10.7% thinks that Skill development is not required in
Hr field.
54
16 . What is the biggest drawback for choosing hr as a career ?
28 % of respondents reported as high employment is the biggest drawback for
choosing hr as a career.
24 % of respondents reported as salary structure is the biggest drawback for
53.3 % of respondents reported as multi-tasking is the biggest drawback for
33.3 % of respondents reported as pressure is the biggest drawback for choosing
hr as a career.
55
17 . Is Hr a challenging job ?
Blue area covers 73.3 % responses where respondents agree that HR is a
challenging job.
Yellow area covers 20 % responses, where respondents thinks that HR may be
a challenging job.
Red area says that some of respondents have no idea about it.
56
18 . Is understanding required between the HR and the employees ?
Blue area covers 89.3 % responses, majority of respondents agrees that
understanding is required between the HR and the employees.
Yellow area covers 9.3 % responses, respondents thinks that understanding may
be required between the HR and the employees.
Red area covers that some respondents have no idea about the understanding
required between the HR and the employees.
57
19. Is problem solving skill essential in HR practices skills ?
Blue area covers 92 % of responses, respondents agree that problem solving
skill essential in HR practices skills.
Yellow area covers 8 % of responses, respondents thinks that problem solving
skill is may be essential in HR practices skills.
58
20 . How important is goal setting in HR practices ?
Blue area covers majority of responses which is 88% , respondents mention that
goal settings is very important in HR practices.
Red area covers 8% of responses, respondents mention that goal settings is not
important in HR practices.
Yellow area respondents report that goal settings is least important in HR
practices.
59
21 . Is Benefits and compensation plays a vital role of a employee's job security in

a organisation ?
Blue area covers 80 % of responses, majority of respondents agree that benefits
and compensation play a vital role of a employee's job security in an
organisation.
Yellow area covers 16 % of responses, respondents think that benefits and
compensation may play a vital role of a employee's job security in an
organisation.
Red area cover some of respondents are unaware about the benefits and
compensation provided for a employee's job security in an organisation.
60
22 . Do you think Ai features will help HR practices in future ?
Blue area covers 56 % of responses, majority of respondents are agree that Ai
features will help HR practices in future.
Yellow area covers 29.3 % of responses, respondents are think that may be Ai
features will help HR practices in future.
Red area covers 14.7 % responses, respondents are not agree that Ai features
will help HR practices in future.
61
23 . Is Lack of group coordination in HR practices a disadvantage in achieving the

organisation goals ?
Blue area covers 68 % of responses, majority of respondents agree that lack of
group coordination in HR practices a disadvantage in achieving the organisation
goals.
Yellow area covers 21.3 % of responses, respondents think that lack of group
coordination in HR practices is may be a disadvantage in achieving the
organisation goals.
Red area covers 10.7 % of responses, respondents do not agree that lack of
group coordination in HR practices a disadvantage in achieving the organisation
goals.
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24 . On a rating of 1 to 5 how do you rate hr as a career option? (lowest to highest)
From the above chart, we can see that rating of respondents.

Yellow area shows that 22.7% of respondent’s rates HR Career as 3
Green area shows that 40 % of respondents rate that’s HR career as 4
Purple area shows that 26.7 % of respondents rate that’s HR career as 5
Whereas the Blue and Red area is rated among 1 and 2.
63
FINDINGS
❖ Based on the data provided, here are the findings from research:
1. Gender Distribution: Out of 75 respondents, 69% were male and 31% were
female. This indicates a higher representation of male respondents in the
sample.
2. Occupation: The majority of respondents (67%) were employees, while 33%

were students. This suggests that a significant portion of the sample population
is engaged in professional employment.
3. Age Distribution: Among the respondents, 29% were aged between 18 to 24,
38% fell into another age group, and 33% belonged to a different age category.
This illustrates a diverse range of age demographics in the sample.
4. Work Experience: Respondents varied in terms of work experience, with 16%

being freshers, 39% having 2 years of experience, 25% having 5 years of
experience, and 20% having 10 years of experience. This suggests a mix of both
entry-level and experienced professionals in the sample.
5. Qualifications: The majority of respondents (73.3%) had completed

undergraduate degrees, while 26% were postgraduates. This indicates a higher
prevalence of undergraduate qualifications among the respondents.
6. Perception of HR as a Career: A significant portion of respondents (86%)

considered HR to be a good career option, while 12% were unsure, and a few
respondents disagreed. This suggests a generally positive perception of HR as a
career choice among the respondents.
64
7. Awareness of Different Fields in HR: Most respondents (78.7%) were aware

of the various fields within HR, while a smaller percentage had moderate
awareness (12%) or were unaware (9.3%). This indicates a relatively high level
of awareness regarding HR career options.\
8. Awareness of Specific HR Fields: Respondents showed varying levels of

awareness across different HR fields, with the highest awareness observed for
HR recruiters (44%) and HR managers (36%). This suggests differing levels of
familiarity with specific HR roles among the respondents.
9. Impact of HR Career Compared to Other Fields: A majority of respondents

(56%) believed that the impact of an HR career compared to other fields in
industries was high, while 42% considered it to be moderate. This indicates a
generally positive perception of the impact of HR careers among the
respondents.
10. Perceived Growth of HR Practices in India: Respondents had mixed opinions

regarding the growth of HR practices in India, with varying percentages
indicating excellent, good, moderate, or uncertain levels of growth.
11. Factors Influencing Choice of HR Career: Respondents cited various factors

influencing their decision to pursue an HR career, including salary, work
conditions, rewards and benefits, job security, and work timings.
12. Qualities Required to Become a Good HR: Respondents highlighted qualities

such as relationship development, work efficiency, skills development, and a
combination of all qualities as essential for success in HR roles.
13. 13.Perceived Career Options within HR Fields: Respondents identified

training and development as the top career option within HR, followed by
onboarding, recruitment, and payroll.
65
14. Importance of Skill Development in HR: A majority of respondents (73.3%)

believed that skill development is highly essential in the HR field, while a
smaller percentage had mixed opinions or disagreed.
15. Perceived Drawbacks of Choosing HR as a Career: Respondents identified

challenges such as high employment, salary structure, multitasking, and
pressure as potential drawbacks of pursuing HR careers.
16. Challenges and Understanding in HR Roles: Most respondents

acknowledged HR as a challenging job and emphasized the importance of
understanding between HR and employees for effective HR practices.
17. Importance of Problem-Solving Skills in HR: A majority of respondents

(92%) recognized problem-solving skills as essential in HR practices,
highlighting its importance in resolving workplace issues.
18. Significance of Goal Setting in HR Practices: Respondents overwhelmingly

viewed goal setting as crucial in HR practices, with the majority considering it
very important for organizational success.
19. Role of Benefits and Compensation in Job Security: A large majority of

respondents (80%) agreed that benefits and compensation play a vital role in
ensuring employee job security within organizations.
20. Perception of AI Features in Future HR Practices: Respondents expressed

varying opinions regarding the potential impact of AI features on future HR
practices, with a majority believing in their usefulness.
66
CHAPTER 6
CONCLUSION AND SUGGESTION
1. The research study entitled “A STUDY OF HR PROFESSIONAL AS A

CAREER OPTIONS” was undertaken to know the various fields in hr as a career
options.
2. A structured questionnaire is shared with the 75 respondents to know the perception
of the respondents regarding HR profession.
3. From the above research, we get to know that almost all respondents are aware of
the various fields in HR profession.
4. Majority of respondents are graduate and majority of respondents know about the
HR profession. The structured questionnaire is shared among the 75 respondents to
know the perception regarding the study on HR profession as a career options.
5. From the above research, we come to know that most of the respondents aware
about the different fields in Hr.
6. The main reason is to understand how hr practices is and a great career option.
7. As per the respondent’s point of view, HR practices is growing excellent in India.
8. And many of the people are aware of different fields in HR such as HR manager,
Payroll, Onboarding, Recruitment and Developments etc, people decided to think
that HR career is the great options as compared with other profession due to job
security, salary structure, work conditions, and rewards and benefits, etc.
9. By choosing the HR practices, we can gain lot of knowledge, it helps to improve
skills and understand about what HR actual is.
10. A good HR is required in Relationship development with the employees, work
efficiency, unique skills or problem-solving skills which helps to archive the
organisations goals and terms.
11. As Hr is a multitasking work, the job pressure is also more.
12. But since every field as the same level of Job pressure Hr seems to be best among
other profession. This can be a drawback in choosing HR as a career option.
67
13. Among the students who is seeking for the career option, Hr would be a great and
best option due to its various advantages like good salary structure, work
dimensions and many more.
❖ SUGGESTIONS
1. Dive Deeper into Gender Disparities: Explore further the reasons behind the
gender disparities in respondents. Are there specific factors influencing career
choices or perceptions of HR based on gender? Understanding these nuances
can provide valuable insights.
2. Explore Age Groups: Analyse the differences in perceptions, career

preferences, and challenges among different age groups. Younger respondents
may have different priorities compared to older ones, which can impact HR
practices and career choices.
3. Conduct Qualitative Research: Supplement your quantitative data with

qualitative interviews or focus groups to gain deeper insights into respondents'
motivations, perceptions, and experiences related to HR careers.
4. Examine Work Experience: Investigate how work experience influences

perceptions of HR careers and the importance placed on various factors such
as salary, job security, and work-life balance.
5. Evaluate Awareness of HR Fields: Assess the level of understanding and

knowledge among respondents regarding different fields within HR. Are there
specific areas where awareness is lacking? This can inform educational
initiatives or training programs.
68
6. Identify Barriers to Entry: Explore the challenges faced by individuals

considering HR careers, such as perceived drawbacks, lack of awareness, or
misconceptions. Understanding these barriers can help tailor recruitment
strategies and career development programs.
7. Assess Skill Development Needs: Investigate specific skill gaps or areas of

development needed for aspiring HR professionals. Design training programs
or educational resources to address these needs and enhance preparedness for
the workforce.
8. Explore Future Trends: Delve into respondents' perceptions of future trends

in HR, such as the role of AI and technological advancements. Assess their
readiness to adapt to these changes and identify areas where further education
or training may be needed.
9. Examine Organizational Impact: Investigate the impact of HR practices on
organizational outcomes, such as employee satisfaction, retention, and
productivity. Identify best practices and areas for improvement to optimize HR
strategies.
10. Compare with Industry Benchmarks: Benchmark your findings against

industry standards or trends to provide context and identify areas where your
organization can excel or improve in HR practices.
69
CHAPTER 7
WEBLIOGRAPHY
https://chat.openai.com/c/3f42cd86-5223-4d7a-bfdc-b7e5d93148d7
https://www.whatishumanresource.com/historical-milestones-in-hrm-development
https://shodhgangotri.inflibnet.ac.in/bitstream/20.500.14146/7270/3/03_review%20of
%20literature.pdf
https://in.docworkspace.com/d/sIMuL1tA_5cuqrwY
https://www.indeed.com/career-advice/career-development/human-resource-
management-objectives
https://www.investopedia.com/terms/h/humanresources.asp
https://en.m.wikipedia.org/wiki/Human_resources
https://www.onlinemanipal.com/blogs/important-scope-of-human-resource-
management
https://www.google.com/amp/s/talentedge.com/articles/scope-opportunity-human-
resource-management-india/amp/
70
CHAPTER 8
APPENDIX
1.Name
2.Gender
• Male
• Female
3.Occupation
4.Age
5.Work experience
6. Qualifications
• Under Graduation
• Post Graduation
7. Do u think Hr as a good career option?
• Yes
• No
• Maybe
8. Are you aware of the different fields in HR career?
• Yes
• No
• Maybe
71
9.On the below options of HR practices, which field are u aware of ?
• HR Recruiter
• Onboarding
• Training and Development
• Payroll
• HR Manager
• All the above
10. According to you how is the impact of HR career compared to other fields in the
industries?
• High
• Moderate
• Low
11. How do you think the HR practices in India is growing?
• Excellent
• Good
• Moderate
• Bad
12.Which of the following options made you to decide to take Hr as a career option?
• Salary
• Work conditions
• Rewards and Benefits
• Work timings
• Job security
72
13. To become a good HR what are the qualities required?
• Relationship Development
• Work efficiency
• Skills and Development
• All the above
14.On which hr field do you think that there is a great career option?
• Onboarding
• Recruitment
• Payroll
• Training and Development
15. How do u think that skill development is essential in HR field?
• Highly required
• Not Required
• Required
16.What is the biggest drawback for choosing hr as a career?
• High employment
• Salary structure
• Multi-tasking
• Pressure
17. Is Hr a challenging job?
• Yes
• Not
• Maybe
73
18.Is understanding required between the HR and the employees?
• Yes
• No
• May be
19.Is problem solving skill essential in HR practices skills?
• Yes
• No
• May be
20.How important is goal setting in HR practices?
• Very important
• Not important
• Least important
21.Is Benefits and compensation plays a vital role of a employee's job security in a
organisation?
• Yes
• No
• May be
22.Do you think Ai features will help HR practices in future?
• Yes
• No
• Maybe
74
23.Is Lack of group coordination in HR practices a disadvantage in achieving the

organisation goals ?
• Yes
• No
• May be
24.On a rating of 1 to 5 how do you rate hr as a career option? (lowest to highest)
• 1
• 2
• 3
• 4
• 5
75

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VIVEK COLLEGE OF COMMERCE TYBMS

HR stands for Human Resources Management, is a strategic approach to managing

Overall, a career as an HR professional offers opportunities for growth, impact, and

HRM is concerned with the human beings in an organization. "The management of

HRM is the process of managing people of an organization with a human approach.

❖ Importance of Career planning in HRM

advancement, and offering mentorship and guidance.HR professionals facilitate

HR plays a key role in helping companies deal with a fast-changing business

interested in recruitment, employee relations, organizational development, data

An HR department is an essential component of any business, regardless of an

HR responsibilities include compensation and benefits, recruitment, retention, firing,

A career as an HR professional involves managing the human capital within an

Human resource management (HRM) strategies focus on actively advancing and

HR departments also handle employee compensation, benefits, and terminations.

HR professionals play a crucial role in attracting, retaining, and developing talent,

Human resources management (HRM) is the strategic and tactical approach to

HRM aims to optimize the performance of employees to achieve organizational

It encompasses various functions, including recruitment, selection, training,

The HR (Human Resources) profession encompasses a range of roles and

An HR department is an essential component of any business, regardless of an

HR responsibilities include compensation and benefits, recruitment, retention, firing,

Recruitment and Selection: Identifying, attracting, and hiring qualified candidates to

Onboarding and Orientation: Introducing new employees to the organization's

Training and Development: Providing learning opportunities to enhance employee

Performance Management: Evaluating employee performance, providing feedback,

Compensation and Benefits: Designing and administering competitive salary and

Employee Relations: Managing relationships between employees and employers to

Diversity and Inclusion: Promoting diversity and creating an inclusive workplace

Employee Engagement: Fostering a sense of commitment, motivation, and loyalty

Talent Management: Identifying high-potential employees and developing strategies

HR Policy Development: Creating and implementing policies and procedures that

Employee Wellness Programs: Offering initiatives to promote physical, mental, and

Conflict Resolution: Addressing workplace conflicts and disputes through mediation

HR Information Systems: Implementing and managing technology systems to

Employee Exit Management: Managing the offboarding process for departing

Employee Recognition and Rewards: Acknowledging and rewarding employee

Workforce Planning: Anticipating future workforce needs and developing strategies

HR Analytics and Metrics: Utilizing data and analytics to inform decision-making

The concept of "human relations," popularized by Elton Mayo's Hawthorne studies in

❖ History of Modern Human Resources of Management

1. Early Philosophy (Before 1900):

2. Efficiency and Productivity Movement (1900-1920):

3. Period of Welfarism and Industrial Psychology (1920- 1930):

4. Period of Human Relations (1930-1950):

5. Modern Times (After 1950):

Also known simply as a recruiter, is a professional responsible for sourcing, screening,

In HR refers to the process of integrating a new employee into an organization. It

In HR refers to the process of managing employee compensation, including calculating

4. Training and development:

Is a professional responsible for overseeing various aspects of human resources within

Is a professional who specializes in leveraging digital technologies to optimize and

In HR is a professional responsible for handling various administrative tasks within the

A documentary role refers to the responsibilities associated with managing and

ensuring compliance with legal requirements, maintaining accurate and up-to-date

For Examples: Recruitment and Selection: Employee Relations, Compensation and

❖ ADVANTAGES OF Human Resources of Management

1. Talent Acquisition: Attracting and recruiting skilled and qualified candidates to

6. Diversity and Inclusion: Promoting diversity and creating an inclusive workplace

❖ DISADVANTAGES OF Human Resources of Management.

1. Turnover Costs: High turnover rates result in increased recruitment, training,