A Study on

HUMAN RESOURCE MANAGEMENT

(With reference to ORACE INDIAN PVT., LTD)
A Project Report Submitted to
AdikaviNannaya University, Rajamahendravaramin partial fulfillment of the
requirements for the award of the Degree of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
KARRI SAI SURYA ROHITH REDDY
(Reg. No: 201488300023)

Under the Guidance of

Dr. CH. VENKATESWARLU
Professor& HOD

DEPARTMENT OF COMMERCE AND MANAGEMENT STUDIES

GIET DEGREE COLLEGE
NH – 16, CHAITANYA KNOWLEDGE CITY, RAJAMAHENDRAVARAM
2020 -2023
 DECLARATION

I hereby declare that the project entitled “A Study on HUMAN RESOURCE

MANAGEMENT” With reference to ORACLE INDIAN PVT., LTD is an original and
independent work done by me and has been submitted to the Department of Commerce
&Management Studies,GIET Degree College affiliated to AdikaviNannya University,
Rajamahendravaram in partial fulfillment for the award of degree of “BACHELOR OF
BUSINESS ADMINISTRATION”.

I also declare that this project is the result of my own effort and is not submitted to
any other University for the award of any Degree or Diploma.

Place: KARRI SAI SURYA ROHITH REDDY

Date: Reg. No. 201488300023
 DEPARTMENT OFCOMMERCE & MANAGEMENT STUDIES

CERTIFICATE

This is to certify that the project work entitled, A Study on “HUMAN RESOURCE
MANAGEMENT” With reference to ORACLE INDIAN PVT.,LTD ; submitted by
KARRI SAI SURYA ROHITH REDDY, Reg. No. 201488300023examined and adjudged
sufficient as partial fulfillment for the award of the Bachelor of Business Administration, by
AdikaviNannaya University, Rajamahendravaram from GIET Degree College,
Rajamahendravaram.

INTERNAL GUIDE HEAD OF THE DEPARTMENT

INTERNAL EXAMINER EXTERNAL EXAMINER

PRINCIPAL
 ACKNOWLEDGMENT

I take this opportunity to acknowledge, all the people who rendered their valuable advice in bringing the
project to function.

As a part of the curriculum at GIET Degree College, affiliated to AKNU-

RAJAMAHENDRAVARAM the project enables us to enhance our skills, expand our knowledge by
applying various theories, concepts and laws to real life scenario which would further prepare us to face the
extremely ‘Competitive Corporate World’ in the near future.

I express my sincere thanks to Mr. K. SASI VARMA, Vice-Chairman, GIET DEGREE

COLLEGE, for giving me an opportunity to undertake this project work.

I express my gratitude to Smt. K. VALLI MADHAVI, Principal, GIET Degree

College,Rajamahendravaram, forhis valuable support in pursuing my project work.

I owe a deep sense of gratitude to Dr. CH. VENKATESWARLU, HOD -Department of

Commerce & Management Studies, GIET DEGREE COLLEGE, RAJAMAHENDRAVARAM, and
Project guide Mrs. A. HEMA SAI LATHA, Assistant Professor for his cooperation at each and every stage
of my work and for his patience and immense support in completing this project.

Finally, I wish to express my thanks to all the members of the faculty of department of Business
Administration for their valuable suggestions in bringing out my project in most successful manner.

KARRI SAI SURYA ROHITH REDDY

 CONTENTS

Page.
S.No Title
No
CHAPTER – I
1 Introduction 1-6
2 Need for the study 7
3 Scope of the study 8
4 Objectives of the study 9
5 Methodology of the study 10
6 Limitations of the study 11
CHAPTER – II
7 Review of Literature 12-14
CHAPTER – III
8 Profile of Software Industry in India 15-26
CHAPTER – IV
9 Profile of ORACLE CORPORATION. 27-34
CHAPTER – V
10 Data Analysis & Interpretation 35-71
CHAPTER – VI
11 Findings 72
12 Suggestions 73
13 Conclusion 74
14 Bibliography 75
 CHAPTER- I
INTRODUCTION
NEED FOR THE STUDY
SCOPE OF THE STUDY
OBJECTIVES OF THE STUDY
METHODOLOGY OF THE STUDY
LIMITATIONS OF THE STUDY

 INTRODUCTION OF ABOUT HUMAN RESOURSE MANAGEMENT

•Human Resource Management (HRM) - Definition and Concept
Human resources is the set of people who make up the workforce of an organization, business sector,
industry, or economy. A narrower concept is human capital, the knowledge and skills which the individuals
command. Similar terms include manpower, labor, personnel, associates or simply: people.

The human-resources department (HR department) of an organization performs human resource

management, overseeing various aspects of employment, such as compliance with labor law and
employment standards, interviewing, 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 counseling.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.
We often hear the term Human Resource Management, Employee Relations and Personnel Management
used in the popular press as well as by Industry experts. Whenever we hear these terms, we conjure images
of efficient managers busily going about their work in glitzy offices.
In this article, we look at the question “what is HRM ?” by giving a broad overview of the topic and
introducing the readers to the practice of HRM in contemporary organizations. Though as with all popular
perceptions, the above imagery has some validity, the fact remains that there is much more to the field of
HRM and despite popular depictions of the same, the “art and science” of HRM is indeed complex. We have
chosen the term “art and science” as HRM is both the art of managing people by recourse to creative and
innovative approaches; it is a science as well because of the precision and rigorous application of theory that
is required.
As outlined above, the process of defining HRM leads us to two different definitions. The first definition of
HRM is that it is the process of managing people in organizations in a structured and thorough manner. This
covers the fields of staffing (hiring people), retention of people, pay and perks setting and management,
performance management, change management and taking care of exits from the company to round off the
activities. This is the traditional definition of HRM which leads some experts to define it as a modern
version of the Personnel Management function that was used earlier.
These definitions emphasize the difference between Personnel Management as defined in the second
paragraph and human resource management as described in the third paragraph. To put it in one sentence,
personnel management is essentially “workforce” centered whereas human resource management is
“resource” centered. The key difference is HRM in recent times is about fulfilling management objectives of
providing and deploying people and a greater emphasis on planning, monitoring and control.

 A STUDY ON TRAINING AND DEVELOPMENT

A KEY FUNCTION
Training and development is one of the key HR functions. Most organisations look at training and
development as an integral part of the human resource development activity. The turn of the century has
seen increased focus on the same in organisations globally. Many organisations have mandated training
hours per year for employees keeping in consideration the fact that technology is deskilling the employees at
a very fast rate.
So what is training and development then? Is it really that important to organisational survival or they can
survive without the former? Are training and development one and the same thing or are they different?
Training may be described as an endeavour aimed to improve or develop additional competency or skills in
an employee on the job one currently holds in order to increase the performance or productivity.
Technically training involves change in attitude, skills or knowledge of a person with the resultant
improvement in the behaviour. For training to be effective it has to be a planned activity conducted after a
thorough need analysis and target at certain competencies, most important it is to be conducted in a learning
atmosphere.

While designing the training program it has to be kept in mind that both the individual goals and
organisational goals are kept in mind. Although it may not be entirely possible to ensure a sync, but
competencies are chosen in a way that a win-win is created for the employee and the organisation.
Typically organisations prepare their training calendars at the beginning of the financial year where training
needs are identified for the employees. This need identification called as ‘training need analysis’ is a part of
the performance appraisal process. After need analysis the number of training hours, along with the training
intervention are decided and the same is spread strategically over the next year.
Development
Lots of time training is confused with development, both are different in certain respects yet components of
the same system. Development implies opportunities created to help employees grow. It is more of long
term or futuristic in nature as opposed to training, which focus on the current job. It also is not limited to the
job avenues in the current organisation but may focus on other development aspects also.
At Goodyear, for example, employees are expected to mandatorily attend training program on presentation
skills however they are also free to choose a course on ‘perspectives in leadership through literature’.
Whereas the presentation skills program helps them on job, the literature based program may or may not
help them directly.
Similarly many organisations choose certain employees preferentially for programs to develop them for
future positions. This is done on the basis of existing attitude, skills and abilities, knowledge and
performance of the employee. Most of the leadership programs tend to be of this nature with a vision of
creating and nurturing leaders for tomorrow.
The major difference between training and development therefore is that while training focuses often on the
current employee needs or competency gaps, development concerns itself with preparing people for future
assignments and responsibilities.
With technology creating more deskilled workers and with industrial workers being replaced by knowledge
workers, training and development is at the forefront of HRD. The onus is now on the human development
department to take a proactive leadership role in responding to training and business needs.
•Training and Development Programmes
Training and development programmes are designed according to the requirements of the organisation, the
type and skills of employees being trained, the end goals of the training and the job profile of the employees.
These programmes are generally classified into two types: (i) on the job programmes, and (ii)off the job
programmes.

Different training is given to employees at different levels. The following training methods are used For the
training of skilled workers and operators- Specific job training programmes, Technical training at a training
with live demos, Internship training, Training via the process of rotation of job.
Training given to people in a supervisory or managerial capacity is – Lectures, Group Discussions, Case
studies, Role-playing, Conferences etc.
People in managerial programmes are given this type of training- Management Games to develop decision
making, Programmes to identify potential executives, Sensitivity training to understand and influence
employee behaviour, Simulation and role-playing, Programmes for improving communication, human
relations and managerial skills.

TRANING PROGRAMES IN HR
•Technical Training – Technical training is that type of training that is aimed at teaching employees how a
particular technology or a machine.
•Quality Training – Quality training is usually performed in companies who physically produce a product.
Quality training teaches employees to identify faulty products and only allow perfect products to go out to
the markets.
•Skills Training – Skills training refers to training given to employees so as to perform their particular jobs.
For e.g. A receptionist would be specifically taught to answer calls and handle the answering machine.
•Soft Skills – Soft skills training includes personality development, being welcoming and friendly to clients,
building rapport, training on sexual harassment etc.
•Professional Training – Professional Training is done for jobs that have constantly changing and evolving
work like the field of medicine and research. People working in these sectors have to be regularly updated
on matters of the industry.
•Team Training – Team training establishes a level of trust and synchronicity between team members for
increased efficiency.

•NEED FOR THE STUDY

Studying human resource management helps professionals to effectively assess the relevant candidates
based on personal traits and critical skills required for the job. As such, students pursuing a course in human
resource management stand a high chance of mastering the key attributes that a hiring manager should
possess.
Whether you are a college student pursuing a degree, diploma, or certificate in human resource management,
it is essential to learn how a hiring manager should behave during an interview session or when to recruit
new employees. In case you want to advance your career to a higher level, it is advantageous to pursue a
postgraduate course in human resource management. Apart from that, you should focus on short-term
courses, which will help you to learn more about working with people within any kind of workforce
environment. As such, you will realize that a successful hiring manager should possess excellent people
skills, which help them to communicate effectively with the employees.Many companies usually appreciate
their workers as valuable assets. This is possible if the organization embraces the idea of building effective
management of its human resource management department. As such, human resources enables institutions
and businesses to create a well-structured team with a distinctive organizational culture. With this, the
workforce stands a high chance of getting engaged or developed with whatever activity they are doing.
  SCOPE FOR THE STUDY
The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it concisely.
However, we may classify the same under following heads:

HRM in Personnel Management: This is typically direct manpower management that involves manpower
planning, hiring (recruitment and selection), training and development, induction and orientation, transfer,
promotion, compensation, layoff and retrenchment, employee productivity. The overall objective here is to
ascertain individual growth, development and effectiveness which indirectly contribute to organizational
development.
It also includes performance appraisal, developing new skills, disbursement of wages, incentives,
allowances, traveling policies and procedures and other related courses of actions.
HRM in Employee Welfare: This particular aspect of HRM deals with working conditions and amenities at
workplace. This includes a wide array of responsibilities and services such as safety services, health
services, welfare funds, social security and medical services. It also covers appointment of safety officers,
making the environment worth working, eliminating workplace hazards, support by top management, job
safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care,
sickness

•OBJECTIVES FOR THE STUDY

  The primary objectives of HRM is to ensure the availability of right people for right jobs so as the
organisational goals are achieved effectively.
 To help the organisation to attain its goals effectively and efficiently by providing competent and
motivation employs.
 To utilize the available human resources effectively.
 To increase to the fullest the employee job satisfaction and self actualisation.
 To develop and maintain the Quality of working life [QWL]. which makes employment in the
organisation a desirable personal and social situation.
 To help maintain ethical policies and behaviour inside and outside the organisation.
 To establish and maintain cordial relations between employees and management.
 To reconcile individual/group goals with organisational goals.

•METHODOLOGY FOR THE STUDY

In order to cope up with the emerging challenges due to tough global competitions, the way out
for this is to produce quality products at reasonable prices. This is possible only through an
organization culture of quality consciousness and enhanced productivity. Optimal utilization of
resources especially the human resources are one sure way of meeting this objective. That's why
proper induction of an employee is very important.
STATEMENT OF THE PROBLEM
The topic selected for the study is "A study on Human Resources Management on Marudhar
Music Pyt Ltd". The main theme of the project is the analysis and interpretation of practices of
the employees using Human Resources as a tool.
It is prepared to know whether the company is preparing well or not; performance of the
company and about its competitiveness by the analysis and interpretation of the Human
Resources Management Process.
A critical study of the effectiveness of Human Resources Management system and suggest ways
tor improvement.

•LIMITATIONS FOR THE STUDY

1. Recent Origin:HRM is of recent origin, so it lacks universally approved academic base. Different people
try to define the term differently. Some thinkers consider it as a new name of personnel management. Some
organisationshave named their traditional personnel management department as human resource
management department. With the passage of time an acceptable approach will be developed.
2. Lack of Top Management Support:HRM must have the support of top level management. The change in
attitude at the top can bring good results while implementing HRM. Because of passive attitude at the top,
this work is handled by personnel management people. Unless otherwise there is a change in approach and
attitude nothing spectacular is going to happen.
3. Improper Actualisation:
HRM should be implemented by assessing the training and development requirements of employees. The
aspirations and needs of people should be taken into account while making human resource policies. HRM
is actuated half-heartedly. The organising of some training programmes is considered as the implementation
of HRM. With this, management’s productivity and profitability approach remains undisturbed in many
organisations.
 CHAPTER-II
REVIEW OF LITRATURE

REVIEW OF LITERATURE
LITERATURE REVIEW OF HUMAN RESOURCE MANAGEMENT
Leavitt (1965) Proposes that an organization can change four things its task or purpose, its
technology, its structure and its employees. Hostage
(1975) believes that a service firm‟s contact personnel comprise the major determinants of service quality.
Berry (1980) along with Booms and
Bitner (1981) argue that, due to intangible nature of services, customer use elements associated with the
physical environment when evaluating
service quality. Levitt (1981) proposes that customers use appearances to make judgments about realities.
Berry (1981), Gronroos (1990) and
Gummesson (1990) stated that if a management wanted its employees to deliver an outstanding level of
service to customers, it must be prepared
to do a great job with its employees. McCleary and Weaver (1982) indicated that good service is defined on
the basis of identification of
measurement behaviours that are important to customers. Lewis and Booms (1983) propose that service
quality resides in the ability of the
service firm to satisfy its customer needs i.e. customer satisfaction. Beer and others (1984) also stress the
importance of HRM in getting
managers involved in the dissemination of the organization‟s central mission to all employees. Gronroos
(1984), Lehtinen and Lehtinen, (1982)
Defining service quality and its components in a form that is actionable in the workplace is an important
endeavor that any business company
cannot take lightly. Russel, Terborg and Powers (1985) demonstrated a link between the adoption of
employment training programs and financial
performance. Zemke and Albrecht (1985) suggested that service plays an important role in defining a
restaurant‟s competitive strategies and
identified systems and strategies for managing service. Russel, Trevor and Powers (1985) demonstrated a
link between the adoption of
employment training programs and financial performance. As suggested by (Levitt, 1986; Gronroos, 1994;
Morgan, 1994; Gummesson, 1999;
Bejouetal, 1998) trust, commitment, ethical practices, fulfilment of promises, mutual exchange, emotional
bonding, personalisation and
customer orientation have been reported to be the key elements in the relationship building process.
Gronroos (1990) Customers evaluate banks‟
performance mainly on the basis of their personal contact and interaction. Rutherford (1990) reported that
motivation makes an organization
more effective because motivated employees are always looking for better ways to do a job, so it is
important for management to understand how
organizations influence the motivation of their individual employees. Cascio (1991) argues that the financial
returns associated with investments
in progressive HR practices are generally substantial. Schneider and Bowen (1993) postulated that by
recruiting and selecting right people,
training them to work in the market segment allocated to them, rewarding them according to the objective
achieved by them would get benefits
to the organization. Terpstra and Rozell‟s (1993) study of the relationship between recruiting/selection
practices and firm performance, where
they found a significant and positive link between extensiveness of recruiting, selection and the use of
formal selection procedures and firm
performance. Fisk et al., (1993) Academics and practitioners have demonstrated interest in issues that
surround the measurement of service
quality and the conceptualization of the relationship between service quality and consumer satisfaction. Fisk
et al., (1993) The interest in service
quality parallels the focus on quality, total quality management, and satisfaction in business. Schneider &
Bowen (1993) Management should be
aware of this closeness, which has a strong influence customer's perception of service quality. Palmer (1994)
The role of marketing is to achieve
organizational aims by satisfying user‟s needs, and HRM is about reaching organizational aims. For this
reason HRM must be concerned with
satisfying external customer needs. Collins &Poras (1994); Sako (1998); Shaw, (1997) HRM practices are
an important part of the social
exchange that characterizes employment relations, and in which the components of trust come into play.
Wager (1994) employees‟ trust in
managers will be positively related to perceived service quality. Schneider & Bowen (1995) Two partners
are actively involved in the serviceprocess: employees and customers, and when an organization nurtures its
relationships with its employees, a real improvement in service
provision to customers occurs. Huselid (1995) in his famous article "The impact of human resource
management practices on turnover,
productivity, and corporate financial performance" took eleven human resource management practices
which are personnel selection, labour
management participation, incentive Compensation, performance appraisal, grievance procedures,
information sharing, job design, attitude
assessment, recruitment efforts, promotion criteria and employee training. William et al., (1996) Career
planning is a tool that aligns strategy
with future HR needs and encourages employee to strive for his personal development. Koch and McGrath
(1996) reported that firms using more
sophisticated staffing practices (planning, Recruiting and selection) had higher labor productivity. Hollowell
(1996) Both the service
management and the marketing literatures suggest that there is strong theoretical underpinning among
customer satisfaction, customer loyalty,
and profitability. Spender (1996) knowledge has become the most important strategic factor of production,
so managers must now focus on itsproduction, acquisition, movement, retention and application. Delaney
and Huselid (1996) categorized the human resource management practices.
 CHAPTER-III
PROFILE OF SOFTWARE INDUSTRY IN INDIA

•INDUSTRIAL PROFILE OF THE SOFTWARE OPERATIONS IN INDIA

The development of the Indian software industry is an archetype of how economic liberalization combined
with an entrepreneurial spirit can build an industry that today contributes as much as 8% to the GDP of a
fast-growing country like India. On the back of thousands of IT services companies that were built over the
last three decades, the industry has generated US$177 billion in revenue and more than US$135 billion in
exports in FY 20182019 alone. The IT industry has also created over four million direct jobs and 12 million
indirect jobs in India. A testament to this growth is the fact that the largest Indian IT services company is
currently valued at over US$100 billion and generates over US$20 billion in revenue.

Over the years, the Indian software industry has matured from providing cost-effective back office support
to driving the digital transformation agenda ahead in global companies. Increasingly, leaders of more than a
thousand global enterprises across the U.S., Europe, and other locations have realized India's potential and
have set up their own IT or R&D centers to take advantage of the vibrant Indian software ecosystem.

The current wave of Indian software entrepreneurs is focusing on building platforms and products for Indian
and global markets. This has led to the creation of more than 7,000 tech startups in India. India is already
home to 18 unicorns (start-ups valued in excess of US$1 billion), and another 10 are expected to be added
by the end of 2020.

The Indian software industry has accelerated the adoption of digital technologies in the country. The
industry has played a crucial role in providing digital identities to over one billion people in the country,
which is further enabling the provision of services across industries such as banking, healthcare, and
education in an efficient manner. The next generation of Indian software companies is helping millions of
small and medium businesses (SMBs) and individual workers such as cab drivers and delivery personnel
move into the formal economy.

This article is not just a story of the Indian software industry but also of the entrepreneurial capability of
India's vast talent pool.

Growth of the Software Industry in India

For the purpose of discussion, the growth and evolution of the industry can be viewed in three broad phases:

 Pre-2000 era: The growth of software exporting firms.

For the two decades in this period, the software sector was largely comprised of firms looking to provide
software services to global clients. The focus was on exports, and most companies viewed themselves as
software exporters. The companies started solving Y2K issues for their customers and further extended their
offerings to help companies manage their legacy portfolio of applications and infrastructure. The first wave
of the global Internet and dot-com era created intercontinental Internet infrastructure. Indian companies were
able to leverage this infrastructure to deliver software development-related services to global enterprises
remotely.

Realizing the potential and the availability of talent, some multinational corporations established their own
offshore development centers in India. Companies involved in the software aspects of hardwarefor example,
design of tools or VLSI (very large-scale integration)/system designalso took root, diversifying their services
portfolio.

 Circa 20002010: The rise of Indian software multinationals and R&D centers.

With experience in dealing with complex IT systems and confidence in working with international
customers, several companies became multinationals with offices and centers across countries. They offered
a wider range of services like executing large and complex projects involving integration, complete end-to-
end solutions including management of IT infrastructure, running the services, providing IT strategy, and
other related services.
Global multinational companies also realized India's potential in software services and started increasing
their direct presence in India by setting up IT, business process management (BPM), and R&D centers. To
date, 1,250 companies from around the world have set up their own centers in India across almost all key
industry verticals. Software/Internet, telecom, semiconductor, automotive, and industrial are the top
industries present, with R&D being a strong focal point. Enterprises across industries such as banking, retail,
and healthcare also started driving digital engineering work from their India development centers.

Today, several centers have matured to deliver end-to-end products from India. These centers also act as the
gateway to Asia, helping with product localization and creation of new products for these markets. Even
next-generation companies have started setting up centers in India. Uber set up an engineering center in
2017, and OVHa unicorn from France that provides cloud servicesset up an R&D center in the country last
year.

Over 400,000 engineers work in global R&D centers in India. Bangalore, Pune, Hyderabad, National Capital
Region (Delhi, Noida, Gurgaon), and Chennai are key locations for such centers, amplifying the possibility
of ecosystemwide learning, relearning, innovation, and partnership.

 Circa 2011 to present: Vibrant and innovation-driven multi-dimensional sector.

The Indian software ecosystem has now evolved into an extremely dynamic and varied sector that is
building and managing the most complex IT systems for global enterprises. The combination of available
talent, lower rates of brain drain to the U.S., the presence of large technology companies' R&D centers, and
the presence of global venture capitalists has helped accelerate the growth of the start-up ecosystem. India,
today, has over 7,000 start-ups (started less than five years ago), and over 1,200 technology start-ups were
established in just the last year.

There are largely two types of technology start-ups. The first are consumer-led and largely focused on the
India market. Initially these were replicas of U.S. companies, but soon morphed with unique innovations for
the India market. For example, the cash on delivery model in e-commerce was pioneered in India and is now
used globally. The second set of startups are focused on serving the U.S. and European markets.

In the last few years, 18 start-ups touched US$1 billion in market capitalization. Walmart bought India's
largest e-commerce company, Flipkart, which is only about 11 years old, at a valuation of US$21 billion.
Start-ups are driving innovation at an accelerated pace. To maintain the warp speed of innovation, large
companies are building partnerships with the start-ups and are actively looking at acquisitions, both for
talent and intellectual property.

SOFTWARE OPERATIONS OF ORACLE

Oracle Corporation traces its roots to 1977 when two computer programmers, Lawrence J. Ellison and
Robert N. Miner, teamed up to start a new software firm. Ellison had been a vice-president of systems
development at Omex Corporation and a member of a pioneering team at Amdahl Corporation, which
developed the first IBM-compatible mainframe computer, while Miner had served as Ellison's former
supervisor at another computer company, Ampex Corporation. Both men had significant experience
designing customized database programs for government agencies, and the pair persuaded the Central
Intelligence Agency (CIA) to let them pick up a lapsed, $50,000 contract to build a special database
program. Ellison and Miner then pooled $1,500 in savings to rent office space in Belmont, California, and
start Oracle for the purpose of developing and marketing database management systems (DBMS) software.
Ellison became president and chief executive and took charge of sales and marketing for the new company,
while Miner supervised software development. The pair of entrepreneurs sought out well-known private
venture capitalist Donald L. Lucas to become chairman of the board.
While working on the CIA project, Ellison continued monitoring technical documents published by IBM, a
practice he had established while working as a programmer at Amdahl. Ellison noticed that the computer
giant was interested in new types of speedy, efficient, and versatile database programs, called relational
databases, that were projected to one day allow computer users to retrieve corporate data from almost any
form. What was expected to make this possible was the IBM innovation called the Structured Query
Language (SQL), a computer language that would tell a relational database what to retrieve and how to
display it.
Banking on what later proved to be a correct hunch--that IBM would incorporate the new relational database
and SQL into future computers--Ellison and Miner set out to provide a similar program for Digital
minicomputers and other types of machines. In 1978 Miner developed the Oracle RDBMS (relational
database management system), the world's first relational database using SQL, which would allow
organizations to use different-sized computers from different manufacturers but still standardize on
software. A year after its pioneering development, Oracle became the first company to commercially offer a
relational database management system, two years before IBM debuted its own RDBMS system.
After its initial innovation, Oracle quickly became profitable, and by 1982 the company, then with 24
employees and a mainframe and minicomputer customer base of 75, reported annual revenues of nearly $2.5
million. That same year the company began its international expansion with the creation of Oracle Denmark.
About one-fourth of 1982 revenues were poured back into research and development, leading to a 1983
Oracle innovation, the first commercially available portable RDBMS. The portable RDBMS enabled
companies to run their DBMS on a range of hardware and operating systems--including mainframes,
minicomputers, workstations, and personal computers--and helped Oracle to double revenues that year to
over $5 million. Oracle Stumbles: 1990-92
Oracle entered the 1990s anticipating continued high growth, and in January 1990 the company decided to
seek $100 million in public financing to support its expansion. But the company's expectations were
misplaced and its image as a darling of Wall Street soon began to tarnish. In March 1990 Oracle announced
a record 54 percent jump in quarterly revenues but only a one percent rise in net earnings. The company's
first flat earnings quarter, attributed to an accounting glitch, shook Wall Street out of a long love affair with
Oracle; the day after the earnings announcement the company's stock plummeted $7.88 to $17.50 in record
one-day volume with nearly 21 million of the company's 129 million shares changing hands.
In April 1990 a dozen shareholders brought suit against Oracle, charging the company had made false and
misleading forecasts of earnings. On the heels of that suit, Oracle announced in May that it would conduct
an internal audit and immediately restructure its management team with Lawrence Ellison assuming the
additional post of chairman, while Lucas remained a director. Oracle also formed a separate domestic
operating subsidiary, Oracle USA, aimed at addressing management and financial control problems of
domestic operations, which the company attributed to poor earnings. Gary D. Kennedy was named president
of the new subsidiary.
For the fiscal year ending May 31, 1990, Oracle initially posted record sales of $970.8 million and a net of
$117.4 million. But those results were below Oracle's own estimates and the company's stock price
responded by falling $2.50 to $19.88. Oracle's stock plunged deeper in August to $11.62 after the results of
an internal audit were released and Oracle restated earnings for three of its four fiscal 1990 quarters,
although initially the restatement did not affect annual sales and earnings
Late in August 1990 Oracle negotiated a $250 million revolving line of credit from a bank syndicate. A few
weeks later Oracle reported the company's first-ever quarterly loss, posting a net loss of nearly $36 million
with expenses outpacing revenues by 20 percent. Stockholders suffered a quarterly loss of 27 cents a share
and Oracle's stock tumbled to $6.25 a share on the announcement, with the stock having lost more than $2.7
billion in market value in six months.
In response to widespread criticism concerning overzealous sales techniques, revenue recognition methods,
poor management controls, and miscalculations of market strength, another management shakeup followed.
After less than four months on the job, Kennedy was replaced as president of Oracle USA by Michael S.
Fields, a company vice-president. Oracle also moved to reduce its annual growth rate goals from 50 to 25
percent, then laid off 10 percent of its domestic workforce of 4,000, cut two levels of its five-tier sales
hierarchy, consolidated Oracle USA's financial and administrative operations to come under corporate
management control, and folded various international organizations into a single division.
With Oracle's stock tumbling, the company's board approved an anti-takeover stockholder rights plan in
December 1990, making any hostile attempt to acquire the firm more expensive and more difficult. Despite
Oracle's most turbulent year in its history, 1990 was not without its firsts. With communism bowing out in
Eastern Europe, the subsidiary Oracle Eastern Europe was formed to serve Oracle's first customer sites in
Bulgaria, Czechoslovakia, Hungary, Poland, Romania, and what was then the Soviet Union.

Oracle began 1991 on a sour note, however, reporting in early January quarterly losses of $6.7 million
despite a 29 percent increase in revenue. The report again sent shock waves rippling through Wall Street,
and Oracle's stock fell to $6.62. By the middle of January 1991 Oracle's bankers had cut the company's line
of credit from $170 million to $80 million while granting the company much-relaxed loan covenants.
By the end of its 1992 fiscal year, Oracle's balance sheet had improved as sales inched modestly upward and
earnings rebounded, with the company logging $1.18 billion in sales while netting $61.5 million. Oracle
entered 1993 with no bank debt, solid long-term financing in place, and in an improved financial position
controlled by a revamped management team. As Oracle's chief executive Ellison told Forbes magazine in
1991: "You pay a price for growing too rapidly."
 CHAPTER-IV
PROFILE OF ORACLE INDIAN PVT.,LTD

COMPANY PROFILE AND TRANING AND DEVELOPMENT SECTOR OF THE

ORACLE INDIAN PVT LTD.,
ORACLE HISTORY
Larry Ellison co-founded Oracle Corporation in 1977 with Bob Miner and Ed Oates under the name
Software Development Laboratories (SDL). Ellison took inspirationfrom the 1970 paper written by Edgar F.
Codd on relational database management systems (RDBMS) named A Relational Model of Data for Large
Shared Data Banks. He heard about the IBM System R database from an article in the IBM Research Journal
provided by Oates. Ellison wanted to make Oracle's product compatible with System R, but failed to do so
as IBM kept the error codes for their DBMS a secret. SDL changed its name to Relational Software, Inc
(RSI) in 1979, then again to Oracle Systems Corporation in 1983 to align itself more closely with its
flagship product Oracle Database. The name also drew from the 1977 CIA project codename, which was
also Oracle's first customer.At this stage Bob Miner served as the company's senior programmer. On March
12, 1986, the company had its initial public offering. In 1995, Oracle Systems Corporation changed its name
to Oracle Corporation, officially named Oracle, but is sometimes referred to as Oracle Corporation, the
name of the holding company. Part of Oracle Corporation's early success arose from using the C
programming language to implement its products. This eased porting to different operating systems most of
which support In 2005, Oracle acquired PeopleSoft, an ERP company, and in 2006 Siebel, a CRM
company. In 2008 Oracle acquired BEA Systems, an enterprise infrastructure software company and in 2010
it acquired Sun Microsystems, a computer hardware and software company (famous for its Java
programming language). On December 20, 2021, Oracle announced the acquisition of Cerner, a health
information technology company.

ORACLE PROFILE
Oracle Corp (Oracle) is a provider of cloud-based solutions for enterprises. The company offers database
and middleware software, application software, cloud infrastructure software and hardware systems. It also
offers integrated cloud solutions including Infrastructure-as-a-Service (IaaS) and Software-as-a-Service
(SaaS). Oracle provides licenses for on-premises new software, updates licenses and offers related support
solutions. The company markets solutions through independent software and hardware vendors, system
integrators and resellers. Its on-premises offerings include hardware, servers, storage, networking and
industry-specific products and related support and services. The company’s operations span the Americas,
Europe, the Middle East and Asia-Pacific. Oracle is headquartered in Austin, Texas, the US.

ORACLE TRAINING AND DEVELOPMENT

HOW ORACLE TRAINING HELPS

Oracle Learning (part of Oracle Cloud Human Capital Management) empowers your business to grow and
adapt seamlessly in a rapidly changing business climate. The integration of traditional, compliance-based
learning with social, informal learning will help your organization to perform to its fullest potential. As a
central part of your growth and learning strategy, Oracle Learning enables your organization to quickly
respond to changes in the business environment, increase productivity through collaboration, and enable
knowledge sharing across different communities. A PERSONALIZED LEARNING EXPERIENCE A
simple, elegant and responsive user experience allows employees to fit learning into the flow of work while
making it accessible anytime, anywhere through mobile devices and a digital assistant. The learning
experience starts with a personalized homepage that engages the user. From here, users can view and launch
mandatory learning, continue any developmental courses they are enrolled in, and review recommendations
from the system, managers, and even peers. Learners can also browse and search courses and content from
various criteria like learning engagement history, current work assignments, and career goals which ensure
learners develop the most relevant skills. COLLABORATIVE SOCIAL LEARNING Oracle Learning
provides an easy to use, social learning solution where employees can discover and follow key contributors
recognized for delivering high value content. By sharing knowledge, Subject Matter Experts (SMEs) in your
organization become content curators who deliver the best content for their domain. Learners can connect
and share material that covers a single topic in depth or create learning paths to address a more complex
need.

These SMEs are empowered to create and share their own personalized learning paths by curating the Oracle
Learning helps you: best learning resources (internal or external). Users can also easily record or publish
their own videos to share with their peers to encourage more bite-sized learning. All this user-generated
content is then discovered and consumed along with other formal catalog items. This gives you and your
learners more control, increases engagement and creates a digital, personalized learning experience for
everyone. By contributing high-quality content, your employees can also build their reputation and inspire
others to share their own expertise. Managers can identify individuals whose personal expertise and
influence add value to the organization and recognize them during performance reviews.

AUTOMATED COMPLIANCE TRAINING

Learning administrators get a simple yet powerful interface to manage the learning catalog and assignments.
With robust reporting tools, managers and administrators can track compliance training and reduce the risk
of non-completion. Oracle Learning also enables certification compliance with complex assignment rules
around expiration and renewal. In addition, administrators can set up dynamic learning assignments based
on organizational business rules.

LEARNING BUILT INTO THE TALENT LIFECYCLE

Oracle Learning natively integrates with Oracle Talent Management. It can provide recommendations that
will help employees better qualify for their careers of interest by identifying any gaps in their skills versus
the desired job role. Likewise, as part of the ongoing performance and career management, learners can
choose courses and content to help them achieve their development goals. Learning outcomes/achievements
are recorded in the employee’s talent profile so other business processes such as internal recruiting,
performance, even succession planning, can leverage the skills and capabilities that the employee has
developed through learning.

EMPOWERED MANAGERS AND ADMINISTRATORS

Using Oracle Learning, your managers can quickly respond to time sensitive performance and learning
needs specific to their organization. They can assign required viewing items for their teams, set completion
deadlines, track progress, and take corrective action using a simple and intuitive dashboard. Managers and
learning administrators can create effective reports and dashboards in real time using learning status and
engagement data.

Self-directed skills development Capability

• Provide smart recommendations for courses and content based on career objectives and development
goals.

• Combine content from internal and external resources.

Mobile learning Capability

• Learn anywhere, anytime on your chosen device
• Download content for offline access
• iOS, Android smartphone and tablet apps

Course design and delivery

• Provide assessments and reporting
• Create media-rich tutorials
• Develop learning paths including video, formal learning, documents or content from external sources
• Enable team discussion and ratings on any learning content
• Support for SCORM, AICC, PDF
• Integration to content providers.
• Extend catalog access to partners

Certification and compliance

• Easily design your own certifications that are valid for pre-defined periods of time
• Support a variety of compliance scenarios that might require recertification

Blended learning
• Mix eLearning with classroom and/ or virtual training
• Create and share blended learning paths

Social learning
• Provide discussion forums
• Create communities
• Enable sharing and rating of content

Learning management
• Give managers and admins the ability to prescribe learning to their team and track progress
Automate learning assignments to different groups based on various criteria including job title, location and
more
• Assign personalized and relevant learning paths to groups or users
• Use targeted alerts and notifications to increase engagement
• Leverage rich analytics, reports and dashboards to track development and completion
Assessments and evaluations
• Support multiple types of questions
• Extensive reporting on test results
• Collect and analyse survey responses

Coaching and mentoring

• Track learning activities for the team through My Team dashboard
• Manage team and individual assignments and goals.
• Identify and reward subject matter experts for sharing their insight and content

Key Features of Training

• Personalized learning recommendations to drive employee engagement and upskilling efforts across
the organization
• Learn whenever and wherever you wish through easy content accessibility anytime, anywhere
including offline
• Social learning tools enable peer-to-peer created and shareable learning
• Conversational experience via a digital assistant gives users the ability to get to their learning quickly
through voice or text alone
• Automated assignments for recertification and compliance
• Powerful analytics, dashboards and reporting to manage compliance, engagement and progress
• Scalable and secure Oracle Cloud Infrastructure that supports a unified experience and expansive
course catalogue.

Key Benefits of Training

• Engage and retain employees with social, peer-to-peer and community-based learning
• Track and drive compliance across teams to maintain consistency in service levels
• Simplify learning administration management through dynamic rules, reporting, and dashboards
• Empower managers to create learning paths for individual and team development initiatives

Training through Oracle Academy & Certification

Oracle Academy offers a variety of computer science education resources to secondary schools, vocational
colleges and universities. In addition, OA also offers training courses to students and faculty of member
institutions. All institution members are granted the right to use Oracle’s software in classrooms for
teaching, academic and research.

The Oracle Certification Program certifies candidates on skills and knowledge related to Oracle products
and technologies.
There are 6 levels of Oracle Certification credentials: Oracle Certified Junior Associate (OCJA), Oracle
Certified Associate (OCA), Oracle Certified Professional (OCP), Oracle Certified Master (OCM), Oracle
Certified Expert (OCE) and Oracle Certified Specialist (OCS). These credentials are spread across 9
technology pillars and further broken down into product family and product groupings. Certifications are
also defined by job role on the Oracle Certification website.
The Oracle Certified Junior Associate (OJA) credential is a novice-level certification focused on students in
secondary schools, two-year colleges and four year colleges and universities and faculty members who teach
foundational Java and computer science classes.
The Oracle Certified Associate (OCA) credential is the first step toward achieving an Oracle Certified
Professional certification. The OCA credential ensures a candidate is equipped with fundamental skills,
providing a strong foundation for supporting Oracle products.
The Oracle Certified Professional (OCP) credential builds upon the fundamental skills demonstrated by the
OCA. The Oracle Certified Professional has a command of a specific area of Oracle technology and
demonstrates a high level of knowledge and skills. IT managers often use the OCP credential to evaluate the
qualifications of employees and job candidates.
The Oracle Certified Master (OCM) credential recognizes the highest level of demonstrated skills,
knowledge and proven abilities. OCMs are equipped to answer the most difficult questions and solve the
most complex problems. The Oracle Certified Master certification validates a candidate's abilities through
passing rigorous performance-based exams. The certification typically builds upon the fundamental skills of
the OCA and the more advanced skills of the OCP.
The Oracle Certified Expert (OCE) credentials recognize competency in specific, niche oriented
technologies, architectures or domains. Credentials are independent of the traditional OCA, OCP, OCM
hierarchy, but often build upon skills proven as an OCA or OCP. Competencies falling under the umbrella
of the Expert program range from foundational skills to mastery of advanced technologies.
The Oracle Certified Specialist (OCS) credentials are typically implementation-oriented certifications
targeting employees of current Oracle partners, though the certifications are available to all candidates,
partner or not. These certifications are built on very focused products or skillsets and provide a solid
measure of a candidate's level of expertise in a particular area.

Training through Oracle HCM

Here are five key considerations as you embark on the learning journey.
1. Compelling experience
The way we learn and consume information has significantly changed over the years, and it’s easier than
ever to access the information we seek. For example, smart digital assistants offer suggestions even before
we ask for them. We expect to see relevant recommendations on Netflix based on our viewing history.
Spotify has a playlist updated weekly with recommendations based on our listening history.
We expect similar experiences at work, including guidance on how we can best grow our careers within our
current company. However, some organizations have not evolved their employee experience initiatives at
the same pace, particularly in learning interactions. Workers want technology to help them drive their
careers and may look for work elsewhere if their employer cannot provide the necessary tools. To offer the
support and guidance employees expect, your L&D leaders need technology that delivers a consistent,
tailored, and easy experience for their people to find, locate, and consume content and resources. As
individuals develop their skills and grow their careers, their learning experience should be a natural part of
their day at work. For example, as your workers review their career goals, relevant recommended training
should be offered to help them close skill gaps and achieve career aspirations.
Some of your workers find it better to learn by doing, so it’s also important to provide them opportunities
where they can discover different gigs with teams across the organization to learn new skills A unified and
personalized experience that connects learning in the flow of work increases engagement and improves
productivity.
2. Personalized recommendations
Everyone's learning journey is different. The capabilities a marketing specialist wants to develop differ from
those of a supply chain manager. You can support your workforce's efforts by investing in AI-driven
technology that provides recommendations based on employee criteria, including job role, work
assignments, or career goals. This approach improves engagement, productivity, and retention while also
developing your people with the necessary skills to progress into their next role. It's also important to
remember that these recommendations need to evolve as an employee moves within the organization,
whether they are getting promoted, taking on a gig role, or developing new interests.
3. Skills focus
Skills are at the core of every talent process in your organization as they fuel the company’s health, growth,
and agility. Your HR leaders also recognize the need to push the workforce towards in-demand skills,
especially as the job market changes. To effectively upskill the workforce at the increasing pace of evolving
jobs, they need to be able to answer:
• How do we know what skills we need now? For the future?
• Where do we have skills gaps?
• How can we ensure an always current view of skills and capabilities?
By completely understanding the skills in your organization, you can understand how to assign work. An
assessment uncover any gaps, providing an opportunity to deliver relevant learning that benefits your
employees and the company.

4. One home for all learning

The importance of having a central place for all learning cannot be overlooked. Josh Bersin has found that
the average company has around 22 different learning and development tools and platforms. A disorganized
array of course catalogs can be overwhelming and lead to employee burnout. With a single location for
internal and external learning, such as courses from LinkedIn Learning and Skillsoft, your employees can
find and consume a breadth of courses in one place. In addition, tagging content with associated skills makes
it easier for your people to find the opportunities most relevant to them. Housing and managing internal,
external, formal, and informal content in one space helps you track progress and address critical issues
across the board versus multiple disparate solutions.

5. User-generated content
Keeping employees connected and fostering knowledge sharing is important, whether they work remotely,
hybrid, or fully in the office. A recent report by Deloitte found that about 61 percent of organizations believe
that it is imperative for learning and development teams to redefine how they promote a knowledge-sharing
ecosystem.. To foster a mentoring and developmental culture, you can empower your subject matter experts
to record their own content and share it with their peers through discussion forums or learning communities.
complex need. Each of these tactics can help you adapt to the new state of learning. By providing
personalized experiences and tailored resources, you create lifelong learners that contribute to the success of
your business.
CHAPTER-V
DATA ANALYSIS & INTERPRETATION
 CHAPTER-VI
FINDINGS & SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY