“A STUDY ON HUMAN RESOURCE MANAGEMENT”

(A CASE STUDY OF DELHI METRO RAIL

CORPORATION)

A Project Report

Submitted in partial fulfillment of the requirements for the

award of degree of
MASTER OF BUSINESS ADMINISTRATION
HUMAN RESOURCE (HR)

SUBMITTED BY
VINOD KUMAR
Registration Number: 322100274

Submitted to
LOVELY PROFESSIONAL UNIVERSITY PHAGWARA, PUNJAB

Centre for Distance and Online Education

LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA, PUNJAB
2023-2024
1
 Student’s Declaration

To whom so ever it may concern

I, Vinod Kumar, Reg. No. 322100274, hereby declare that the work done by me on

“A STUDY ON HUMAN RESOURCE MANAGEMENT” (A CASE STUDY OF

DELHI METRO RAIL CORPORATION) is a record of original work for the

partial fulfilment of the requirements for the award of the degree, MBA (HR).

Vinod Kumar (322100274)

Dated:08/08/2024

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 CERTIFICATE

This is to certify that Vinod Kumar (Reg. No. 322100274) student of MBA 4th

semester from Lovely Professional University, Phagwara, Punjab has been successfully

completed her internship report entitled “HUMAN RESOURCE MANAGEMENT

DELHI METRO RAIL CORPORATION”. During him project tenure in the company,

we found him hard working, sincere and diligent person and his behaviour and conduct

was good. We wish him all the best for his future endeavors

For Authorized Signatory

Sunil Singh

Address: 25, Ashoka Road, Near Patel Chowk Metro Station, New Delhi - 110001.

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 ACKNOWLEDGEMENT

Every work constitutes great deal of assistance and guidance from the people

concerned and this particular project is of no exception.

A project of the nature is surely a result of tremendous support, guidance,

encouragement and help.

Wish to place on record my sincere gratitude to Centre for Distance and Online

Education, Lovely Professional University, Punjab, for giving me opportunity to complete

my project.

Also, wish to acknowledge enthusiastic encouragement and support extended to me by

my family members. At last, I would like to thank all the faculty of business management to

help me completing this project.

I’m also thankful to my friends who provided me their constant support and assistance.

Vinod Kumar (322100274)

4
 PREFACE

For a management student, research report plays an important role during his study.
Research provides a corporate or real-world platform to learn practically. MBA degree
without any research or corporate world experience is just like food without salt. So
research provides a great learning experience about management concepts and its
applications.

This project entitled “A STUDY ON HUMAN RESOURCE MANAGEMENT” (A

CASE STUDY OF DELHI METRO RAIL CORPORATION), aimed at studying
the employee job satisfaction of any organization is very important functions because
these decide the most suitable manpower which steers the industry to its desired goals.

This project was undertaken as a part of the curriculum of MBA course, which is
compulsory for each student to have the research in any organization to their respective
specialization, as to gain first-hand knowledge of the organization. This exposure
enables the trainees to learn effective and efficient ways and means to solve the real
problems faced by the organization and also to understand its dynamics.

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 ABSTRACT
The purpose of this project management report was to conduct a study investigating
successful controlling and completing of projects within time and cost. The study was
carried out with reference to Delhi Metro Project. Delhi Metro projects built and managed
by Delhi Metro Rail Corporation Ltd, which is a joint venture between the Government of
India and the Government of Delhi. Currently wholly operational and termed an urban
phenomenon, Delhi Metro has established to be a cost-effective way out for the
transportation afflictions of country’s emergent metropolises. Its time-cost efficiency
model is so successful that urban planners all through India at the present take the
Delhi Metro project as a standard for unbeaten public sector transport projects.

The report comes to the conclusion that time and cost comprise two decisive
components of the project management. In the case of Delhi Metro Project Delhi Metro
Project has had been cited as a leading model of a project management story of success
particularly in the public sector. Its time-cost efficiency model is so successful that
urban planners all through India at the present take the Delhi Metro project as a
standard for unbeaten public sector transport projects. For Delhi Metro Projects, there
requires Quality-Cost-Time triangle model considering its expansion across the
country and maintaining of the running projects. Further for successful implementing
Quality-Cost-Time triangle model, the project managers in Delhi Metro will need to
adopt Test and Fix Model, as Generalized Activity Network.

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 Table of Contents

S. No. Title Page no

1 Declaration by Student 2

2 Certificate 3

3 Acknowledgement 4

4 Preface 5
5 Abstract 6
6 List of Charts 8

7 List of Tables 9

8 List of Schemes 10-11

9 List of Abbreviations 12
10 Chapter-1 Introduction 13-33

11 Chapter-2 Review of Literature 34-45

a) Company Profile
b) Literature Review
c) Objective of Study
12 Chapter-3 Implementation of project 46-54
a) Research Methodology
b) Data Analysis and Interpretation
13 Chapter-4 Result and Discussion 55-56
14 Finding 57
15 Final Chapter- Conclusion and Future Scope 58-60
16 Suggestion 61

17 Annexures 62-65
 References
 Questionnaire

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 LIST OF CHARTS

Chart Title Page no.

No
1 Process of HRIS 21
2 Model of HRIS 24
3 Three levels of HRIS 25
4 USES of application 28
5 HRM Track 30

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 LIST OF TABLES

Table Title Page

No. no
1 System you are working 48
2 Many years you are using this system 49
3 HRM how the records were kept 50
4 Current payroll software 51
5 Punching System providing better Attendance result 52
6 Require any change in new system 53
7 Extra Need of training for working on HRIS 54

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 LIST OF SCHEMES

Human Resource Management (HRM) schemes at Delhi Metro Rail Corporation

(DMRC) have been instrumental in its success. Here are some key HRM schemes and
initiatives based on the case study of DMRC:

1. Recruitment and Selection:

o Merit-based Recruitment: DMRC emphasizes recruiting based on merit to
ensure the best candidates are selected.
o Transparent Selection Process: A transparent and rigorous selection process
involving written tests, interviews, and group discussions.
2. Training and Development:
o Comprehensive Training Programs: New recruits undergo extensive
training programs to ensure they are well-versed in their roles.
o Continuous Skill Upgradation: Regular training sessions for skill
enhancement and keeping employees updated with the latest technologies and
practices.
3. Performance Management:
o Regular Performance Appraisals: Annual appraisals to evaluate employee
performance and provide feedback for improvement.
o Incentive and Reward Systems: Performance-based incentives and rewards
to motivate employees and recognize their contributions.
4. Employee Welfare:
o Health and Safety Measures: Implementation of strict health and safety
protocols to ensure employee well-being.
o Work-Life Balance Initiatives: Programs to help employees maintain a
healthy work-life balance, such as flexible working hours and recreational
facilities.
5. Career Development:
o Career Path Planning: Clear career paths and opportunities for advancement
within the organization.

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 o Succession Planning: Identifying and grooming future leaders from within
the organization.
6. Employee Engagement:
o Open Communication Channels: Encouraging open communication
between employees and management to foster a collaborative work
environment.
o Employee Feedback Mechanisms: Regular surveys and feedback
mechanisms to gauge employee satisfaction and address concerns.
7. Diversity and Inclusion:
o Equal Opportunity Employment: Ensuring a diverse and inclusive
workforce by promoting equal employment opportunities.
o Anti-Discrimination Policies: Strict policies against discrimination and
harassment at the workplace.
8. Compensation and Benefits:
o Competitive Salary Packages: Offering competitive salaries to attract and
retain top talent.
o Comprehensive Benefits: Providing a range of benefits, including health
insurance, retirement plans, and other employee benefits.

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 LIST OF ABBREVIATIONS

List of abbreviations that might be used in a case study on Human Resource Management

(HRM) with a focus on Delhi Metro Rail Corporation (DMRC):

1. HRM - Human Resource Management

2. DMRC - Delhi Metro Rail Corporation

3. CEO - Chief Executive Officer

4. CFO - Chief Financial Officer

5. CIO - Chief Information Officer

6. HR - Human Resources

7. L&D - Learning and Development

8. KPI - Key Performance Indicator

9. ROI - Return on Investment

10. T&D - Training and Development

11. EAP - Employee Assistance Program

12. JD - Job Description

13. JDQ - Job Description Questionnaire

14. HRIS - Human Resource Information System

15. ERP - Enterprise Resource Planning

16. OD - Organizational Development

17. CSR - Corporate Social Responsibility

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UMAN RESOURCE:
INTRODUCTION
HUMAN RESOURCE MANAGEMENT

Human Resources may be the most misunderstood of all corporate departments, but it's also
the most necessary. Those who work in Human Resources are not only responsible for hiring
and firing, they also handle contacting job references and administering employee benefits.

It's true that any individual who works in Human Resources must be a "people person."
Since anyone in this department deals with a number of employees, as well as outside
individuals, on any given day, a pleasant demeanor is a must.

Managing employees is a major job, so those in Human Resources must be equal to the task.
Ten or twenty years ago, Human Resources personnel were rarely seen. Instead they worked
behind the scenes to ensure personnel records were in order and employee benefits were
being properly administered, but the job stopped there. Today's Human Resources personnel
don't only handle small administrative tasks. They are responsible for staffing major
Corporation.

Human Resource Information Systems (HRIS) have become one of the most important tools
for many businesses. Even a small office needs to realize the benefits of using HRM to be
more efficient. Many firms do not realize how much time and money they are wasting on
manual human resource management (HRM) tasks until they sit down and inventory their
time. HRM is advancing to become its own information technology (IT) field. It allows
companies to cut costs and offer more information to employees in a faster and more
efficient way.

Especially in difficult economic times, it is critical for companies to become more efficient
in every sector of their business.

HRM refers to software packages that address HR needs with respect to planning, employee
information access, and employer regulatory compliance. The following text begins with a
discussion of human resource planning, followed by human resource management systems.

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The HRM field lagged behind a number of other functional areas of management in the
utilization of computer applications, but beginning in the late 1980s extensive use of
sophisticated applications began to appear. Prior to that time, manual record systems often
dominated in personnel or human resource departments. Computer applications used in the
field were generally limited to basic record keeping and payroll management systems.
Virtually all such systems were based on mainframe computers and required extensive
support from information systems professionals. Thus, human resource managers had little
opportunity to design sophisticated reports and computer-based analytical tools to aid in
managerial decision making. In general, uses of computers in HRM fell into the category of
electronic data processing applications, which generally involve the automation of relatively
routine tasks (e.g., calculating pay and printing checks).

A number of trends seem to have contributed to a growing reliance on computers as

information-processing and decision-aiding tools in HRM. The emergence of the human
resource management field (versus personnel administration) gave the human resource
function greater credibility within the managerial hierarchy, necessitating more sophisticated
use of information, especially as it related to the strategic management function. Firms have
experienced increased competitive pressures that have translated into greater cost
containment demands from upper management, leading to greater automation of the record-
keeping function in the HRM field. The ready availability of microcomputers and relatively
user-friendly software means, that to an increasing extent, human resource managers are no
longer dependent on information system professionals to develop and implement
applications (which might be assigned a lower priority than other management functions).

Many HRM departments in larger organizations have also developed internal information
system capabilities, so that HRM units have been established.

Significant achievements:

Perhaps the most significant development in the HRM area currently is the growing use of
organizational intranets as a means of managing many aspects of a firm's HRIS. An intranet
is an internal network that makes use of World Wide Web technology (browsers, servers,
etc.) to gather and disseminate information within the firm. Intranets may be linked to the

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external Internet, but are usually secured in a variety of ways so that only authorized users
can access the information on the internal components. While it is quite easy to generate
static extracts of HRM data tables, queries, forms, and reports for posting on an intranet, it is
also quite feasible to establish live links between an intranet and a firm's HRIS. This allows
real-time collection and display of information. Thus employees can complete forms online
that enroll them in benefits programs, allow them to bid on job openings, let them submit
suggestions, and facilitate filing of various claims. In addition, intranet displays can be
tailored to the needs of specific users. The user may check on the current status of his or her
fringe benefits, vacation time, training program enrollment, or pension fund. Intranets
obviously require extensive security measures to prevent inappropriate changing or accessing
of data. The issues seem to have been addressed, however, and HRM products are
increasingly emphasizing their functionality in intranet environments.

Another variant is the extranet. Again, relying on World Wide Web technology, such
systems allow organizations to interact with clients in a secure environment that mimics the
Internet. Thus a health insurance company might establish an extranet that links to the
intranets of its major clients. Employees in client organizations can then connect to the
insurance vendor's extranet from within the employer's intranet environment in order to
check on the status of their policies, obtain coverage information, file claims, and follow-up
on outstanding claims.

Human resources operations challenge organizations with a dualistic yet interdependent set
of outcomes. One summons organizational change that may be perceived as a threat to the
status quo, while the other set of outcomes gives highly valuable potential benefits for
organizational performance. This paradox stems from the requirement for U.S. businesses to
improve productivity from their skilled workers in order to satisfy the demand shift from
manufacturing to technological and intellectual innovations (Cascio, 1998; Robbins, 1998).
This transformation means that both organizational productivity gains and competitive
advantage depend on high quality worker competence. In other words, increasing
productivity through people is now paramount. Consequently, essential human resource
functions have recently become even more critical to general organizational well-being.

15
To achieve these complex objectives, many organizations have turned to information
systems technology (Haines, & Petit, 1997; Richards-Carpenter, 1997; Simon, & Werner,
1996). The reliance on technology has deceptively been prompting the false assumption that
HRM is synonymous with computerized human resource information systems. In reality,
computer technology is not required for a successful HRM function, and many HRM
activities still defy computer automation (Grossman, & Magnus, 1988; Haines, & Petit,
1997; Simon, & Werner, 1996). Nevertheless, computer based information technology serves
as a tremendous tool for operationalizing HRM applications. Many related tasks such as
rapid information dissemination and feedback would be impractical or impossible without
computerized support (Benjamin, & Benson, 1986; DeSanctis, 1986; Haines, & Petit, 1997).

With this major charge, information systems technology has introduced wide spread
implementation of human resource information systems that more fully allow organizational
members to participate in information sharing and decision-making. Indeed, past studies
have shown that over 90 percent of organizations have a formalized and separate HRM
department or an equivalent function (Cholak, & Simon, 1991; Richards-Carpenter, 1997).
Nearly all organizations have actually implemented some form of HRM Anonymous, 1996;
Richards-Carpenter, 1997). However, these applications vary widely from organization to
organization, and there is equal diversity in the resultant benefits (Cholak, & Simon, 1991;
Haines, & Petit, 1997; Richard-Carpenter, 1997).

Preliminary research shows that successful HRM operations are identified by such outcomes
as organizational competence; i.e, meeting strategic goals (Thomas, 2001; Pierce, &
Newstrom, 2002). Furthermore, successful HRM functions support such key processes as
executive decision-making, employee training, technology selection, interdepartmental
integration, and organizational reporting structures (DeSanctis, 1986; Haines, & Petit, 1997;
Richards-Carpenter, 1996). While such studies provide valuable insights into HRM
implementation, their generalizability is limited due to the absence of a comprehensive
foundation in which to contextually base these findings (Kovach, & Kathcart, 1999; Kuhn,
1996; Weick, 1979).

16
All indications are that HRISs will continue to play an increasingly important role in the
HRM field. An important driving factor is that HRISs facilitate process reengineering in the
HRM area, thus promoting greater efficiency. Functions that, once, were carried out
manually and in many steps can often be largely automated. And the business firm's
continuing demand for information to facilitate planning and strategy formulation will
necessitate further reliance on HRISs. Finally, the linking of HRISs to organizational
intranets is apt to gain in popularity as a relatively inexpensive and appealing means of
gathering and distributing human resource information.

Objectives of the Study:

The objectives of this project report have been manifolds. In general, the purpose of
the project is to have in-depth analysis and knowledge (personal details) about all the
employees of all the departments. In a larger perspective the project aimed at finding out the
complete details of the employees, so that the HR department can contact them in the case of
emergency or official purpose. This study is the starting point for further analysis.

 It is hoped that a more detailed study can use a survey instrument developed from the
results found here. Understanding how to teach.

 HRM is more important, as organizations require their employee’s details for

different purposes.

 If a given HRM is to have any value at all to HR then information should be based on
two factors:

 How many decisions will be improved by the HRM and

 How much values will each improved decision produce.

 Understanding these two factors is equivalent to any HRIS

 Human Resource Information system is an integrated system designed to provide

Scope of Study

17
The scope formulation is the first step to a successful Research process. Project undertaken
the problem of analyzing the Human Resource Management.

Importance and Use of the Study

To keep things in mind that as the ever-changing competitive business environment. New
thoughts and ideas should pour into its, Research & Development to innovate its existing
products which should be beyond competitors’ comprehension.

This study enables the user with answer to formulate an effective marketing mix strategy
with a broader prospective to tap areas where it did not feel the need earlier, hence the
decision of whether to penetrate this section or not can be found out at the end of the data
analysis.

It also gives an idea of the potential of our business in the future & the fluctuation in prices
from time to time & from product to product.

Special reference is made to the improvement of ability of product in terms of packaging&

product innovations & advertisement always means to cut down competitors.

Hypothesis of the study:

Hypothesis 1: The implementation of strategic human resource management practices at

Delhi Metro Rail Corporation (DMRC) positively correlates with employee
job satisfaction.

Hypothesis 2: Employee engagement initiatives in the human resource management system

at Delhi Metro Rail Corporation (DMRC) contribute significantly to
increased organizational performance.

Hypothesis 3: There is a positive relationship between the effectiveness of talent acquisition

strategies and overall organizational success at Delhi Metro Rail Corporation
(DMRC).

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Hypothesis 4: The alignment between HR policies and organizational goals at Delhi Metro
Rail Corporation (DMRC) enhances employee motivation and commitment.

Research Questions:

1. How do strategic human resource management practices at Delhi Metro Rail

Corporation (DMRC) contribute to employee job satisfaction?

2. What is the impact of employee engagement initiatives in the human resource

management system on organizational performance at Delhi Metro Rail Corporation
(DMRC)?

3. How effective are talent acquisition strategies in contributing to organizational

success at Delhi Metro Rail Corporation (DMRC)?

4. To what extent does the alignment between HR policies and organizational goals
influence employee motivation and commitment at Delhi Metro Rail Corporation
(DMRC)?

5. What challenges and opportunities exist in the implementation of human resource

management practices at Delhi Metro Rail Corporation (DMRC)?

Limitation:

An HRM also can be a problematic for small businesses in which some employees must
wear many hats. Some of the disadvantages of an HRM involve human error during
information input, costly technology to update your system and malfunctions or insufficient
applications to support your human resources needs. There is a demand for computer and
technology specialists with general information technology knowledge, and finding a
qualified specialist with human resources functional area knowledge can be difficult. With
such a demand, your cost to hire an HRM specialist may be far above the average salary for
a computer technology specialist. The cost per-hire for another employee in a specialized
field may be a stretch for some small business. Although the system is efficient but
sometimes we face the problems like system slowdown or higher down times and if there is

19
some particular limitation in module than work suffers, some hr people are not comfortable
in using system efficiently so time is to be given in training for system.

 It can be expensive in terms of finance and manpower.

 It can be threatening and inconvenient.
 Through understanding of what constitutes quality information for the user.
 Computer cannot substitute for human being.

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 Chart 1

Process of HRIS

Inception of idea

Feasibility study

Selecting project team

Defining requirements

Vendor analysis

Package contract negotiations

Training

Tailoring the system

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INPUT SUBSYSTEM

HR research subsystem:

It gathers data about various aspects of human resources management such as

job analysis, job evaluation, employee morale, and employee absenteeism and
employee turnover.

HR intelligence subsystem:

It gathers human resources information from external environment both

formally and informally.

OUTPUT SUBSYSTEM

HR acquisition system:

The functions involved in this system are human resource planning,

recruitment, selection and placement.

HR development system:

HRD system requires information about the competencies that are to be

developed among employees.

Appraisal system:

Appraisal involves evaluating an employee’s quality and performance for

devising suitable compensation package training, promotion, demotion etc.
compensation involves determining the incentives, benefits etc.

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 Compensation management:

It is concerned with designing and implementing total compensation package.

Compensation is referred to as money and other benefits received by an
employee for providing services to his employer like provident fund, gratuity,
insurance scheme and other payment.

HR maintenance system:

HRM system deals with maintaining employees in the organization. It involves

human resource mobility in the form of promotion, demotion, transfer and
separation, caring for employees safely and health and managing stress that
employees may experience at the workplace.

Industrial relation system:

IRS is concerned with managing good relations between management and

operatives. This involves designing of industrial relations mechanism,
managing employee discipline, redressing employee grievances and managing
industrial disputes.

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MODEL OF HRIS

Chart 2

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 THREE LEVELS OF HRIS

DATA APPLICATION


•Economic trends  Training Projects
Strategic
•Industry forecasts  Manpower planning
•Manpower demand  Pension fund
forecasts investments


 
Employee background  Recruiting
Functional and experiences  Employee selection
 Performance  Employee placement
evaluation and rewards  Employee promotion
 Skills inventory  Assignments matching


 
 Benefits programs  Internal Reporting
 Compensation  Absentee rates
programs  Human resources
Operational
 Insurance accounting
programs  Productivity
 Employee assessments
demographics  External Reporting
 Position  Equity monitoring
description
 Vacancy reporting
Health & safety
reporting

Chart 3

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 USAGE AND BENFITS OF HRIS

1. NEEDS:

 Costly exercise: -
Personal records, when kept manually, do not offer up-to-date information at short notice. It
was difficult to make entries. The clerical involved is quite labor-intensive and costly.

 Inaccurate: -
The manual transfer of data from one record to another may increase the chances of errors.

 Fragmentation: -
Information is not available at a central, easily accessible place since records are kept at
different locations.

 Difficult to analyze: -
The manual analyzes of data is time consuming and quite often not readily available for
decision making purposes.
When the organization grows in size the manual system fail to offer reliable, accurate data at
short notice.

2. APPLICATION & UTILITIES:

 Personnel administration - It will encompass information about each employee, such
as name address, personal details etc.
 Salary administration - Salary review procedure are important function of HRM, a
good HRM system must be able to perform what if analysis and present the reports
of changes.
 Leave and absence recording - Essentially be able to provide comprehensive
method of controlling leave/absences.

26
  Skill inventory - It is also used to store record of acquired skills and monitor the skill
database both employee and organizational level.
 Performance appraisal - The system should record individual employee
performance, appraisal data, such as due date of appraisal, scores etc.
 Human resource planning - HRM should record details of the organizational
requirements in terms of positions
 Recruitment - Record details of recruitment activities such as cost and method of
recruitment and time to fill the position etc.
 Career planning - System must be able to provide with succession plans reports to
identify which employee have been earmarked for which position.
 Collective bargaining - A computer terminal can be positioned in the conference
room linked to database. This will expedite negotiations by readily providing up to
date data based on facts and figures and not feelings and fictions.

3. BENEFITS:
 Higher Speed of retrieval and processing of data
 Reduction in duplication of efforts leading to reduced cost
 Ease in classifying and reclassifying data
 Better analysis leading to more effective decision making
 Higher accuracy of information/report generated
 Fast response to answer queries. Improved quality of reports
 Better work culture
 Establishing of streamlined and systematic procedure
 More transparency in the system
 Employee – Self Management
 Career planning

27
 Leave &
Personnel Salary absence
administration administration recording

HR planning
Skill inventory

USES

Collective
Performance bargaining
appraisal

Recruitment Career planning Medical history

Chart 5

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ADVANTAGES
The four principal areas of HR that are affected by the Human Resource Information System
(HRIS) include; payroll, time and labor management, employee benefits and HR
management. These four basic HR functionalities are not only made less problematic, but
they are ensured a smooth running, without any hitch. A Human Resources Information
System (HRIS) thus permits a user to see online a chronological history of an employee from
his /her position data, to personal details, payroll records, and benefits information.
 Payroll: The advantage of a Human Resource Information System (HRIS) in
payroll is that it automates the entire payroll process by gathering and updating
employee payroll data on a regular basis. It also gathers information such as
employee attendance, calculating various deductions and taxes on salaries, generating
automatic periodic paychecks and handling employee tax reports. With updated
information this system makes the job of the human resource department very easy
and simple as everything is available on a 24x7 basis, and all the information is just a
click away.
 Time and Labor: In time and labor management a Human Resource Information
System (HRIS) is advantageous because it lets human resource personnel apply new
technologies to effectively gather and appraise employee time and work information.
It lets an employee's information be easily tracked so that it can be assessed on a
more scientific level whether an employee is performing to their full potential or not,
and if there are any improvements that can be made to make an employee feel more
secure.
 Employee benefits: They are very crucial because they help to motivate an
employee to work harder. By using a Human Resource Information System (HRIS)
in employee benefits, the human resource department is able to keep better track of
which benefits are being availed by which employee and how each employee is
profiting from the benefits provided.

 HR Management: A Human Resource Information System (HRIS) also has

advantages in HR management because it curtails time and cost consuming activities
leading to a more efficient HR department. This system reduces the long HR paper trail

29
 that is often found in most HR divisions of companies and leads to more productive and
conducive department on the whole.

HRM TRACK

Chart 6
EXAMPLES:
Performance evaluation:
 WITHOUT HRIS:

• Prepare evaluation forms

• Print and copy them

• Distribute forms to employees

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• Employees fill in evaluation

• Evaluation forms personally submitted to HR Manage.

• Re-write results to the computer or file them

• Manual processing of data gathered

• Prepare result sheets

• Print, copy and distribute them to employees

• File all the forms for future use.

WITH HRIS:
 Define evaluation forms
 Online evaluation Entry
 One-click access to results
 History info captured
 Evaluation reports
 Strategic Decision making process can take place

Leave Application Administration:

 WITHOUT HRIS:
 Prepare leave application forms
 Print and copy them
 Manually maintain employee attendance information daily
 Maintain company calendar
 Employee applying for leave fills in an application form
 Application form personally submitted to Supervisor
 Manual check for employee’s leave status history

31
 Supervisor’s approval or rejection
 Application form personally submitted to HR manager
 Manual update of employee’s personal leave information file

 WITH HRIS:
 Define company specific leave admin processes
 Online leave application form
 Online leave approval/Rejection
 History info captured
 Leave balance reports generated by the system
 Saves strategic resources

32
 Applications of HRIS

 HR planning

 Succession planning

 Work force planning

 Work force dynamics analysis

 Staffing

 Applicant recruitment and tracking

 Employee data base development

 Performance management

 Learning and development

 Compensation and benefits

 Pay roll

 Job evaluation

 Salary survey

 Salary planning

 International compensation

 Benefits management

 Develop innovative Org. Structure

 Develop IT

33
 The Organization

Delhi Metro Rail Corporation (DMRC)

Company type Centre-State owned

Industry Public transport

Founded 3 May 1995; 29 years ago

New Delhi, Delhi, India

Headquarters New Delhi, Delhi

India

Key people Manoj Joshi (secretary of MoHUA &

Chairman)
Vikas Kumar (managing director)

Services Delhi Metro, consultancy and

implementation of metro
rail, monorail and high-speed rail

Revenue ₹6,645 crore (US$800 million)

(2023) [1]

Operating ₹811 crore (US$97 million)

34
 income (2023)

Net income ₹−1,569 crore (US$−190 million)

(2023)

Total assets ₹77,731 crore (US$9.3 billion)

(2023)

Total equity ₹23,359 crore (US$2.8 billion)

(2023)

Owner Government of India (50%)

Government of Delhi (50%)

Number of 13,996 (March 2023)

employees

Website www.delhimetrorail.com

Delhi Metro Rail Corporation (DMRC) is a Centre-state joint venture that operates
the Delhi Metro and Noida Metro. The Delhi Metro Rail Corporation is also involved in the
planning and implementation of metro rail, monorail, and high-speed rail projects in India,
and abroad.[4] The work of the Delhi Metro Rail Corporation is fragmented into various
parts which are controlled by directors under the direction of a managing director.

History

The Delhi Metro Rail Corporation Ltd. was created on 3 May 1995 with E.
Sreedharan serving as its first managing director.[5] Sreedharan handed over charge as
managing director of the Delhi Metro Rail Corporation to Mangu Singh on 31 December
2011.

35
To mark its 10th anniversary in 2010, Delhi Metro introduced an 8 coach train for the first
time. A commemorative souvenir book titled "Delhi Metro: A Decade of Dedication, 10
Years of Metro Operations” was also released. An exclusive 'METRO SONG-zindagi hai
Delhi metro' composed by music director Vaibhav Saxena was also released and played at
metro stations and FM stations.

Policy and awards

The Delhi Metro Rail Corporation has made it compulsory to wear safety helmets on
construction sites. It also earns carbon credits with rainwater harvesting at metro stations and
runs an HIV/AIDS programmer for workers.

The Delhi Metro Rail Corporation received Outstanding PSU of the Year (2016) award
conferred by All India Management Association (AIMA). The Delhi Metro Rail Corporation
was also awarded for its "Outstanding Contribution" for promoting world-class services in
Urban Transportation and adopting best practices of Project Management.

Consultancy

The Delhi Metro Rail Corporation has a business development department for consultancy
services. The Delhi Metro Rail Corporation has served as the project consultant and has
project reports (DPR) for every metro and monorail project in India, except the Kolkata
Metro and Chennai MRTS, which were constructed before the formation of the Delhi Metro
Rail Corporation. The Delhi Metro Rail Corporation also provides lighter consultancy
operations, such as preparation of DPRs and feasibility reports for proposed systems in
places such as Raipur, Amritsar and Nagpur.[13] The Delhi Metro Rail Corporation also
serves as consultant and prepared the DPR for the proposed Thiruvananthapuram -
Mangalore High-Speed Passenger Corridor.

In September 2012, the Delhi Metro Rail Corporation entered into a partnership with eight
other international companies for management consulting for the Jakarta Mass Rapid
Transit system. This was the Delhi Metro Rail Corporation's first project outside India. The
Delhi Metro Rail Corporation stated that its main responsibilities in the JV were the

36
"finalisation of the organisational structure of the Jakarta Metro, recruitment of personnel,
development of training facilities and the training of the employees for various categories
required for commencing the operations".

In February 2014, the Delhi Metro Rail Corporation was invited by the Government of
Kuwait to act as a consultant for the proposed metro system in Kuwait City, Kuwait.

Implementation

The Delhi Metro Rail Corporation is involved with the implementation and/or construction
of Kochi Metro, Jaipur Metro, Lucknow Metro, Hyderabad Metro and Patna Metro.

Delhi Metro Rail Academy

The Delhi Metro Rail Academy (erstwhile DMRC Training Institute; renamed to DMRA on
18 September 2019 after a major upgrade) is a dedicated training institute that was set up and
inaugurated on 19 July 2002 in the Delhi Metro Rail Corporation's Shastri Park depot. It is
the only metro rail training institute in South Asia. Over its history, the Delhi Metro Rail
Corporation has trained over 63,000 of its trainees here, along with over 2,000 staff of many
organizations, mainly metro rails, from both India and abroad. DMRA's international clients
include Jakarta MRT, Indonesia and Dhaka Metro Rail, Bangladesh, while its Indian clients
include Namma Metro, Kochi Metro, Chennai Metro, Jaipur Metro, Mumbai Metro, and
many more metros and other organizations.

The Delhi Metro Rail Corporation in partnership with the Indian Institute of Technology
Delhi offers a one-year postgraduate diploma in metro technology. The course produces 25
executives of various streams, viz. Electrical, Civil, Architecture, Signalling, and Telecom, a
year to staff metros across India. The Indian Institute of Technology Madras also offers a
similar course for the Chennai Metro.

37
HUMAN RESOURCE:
Human Resource

Human Resources may be the most misunderstood of all corporate departments, but it's also
the most necessary. Those who work in Human Resources are not only responsible for hiring
and firing, they also handle contacting job references and administering employee benefits.

It's true that any individual who works in Human Resources must be a "people person."
Since anyone in this department deals with a number of employees, as well as outside
individuals, on any given day, a pleasant demeanor is a must.

Managing employees is a major job, so those in Human Resources must be equal to the task.
Ten or twenty years ago, Human Resources personnel were rarely seen. Instead they worked
behind the scenes to ensure personnel records were in order and employee benefits were
being properly administered, but the job stopped there. Today's Human Resources personnel
don't only handle small administrative tasks. They are responsible for staffing Major
Corporation.

WHAT DOES A HUMAN RESOURCE MANAGERS DO??

Human resources managers have a great deal of responsibility within their companies, so
prior working experience in the human resources field is essential.

One of the key functions of a human resources manager is leading the company in
developing, implementing, and auditing personnel policies and procedures. In order to ensure
the company meets its compliance requirements, a human resources manager must have a
solid understanding of applicable local, national, and international employment and Labor
Law. Human resources managers are also tasked with ensuring that the company’s
employees receive adequate training on the company’s policies and procedures.

38
OBJECTIVES:
Human resource management's objective, on the other hand, is to maximize the return on
investment from the organization's human capital and minimize financial risk. It is the
responsibility of human resource managers in a corporate context to conduct these activities
in an effective, legal, fair, and consistent manner .

Key functions:

Human Resource Management serves these key functions:

 Recruitment & Selection

 Training and Development
 Performance Evaluation
 Promotions/Transfer
 Redundancy
 Industrial and Employee Relations
 Record keeping of all personal data.
 Compensation, pensions, bonuses etc in liaison with Payroll
 Confidential advice to internal 'customers' in relation to problems at work
 Career development

39
 Literature Review

Human Resource Information Systems (HRIS) have become one of the most important tools
for many businesses. Even a small office needs to realize the benefits of using HRM to be
more efficient. Many firms do not realize how much time and money they are wasting on
manual human resource management (HRM) tasks until they sit down and inventory their
time. HRM is advancing to become its own information technology (IT) field. It allows
companies to cut costs and offer more information to employees in a faster and more
efficient way.
Especially in difficult economic times, it is critical for companies to become more efficient
in every sector of their business.
HRM refers to software packages that address HR needs with respect to planning, employee
information access, and employer regulatory compliance. The following text begins with a
discussion of human resource planning, followed by human resource management systems.
The HRM field lagged behind a number of other functional areas of management in the
utilization of computer applications, but beginning in the late 1980s extensive use of
sophisticated applications began to appear. Prior to that time, manual record systems often
dominated in personnel or human resource departments. Computer applications used in the
field were generally limited to basic record keeping and payroll management systems.
Virtually all such systems were based on mainframe computers and required extensive
support from information systems professionals. Thus, human resource managers had little
opportunity to design sophisticated reports and computer-based analytical tools to aid in
managerial decision making. In general, uses of computers in HRM fell into the category of
electronic data processing applications, which generally involve the automation of relatively
routine tasks (e.g., calculating pay and printing checks).
A number of trends seem to have contributed to a growing reliance on computers as
information-processing and decision-aiding tools in HRM. The emergence of the human
resource management field (versus personnel administration) gave the human resource
function greater credibility within the managerial hierarchy, necessitating more sophisticated
use of information, especially as it related to the strategic management function. Firms have

40
experienced increased competitive pressures that have translated into greater cost
containment demands from upper management, leading to greater automation of the record-
keeping function in the HRM field. The ready availability of microcomputers and relatively
user friendly software means, that to an increasing extent, human resource managers are no
longer dependent on information system professionals to develop and implement
applications (which might be assigned a lower priority than other management functions).
Many HRM departments in larger organizations have also developed internal information
system capabilities, so that HRM units have been established.

Significant achievements:

Perhaps the most significant development in the HRM area currently is the growing use of
organizational intranets as a means of managing many aspects of a firm's HRIS. An intranet
is an internal network that makes use of World Wide Web technology (browsers, servers,
etc.) to gather and disseminate information within the firm. Intranets may be linked to the
external Internet, but are usually secured in a variety of ways so that only authorized users
can access the information on the internal components. While it is quite easy to generate
static extracts of HRM data tables, queries, forms, and reports for posting on an intranet, it is
also quite feasible to establish live links between an intranet and a firm's HRIS. This allows
real-time collection and display of information. Thus employees can complete forms online
that enroll them in benefits programs, allow them to bid on job openings, let them submit
suggestions, and facilitate filing of various claims. In addition, intranet displays can be
tailored to the needs of specific users. The user may check on the current status of his or her
fringe benefits, vacation time, training program enrollment, or pension fund. Intranets
obviously require extensive security measures to prevent inappropriate changing or accessing
of data. The issues seem to have been addressed, however, and HRM products are
increasingly emphasizing their functionality in intranet environments.
Another variant is the extranet. Again, relying on World Wide Web technology, such
systems allow organizations to interact with clients in a secure environment that mimics the
Internet. Thus, a health insurance company might establish an extranet that links to the
intranets of its major clients. Employees in client organizations can then connect to the

41
insurance vendor's extranet from within the employer's intranet environment in order to
check on the status of their policies, obtain coverage information, file claims, and follow-up
on outstanding claims.

Human resources operations challenge organizations with a dualistic yet interdependent set
of outcomes. One summons organizational change that may be perceived as a threat to the
status quo, while the other set of outcomes gives highly valuable potential benefits for
organizational performance. This paradox stems from the requirement for U.S. businesses to
improve productivity from their skilled workers in order to satisfy the demand shift from
manufacturing to technological and intellectual innovations (Cascio, 1998; Robbins, 1998).
This transformation means that both organizational productivity gains and competitive
advantage depend on high quality worker competence. In other words, increasing
productivity through people is now paramount. Consequently, essential human resource
functions have recently become even more critical to general organizational well-being.
To achieve these complex objectives, many organizations have turned to information
systems technology (Haines, & Petit, 1997; Richards-Carpenter, 1997; Simon, & Werner,
1996). The reliance on technology has deceptively been prompting the false assumption that
HRM is synonymous with computerized human resource information systems. In reality,
computer technology is not required for a successful HRM function, and many HRM
activities still defy computer automation (Grossman, & Magnus, 1988; Haines, & Petit,
1997; Simon, & Werner, 1996). Nevertheless, computer-based information technology
serves as a tremendous tool for operationalizing HRM applications. Many related tasks such
as rapid information dissemination and feedback would be impractical or impossible without
computerized support (Benjamin, & Benson, 1986; DeSanctis, 1986; Haines, & Petit, 1997).
With this major charge, information systems technology has introduced wide spread
implementation of human resource information systems that more fully allow organizational
members to participate in information sharing and decision-making. Indeed, past studies
have shown that over 90 percent of organizations have a formalized and separate HRM
department or an equivalent function (Cholak, & Simon, 1991; Richards-Carpenter, 1997).
Nearly all organizations have actually implemented some form of HRM Anonymous, 1996;
Richards-Carpenter, 1997). However, these applications vary widely from organization to

42
organization, and there is equal diversity in the resultant benefits (Cholak, & Simon, 1991;
Haines, & Petit, 1997; Richard-Carpenter, 1997).
Preliminary research shows that successful HRM operations are identified by such outcomes
as organizational competence; i.e, meeting strategic goals (Thomas, 2001; Pierce, &
Newstrom, 2002). Furthermore, successful HRM functions support such key processes as
executive decision-making, employee training, technology selection, interdepartmental
integration, and organizational reporting structures (DeSanctis, 1986; Haines, & Petit, 1997;
Richards-Carpenter, 1996). While such studies provide valuable insights into HRM
implementation, their generalizability is limited due to the absence of a comprehensive
foundation in which to contextually base these findings (Kovach, & Kathcart, 1999; Kuhn,
1996; Weick, 1979).
All indications are that HRISs will continue to play an increasingly important role in the
HRM field. An important driving factor is that HRISs facilitate process reengineering in the
HRM area, thus promoting greater efficiency. Functions that, once, were carried out
manually and in many steps can often be largely automated. And the business firm's
continuing demand for information to facilitate planning and strategy formulation will
necessitate further reliance on HRISs. Finally, the linking of HRISs to organizational
intranets is apt to gain in popularity as a relatively inexpensive and appealing means of
gathering and distributing human resource information.

43
 Objective of study:

The objectives of this project report have been manifolds. In general, the purpose of the
project is to have in-depth analysis and knowledge (personal details) about all the employees
of all the departments. In a larger perspective the project aimed at finding out the complete
details of the employees, so that the HR department can contact them in the case of
emergency or official purpose. This study is the starting point for further analysis.

 It is hoped that a more detailed study can use a survey instrument developed from the
results found here. Understanding how to teach.

 HRM is more important, as organizations require their employee’s details for

different purposes.

 If a given HRM is to have any value at all to HR then information should be based on
two factors:

 How many decisions will be improved by the HRM and

 How much values will each improved decision produce.

 Understanding these two factors is equivalent to any HRIS

 Human Resource Information system is an integrated system designed to provide

44
IMPORTANCE AND USE OF THE STUDY

To keep things in mind that as the ever changing competitive business

environment. New thoughts and ideas should pour into its, Research &

Development to innovate its existing products which should be beyond

competitors’ comprehension.

This study enables the user with answer to formulate an effective marketing

mix strategy with a broader prospective to tap areas where it did not feel the

need earlier, hence the decision of whether to penetrate this section or not can

be found out at the end of the data analysis.

It also gives an idea of the potential of our business in the future & the

fluctuation in prices from time to time & from product to product.

Special reference is made to the improvement of ability of product in terms of

packaging& product innovations & advertisement always means to cut down

competitors.

45
 RESEARCH METHODOLOGY

 SOURCES OF DATA COLLECTION

The data was collected from the primary and secondary source

 RESEARCH METHODOLOGY

Data collection involves two methods: -

A] Primary Data.

B] Secondary Data.

A] PRIMARY DATA:-

This method refers to collection of first-hand data, this is directly collected

from the officials of the organization. This data is collected by following methods.

1. Interview of the officials.

a) Dep. Manager (MIS).

b) Manager.

c) Attendance recorder.

d) Employees.

2. Observation of overall working of Human Resource Information System in

organization.

3. Questionnaires filled by respondents.

46
 B] SECONDARY DATA: -

This data refers to the collection of second-hand data. This data is

collected from the company in the written or printed format.

The sources of this data can be as follows….

a) The annual report of the organization.

b) Official records of the organization.

c) Other published articles of the organization.

LIMITATIONS

An HRM also can be a problematic for small businesses in which some employees
must wear many hats. Some of the disadvantages of an HRM involve human error during
information input, costly technology to update your system and malfunctions or insufficient
applications to support your human resources needs. There is a demand for computer and
technology specialists with general information technology knowledge, and finding a
qualified specialist with human resources functional area knowledge can be difficult. With
such a demand, your cost to hire an HRM specialist may be far above the average salary for
a computer technology specialist. The cost per-hire for another employee in a specialized
field may be a stretch for some small business. Although the system is efficient but
sometimes we face the problems like system slowdown or higher down times and if there is
some particular limitation in module than work suffers, some hr people are not comfortable
in using system efficiently so time is to be given in training for system.

 It can be expensive in terms of finance and manpower.

 It can be threatening and inconvenient.
 Through understanding of what constitutes quality information for the user.
 Computer cannot substitute for human being.

47
 DATA ANALYSIS & INTERPRETATIONS

1. On which system you are working?

System Respondent Percentage (%)

Payroll 5 50
Punching machine 4 30
Both 1 20

Chart:

Interpretation:
As per the above table no 1 & the diagram 50% people working on Payroll system,
40% people are working on punching machine & 10% people are working on both
the system to admin.

48
2. From how many years you are using this system?
Years Respondent Percentage (%)
Less than 15 1 10
years
More than 15 9 90
years

Chart:

Interpretation:
As per the above table no 2 & the diagram 90% people are working more than 15 years
& only 10% people are working less than 15 years.

49
3. Before HRM how the records were kept?

Record keeping Respondent Percentage(%)

Manually 5 50
Computerized 3 30
Both 2 20

Interpretation:
As per the above table no 3 & the diagram 50% people says the keep data manually,
30% computerized and 20% both type.

50
4. Do you think the current payroll software is convenience for keeping record?

Result Respondent Percentage (%)

Yes 8 80
No 2 20

Interpretation:
As per the above table no 4 & the diagram the 80% people says Payroll system is
convenience & 20% are saying not.

51
5. Is Punching System providing better Attendance result?

Result Respondent Percentage (%)

Yes 6 60
No 4 40

Interpretation:
As per the above table no 4 & the diagram the 60% people says punching system
provides better attendance record& 40% are saying not.

52
6. Does require any change in new system?

Change Respondent Percentage (%)

Timesaving application 3 30
Accuracy 2 20
Secrecy 5 50

Interpretation:
As per the above table no 6 & the diagram 30% people need change in the time
saving, 20% people in accuracy, and 50% change in secrecy.

53
7. Does require extra Need of training for working on HRIS?

Need Respondent Percentage (%)

Yes 3 30
No 7 70

Interpretation:
As per the above table no 7 & the diagram the 30% people requires extra training &
70% people not require.

54
 RESULT AND DISCUSSION

The Delhi Metro Rail Corporation (DMRC) is a pivotal organization in India's urban
transportation sector, providing efficient and reliable metro services in the National
Capital Region. This case study focuses on evaluating the human resource
management (HRM) practices at DMRC and their impact on employee performance
and organizational efficiency.

Key Findings

1. Recruitment and Selection

o Structured Process: DMRC employs a highly structured recruitment and
selection process, which includes written tests, interviews, and medical
examinations. This ensures that only the most qualified candidates are
selected.
o Diversity and Inclusion: The corporation emphasizes diversity in its
workforce, promoting equal opportunities for all genders and ethnic groups.
2. Training and Development
o Comprehensive Training Programs: DMRC provides extensive training to
its employees, including technical training, soft skills development, and
leadership programs.
o Continuous Learning: There is a strong focus on continuous learning and
professional development, with regular workshops and seminars.
3. Performance Management
o Clear Performance Metrics: The performance appraisal system at DMRC is
transparent and based on clearly defined metrics. This includes regular
feedback and annual reviews.
o Incentive Programs: Employees are motivated through performance-linked
incentives and recognition programs.

55
 4. Employee Welfare and Benefits
o Robust Welfare Schemes: DMRC offers a wide range of employee welfare
schemes, including healthcare, insurance, housing, and retirement benefits.
o Work-Life Balance: Policies such as flexible working hours and leave
benefits are in place to ensure a healthy work-life balance for employees.
5. Employee Engagement and Satisfaction
o High Engagement Levels: Regular surveys and feedback mechanisms
indicate high levels of employee engagement and satisfaction.
o Open Communication Channels: There are multiple channels for employees
to voice their concerns and suggestions, fostering a culture of open
communication.
6. Challenges
o Stress Management: Given the high-pressure environment, managing stress
and preventing burnout is a significant challenge.
o Retaining Talent: Retention of skilled employees amidst growing
competition in the job market is another challenge DMRC faces.

DISCUSSION

1. Effectiveness of HRM Practices The HRM practices at DMRC have been largely
effective in creating a competent and motivated workforce. The structured
recruitment process ensures the selection of capable employees, while continuous
training and development programs enhance their skills and performance.
2. Impact on Organizational Performance The robust performance management
system and incentive programs have contributed to high levels of productivity and
efficiency. Employee welfare schemes and a positive work environment have
resulted in lower attrition rates and higher job satisfaction.
3. Addressing Challenges To address the challenges of stress management and talent
retention, DMRC can implement more comprehensive mental health programs and
career advancement opportunities. Additionally, introducing mentorship and peer
support systems can help in managing stress better.

56
 FINDINGS
1) Most of the employees are satisfied by the performance of the existing system.
2) The system helps keeping the records of employee’s attendance, payroll manager &
all functioning of HR.
3) Existing system is good but there is problem implement security policy for security
reasons.
4) The HRM is important & needful and employees require changes in existing system.

5) There are 10 peoples are involved in support of existing system.

6) The salary package, allowance are calculated accurately through HRIS.

7) Data is not entered timely in the system, Because of all branches does not having
ERP system.

8) The current work of the organization is based on Both i.e manually and computerized
system.

57
 CONCLUSION

HRM is considered a strategic way to develop a new philosophy towards the way in
which people are managed in an organization. Many decision-making strategies are
based on HR analysis, which is used to determine whether current HR capabilities are
congruent with the desired organizational objectives. The development of HRM
applications that cater to the needs of human resources is very important. From a broader
perspective, an HRM yields a well-managed business with better informed employees.
The implementation of HRM applications results in two benefits: a) Efficiency of
operations and streamlined HR administration. b) Effectiveness when management can
spend more time in decision-making and strategic planning, and less time on information
input and day-to-day HR administration. In summary, this report has revealed the
following:
 By automating Human Resource practices, HRM saves time and money, effectively
reallocates work processes and thus provides competitive advantage and adds
strategic value to the organization.
 HR managers must make use of HRM to achieve improved performance and
removing routine administration allows them to become professional consultants to
the rest of the organization.
 Comprehensive HRM provides the needed information within the shortest period and
at reduced cost.

HRM is very important software for the development of the company. The system
helps keeping the records of employee’s attendance, payroll manager & all
functioning of HR. this existing system is needful but some employees need to
change as per requirement. By proper training to employees, it can help to reduce all
the paper work. The importance of the human resource function & HRM is increasing
day by day and it seems to benefit in future.

58
 FUTURE SCOPE

The future scope of human resource management (HRM) in the context of the Delhi
Metro Rail Corporation (DMRC) can be explored by considering several key areas:

1. Talent Acquisition and Retention:

o Future Scope: DMRC will need to attract and retain skilled professionals,
especially as it expands and adopts new technologies.
o Strategies: Implementing advanced recruitment strategies, offering
competitive benefits, and ensuring career development opportunities.
2. Training and Development:
o Future Scope: Continuous upskilling and reskilling of employees will be
crucial to adapt to technological advancements and operational requirements.
o Strategies: Establishing comprehensive training programs, leveraging e-
learning platforms, and promoting lifelong learning.
3. Employee Engagement and Satisfaction:
o Future Scope: Maintaining high levels of employee engagement and
satisfaction will be vital for productivity and retention.
o Strategies: Regular employee feedback mechanisms, recognition and reward
systems, and fostering a positive workplace culture.
4. Diversity and Inclusion:
o Future Scope: Emphasizing diversity and inclusion can enhance
organizational culture and innovation.
o Strategies: Implementing policies that promote diversity, conducting
awareness programs, and ensuring equal opportunities.
5. Performance Management:
o Future Scope: Effective performance management systems will be essential
to align individual performance with organizational goals.
o Strategies: Adopting data-driven performance evaluation tools, setting clear
performance metrics, and providing constructive feedback.
6. Use of Technology:

59
 o Future Scope: Integrating HR technology will streamline HR processes and
improve efficiency.
o Strategies: Utilizing HR software for payroll, attendance, performance
management, and employee self-service portals.
7. Employee Well-being:
o Future Scope: Focusing on the physical and mental well-being of employees
will be critical.
o Strategies: Offering health and wellness programs, providing mental health
support, and ensuring a safe working environment.
8. Succession Planning:
o Future Scope: Preparing for future leadership needs will ensure
organizational stability and growth.
o Strategies: Identifying and developing future leaders, providing leadership
training, and creating a clear career progression path.

60
 SUGGESTIONS

1. The organization should implement ERP system for better decision making

regarding for security.

2. They should install Login system i.e. user id & password for security reasons.

3. There should install security software like antivirus for maintaining security.

4. They should provide a systematic & proper training to the user of the system.

5. The software should be updated or redesigned as per the changing

requirements of business or HR department.

61
 REFERENCES

 Anholcer, M. and Gaspars-Wieloch, H. (2011), “Efficiency analysis of the

Kaufmann and Desba-zeille algorithm for the deadline problem”, Operations
Research and Decisions 2011/1, the Publishing House of the Wrocław
University of Technology, Wrocław.

 Dawson, C. W. and Dawson, C. J., (1995), “Generalised activity-on-the-node

networks for managing uncertainty in project,” International Journal of Project
Management, 13, 6, pp. 353-362.
 Dawson, R. J. and Dawson, C. W. (1998), “Practical proposals for managing
uncertainty and risk in project planning,” International Journal of Project Management,
16, 5, pp. 299- 310.

 www.google.com

 https://www.delhimetrorail.com/

62
 QUESTIONNAIRE

NAME:
AGE: CONTACT NO:
QUALIFICATION: POST :( Manager Officer Supervisor Clerk)

1. What is your age?

 20-30
 30-40
 40-45
 45-55
 55 Above
2. For how many years you are working in this company?

Year’s months

3. On which system you are working?

 Payroll s/w
 Punching machine system
 both
4. What do you think, how is the response of current system?
 Poor
 Average
 Good
 Very good
5. From how many years you are using this system?
 Since 1 to 5 years
 Since 6 to 10 years
 Since 11 to 15 years

63
 More than 15 years
6. Before the HRIS, how do you keep your records?
 Manually
 computerized
 mixed
7. Is punching machine system for attendance provides better result?
 Yes
 No
If no then what is the reason?
8. Do you think the current payroll software is convenience for keeping record?
 Yes
 No
If no then what is the reason?
9. Do you think using this system can make your work easy?
 Yes
 No
10. What do you think; at what point’s new s/w bit the existing system?

 Time saving application

 Accuracy
 Appearance
 Reports
 User interface
 Secrecy
 Record searching
 Any other

11. Is the company have provided any kind of training and knowledge before
working on HRIS?
 Yes
 No

64
 If ‘yes’ what you think is it sufficient?
 Yes
 No
12. Do you need some extra training about HRIS?
 Yes
 No
If ‘yes’ then mention here:
13. Do you find any kind of problems while using your system?
 Yes
 No
If yes then which type of problems?
14. What do you expect from existing system?
 Report
 User friendly
 Security
15. When do you present your reports (all types)?
 Daily
 Weekly
 Monthly
 Yearly

65