EXECUTIVE SUMMARY

The internship is an integral part of the MBA Program. The organization that I choose
for my internship is Sandareeya Mall, Jabalpur. During my six week internship, I learnt
many application of management which enhances my skills in real manner. HUMAN
PERFORMANCE ENHANCEMENT PROGRAMME was the topic I chooses for my
project. I analyzed how performance enhancement is important for the employees. What are
the factors that affect the performance for analysis, data is collected from the questionnaire
and by taking personal interviews of the employees. I also analyzed the working environment
of the center and collected feedback for the reporting officer. For this I have taken the
personal interview of staff members. The feedback and suggestions from the trainees and
staff members were taken, compiled and interpretated as result.
The area of project work is Samdareeya Mall, Jabalpur, where the survey has been
undertaken. The whole project is guided by Mr. Pawan Sahu , Director (Training) . It was a
great learning experience for me.

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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

DEFINITION
Edwin Flippo defies HRM as planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of human
resources to the end that individual, organizational and social objectives are achieved.

FEATURES OF HRM OR CHARACTERISTICS OR NATURE

1.

HRM involves management functions like planning, organizing, directing and

controlling

2.

It involves procurement, development, maintenance of human resource

3.

It helps to achieve individual, organizational and social objectives

4.

HRM is a mighty disciplinary subject. It includes the study of management

psychology communication, economics and sociology.

5.

It involves team spirit and team work.

Page | 2

EVOLUTION OF HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where he
recommends that government must take active interest in public and private enterprise. He
says that government must provide a proper procedure for regulating employee and employee
relation.
In the medieval times there were examples of kings like Allaudin Khilji who regulated
the market and charged fixed prices and provided fixed salaries to their people. This was
done to fight inflation and provide a decent standard of living.
During the pre independence period of 1920 the trade union emerged. Many authors
who have given the history of HRM say that HRM started because of trade union and the
First World War.
The Royal commission in 1931 recommended the appointment of a labour welfare
officer to look into the grievances of workers. The factory act of 1942 made it compulsory to
appoint a labour welfare officer if the factory had 500 or more than 500 workers.
The international institute of personnel management and national institute of labour
management were set up to look into problems faced by workers to provide solutions to them.
The Second World War created awareness regarding workers rights and 1940s to 1960s saw
the introduction of new technology to help workers.
The 1960s extended the scope of human resource beyond welfare. Now it was a
combination of welfare, industrial relation, administration together it was called personnel
management.

Page | 3

With the second 5 year plan, heavy industries started and professional management
became important. In the 70s the focus was on efficiency of labour wile in the 80s the focus
was on new technology, making it necessary for new rules and regulations. In the 90s the
emphasis was on human values and development of people and with liberalization and
changing type of working people became more and more important there by leading to HRM
which is an advancement of personnel management.

SCOPE OF HRM/FUNCTIONS OF HRM

The scope of HRM refers to all the activities that come under the banner of HRM. These
activities are as follows
1.

HUMAN RESOURCES PLANNING :Human resource planning or HRP refers to a process by which the company to
identify the number of jobs vacant, whether the company has excess staff or shortage
of staff and to deal with this excess or shortage.

2.

JOB ANALYSIS DESIGN :Another important area of HRM is job analysis. Job analysis gives a detailed
explanation about each and every job in the company. Based on this job analysis the
company prepares advertisements.

3.

RECRUITMENT AND SELECTION :Based on information collected from job analysis the company prepares
advertisements and publishes them in the news papers. This is recruitment. A number
of applications are received after the advertisement is published, interviews are

Page | 4

conducted and the right employee is selected thus recruitment and selection are yet
another important area of HRM.

4.

ORIENTATION AND INDUCTION :Once the employees have been selected an induction or orientation program is
conducted. This is another important area of HRM. The employees are informed
about the background of the company, explain about the organizational culture and
values and work ethics and introduce to the other employees.

5.

TRAINING AND DEVELOPMENT :Every employee goes under training program which helps him to put up a
better performance on the job. Training program is also conducted for existing staff
that have a lot of experience. This is called refresher training. Training and
development is one area were the company spends a huge amount.

6.

PERFORMANCE APPRAISAL :Once the employee has put in around 1 year of service, performance appraisal
is conducted that is the HR department checks the performance of the employee.
Based on these appraisal future promotions, incentives, increments in salary are
decided.

7.

COMPENSATION PLANNING AND REMUNERATION :There are various rules regarding compensation and other benefits. It is the job
of the HR department to look into remuneration and compensation planning.

Page | 5

8.

MOTIVATION, WELFARE, HEALTH AND SAFETY :Motivation becomes important to sustain the number of employees in the
company. It is the job of the HR department to look into the different methods of
motivation. Apart from this certain health and safety regulations have to be followed
for the benefits of the employees. This is also handled by the HR department.

9.

INDUSTRIAL RELATIONS :Another important area of HRM is maintaining co-ordinal relations with the
union members. This will help the organization to prevent strikes lockouts and ensure
smooth working in the company.

IMPORTANCE/NEED OF HRM
HRM becomes significant for business organization due to the following reasons.
1.

OBJECTIVE :HRM helps a company to achieve its objective from time to time by creating a
positive attitude among workers. Reducing wastage and making maximum use of
resources etc.

2.

FACILITATES PROFESSIONAL GROWTH :Due to proper HR policies employees are trained well and this makes them
ready for future promotions. Their talent can be utilized not only in the company in
which they are currently working but also in other companies which the employees
may join in the future.

3.

BETTER RELATIONS BETWEEN UNION AND MANAGEMENT :-

Page | 6

Healthy HRM practices can help the organization to maintain co-ordinal

relationship with the unions. Union members start realizing that the company is also
interested in the workers and will not go against them therefore chances of going on
strike are greatly reduced.
4.

HELPS AN INDIVIDUAL TO WORK IN A TEAM/GROUP :Effective HR practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team thus team work
improves.

5.

IDENTIFIES PERSON FOR THE FUTURE :Since employees are constantly trained, they are ready to meet the job
requirements. The company is also able to identify potential employees who can be
promoted in the future for the top level jobs. Thus one of the advantages of HRM is
preparing people for the future.

INTRODUCTION OF PERFORMANCE ENHANCEMENT

Understanding the meaning of performance is essential to transforming traditional
training into human performance enhancement. Performance is synonymous with outcomes,
results, or accomplishments. It should not be confused with behaviors, work activities, duties,
responsibilities, or competencies.
A behavior is an observable action taken to achieve results. A work activity is a task
or series of tasks taken to achieve results. Any work activity has a definite beginning, middle,
and end. A duty is a moral obligation to perform, and a responsibility is an action or a result
for which one is accountable. A competency is an area of knowledge or skill that is critical
for producing key outputs. A competency is an internal capability that people bring to their
jobs, a capability that may be expressed in a broad, even infinite array of on-the-job

Page | 7

behaviors. Studying competencies typically means identifying the underlying characteristics

shared by successful performers.

MEANING
What Is Human Performance Enhancement?
Human performance enhancement (HPE) is the field focused on systematically and
holistically improving present and future work results achieved by people in organizational
settings. HPE, synonymous in this book with human performance technology (HPT) and
human performance improvement (HPI), is a systematic approach to improving productivity
and competence.

DEFINATION
William A. Deterline and Marc J. Rosenberg explain, HPE is a set of methods and
procedures, and a strategy for solving problems, or realizing opportunities related to the
performance of people. It can be applied to individuals, small groups, and large
organizations.
Others have attempted to define human performance technology, human performance
improvement, or human performance enhancement as well.
Here are a few more carefully chosen definitions from classic sources:

Performance technology is about outcome significationdiscovering valid, useful

performance objectives and stating them in terms that are easily understood.

HPT is concerned with measurable performance and the structuring of elements

within the system to improve performance.

HPT is, therefore, a field of endeavor that seeks to bring about changes to a system
in such a way that the system is improved in terms of the achievements it values.
Page | 8

Unlike traditional training, which frequently limits change efforts to individuals only,
HPE takes a broader view that change must be holistically focused and that any
change effort must accommodate the systemic issues associated with people. To be
carried out effectively, any change must be driven by threats or opportunities from the
external environment within which the organization operates. If change is to be
successful, it must in turn be aligned with the organizations mission, strategy, and
goals and carried out with due attention to comparisons between desired and actual
performance. HPE focuses on solving human performance problems and seizing
human performance improvement opportunities.

Page | 9

TOPIC DESCRIPTION
COMPARING TRADITIONAL TRAINING AND HUMAN
PERFORMANCE ENHANCEMENT
Issue

Traditional Training
approach

new HPE approach

Sample
mission
statement of
the training &
development
department

To provide all types of training support

services to all
employees

To assist in increasing the

effectiveness and efficiency
of all individuals in the
organization

Measures of
success

Hours of training

_ Job behaviors
_ Persons trained
_ Problems solved
_ Cost savings to
organization
_ Product quantity
_ Product quality
_ Lower absenteeism
_ Lower turnover
_ Some measures in the
traditional approach

Job performance
Classes delivered
Media produced
Instructional objectives
accomplished
Course catalogs

Origin of
performance
Problems

Problems are brought to the training and

development Staff then responds according
to time available and the perceived
importance of the person bringing the
problem. Less time for problem solving, as
much time is devoted to delivering courses
from a training catalog (for example,
Introduction to Supervision).

Problems are brought to the

training and development
department. , or the training
and development department
anticipates problems on the
basis of independent analysis
of projected personnel needs
using forecasting methods.
More time exists for
problem solving since fewer
Page | 10

training courses are

delivered on a scheduled
basis.

Audiences
served

All audiences of the organization are served,

though distinctions are made for
administrative reasons to separate training
and development departments for technicalskills training, supervisory training, and
management development.

All audiences of the

organization
served; fewer distinctions
are made to separate
audiences served in
recognition of the
interrelatedness of
performance problems.

Relationship
with
organizational
goals

Training and development is a support

function often referred to as a cost center as
opposed to a profit center. Little relationship
exists between the departments activities
and organizational goals.

Training and development is

a proactive function,
generating profits to the
organization by documenting
savings related to reduction
in waste,
turnover, defects, and down
time. A high relationship
exists with organizational
goals.

Perception of
others

Training and development is the department

that provides training programs, schedules
and organizes special programs, and
reviews the appropriateness of vendor
programs.

Training and development is

the department that helps
other departments analyze
their problems and solve
them using training &non
training solution .provides
special programs if they are
consistent with goals.

Staff skills
required

_ Delivering training
_ Creating lesson plans
_ Media production
_ Department budgeting
_ Course scheduling
_ Coordinating events

_ Consulting
_ Needs assessment
_ Needs analysis
_ Data collection
_ Systems design
_ Long-range planning
Page | 11

_ Developing surveys, questionnaires

_ Cost-benefit analysis
_ Evaluation
_ Research
_ Most traditional training
approach skills

IMPORTANT PROPOSITIONS OF HPE

According to Ethan Sanders, a performance mindset requires attention to three key
principles:

It uses a results-based, systematic approach;

It begins by focusing on accomplishments and not behavior; and

It regards organizations as systems. The performance mindset has a long

history.

THE ENVIRONMENTS OF HUMAN PERFORMANCE

Organizational Environment

Work Environment

Work

Worker

KEY MODELS GOVERNING HPE

Many

models have been introduced to guide thinking about performance in

organizational settings. Two are particularly important. One is holistic; the second is
situational. The holistic model provides a broad perspective, a big picture view of
Page | 12

performance. A situational model, on the other hand, should be used to troubleshoot specific
incidents or events or occasions and to distinguish training from management needs. Both
models are important tools for HPE specialists to remember and apply.

A Holistic Model for Human Performance Enhancement:A classic holistic model for human performance technology was introduced by

Thomas Gilbert in his important (and classic) book Human Competence: Engineering Worthy
Performance. Gilbert, one of the great pioneers in human performance enhancement,
believed that performance is a function of behavior (processes or what can be observed as an
activity) and accomplishment (what you see after people stop working).
For Gilbert, any performance system can be analyzed from six vantage points:
1. The philosophical levelthe beliefs according to which the organization functions
2. The cultural levelthe larger environment within which the organization operates
3. The policy levelthe missions that define the organizations purpose
4. The strategic levelthe plans the organization has established to accomplish its
mission
5. The tactical levelspecific duties carried out to realize plans
6. The logistical levelall support activities that help performers conduct their duties.
Gilbert believed that HPE specialists should begin their efforts by deciding what
accomplishments theyor othersdesire. They should measure opportunities for
improvements and then select performance enhancement techniques. Gilbert developed
several important models to describe his ideas. One, called the ACORN model, was intended
to bring clarity to the mission level. ACORN is an acronym based on the first letters of the
following words:

Page | 13

Accomplishment Is the stated accomplishment a result, not a behavior?

Control Does the performer possess the necessary authority to carry out the
accomplishment?
Overall Objective Does the accomplishment represent the real reason for the jobs
existence, or is it merely one of several tasks?
Reconcilable Is this accomplishment reconciled with, or congruent with, the mission
of the organization and the goals for carrying it out, or is it inconsistent?
Numbers Can the accomplishment be measured to determine practicality and costeffectiveness?

THE SITUATIONAL MODEL FOR HUMAN PERFORMANCE

ENHANCEMENT:A situational model was first described by Robert F. Mager and Peter Pipe in their
classic book Analyzing Performance Problems or You Really Oughta Wanna.31
The classic model is most effective for troubleshooting a discrepancy between what is
and what should be happening

INTRODUCING AN HPE MODEL

What is needed is a model for HPE that can be applied both situationally (like Mager
and Pipes classic model) and comprehensively (like Gilberts classic model). Such a model
should focus attention both outside the organization (from customers, suppliers, distributors,
and other stakeholders) and inside, thus giving due consideration to the four environments
that affect human performance as depicted. The model could, in turn, become the basis for

Page | 14

identifying core competencies required for success by HPE specialists and be the foundation
for selecting, training, developing, appraising, and rewarding HPE specialists.
new HPE model. It calls for the HPE specialist, working with the full collaboration of
stakeholders, to do the following:
1. Analyze what is happening.
2. Envision what should be happening.
3. Clarify present and future gaps.
4. Determine the present and future importance of the gaps.
5. Identify the underlying cause(s) of the gap(s).
6. Select human performance enhancement strategies, individually or collectively, that
close the gaps by addressing their root cause(s).

Page | 15

A MODEL FOR HUMAN PERFORMANCE ENHANCEMENT

Page | 16

RESEARCH ON HUMAN PERFORMANCE ENHANCEMENT

More research is needed on HPE. How much pressure do training and development
professionals feel to focus on solving human performance problems or seizing human
performance improvement opportunities instead of fulfilling their traditional roles of offering
training? To answer that question, I designed a written survey instrument and mailed it to 350
randomly selected members of the
International Society for Performance Improvement (ISPI) in 2004

Page | 17

ISSUES OF HUMAN PERFORMANCE ENHANCEMENT

CROSS-CULTURAL ISSUES IN HPE:It is worth emphasizing that HPE efforts must be grounded in the cultures in which
they are enacted. Many of the principles affecting other forms of cross cultural work also
affect HPE. Consequently, HPE professionals are well-advised to find what cross-cultural
informants they can and seek advice for what they dobefore they do it. Of special value is
finding more than one informant and identifying, and planning for, shared concerns raised as
common threads across them.
The increasingly global nature of work means that the challenge of learning how to
carry out HPE in other cultures is actually becoming more critical. Of special importance is
the relative openness of people in other cultures to speak their minds about their views of
performance problems and their relative importance.
Not all cultures encourage the same kind of openness that is often taken for granted in
Western cultures. Hence, it is important to check whether there might be culturally based
reasons for individuals in other cultures to remain silent when asked for their viewsor else
to speak only what they believe the socially desirable responses might be that their
supervisors would prefer to have noted.

ETHICAL ISSUES IN HPE:HPE professionals must be as sensitive to ethics as other professionals, perhaps more
sensitive. Since unique issues affect the professional practice of HPE, a unique professional
code of conduct is warranted. But perhaps the biggest ethical dilemmas affecting HPE
professionals center on four key issues:
Page | 18

1.

Should HPE professionals just do what they believe is necessary and tell the client
later?

2.

Should HPE professionals agree to interventions but condition their willingness to

undertake it on an up-front investigation?

3.

Should HPE professionals agree to an intervention but turn it toward performance

improvement?

4.

Should HPE professionals agree to do what their clients ask but ensure that other
interventions are added, when needed, to ensure that the performance gap is closed?
These four questions essentially boil down to how much HPE specialists should

substitute their own judgment for that of their clients and/or fail to be open with clients about
the symptoms, root causes, and interventions with which the
HPE specialists work. If all other things are equal, of course, the best course of action
is to be open about what are the symptoms of human performance problems, what are their
root causes, and what interventions are essential to get results. HPE specialists should not
secretly substitute their judgment for the clients

WHAT IS A HUMAN PERFORMANCE ENHANCEMENT STRATEGY

An HPE strategy, synonymous with a human performance improvement strategy, is
any effort intended to close a human performance gap by addressing its underlying cause. It
is a strategy because it implies a long-term direction for change, just as a strategic plan does.
Indeed, the term strategy is used precisely because it is not a quick fix.

Page | 19

TYPES OF STRATEGIES AND TYPES OF GAPS

HPE strategies vary by the types of gaps they are designed to close. Present negative
performance gaps have received the most attention in writings on
SELECTING AND IMPLEMENTING HPE STRATEGIES: INTERVENING
FOR CHANGE human performance improvement, partly because people are greatly
motivated to solve problems that are pressing and urgent, as gaps of this kind often are
Closing a negative performance gap amounts to identifying the cause of a present problem
and addressing it.
HPE strategies may also be applied to present positive, future negative, and future
positive performance gaps. (Neutral performance gaps usually warrant no action.) Closing a
present positive gap means taking advantage of an existing strength by intensifying it.
Closing a future negative performance gap means averting a problem expected in the future.
Closing a future positive performance gap means capitalizing on trends that will allow the
organization to strengthen its competitive position.
Regardless of the kind of gap, appropriate HPE strategies may include the redesign of
jobs, organizational structure, training, rewards or incentives, job or performance aids,
employee selection methods, and employee feedback. The key point is that the appropriate
use of HPE strategies differs, depending on the kind of gap.

TYPES OF STRATEGIES AND CAUSES OF GAPS

The appropriate HPE strategies depend on the causes. That point cannot be
overemphasized. If strategies treat only the symptoms of performance problems, they will not
be effective. It is critically important to identify, as closely as possible, the underlying root
causes of the performance gaps.

Page | 20

TYPES OF STRATEGIES AND MOVING TARGETS

Just as human performance problems do not remain static, so must HPE strategies
avoid being static. HPE specialists and the stakeholders they involve in selecting and
implementing HPE strategies should consider the conditions that are likely to change as the
HPE strategy is implemented. The aim is to lead the target, anticipating (rather than merely
reacting to) changing conditions that affect HPE strategies and the performance gaps they are
designed to close.

HOW SHOULD HPE STRATEGIES BE IMPLEMENTED?

As the competency model of HPE indicates, HPE specialists should anticipate the
consequences of their HPE strategies, establish action plans, and implement those plans.
Essentially, implementing HPE strategy requires the same steps as implementing
organizational strategy. For each HPE strategy, HPE specialists should work with key
decision makers and employees to do the following:
1. Clarify the purpose or mission of the HPE strategy.
2. Establish HPE goals and measurable objectives.
3. Assess future threats and opportunities outside the organization that may affect the
relative success of the HPE strategy in the organization.
4. Assess present strengths and weaknesses of the organization in relation to the HPE
strategy.
5. Select an HPE strategy or strategies to achieve desired enhancements to human
performance.
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6. Assess the likely outcomes or side effects of the HPE strategy or strategies and plan to
avoid negative side effects.
7. Establish an implementation action plan. Kathleen Whiteside has also indicated key
factors in implementing interventions.

FOUR LEVELS OF HPE STRATEGY EVALUATION

Kirkpatricks evaluation model lends itself to HPE strategy evaluation with only
minor modifications in keeping with a new focus on performance enhancement and on
change. The refitted levels might be called Roth wells four levels for evaluating HPE
strategy.
Level 1: Worker satisfaction with the HPE strategy
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Level 2: Work results of the HPE strategy

Level 3: Work environment results of the HPE strategy
Level 4: Organizational results of the HPE strategy
These levels are tied to the four concentric circles that make up the four Performance
areas. They tie evaluation to the intended results of the HPE strategy and to the four levels of
performance.
LEVEL 1
Level 1 focuses on worker satisfaction with the HPE strategy. Like the Kirkpatrick
model, it addresses this question: How well do the participants like the change strategy?
Since HPE can use many methods, the question can refer to one or more strategies, including
organized efforts to improve feedback, rewards and incentives, selection policies,
organizational policies and procedures, job aids, and employee training efforts. As in
collecting information about participant satisfaction following training, Level 1 measurement
methods rely on satisfaction questionnaires, focus groups, or other methods that have been
well developed in measuring customer satisfaction.
The disadvantage of focusing on worker satisfaction is that, as with training
evaluations, workers may like or dislike HPE strategies for the wrong reasons. Since the
aim of an HPE strategy is to enhance human performance, any criterion for assessing
satisfaction other than its impact on performance is usually inappropriate. The best approach
is to confine questions about worker satisfaction to perceptions about how well an HPE
strategy contributed to human performance enhancement.

Level 2
Level 2 focuses on work results. Like Kirkpatricks third level, it directs attention to
this question: How well did the HPE strategy achieve measurable performance improvement
at the work level? As in Level 1, Level 2 involves measuring more than one category of HPE
Page | 23

strategy. If more than one HPE strategy is being evaluated, it will usually be necessary to
aggregate the results to complicate matters many variables may influence HPE strategies at
the work level. Probably the best that can be hoped for is to achieve a best guess
approximation of productivity improvements resulting from the HPE strategy at the work
level.

LEVEL 3
Level 3 evaluation focuses on work environment results of the HPE strategy. This
level is akin to Kirkpatricks fourth level. It directs attention to this question: How well did
the HPE strategy achieve measurable performance improvement for the organization? The
aim is to calculate a return on the overall investment in the HPE strategy, even if the strategy
involved using multiple change levers, such as job aids, selection improvement efforts,
feedback improvement efforts, training, or reward or incentive improvement efforts. Another
aim is to assess how much the HPE strategy helped the organization implement its corporate
strategy and thus achieve organizational strategic goals.

LEVEL 4
Level 4 evaluation focuses on organizational environment results of the HPE strategy.
This level has no counterpart in Kirkpatricks hierarchy. It directs attention to this question:
How well did the HPE strategy achieve measurable performance improvement at the
competitive level? The aim is to calculate how much the HPE strategy helped the
organization improve customer service, achieve a competitive edge, anticipate external
environmental change, and beat competitors to the punch. This level is immensely difficult to
quantify, but it can be evaluated through success stories or other means.

Page | 24

Company
Profile
SAMDAREEYA
MALL
JABALPUR
Page | 25

INTRODUCTION OF SAMDAREEYA MALL, JABALPUR

At the heart of Jabalpur city, one can find all popular brand outlets, food junctions,
multiplexes, hotel and much more under one roof at Samdareeya Mall. It is largest mall of
Jabalpur city located at heart of city in Civic Center, Marhatal. It is easily accessible from all
important hotels like Satya Ashoka, Arihant Palace, Shikhar Palace, Vijan Palace, Samdariya
Inn, Samdariya Hotel etc. Similarly all important offices like Collector office, BSNL office,
Indian Oil office, MP High Court etc are close to the mall. One can do the marketing of all
required items under one roof.
Mall offers variety of daily use article shops, show-rooms of big brands and
entertainment opportunities. Samdariya Mall is spread on 7 floors in addition to
Basement,Ground Floor & Atrium. Basement is allocated for parking purpose. In Ground

Page | 26

Floor one can find showrooms of Black Berry, Samdareeya Abhushan, Departmental stores
and Jewellery Shops.

If we go on Atrium we can find Reliance Footprints Store and famous Westside

Departmental Store. In First Floor, we can find Archies Shop, Took Kidz Store & Home
Furnishing Zone. In Second Floor, about 33 Shops are allocated for Economical Bazaar
where daily use items can be purchased. On the same floor we can also find Game-zone,
Ladies market and NEXT Electronic Showroom. In Third floor, we can find Club City Food
Court, Banquet Hall, Box Office & Multicuisine Restaurant. Fourth-Fifth& Sixth Floor is for
Multiplex & Grand Samdareeya Hotel. At the top, Seventh Floor is for Grand Banqute
Terrace with Restaurant.

LOCATION

2.5Kms from the Jabalpur Railway Station

19Kms from the Jabalpur Dumna Airport.

1Km from Jabalpur Bus Stand.

3Kms from Jabalpur Cantonment.

4Kms from Madan Mahal area of Jabalpur city.

5kms from Vijay Nagar locality of Jabalpur city.

Brands & Services Offered :

Multiplex Movies

Westside Mall

Blackberry Garments

Club City Food Court

Archies Gallery

Credit Cards Accepted

Grand Samdareeya Hotel

Power Backup

Parking Facility

Pepe Jeans Outlet

Travel Desk Service

Jewellery Shops

Page | 27

HOW TO REACH JABALPUR

BY AIR
Jabalpur has a domestic airport known as Jabalpur Dumna Airport (IATA Code: JLR),
it is situated at a distance of 20 kms from Jabalpur city of Madhya Pradesh, India. Jabalpur
Airport is well connected with the major cities like Gwalior, and Delhi. At present Kingfisher
(daily) & Indian (3-days in a week) Flights are operating between Jabalpur and Delhi. Very
soon Jabalpur will have direct flight for Mumbai and Indore. Airstrip extension work is going
on

and

like

to

become

more

capable

to

handle

large

number

of

flights.

BY RAIL
Jabalpur Rail head is situated on the main Mumbai-Howrah line and most trains on
this route have a stop here. It is linked by direct trains from Delhi ( Gondwana Express,
Sridham and Mahakausal Express, MP Sampark Kranti Express) Kolkota ( Shakti Punj and
Howrah - Mumbai Mail), Lucknow ( Chitrakoot Express) , Rajkot ( Somnath Express ) and
Bhopal ( Jan shatabdi). Other towns directly connected to Jabalpur are Mumbai, Varansi,
Allahbad,

Durg,

madras,

Hyderabad,

Banglore,

Pune

and

Patna.

BY ROAD
The Longest highway of the country , National Highway ( NH) 7, connecting to
Varnasi to Kanyakumari, passes right through Jabalpur. Jabalpur has National Highway
connectivity with important cities like Nagpur, Raipur, Bhopal etc. Their is daily Volvo Bus
Services between Jabalpur & Nagpur. Jabalpur also have direct buses for Allahbad, Varanasi,
Bhopal, Raipur, Chattarpur, Kanha National Park etc. These can be taken from the main bus

Page | 28

stand located near Coorporation Chowk. Some private transport operators also have their
luxury and semi-luxury coaches plying in and out of the city.

SALIENT FEATURES OF MALL

1.

Land Area

:-

47391 sq ft

2.

Total Construction :-

256000 sq ft

3.

Retail Space

:-

160000 sq ft

4.

Parking

:-

82000 sq ft in two basements

5.

Food Court

:-

25000 sq ft

6.

Multiplex

:-

ERA cinema with 3 screens

7-

Entertainment

:-

Game Zones both outdoor and indoor

8.

Star Category Hotel :-

Grand Samdareeya

9.

Location

:-

Located in Civic Centre, Heart of City Jabalpur

10.

Number of Lifts

:-

11.

Number of escalators :-

Page | 29

ABOUT SAMDAREEYA GROUP

Page | 30

Page | 31

BRAND ASSOCIATED BY SAMDAREEYA MALL

Page | 32

Page | 33

OBJECTIVE OF THE STUDY

The objective of the study and project report is towards partial fulfillment of the
requirement of Human Performance Enhancement Programme In Samdareeya Mall
Jabalpur degree awarded by MBA
The main objectives of this are as follows:
PRIMARY OBJECTIVES :

Human Performance Enhancement Programme In Samdareeya mall Jabalpur

To know the specific process of enhancement programme are followed.

SECONDARY OBJECTIVE :

To know whether the human performance enhancement programme has enhanced

the knowledge &work capacity of the employee.

To know whether the tricks & methods are useful for the employees learned in
enhancement programme.

Page | 34

RESEARCH METHODOLOGY
INTRODUCTION
Research in common parlance refers to a search for knowledge. The advanced
learners dictionary of current English lays down the meaning of research as a careful
investigation of enquiry specially through search for new facts in any branch of knowledge.
The systematic approach concerning generalization and the formulation of a theory is
also research. The purpose of research is to discover answers to questions through the
application of scientific procedures.

RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure.
- JOHN.W.BEST
Research may be defined as any organized inquiry designed and carried out to
provide information for solving a problem.
- EMORY
Research is essentially an investigation, a recording and an analysis of evidence for
the purpose of gaining knowledge.
Page | 35

- ROBERT ROSS

DESCRIPTIVE RESEARCH DESIGN

Descriptive research design studies are those studies, which are concerned with
describing the character of a group. The researcher makes a plan of the study his research
work. That will enable the researcher to save and resources such a plan of study or blue print
or study is called a research design.

Page | 36

DATA COLLECTION
The study was based on questionnaire method. The study was about the Recruitment
and Selection System.
There are two types of data collection:

Primary data

Secondary data

PRIMARY DATA
The primary data are those, which are collected a fresh and for the first time happen to
be original in character. It has been collected through a questionnaire and personal interview

SECONDARY DATA
Secondary data are those which have already been collected by someone else and
which have already been passed through the stratified process. It has collected through the
books, journals & Internet.

RESEARCH INSTRUMENT
Questionnaire containing both closed and open ended questions.

SAMPLE DESIGN:
Sample random sampling was the technique adopted for data collection survey for the
purpose of study. I took the sample of 60 employees.
POPULATION
It covers the employees of Samdareeya Mall, Jabalpur

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SAMPLE PROCEDURES
In this study convenient sampling method was adopted. Human Resources, Internet
Marketing and under writing departments. From this department, the respondents were
selected on the basis of convenience.

CONTACT METHOD
Respondents were contacted personally.

INTERVEIW SCHEDULE
The interview schedule has been used to collect the data. Information can be gathered
even when the respondents happen to be literate or illiterate.

TABULATION
It is the arrangement of classified data in an orderly manner. This involves recording
the filled in interview schedule. These are of immense help to analysis.

PERIOD OF STUDY
The study was conducted for period of 30 days.

TOOLS USED FOR ANALYSIS

Simple Analysis
It is simple analysis tool. In this method, based on the opinions of the respondents.

Page | 38

Data
Analysis &
Interpreta
tion
Page | 39

Q1.

Has your company organizes a training & development programmes to enhance the
human performance?
Employees

yes

somehow

No

Je

18

12

Ae

30

INTERPRETATION :The majority of employees says that yes the organization organizes the
development programmes.

Page | 40

Q2.

If your organization identifies the training needs for the employees to enhance their
skills?
Employees

yes

somehow

Je

18

12

Ae

30

No
0
0

INTERPRETATION :The majority of employees says that yes the organization identifies the training
needs for the employees to enhance their skills.
Page | 41

Page | 42

Q3 . How much time did it used to take for performance enhancement programmes?
Employees

monthly

half yearly

yearly

Je

18

12

Ae

30

INTERPRETATION :The majority of employees says that the monthly time it use to take for performance
enhancement programme.

Page | 43

Q4.

Do your top management take feedback?

Employees

yes

somehow

No

Je

16

Ae

18

10

INTERPRETATION :The majority says that yes the top management takes their feedback.

Page | 44

Q5.

Does your company use specific training process?

Employees

yes

no

rarely

Je

12

14

Ae

18

12

INTERPRETATION :The majority of employees says yes that the company use the specific process for
training.

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Q6.

Do you satisfy with organizational human performance enhancement progrmme of

your organization?
Emp

agree

disagree

strongly disagree

strongly agree

Je

16

14

Ae

28

INTERPRETATION :The majority of the employees satisfied with the organizational human performance
enhancement progrmme.

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Q7.

Do you apply or use the tricks & methods learned in training programme?
Employees

yes

no

somehow

most often

Je

14

14

Ae

30

INTERPRETATION :The majority says that yes they apply the tricks & methods learned in development
program.

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Q8.

Do you think training is important for employees to perform tasks?

Employee

agree

disagree strongly disagree strongly agree

Je

26

Ae

26

INTERPRETATION :The majority of employees agree that training & development programs are important
for performing tasks.

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FINDINGS
On the basis of primary data collected from the personal interview and questionnaire I
found and came to the conclusion that the working environment of the institute is satisfactory
and competent enough. Also the training officer is competent enough to run and maintain the
discipline of the institute. Some of the important aspect about this is as follows;
1)

All the employees were happy with the working environment.

2)

All were agreed with the fact that their reporting officer is ;
Understanding
Co-operative
Competent
Polite
Problem solver
Responsible
Motivator
Record keeper

3)

Till now the institute never faces any complaint or grievance from employees and thus
is working satisfactorily.

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SUGGESTION

There should be proper and exact forecasting of the proper demand as to avoid

additional U.l. charges

Analytical tool and software shall be use for load forecasting
Over drawl of power shall not be admitted in any case

Page | 50

CONCLUSION
Hence it concluded that this study about the Human Performance Enhancement
Programme .the Performance Enhancement Programmes are very important for searching &
enhancing the hidden quality of the employee which is useful in improving the present as
well as future working quality of the employees.HPE is a set of methods and procedures, and
a strategy for solving problems, or realizing opportunities related to the performance of
people.

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LIMITATION OF THE STUDY

The survey covered limited number of trainees.

Some trainees were unwilling to respond towards the Questionnaire.

Sometimes trainees take it as fun and do not provide correct information.

Some trainees did not understand the questions and they also got confused, hence
they didnt responded or marked neither.

Page | 52

BIBLIOGRAPHY
A. BOOKS 1.

William J. Rothwell - Beyond training and development.

2.

Shrivastava T.N. Business Research Methodology, NWP Publication

3.

Gupta Deepa- Research Methodology, PHI learning

B. WEBSITES:
1.

www.samdareeyamall.com

2.

www.google.com

2.

www.mp.gov.in

3.

www.mbadepot.com/articles/

4.

www.managementstudyguide.com

Page | 53

ANNEXURE
HUMAN PERFORMANCE ENHANCEMENT
Name

____________________

Designation _____________________

Department ____________________

Sex (m/f) ______________________

Date _________________________

1.

Has your company organizes a training & development

programmes to enhance

the human performance?

Yes
2.

Somehow

No

If your Organization identifies the training needs for the employees to enhance their
skills?
Yes

3.

Somehow

How much time did it used to take for performance enhancement programmes?
Monthly

4.

Half Yearly

Yearly

Do your top management take feedback?

Yes

5.

No

Somehow

No

Does your company use specific training process?

Yes

No

Rarely

Page | 54

6.

Do you satisfy with organizational human performance enhancement programme of

your organisation?

Agree

Disagree

Strongly Disagree

Strongly Agree

7. Do you apply or use the tricks & methods learned in training programme in your work?
Yes

No

Somehow

Most often

8. Do you think training is important for employees to perform tasks?

Agree

Disagree

Strongly Disagree

Strongly Agree

9.You are performing a job that matches your skills?

Yes

No

Rarely

10. In your organization the management support the training & development programmes?
Yes

No

Rarely

11. What is your level of satisfaction in your work?

More Than Satisfied

Satisfied

Not Satisfied

12.Do you agree that compensation should be linked to performance?

Agree

Disagree

Strongly Disagree

Strongly Agree

13.What are your suggestions for enhancing human performance in organization?

Page | 55