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A Project Report
On

“HR FUNCTIONING ON DLF”

Submitted in partial fulfillment of the requirements for award of degree of

MBA
To
MDU, ROHTAK

Supervised by :- submitted by :-
Ms. Geeta kumari Shiv kumar
Lect. Roll No: 805052
GCE MBA 4th Sem
Bilaspur, Gurgaon

Gurgaon college of engineering

Bilaspur, Gurgaon
(2008-10)
 Declaration

I …………….. roll no …………….class………….of the

…………..hereby declared that the project that entitled ……………. Is
an original work and the same has not been submitted to any other
institute for the award of any other degree. In interim report was
present to the supervisor ………….. and the pre-submission
presentation was made on ………….the feasible suggestions have been
duly incorpoted in consultation with the supervisor.

Contersigned

Signature of the supervisor signature of candidate

Forwarded by

Director of the institute

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 MDU-ROHTAK

Performa for approval of project proposal.

Name of the student:-

Class Roll No:-

Institute’s name:-

Title of the project:-

Subject Area:-

Name and designation of the supervisor

Signature of the supervisor Signature of the student

Signature of the Director

Date

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Component/suggestion for reformulating the project .

…………………………………………………………………..

………………………………………………………………….

Authority signature.

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 ACKNOWLEDGEMENT
At the very outset, I would like thanks to all those who helped me in my endeavor in achieving
something worthwhile and enduring.

I have no words to express my gratitude to Mr.Anurag Juneja DGM HR, DLF , who was always
there to guide me and solve my problems, Without his unfailing guidance, this report couldn’t not
have been possible. It has been a great learning experience working under him. I would also like to
thanks Mr. Gautam and management & staff of DLF LIMITED and my college mentor
Ms. Geeta kumari without whose moral support, guidance and cooperation this would have not
been possible for me. They have been a source of inspiration and knowledge to me during the
making of the report.

I also pay my gratitude to the management of DLF.

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 Shiv kumar

Certificate of Internal Guide

This is to certify that the project titled HR Practices of DLF is a bonafide work carried
out by Shiv kumar a candidate for the award of Masters of Business Administration of
MDU Rohtak under my guidance and direction.

Date: Signature of guide

Name

Place:

Designation:

Institute:

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 TABLE OF CONTENTS

CHAPTERS PAGE NUMBER

CHAPTER 1
RATIONALE FOR THE STUDY 7

o ABSTRACT 9

 CHAPTER 2

OBJECTIVE OF THE STUDY 13

o TITLE OF THE PROJECT 14

o OBJECTIVE OF THE STUDY 15

o LIMITATIONS 16

o SCOPE OF STUDY 17

 CHAPTER 3

o COMPANY PROFILE 18

 CHAPTER 4

THEORITICAL FRAMEWORK 26

o FUNCTION OF HR PRACTICES 27

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 o COMPARITIVE ANALYSIS 36

 CHAPTER 5

o RESEARCH METHODOLOGY 37

 CHAPTER 6

o DATA ANALYSIS AND INTERPRETATION 40

o GRAPHS 43-49

o ANALYSIS 50

 CHAPTER 7

o FINDINGS AND CONCLUSION 51

 CHAPTER 8

o EXPECTED CONTRIBUTION FROM THE STUDY 54

o SUGGESTIONS 55

APPENDICES

o Quesstionaire 58

o Bibilography 61

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CHAPTER 1

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 RATIONALE FOR THE STUDY

Rationale for study

Business is a game of entrepreneurial spirits and managerial skills. Entrepreneurs play the

business game by acquiring, mastering and coordinating various business and

management skills. Such skills include Human relations and Technology management as

well as planning, marketing, negotiating and finance. A business organization is designed

with the objective of creating and acquiring wealth through production and supply of

products and services. Products, capital, skills, and entrepreneurship are increasingly

becoming internationalized. Corporations compete with their own unique set of skill-

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equipment mix, knowledge capability competence equation and the critical

entrepreneurial vision.

This study “ HR Practices of DLF” is a deep study on the incarnations of the present

respective that “Human Resource is Inevitable” as “Every Man is indispensable” for the

Organization.

The Human resource management strategies in India in the 21st century has to focus on

better individual-organization interface and greater emphasis on organizational

effectiveness than on personal success.

INTRODUCTION

Background

In the 50s, there was a strong belief that employees were recruited not to question ‘why’

but only ‘to do –and die’. In the 60s, terms like manpower, staff and personnel came to be

used and instead of controlling the employees, it became more and more acceptable to

manage personnel as studies revealed that productivity of the workers could be improved

if they were organized at work. And in the late 70s, people realized that beyond a point,

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productivity depended on people. Also, workers started demanding whatever they

expected from the employers over and above their salaries; ‘Personnel came to be called

as ‘Human Resources’ sharing the global thinking, Indian managers and behavioral

scientists accepted and introduced such theories, models and concepts as theory X/Y/Z,

Two Factor Theory of Motivation, Contingency model, Social Comparison processes,

Socio-Technical system, Job Enrichment, Managerial Grid, Participative Management,

Quality of Work Life, Total Quality Management etc.

At the same time, experts observed that there were some strategic challenges of current

times such as accelerating rates of changes in all aspects of business- increasing

competition, globalization of business, technological change, changing work culture,

resource constraints, transition from industrial to information society, unstable markets

owing to economic condition, increasing demands by corporate stake holders, and a

complex psychological environment. Hierarchy, status, authority, responsibility, and

accountability are structural concepts. But in the Indian context, emotions, feelings,

empathetic perceptions, impressions and effective components have influenced people

more than anything else. The subordinates expect that the boss should have integrity,

higher performance skill, commitment, accessibility, wider vision, sense of empowerment

and credibility. Human resource management refers to a balanced interaction between

these two sets of expectations (Armstrong, 2003).

In the dynamics of the present scenario, many aesthetic changes like globalization are

imperative. Corporations have to keep a watch on international competitors as the

globalization is increasingly becoming a part of every economic system. It’s less about

making a smart choice; instead, its more of a necessity..

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Error: Reference source not found

14
Error: Reference source not found

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 CHAPTER 2
OBJECTIVE OF THE STUDY

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 TITLE OF THE PROJECT

The title for the project undertaken by me is “HR PRACTICES”: of DLF LTD. The
aim is to analyze the importance of the basic HR practices followed in DLF as well as
analyzing the change in HR practices .

Through this project I want to obtain some knowledge regarding HR functioning of DLF
and the HR Practices of DLF and the various other companies.

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 OBJECTIVE

• This project is aimed to achieve in depth knowledge of HR and HR practices

• To provide suggestions to DLF in achieving HR effectiveness
• To understand the role of Human Resource Managers, who act as Change Agents or
Change Facilitators-
• The project acclaims to reestablish the chief function of Human Resource, that is, it
has to create “Something for Everybody”.
• To study current HR challenges in globalized world.

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 LIMITATIONS OF STUDY

Every study conducted may have certain shortcomings and unfortunately mine is also a
similar case. A few errors have crept in despite our best effort to avoid them but it is
expected that still my study and findings are very much relevant.

 An error may have been due to the samples taken not conforming to the sample
size; this is because the sample is a convenience sample.

 Personal bias or personal error of the interviewer might also have crept in; some
cases, while interpreting the respondents.

 Certain questions which are not properly responded by the respondents.

 Some of the respondents have not responded totally.

 Biases might have crept up on the part of the management while giving answers.

 Absolute sanctity of data can be a cause of concern as many respondents didn’t

ponder much over giving points, ranks etc.

 The sample size was small due to time constraint which might not be true
representative of entire population.

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 SCOPE OF STUDY

The project report focus on the HR practices of DLF and also try to understand the

changing role of HR manager and the changing HR environment.

The aim of the project is to understand the functioning of HR department of DLF and of

various other companies and to find and suggest DLF regarding the changing scope of

HR and also various HR policies that DLF should introduce in its system.

In the project I have studied about the HR practices of various companies and also try to

find out the demand of the employees of DLF.

The project basically explains the practices of DLF and also comparison of its HR

policies with of various other companies.

DLF is one of the top Infrastructural development company and also the market leader of

India’s Infrastructural development Industry.

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 CHAPTER 3

Company Profile

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YEAR OF ESTABLISHMENT 1946

VISION To contribute significantly to building the new

India and become the world’s most valuable

real estate company

INDUSTRY INFRASTRUCTURE & RETAIL

WORKS INFRASTRUCTURE DEVELOPMENT

WEBSITE www.dlfindia.com

About the Company

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Overview
DLF is India's largest real estate company in terms of revenues, earnings, market

capitalisation and developable area. In line with its current expansion plans, DLF has

over 425 million sq. ft. of development across its businesses, including developed,

on-going and planned projects. This land bank is spread over 32 cities, mostly in

metros and key urban areas across India. Already a major player in locations across

the country, DLF, with over six decades of experience, is capitalising on emerging

market opportunities to deliver high-end facilities and projects to its wide base of

customers by constantly upgrading its internal skills and resource capabilities.

A roster of world-reputed businesses chooses DLF to jointly venture with, to seek

growth in India. Among them, Laing O'Rourke- famous UK based construction

company credited with construction of Dubai International Airport, London's

Millenium Tower, etc, will construct all DLF's landmark projects. Together DLF-

Laing O' Rourke shall build the expressways, ports and other megastructures of

India's new economy. Nakheel of Dubai are partnering with DLF for townships of

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pathbreaking concepts in India. WSP Group Plc is also partnering DLF, providing

Management and consultancy to the built and natural environment. DLF has also tied

up with Hilton Hotels to jointly develop world class hotels in India. It is more than

market dynamics however. DLF management constantly upgrades professional

resources to construct responsive strategies, to adapt to local preferences; to deliver

high quality, in all its projects and services to a wide customer base.

All the intensified growth underlines DLF's commitment to quality, trust and

customer sensitivity and, delivering on its promise with agility and financial

prudence. This, in turn, has earned DLF the coveted 'Superbrand' ranking for three

years consecutively, including the current year.

The Homes business unit involves a wide range of products including

condominiums, duplexes, row hoses and apartments of varying sizes, with a focus on

the higher end of the market. DLF has 214 msf of developed area under homes and

residential plots. Currently, DLF has more than 477 msf of land resource targeted

towards residential business.

DLF's office segment is one of the group's most admired verticals. Nearly 40 msf of

ongoing projects forms a strong portfolio for DLF offices, having reached a mature

delivery platform of 11-12 msf on an annual basis. Current land resource owned by

DLF for development of offices across the country is 164 msf approximately.

With a booming retail environment on the horizon, this is a major thrust area for the

Group and DLF is actively creating new shopping and entertainment spaces all over

the country. The company has 12 mn sq. ft of retail projects under construction and

owns land resource of another 92 msf for development in metros and other key urban

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destinations across the country. These include categories of prime downtown

shopping districts, shopping centres and super luxury malls, amongst others.

With the growth of the Indian economy and the resulting increase in corporate and

consumer incomes, as well as foreign investment, DLF sees significant opportunities

for growth in its three primary businesses. DLF's mission is to build a world-class real
estate development company with the highest standards of professionalism,

ethics and customer service and to thereby contribute to and benefit from the growth

of the Indian economy.

This is DLF Building India

History
The DLF Group was founded in 1946. We developed some of the first residential

colonies in Delhi such as Krishna Nagar in East Delhi, which was completed in

1949. Since then we have been responsible for the development of many of Delhi’s

other well known urban colonies, including South Extension, Greater Kailash,

Kailash Colony and Hauz Khas.

Following the passage of the Delhi Development Act in 1957, the state assumed

control of real estate development activities in Delhi, which resulted in restrictions

on private real estate colony development. We therefore commenced acquiring last

at relatively low cost outside the area controlled by the Delhi Development

Authority, particularly in the district of Gurgaon in the adjacent state of Haryana.

This led to our first landmark real estate development project – DLF Qutab Enclave,

which has now evolved into DLF City. DLF City is spread over 3,000 acres in Gurgaon

and is an integrated township, which includes residential, commercial and retail

properties in a modern city infrastructure with schools, hospitals, hotels and shopping

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malls. It also boasts of the prestigious DLF Golf and Country Club with night golfing

facilities.

DLF Gurgaon has changed the face of this once-upon a time dusty town of Haryana.

The Delhi Development Act of 1946 proved a blessing in disguise for Gurgaon as it

earned the attention of DLF Group for the construction of Buildings for Residential

and Commercial purposes. The proximity to the Domestic and International Airports

and easy connectivity to the Capital made Gurgaon a feasible destination for DLF

Constructions and DLF Builders.

DLF Gurgaon transcends the parameters of architectural brilliance to offer

phenomenal creations like the DLF City, DLF Malls, DLF City Clubs and DLF Golf

Club. Thus, no discussion on Real Estate and Properties in Gurgaon can be complete

without acknowledging the role, played by DLF Universal. In fact, it will not be

erroneous to state that the Real Estate of Gurgaon is synonymous to DLF Real

Estate.

DLF Buildings and DLF Projects in Gurgaon include DLF Offices like the DLF

Square, DLF Homes and Housing, DLF Apartments and DLF Hotels.DLF Gurgaon

has a plush DLF Golf Course that has the distinction of being a 24 hours club to suit

the round-the-clock lifestyle of the corporate professionals. Not just that, but the

DLF Country Club has received appreciation for its incredible amenities.

DLF City has some of the Residential wonders undertaken by the DLF Home

Developers that incorporate some of the landmark trends that spell unique blend of

style and comfort with admirable entertainment and shopping facilities.For instance,

the DLF Mega Mall and DLF Grand Mall prove the DLF Gurgaon's sensation into

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DLF Retail. DLF Housing like DLF Richmond Park and DLF Silver Oaks are some

of the luxurious DLF Homes that come with collaborated Financing and Housing

related assistance.

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Vision, Mission & Values

DLF Vision
To contribute significantly to building the new India and become the world’s most valuable
real estate company.

DLF Mission

To build world-class real-estate concepts across six business lines with the highest

standards of professionalism,

ethics, quality and customer service.

DLF Values
• Sustained efforts to enhance customer value and quality
• Ethical and professional service
• Compliance and respect for all community, environmental and legal requirements.

OUR LOGO AND ETHOS

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The pyramid symbol and the mission line 'Building India’ is collectively referred to

as the DLF Logo.

The company's name is represented in black capital letters. The typeface represents

the solidity of the enterprise; emphasizes accountability, responsibility as being a

strong and integral part of the Group's ethos.

The pyramid depicts nine smaller pyramids; each composes itself into a larger

pyramid all-encompassing in nature and presentation. The pyramid itself and the

component pyramids convey cohesion, interdependence, support and foundation, to a

common purpose and to achieve greater heights.

The words ’BUILDING INDIA’, is in capitals like the company’s name, and at once

conveys DLF’s mission and vision. It is an intrinsic reflection of the Group’s commitment

and its 60-year heritage.

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