I am student doing MBA degree in HR looking for the topics to make project report. Will you please suggest me some HR Projects for MBA Students so that I can easily make project in any one also provide me sample project free download for MBA HR?

As per your request here I am providing you the list of MBA HR Project Topics. Please check the below list which may be helpful for you:

The list includes:

360 Degree Performance Appraisal
Employee Attrition
Employee Compensation
Effectiveness of Reward System On The Motivational Level of Employees
Employee Employer Relationship
Employee Engagement
Employee Motivation
Employee Pereption
Employee Relationship Management
Employee Remuneration
Employee Retention
Employees Satisfaction
Employees Welfare
Employees Welfare Pertaining to Satisfaction
E-Recruitment
Evaluation of Training Programmes.
Factories Act
Grievance
HR POLICIES
HRD Climate
Human Resource Information System
Industrial Relations
Job satisfaction
Knowledge Management
Learning Organization
Multiskilling
Organization Behaviour
Organization Climate
Organization Culture
Organizational Change
Organizational Development
Performance Appraisal
Quality Circle
Quality of Work Life
Recruitment & Selection
Role of IT in Strategic HRM
Strategic HRM
Stress Management
Study of HRM Functions & its Effectiveness
To study of career plan of HEG employees, and study of future prospect of career plan
Training & Development Effectiveness
Training & Development Need
Wage and Salary Administration
Work Life Balance
Work Life Management

Please find the below attached file for the HR Projects for MBA Students Free Download:

HR Project1

ABSTRACT
The study addresses the impact that fringe benefits have on the levels of job satisfaction and engagement of the employees of Galaxy Mining Services. Galaxy is a global explosives company that serves the mining and construction industries all over the world. The remuneration of employees differs from country to country within the organization and this can lead to confrontations when employees compare remuneration packages amongst one another. To determine the appropriate compensation for the value of the work becomes even more difficult when dealing with a global organization. This matter becomes even more complicated when an organization’s boundaries stretch across country borders. The study aims to compare job satisfaction and engagement of Galaxy employees working in India.
A survey research design was used with a specifically developed questionnaire as the data gathering instrument. The participants represent the total of all employees of Galaxy, a global mining services company. Management supported the study and made participation compulsory. A total of 57 employees completed the questionnaires. Employees from different areas, gender, age, academic levels and income groups participated. The majority of the respondents were in the age group 36 – 40 (28.1%). Educational levels revealed that the majority (68.4%) of participants have a Grade 12 and/or higher qualification.
Because all the questionnaires represented the population and not just a sample, only a test to determine practical correlation was performed. For the purpose of the correlation test, the Nonparametric Spearman’s correlation coefficient (r) was used.

The statistical analysis indicated a highly important correlation between Job Satisfaction and Engagement. Thus a high level of job satisfaction will imply a high level of engagement and vice versa. It has also indicated that Job Satisfaction and Fringe Benefits shows a low practically significant correlation. The test for correlation between Job Satisfaction and Remuneration indicated that the level of job satisfaction an employee experiences in the organization is influenced by his remuneration package. The test for correlation between Engagement and Fringe Benefits shows a low practically significant correlation. The test for correlation between Engagement and Remuneration shows a low practically significant correlation.
The limitations of the study were the limited number of employees in Galaxy India for participation in this comparative study. The structure of remuneration packages is treated as confidential and therefore employees might be hesitant to answer questions regarding fringe benefits and remuneration. The study was conducted within Galaxy and therefore its outcome can only be released with the permission of Galaxy India.






INTRODUCTION
This mini-dissertation focuses on a comparative study to determine the impact of fringe benefits on job satisfaction and engagement.
Fringe benefits, or that part of the total compensation package other than pay for time worked provided to employees in whole or in part by employer payments, play a major role in the structuring of compensation packages (Williams, 1995:1097).
If asked about their organization’s compensation programs, most managers criticize them as not working (Jensen & McMullen, 2007:2). This statement reflects the opinion of various managers in the corporate world, as they are powerless with regards to the compensation of their employees and the limitations which are placed by the laws of the organization on the structuring of their employee’s remuneration packages.
Managers have the authority to make major business decisions sometimes worth millions of Rupees, but they don’t always have the authority to change the structure of their employees’ remuneration packages (Jensen & McMullen, 2007:2). Most remuneration packages are based on market related information, and one can ask the question – do these market related rewards reflect the contribution that a specific employee makes to an organization? (Jensen & McMullen, 2007:2).
Today’s managers do not believe that their organization’s compensation programs are effective in getting the desired results for which they are held accountable (Jensen & McMullen, 2007:2). For most managers, compensation is their largest controllable operating expense. If it is successfully managed, the compensation offered to employees gives them a great tool to achieve the best possible business results.
When managers or employees criticize the organization’s remuneration packages or reward structures, it is often assumed that money is the reason. But people or employees are motivated by more than just money. According to Jensen and McMullen (2007:5), some people say that money is not a motivator for them at all.
According to McCaffery and Harvey (1997:1), there are six key reasons why remuneration packages need to be structured, and why fringe benefits will not be eliminated.
It’s the law: Certain fringe benefits are required by law. In the United States Social Security, Medicare, and Family and Medical Leave are mandated federally. All the states require workers’ compensation coverage and unemployment insurance. A few states have non-occupational temporary disability benefit laws and mandatory health benefit coverage.
Duty to bargain with unions: Virtually every conceivable employee benefit qualifies as a “mandatory subject for bargaining” under federal labour law. This means that in collective bargaining, employers cannot ignore union proposals or eliminate benefit coverage unilaterally.
Competition: Even most small employers now sponsor some benefit plans for their employees – if only paid-time-off allowances and employee-pay-all coverage. A company opting for an “all cash” compensation program certainly would be disadvantaged competitively in the employment marketplace.
Benefits are tax-advantaged: Unlike pay, which is subject to federal and state taxes, most benefits enjoy either a tax-exempt or tax-deferred status. This enables employers to take current-year tax deductions for expenditures without directly or immediately increasing employees’ taxable income.
Employees want benefits: Employees are accustomed to receiving benefit coverage as part of their total compensation. They realize that because of tax advantages and economies-of-scale, they are better off having their employers provide benefits. This is evident especially in flexible (cafeteria) plans where most employees forego cash pay-outs for benefit choices.
Benefits support employer strategies: Companies find that certain benefits are often more effective than pay in helping to achieve objectives related to recruitment, retention and motivation of employees, cost management, and social responsibility. Examples of this are profit-sharing plans, work-and-family programs and flexible benefit plans.
The bottom line is every organization is different – different employees with different cultures, different needs and different objectives (Jensen & McMullen, 2007:157). Effective benefits will align employee needs with the organization’s goals, and this is based on careful research into what employees want what the organization offers, what it wants to offer, and ultimately what it can afford to offer.
PROBLEM STATEMENT
The study addresses the impact that fringe benefits have on the level of job satisfaction and engagement of the employees of Galaxy Mining Services. Galaxy is a global explosives company that serves the mining and construction industries all over the world. The remuneration of employees differs from country to country within the organization and this can lead to confrontations when employees compare remuneration packages amongst one another. The study aims to compare job satisfaction and engagement of Galaxy employees working in India.
To determine the appropriate compensation for the value of the work becomes even more difficult when dealing with a global organization. This matter becomes even more complicated when an organization’s boundaries stretch across country borders. It is therefore important to compensate employees according to the market value in each individual country as well as keeping in mind cultural diversities when remuneration packages are structured.
Job satisfaction can only exist when the interests of both the employee and the organization are in equilibrium. The organization relies on the manager to evaluate the value of the work performed by an employee, and with the interest of the s at heart, to determine the appropriate remuneration for this work. In order to offer the employee compensation which is competitive with other companies’ and appropriate for the employee’s duties, the manager needs to have an in-depth understanding of the real value of the work.

RESEARCH OBJECTIVES
The research objectives are divided into general objectives and specific objectives.
General objectives
The general objective of this research is to determine the impact of fringe benefits on job satisfaction and engagement for employees working for Galaxy in India.

Specific objectives
The specific objectives of this study are:
• To determine the importance of fringe benefits amongst employees
• To determine the impact of fringe benefits on employee engagement
• To determine the impact of fringe benefits on job satisfaction
• To gain better knowledge of the structuring of remuneration packages




RESEARCH METHOD
The research method consists of a literature review and an empirical study.
Literature review
The literature review focuses on the structuring of remuneration packages, fringe benefits and their impact on job satisfaction and engagement.

Research design
One of the most popular and effective measurement tools to determine the impact that fringe benefits have on job satisfaction and engagement is a research survey. Therefore, a questionnaire was designed specifically for Galaxy employees to obtain information regarding their perceptions on job satisfaction, engagement, remuneration and benefits. A questionnaire of four sections was developed. Section A consisted of fifteen questions regarding job satisfaction. Section B consisted of fifteen questions regarding engagement. Section C comprised of fifteen questions about fringe benefits and remuneration. Section D consisted of seven questions regarding the participant’s biographical information. The participants, all Galaxy employees, were informed that the purpose of the questionnaire was to gather responses on how they perceived the impact that remuneration packages and fringe benefits have on job satisfaction and engagement.

Participants of survey
The participants represent the total of all employees of Galaxy, a global mining services company. Participation was supported by management and made compulsory. All 57 employees completed questionnaires that were collected for analysis. Employees from different areas, gender, age, academic levels and income groups participated. The majority of the respondents were in the age group 36 – 40 (28.1%). Educational levels revealed that the majority (68.4%) of participants have a Grade 12 and/or higher qualification.

Measuring instrument
Questions were answered based upon the five-point agreement-disagreement Likert format, varying from strongly agree to strongly disagree. However, for the purpose of this study, the scaling was adapted to a four-point scale to force the participants to select a definite opinion rather than choosing the middle option of “Neither agree nor disagree”. Likert’s scaling is based on a bipolar scaling method.
The questionnaire comprised of four sections. The first part consisted of fifteen statements directly related to job satisfaction. The second section had fifteen questions about the organization’s commitment towards the participant, and the third part contained the last fifteen statements regarding the remuneration and benefits that participants receive at Galaxy. Questions in the last section were specifically included to gather demographic characteristics of the participants such as gender, nationality, age group, residential area, academic background and years of service at Galaxy.

Data analysis
The statistical analysis was carried out with the assistance of the Statistical Consulting Services of the North-West University (Potchefstroom Campus). The Statistical Version 9.1 (Statsoft, 2005), SPSS (SPSS Inc. 2009) and SAS (SAS Institute Inc., 2005) programmes were used.


RESEARCH PROCEDURE
Responses were gathered from participants on all the items of the questionnaire. Participants consisted of employees of Galaxy who are working in Mumbai, Delhi and Delhi. All responses were used for data and statistical analysis.

LIMITATIONS
It was anticipated that a limited number of employees in Galaxy India would be available for participation in this comparative study. The structure of remuneration packages is confidential and therefore employees might have been hesitant to answer questions regarding fringe benefits and remuneration. The study was conducted within Galaxy and therefore the outcome of the study could only be released with the permission of Galaxy India.
The level of literacy in India differs immensely and therefore the completion of questionnaires by certain individuals might have been problematic, and could require the services of a translator.

Attached Files

HR Project1.zip (605.8 KB, 87 views)