PREFACE

The viewing of Human Resource or Personnel of an organization as an important economic resource is a recent development. Human Resource of an undertaking is defined as a collection of aptitude, skills, expertise, knowledge, and attitude, effort of workers, direct and indirect staff and executives. Human resource is considered to be the most valuable asset of any organization. The performance, success or failure of the organization is greatly influenced by the uality of this resource. !ll professional post graduate course "#! envisage for a student to ac uire proficiency in academic knowledge as well as its application in practice by way of exposure to the business world. $ndustrial training is, therefore, a part of this curriculum, which helps in developing analytical and interpreting skills in the students through application of several concepts of management to understand the functioning of the industries. $ conducted this training in !shok %eyland Pantnagar &'nit(, which is based on extensive study of the Human Resource "anagement )ystem. $ have tried to explain in detail the present level of HR )TR!T*+, R*+!R-$.+ *"P%/,**) )!T$)0!1T$/. !T !)H/2 %*,%!.- $. )$-1'% P%!.T. $ have tried also to recommend a few modifications, which might help management to tackle the various issues of dissatisfaction among the group. The company genuinely was interested in making employees satisfied as it believes3

Satisfied Worker is a Productive Worker.

CHAPTE R1

CONCEPT OF HUMAN RESOURCE MANAGEMENT

The terms human resource management and personnel management are treated synonymously and used inter changeably. Human resource management is concerned with the PEOP E! dimension in management. E"ery organi#ation is made up o$ people% ac&uiring their ser"ices% de"eloping their s'ills% moti"ating them to high le"els o$ per$ormance% and ensuring that they continue to maintain their commitment to archi"e organi#ational ob(ecti"es. This is true regardless o$ the type o$ organi#ation)go"ernment% business% education% health% recreation etc. *etting and 'eeping good people is critical in e"ery organi#ation. +n essence% Human resource management is concerned with the proper use o$ the human $actor in business. Today the science o$ Human resource administration encompasses the entire human aspect o$ management. +n short% we may say that Human resource management consists o$ the $ollowing acti"ities, Concerned with recruitment and selection o$ employee. Concerned with personnel policies. Training and de"elopment o$ employees. Ensure economic% social and indi"idual satis$action.

AIMS & OBJECTVES OF HRM

The ob(ecti"es o$ HR- are $ollows. o To attain ma/imum indi"idual de"elopment. o To achie"e e$$ecti"e utili#ation o$ human resources in the achie"ement o$ organi#ation goal. 0oth monetary and non)monetary incenti"es moti"ate employees. o To attract and secure appropriate people capable o$ per$orming e$$ecti"ely the organi#ations speci$ic tas's. o To ensure that the organi#ation gets the right type o$ people in the right numbers and at the right time place. o To establish a desirable wor'ing relationship between employer and between groups o$ employees. o To generate ma/.indi"idual group de"elopment with in an organi#ation by o$$ering opportunities $or ad"ancement to employees through training and (ob education by e$$ecting trans$er or o$$ering training $acility.

o To maintain a high moral better relations inside an organi#ation by sustaining and impro"ing the condition which ha"e been established so that employees may stic' to their (obs $or a longer period.

HUMAN RESOURCE STRATEGY:

Human resource strategy ensure that the organi#ation human resource can $ul$ill the needs o$ stated business. The top management can $ormulate and implement plans to achie"e the necessary human resource. The cru/ o$ resource planning lies in the capacity o$ manager to anticipate and meet changing needs relating to ac&uisition% de"elopment and utili#ation o$ people. +t is basically a two)step process $orecasting and program planning. The second step in"ol"es ta'ing an in"entory o$ a"ailable in$ormation on current sta$$ing% indi"idual &uali$ications and appraisals% e/pressed employee career interests and targeted de"elopment plans. The current human resource re&uirements ha"e to be analyses. The balancing should be done between the pro(ected $uture supply and demand. Thus results represent the need $or human resource indicating necessary action li'e recruitments need% training and de"elopment% succession or (ob re)assignment needs and organi#ation assignments. 1peci$ic needs pro"ide the lin' between satis$ied issues relating to changing management conditions with the program planning aspects. A speci$ic program plan or the action step based on the $orecast can be adopted as gi"e below. ) The role and the person must be matched $or this% the "arious (ob re&uirements s'ills% e/perience% intelligence% education and training ha"e to be based as possible% on

systematic measurement and grading. Human &ualities are di$$icult obser"ation and measurement. There should be e$$ecti"e scheme $or systematic de"elopment o$ attitudes% 'nowledge% s'ills and the beha"ior pattern re&uired by an indi"idual to bring more "ariety and participation through (ob rotation enlargement or enrichment. + obser"ed that this strategy is adopted in Asho' eyland at Pantnagar plant while dealing with Human Resource.

HRM AND PRODUCTIVITY

2ith the organi#ation% e$$ecti"e HR- pro"ides a means to satis$y the growing e/pectation o$ employees and the employers in a manner that results in a moti"ated and committed wor'$orce with high producti"ity. The Human resource management comprise the $ollowing acti"ities. Training and 3e"elopment Organi#ation de"elopment Planning o$ (ob design Human resource planning 1election and sta$$ing 4nion labor relation

The outcome o$ HR-% apart $rom an increase in producti"ity is an impro"ed is the &uality o$ wor' li$e% enhanced satis$action le"el and an o"erall preparedness $or change.

HR PRESPETIVE
E-P O5EE PRO6+ E HR 3EPART-E7T PRO6+ E RE1PO71+0+ +T5 O6 3EPART-E7T. RE1PO71+0+ +T5 O6 +73+8+34A .

RECR4+T-E7T% 1E ECT+O7 A73 P ACE-E7T RE-47ERAT+O7 A73 OTHER A PRO-OT+O7 PO +C5 PER6OR-A7CE APPRA+1A 2E 6ARE A-E7+T+E1 A73 1OC+A 1EC4R+T5 151TE-. E-P O5EE E7*A*E-E7T 47+94E HR PRACT+CE1 PRE1E7T TRE73 O6 HR O2A7CE1 A73 6AC+ +T+E1

EMPLOYEE PROFILE
Asho' eyland $ollows the centrali#ed recruitment procedures $or the di$$erent

categories o$ employee and the e/ecuti"e are recruited $rom the head plant Ennore% Tamilnadu.% Pantnagar unit o$ Asho' eyland recruits the temporary wor'man and the engineers. ENTRY LEVEL:

The entry le"el &uali$ication o$ the wor'man category is that should ha"e passed +.T.+ and $or the engineers should ha"e passed the 0.E or other e&ui"alents degree.

AVERAGE AGE: The a"erage age o$ the employee at the Pantnagar unit% Asho' eyland rages $rom :;):< years o$ age. MANPOWER. CATE*OR5 47+T E/ecuti"e *ET@3ET 1ta$$ 2or'men) permanent 2or'men) Temporary Trade Apprentice Total :<C > < :DB >; >; 1BA 1BA :; : ? A> -AR=ET+7* 6+7A7CE > ; < 151TE-1 : TOTA >? : ? A>

The $emale ratio in the Pantnagar unit is ;.<>E and the ratio between the temporary wor'men and the permanent wor'men ranges ??.CDE respecti"ely. The trade apprentices contribute around F>;nosG about 1;.A>E to the total o$ :DB employees.

RESPONSIBILITIES OF DEPARTMENT
The Personnel H Administration department is responsible $or. abour management% HR3 acti"ities statutory obligation% wel$are acti"ities and other administrati"e $unctions Pro"ide appropriate re&uired manpower $or the wor' under di$$erent department. Organi#e@conduct training program as per training procedure. Emphasi#e on the HO3s to utili#e the s'ill ac&uired@enhanced by the concerned employee by gi"ing su$$icient opportunitities.

RESPONSIBILITIES OF INDIVIDUAL

DY. MANAGER P&A

Report to unit head

(A) RESPONSIBLE FOR

PlanningH Arranging $or Human Resources. Training HHuman Resource 3e"elopment. *eneral Administration H personnel $unction

(B) AUTHORITY
Recruitment o$ personnel up to unioni#ed category Arranging training programs up to C*)?< grade.

SR. EXECUTIVE PERSONNEL (Mr. Ab !"##$ Br%r) TO ASSIST DY. MANAGER&P&A IN' Planning and arranging $or Human Resources. Training H Human Resource 3e"elopment.

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*eneral Administration H Personnel $unctions. To impro"e continually on the $unctions relating to abo"e.

SELECTION & TRAINING OF PERSONNEL

RECR4+T-E7T 1E ECT+O7 PROCE34RE +734CT+O7 H TRA+7+7*

1E ECT+O7 H TRA+7+7* O6 PER1O77E

RECRUITMENT Recruitment is the most important $unction. ogically the $irst step in the de"elopment o$ an organi#ation human resource acti"ity is to ac&uire the people to operate the organi#ation. The manpower is not only re&uired in the beginning% but it is also re&uired through out the companyIs li$e. +n Asho' $ollowing reasons. Changing need o$ the company. The e/pansion o$ organi#ation necessitate e/tra wor' $orce. Rate o$ turno"er due to "oluntary &uits% discharge% retirement etc. eyland the manpower is recruited $or the

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RECRUITMENT POLICY +n Asho' eyland% the recruitment policy has the $ollowing characteristics, A centrali#ed recruitment procedure $or di$$erent categories o$ employees. +t is $le/ible in nature so that it can meet the changing need o$ the organi#ation. Job analysis is highlighted. ays down the terms and conditions o$ employment. The method o$ recruitment% both $or internal and e/ternal recruitment.

SOURCES OF RECRUITMENT: The company considers both types o$ sources o$ recruitment i.e. internal and e/ternal. (. INTERNAL SOURCES:

+nternal sources are the most ob"ious sources. These include human resource already on the pay roll o$ the company. +t is done through promotion% trans$er or some time through demotion. 1ome times applicants are in$ormed about the decision as to whether they are success$ul or not in aspiring new opening. The internal recruitment is also done through sending the e)mail to all other units o$ Asho' eyland td. 6rom time to time and select the suitable candidate $rom these units.

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The main ad"antage o$ this source o$ recruitment is that to impro"e morale% promotes loyalty to result in economy in training cost.

).

EXTERNAL SOURCE:

The e/ternal sources o$ recruitment meet the recruitments o$ wor'$orce $or all le"els and $or all times. 4nder e/ternal source the wor' $orce is engaged $rom outside. The main e/ternal sources o$ recruitments are $ollowing. Ad"ertisements. Employment e/change Campus recruitments in colleges% and institutions. 6actory gates. Part time employees. abor contractors@ pro$essional contracts.

SELECTION PROCEDURE The ob(ect o$ human resource selection is to ascertain clearly the type o$ person re&uired and to secure an appropriate candidate $or $illing that position. +n Asho' eyland The $ollowing steps are ta'en in selection process. A$ter (ob analysis preparing (ob description and man speci$ication. 3etermining the source o$ recruitments. +n"iting the inter"iew. td.

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Conducting the inter"iew. Putting the applicants through tests% where it is necessary. Chec'ing the medical% physical e/amination o$ the applicant. +nduction and 6ollow up.

INDUCTION & TRAINING: INDUCTION: +n Asho' eyland td. Once the employee is hired% an induction program is made up. +nduction is concerned with the problem o$ introducing or orienting a new employee reports to personnel department $or completing his (oining $ormalities li'e $illing up nomination $orms% gratuity $orm% 0io)data $orm etc. photocopies o$ all chec'ing. The period o$ induction is di$$erent $or each category o$ employees. TRAINING & DEVLOPMENT: +n Asho' eyland td.% once an applicant is selected% he or she becomes its member% the ne/t duty is to place him@ her in the right (ob and pro"ide him with training and de"elopment $acilities needed $or him to $it in the present (ob as well as the $uture career chal'ed out $or such indi"idual. The company has its own HR3 center at CHE77A+ $or imparting training to its o$$icers. Outside training program are also attended by o$$icers as per re&uirement o$ their (ob. At the unit le"el in)house training program are also attended by o$$icers as per the re&uirements.

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+n PA7T7A*AR% there is a separate department 'now as training center which imparts education to raw hands $or s'illed (obs. On the (ob training! is also gi"ing to new employees. *i"en below are "arious categories o$ trainees in Asho' PA7T7A*AR. eyland td.

Engineering Trainees Technician Trainees Trade Apprentices Company Trainees CustomerIs Trainees The engineering trainees and technician trainees are recruited through campus recruitment by corporate training and de"elopment department $or entire organi#ation and training is gi"e to them in all $ields at "arious plants o$ the organi#ation. Trade Apprentices and company trainees are recruited at unit le"el and training is gi"en to them according to their prescribed syllabus% appro"ed by the board o$ Technical Education 4ttara'hand and practical training is gi"en to them on the shop $loors. 8arious state transport underta'ing sends customerIs trainees% dealers o$ Asho' eyland td. 6or imparting them practical training on the latest technology. The duration o$ this training is ? wee'. +n Pantnagar plant% depending upon the category o$ trainees@ apprentices% total duration o$ training is designed to $ormulate modules as $ollows. BASIC TRAINING:

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6or $irst ?@: days% e"ery trainee is engaged in Training center $or basic training. +n this the trainees become $amiliari#ed about the company and about the $ollowing in$ormation. The sa$ety precautions +ndustrial house 'eeping Training guidelines About Asho' eyland td. and its product range. IN PLANT TRAINING: 4nder in plant training or on the (ob training! the trainee is posted under super"isor and he is supposed to do manual wor' $or at least A hours per day. Howe"er a close monitoring is done ensuring that he obser"es sa$ety rules religiously. 6or e/ecuti"e category o$ employees% training is gi"e at Asho' Ennore FTamilnaduG and in Pantnagar plant also. CLASSIFICATION OF EMPLOYEES IN ASHO* LEYLAND+ PANTNAGAR PERMANENT: Permanent employee is one who has been engaged on a permanent basis and includes any person who satis$actorily completed a probation period including brea's due to sic'ness% accident% and lea"e. oc'out% stri'e and whose ser"ices ha"e been con$irmed in writing by him in this behal$. PROBATIONER: eyland tdIs plant

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A probationer is an employee who is pro"isionally employed to $ill permanent "acancy in a post. The period o$ probation is ordinarily si/ months% but period o$ probation can be e/tended to another si/ month i$ the employee has not shown s'ill within si/ months. TEMPORARY: An employee who has been appointed $or a limited period o$ time% which is essentially o$ temporary nature.

CASUAL: An employee whose employment is o$ casual nature. APPRENTICE: A learner% who is or not paid an allowance during the period o$ his training including apprentices under apprentices act% 1BD1. REMUNERATION AND OTHER ALLOWANCES & FACILITIES REMUNERATION OTHER ALLOWANCES & FACILITIES

REMUNERATION AND OTHER ALLOWANCES & FACILITIES REMUNERATION

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SALARY AND WAGES.

2age and salary administration is one o$ the "ital areas o$ personnel administration. 2ages H salaries are perhaps the most important single element in the conditions o$ employment. Organi#ation morale cannot be maintained at high le"el without a $air% e&uitable and sound remuneration program. -odern wage and salary administration is "ery comple/ and sophisticated% re&uiring e/pertise and specialist 'nows how.

THE MINIMUM WAGES ACT+ (,-. 4nder the minimum wages act% 1B>A appropriate go"ernment is empowered to $i/ the minimum rate o$ wages payable to employees in all scheduled employment which include employment in any woolen% carpet ma'ing% shawls% rice mill engineering industry etc as well as employment under any local authority. The ob(ecti"e o$ the act was to assure the employee not only physical subsistence as would be conducti"e to the general health o$ public. WAGES AND SALARY ADMINISTRATION IN PANTNAGAR: Commencement and cessation o$ salary is e/plained in the companyIs personnel policy% which stipulates that an employee shall commence to draw the salary o$ a post to which he@ she is appointed $rom the date he@she assumes to ta'e the charge o$ the post.

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6or wor'er and sta$$% the wages and salary administration is attached local $inance department while $or o$$icers categories o$ employees% the responsibilities is gi"en to pay roll section o$ Chennai. The salary grade $or sta$$ and wor'ers are gi"en below.

WOR*MAN REGULAR: GRADE 4ns'illed K0I 4ns'illed KAI 1emis'illed KCI semis'illed K0I semis'illed KAI s'illed KCI s'illed K0I s'illed KAI Highly s'illed PAY SCALE A?;)?;B1 A:<)?>:< A<;)?:;; AC;)?:CC AB<)?DD< B:<)?AD< BD<):;<< BB<):?>D 1;:<):?A<

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STAFF CATEGORY:
GRADE 3ri"er 3ri"er 1 Cler' cum typist 1 Cler' cum typist 11 1teno typist O$$ice Assistant PAY SCALE AD<)?<;B B;;)?DC; B:;):1A; BD<)::C< 1;;;):>1; 1;>;):CC;

6or o$$ice category o$ the employees their salary structure is decided at corporate le"el $or the whole organi#ation. OTHER ALLOWANCES & FACILITIES

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The Asho'

eyland

td. Pantnagar Company pro"ides "arious $acilities to their

employee. The main allowances and $acilities at Pantnagar plant are $ollowing. DEARNESS ALLOWNCE: The e/isting rate o$ $i/ed 3.A. being paid Rs.1B<D.?< as per sub clause ?.> o$ the agreement dated 1<.;<.?;;; is re"ised to Rs. ?>;1.C< per month 2.E.6. :;.;>.?;;>.

HOUSE RENT ALLOWANCEES: The e/isting rate o$ $i/ed H.R.A. being paid Rs.CD<@) as per sub clause ?.C o$ the agreement dated 1<.;<.?;;; is re"ised to Rs.1?<;@) per month w.e.$. :;.;>.?;;>. CONVEYANCE ALLOWANCE: The e/isting rate o$ con"eyance allowance being paid Rs.>?<@) as per sub clause ?.A o$ the agreement dated 1<.;<.?;;; is re"ised to Rs.C<;@) per month w.e.$. :;.;>.?;;>. NIGHT SHIFT ALLOWANCE: The e/isting rate o$ night shi$t allowance being paid Rs.>.;;@) per day as per sub clause ?.1; o$ the agreement dated 1<.;<.?;;; is re"ised to Rs.>.<; per night shi$t w.e.$. :;.;>.?;;>. WASHING ALLOWANCE: The e/isting rate o$ 2ashing allowance currently being paid Rs.C;.;;@) per month as per sub clause ?.11 o$ the agreement dated 1<.;<.?;;; is re"ised to Rs.1?<.;; per night shi$t w.e.$. :;.;>.?;;>. LUNCH ALLOWANCE:

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The e/isting rate o$ lunch allowance being paid Rs.?;@) as per sub clause ?.1? o$ the agreement dated 1<.;<.?;;; is re"ised to Rs.?<@) per month w.e.$. :;.;>.?;;>. BONUS SCHEME: The minimum rate o$ bonus is A.::E and ma/imum rate is ?;E under the payment o$ bonus Act. The Asho' eyland td. Company $i/ed the bonus $or the ne/t three years rs.<<;;% D;<; respecti"ely e$$ecti"e $rom :;.;>.?;;> LEAVES & HOLIDAYS RULES: The regular employees Fe/cluding apprentices@ casualsG are eligible $or the $ollowing type o$ lea"e. Earned lea"e Casual lea"e 1ic' lea"e 7ational and $esti"al holidays.

EARNED LEAVE: Earned lea"e is computed ta'ing in to the account the period o$ duty including lea"e with pay % holidays the period o$ lay o$$ % and absence on account o$ in(ury accident arising out o$ and in the course o$ employment. 6or those go"erned by $actories act the E can be accumulated up to ma/imum o$ :; days. CASUAL LEAVE: Casual lea"e o$ 1; day $or unioni#ed category o$ employees and C days $or others in a year is allowed and it will be credited at the beginning o$ the same year.

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SIC* LEAVE: At present% all unioni#ed category o$ employee are co"ered under E1+% so no sic' lea"e is gi"e to them. E/ecuti"es are gi"en C days lea"e in a year as sic' lea"e% which can be accumulated up to >B days.

NATIONAL AND FESTIVAL HOLIDAYS: There shall be 1? $esti"al@ national holidays with wages in a year. Out o$ these%: shall be 7ational Holidays i.e. ?Dth January%1<th August and ?nd October and the rest B days shall be declared as $esti"al holidays in consultation with union. PROMOTION POLICY & PERFORMANCE APPRAISAL Pr/0/$!/1%2 P/2!34 P#r5/r0%13# A66r%!7%2

PROMOTION POLICY
PROMOTION Promotion may be describe as an upward mo"ement or ad"ancement o$ an employee in the organi#ation to another (ob. The purpose o$ a promotion is to promote the sta$$ to a "acancy which in general is worth more to the organi#ation than the incumbentIs present position. Howe"er% promotion may in"ol"e one or more things such as increase in pay or wages% better scale o$ pay% better status% designation and prestige% higher responsibilities

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and challenges% authorities and span o$ control% higher sill and speciali#ation% better wor'ing conditions and $acilities% better pri"ileges and per's and place o$ location or wor'ing hours etc. PROMOTION POLICIES AT ASHO* LEYLAND Asho' eyland td. +s a $orward loo'ing organi#ation is committed to identi$y% train%

de"elop and sustain its human resources in such a manner as to integrate the indi"idual career aspirations o$ its e/ecuti"es with the $ul$illment o$ the companyIs ob(ecti"es. Towards this Asho' eyland td accepts basically a $air e&uitable and per$ormance eyland td many oriented promotion policy is the $irst consideration. +n Asho' ob(ecti"es are ta'en into considerations% some o$ them are $ollowing.) That the growth opportunities o$ e/ecuti"es integrate with the $ul$illment o$ the companyIs ob(ecti"es. To identi$y% train% de"elop% competent personnel with growth potential $or high le"el per$ormance. Company has recently introduced a $ast leadership program F6 PG $or young e/ecuti"e so that they can b promoted as a $uture leader $or the company at young age. Among them the indi"idual name is recommended by the concerned unit head based on his@her per$ormance. He@she has also cleared the competency test be$ore putting his@her $ast leadership program.

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+n Asho' eyland

td the promotion is $i/ed $or the wor'man category o$ the employee%

as they are promoted time to time a$ter certain period o$ inter"al. 6or other category o$ the employee the di$$erent methods o$ promotion adopted% based on the $ollowing. (. POTENTIAL APPRAISAL Potential appraisal is done by the employeeIs super"isor who has the opportunity t obser"e the employee $or some time. +n the Pantnagar plant the appraisal report is done by super"isor o$ e"ery employee and on the basis o$ tat report the employee is promoted $or higher (ob.

). EXPERIENCE +n Asho' eyland td the promotion is based on the e/perience bases% the employee who has more e/perience will be promoted $or higher position. This type o$ promoted is necessary to impro"e the morale o$ the employee. 8. MERIT +n Asho' eyland td the promotion is based on the merit also% the employee who has more s'ill% 'nowledge and more competent will be promoted $irst as compared to other employee. This type o$ promotion is out o$ turn but employee rise $aster. The promotion o$ any employee is done on the basis o$ abo"e &ualities% or on the combination o$ all the abo"e &ualities.

PERFROMANCE APPRAISAL

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+n Asho' eyland td the $ollowing ob(ecti"es are considered $or the implementation o$ per$ormance system. To noti$y the per$ormance base o$ the company to the employee to ensure an ob(ecti"e assessment o$ employees per$ormance and potential on this per$ormance appraisal to establish an ob(ecti"e basis $or the di$$erent le"el o$ per$ormance and to identi$y employee with potential to grow in the organi#ation To counsel the employee appropriately regarding their strength and wea'ness and assist in de"eloping them to reali#e their $ull potential in line with the companyIs ob(ecti"e and goal

PARAMETERS
+n Asho' eyland Pantnagar the tool that is used $or calculating the employees wor'

potential is :D;)degre $orm o$ appraisal. :D; degree o$ appraisal is that the employee is e"aluated on all aspects around him such as the he has been e"aluated by his immediate super"isor% his $riends% Head o$ 3epartment% Personnel 3epartment% etc. through the appraisal the main ob(ecti"e is to $ind out the =ey Resource Areas F=RAG 6i"e le"el o$ per$ormance laid in the appraisal $orm the Pantnagar units is that . <) >) E93#6$!/1%2 ) consistently outstanding per$ormance S:6#r!/r) per$ormance that is consistently and signi$icantly beyond (ob re&uirements, contributes in related areas also.

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:)

*//;) per$ormances which ade&uately meets (ob re&uirements and occasionally produces good wor' o"er and abo"e (ob re&uirements

?) 1)

B%r#24 ) (ust meet minimum re&uirements S%$!75%3$/r4) unsatis$actory des not meet the (ob re&uirements at all

WOR* BEHAVIOUR
The $actors $or assessment indicated in the $orm are directly related to the achie"ements or results obtained by the appraise. E"ery employee is appraised on each $actors in relation to his present position $or wor' beha"ior in Asho' eyland% Pantnagar the appraisal is done care$ully in such a way that rating o$ one $actor does not in$luence on rating others an unduly in$luenced by any single e/ception occurrence or by recent e"ents or incident is a"oided.

TIME OFFICE FUNCTION

F!1%13# %3$!<!$!#7

T!0# /55!3#

S%2%r4

P%40#1$

S$%$:$/r4

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C/062!%13#

PAY ROLL FUNCTION

Pay roll $unction is the important $unction o$ the time o$$ice that includes the salary administration% maintaining o$ registers% P6 H E1+ deduction% a"ailing o$ lea"e% an the management tactics to reduce the absenteeism. 1ome o$ the registers maintained in the time o$$ice are. 1. ?. :. >. <. D. C. A. B. 1;. 11. Pay slip -onthly input chec'list -onthly process chec'list -onthly pay master chec'list -onthly P6% Pension% E1+ chec'list -onthly supplementary chec'list -onthly input $orm Hal$ yearly E1+ 5early P6 statement P6 continuation card H10C land credit

LEAVES AVAILABLE
EARNED LEAVE

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Earned lea"e is computed ta'ing in t account the period o$ duty including lea"e o$ duty including lea"e with pay% holiday% the period o$ lay o$$% and the absence on account o$ in(ury accident arising out o$ and in the course o$ employment. 6or those go"erned by the 6actories Act the E can be accumulate up to ma/imum o$ :; days.

LITERATURE REVIEW
Employee satis$action and retention ha"e always been important issues $or physicians. A$ter all% high le"els o$ absenteeism and sta$$ turno"er can a$$ect your bottom line% as temps% recruitment and retraining ta'e their toll. 0ut $ew practices Fin $act% $ew organi#ationsG ha"e made (ob satis$action a top priority% perhaps because they ha"e $ailed to understand the signi$icant opportunity that lies in $ront o$ them. 1atis$ied employees tend to be more producti"e% creati"e and committed to their employers% and recent studies ha"e shown a direct correlation between sta$$ satis$action and patient satis$action. 6amily physicians who can create wor' en"ironments that attract% moti"ate and retain hard) wor'ing indi"iduals will be better positioned to succeed in a competiti"e health care en"ironment that demands &uality and cost)e$$iciency. 2hatLs more% physicians may e"en disco"er that by creating a positi"e wor'place $or their employees% theyL"e increased their own (ob satis$action as well.

HER=BERG>S THEORY
+n the late 1B<;s% 6rederic' Her#berg% considered by many to be a pioneer in moti"ation theory% inter"iewed a group o$ employees to $ind out what made them satis$ied and dissatis$ied on the (ob. He as'ed the employees essentially two sets o$ &uestions.

29

1. Thin' o$ a time when you $elt especially good about your (ob. 2hy did you $eel that wayM ?. Thin' o$ a time when you $elt especially bad about your (ob. 2hy did you $eel that wayM 6rom these inter"iews Her#berg went on to de"elop his theory that there are two dimensions to (ob satis$action. moti"ation and NhygieneN Fsee NTwo dimensions o$ employee satis$actionNG. Hygiene issues% according to Her#berg% cannot moti"ate employees but can minimi#e dissatis$action% i$ handled properly. +n other words% they can only dissatis$y i$ they are absent or mishandled. Hygiene topics include company policies% super"ision% salary% interpersonal relations and wor'ing conditions. They are issues related to the employeeLs en"ironment. -oti"ators% on the other hand% create satis$action by $ul$illing indi"idualsL needs $or meaning and personal growth. They are issues such as achie"ement% recognition% the wor' itsel$% responsibility and ad"ancement. Once the hygiene areas are addressed% said Her#berg% the moti"ators will promote (ob satis$action and encourage production. Two dimensions o$ employee satis$action 6rederic' Her#berg theori#ed that employee satis$action depends on two sets o$ issues. NhygieneN issues and moti"ators. Once the hygiene issues ha"e been addressed% he said% the moti"ators create satis$action among employees.

30

HYGIENE ISSUES (DISSATISFIERS) Company and administrati"e policies 1uper"ision 1alary +nterpersonal relations 2or'ing conditions

MOTIVATORS (SATISFIERS) 2or' itsel$ Achie"ement Recognition Responsibility Ad"ancement

OBJECTIVES OF THE STUDY

The ob(ecti"e o$ any wor' is to complete the tas' and reach upon some conclusions. The main ob(ecti"e o$ this pro(ect wor' is $ollowing. To study HR strategic o$ the human resource in Asho' eyland T3. Pantnagar in the areas o$ recruitment% selection% training% promotions% and per$ormance Appraisal trans$er% grie"ances% and (ob satis$action. To collect H e/amine the in$ormation about employees attitude regarding human resource management in Asho' eyland td. Pantnagar. To may suitable recommendation to increase satis$action o$ wor'ers these respect.

SCOPE OF THE STUDY:

The scope o$ the study is identi$ied a$ter and during the study is conducted. The main scope o$ the study was as $ollows.
The study helped me to gain the practical 'nowledge o$ wor'ing o$ an

organi#ation.

31

 + got the 'nowledge o$ how -anagement acti"ities are "arying $rom theoretical

aspects.
+ got the e/perience the wor'ing o$ each department in practice and its

e$$ecti"eness in an organi#ation

32

CHAPTER)?

ORGANI=ATION PERSPECTIVE
Eight out o$ ten metro state transport buses in +ndia are $rom Asho' railnetwor's. 6rom 1A seater to A? seater double 3ec'er buses% $rom C.< tonne to >B tonne in haulage eyland. At ?@

0!22!/1 6%77#1A#r7 % ;%4% Asho' eyland buses carry more people than the entire +ndian

33

"ehicles% $rom numerous special application "ehicles to diesel engines $or industrial% marine and genset applications% Asho' eyland o$$ers a wide range o$ products.

6or o"er $i"e decades% Asho'

eyland has been the technology leader in +ndiaLs

commercial "ehicle industry% moldings the countryLs commercial "ehicle pro$ile by introducing technologies and product ideas that ha"e gone on to become industry norms.

VISION 0e among the top +ndian corporation ac'nowledged nationally and internationally 6or. E/cellence in &uality o$ products. E/cellence in customer $ocus and ser"ice.

34

MISSION 0e a leader in the business o$ commercial "ehicles% e/celling in technology% &uality and "alue to customer $ully supported by customer ser"ice o$ the highest order and meeting international en"ironment and sa$ety standard. VALUES CUSTOMER 2e "alue our customers and will constantly endea"or to $ul$ill their needs by producti"ely o$$ering them products and ser"ices appropriate to their di"erse applications. EMPLOYEES 2e consider our employees as our most "aluable asset and are committed to pro"ide $ull encouragement and support to them to enhance their potential and contribution to the company business. VENDORS Our "endors are our "alued partner in our business de"elopment and we will with in a spirit o$ mutual cooperation to meet our ob(ecti"es. SHAREHOLDER 2e "alue the trust respond in us by our shareholder and stri"e unstintingly to ensure a $air and reasonable return on their in"estment.

MILE STONE OF ASHO* LEYLAND

35

The origin o$ Asho'

eyland can be traced to the urge $or sel$)reliance% $elt by

independent +ndia. Pandit Jawaharlal 7ehru% +ndiaLs $irst Prime -inister persuaded -r. Raghunandan 1aran% an industrialist% to enter automoti"e manu$acture. +n 1B>A% Asho' -otors was set up in what was then -adras% $or the assembly o$ Austin Cars. The CompanyLs destiny and name changed soon with e&uity participation by 0ritish eyland and Asho' eyland commenced manu$acture o$ commercial "ehicles in 1B<<. 1ince then Asho' eyland has been a ma(or presence in +ndiaLs commercial "ehicle

industry with a $r%;!$!/1 /5 $#3 1/2/A!3%2 2#%;#r7 !6% achie"ed through tie)ups with international technology leaders and through "igorous in)house RH3.

Access to international technology enabled the Company to set a tradition to be $irst with technology. 0e it $ull air bra'es% power steering or rear engine busses% Asho' eyland pioneered all these concepts. Responding to the operating conditions and practices in the country% the Company made its "ehicles strong% o"er)engineering them with e/tra metallic muscles. N3esigning durable products that ma'e economic sense to

36

the consumer% using appropriate technologyN% became the design philosophy o$ the Company% which in turn has molded consumer attitudes and the brand personality.

PRODUCTS
BUSES

8i'ing 01 ) +

8i'ing 01 ) ++

1? - 0us

Cheetah 01 ) +

Panther u/ury

Cheetah 01 ) ++

1tag 01 ) ++

8estibule 0us

Airport Tarmac coach

37

??? C7* 0us

yn/

3ouble 3ec'er

TRUC*S

Asho' eyland manu$actures truc's o$ "arious capacities that ta'e on any tas' with ease.

> O ? Haulage -odels

> O ? and -ulti/led Tippers

-ultia/le 8ehicles

38

Tractors

ecomet

PRODUCTION PLANT
Asho' eyland has si/ manu$acturing plants ) the mother plant at Ennore near Chennai% two plants at Hosur Fcalled Hosur + and Hosur ++% along with a Press shopG% the assembly plants at Pantnagar and 0handara and Pantnagar. The total co"ered space at these 7!9 62%1$7 #93##;7 -B@+@@@ 7C 0 and together employs o"er 11%<;; personnel.

39

Asho' eyland has se"en manu$acturing plants. ENNORE HOSUR ( HOSUR ) HOSUR )% BHANDARA

40

ALWAR PANTNAGAR

PANTNAGAR UNIT

LOCATION Asho' eyland imited% Plot no.1% 1ector)1?% ++E% 1+3C4 % Pantnagar. 41 7agar. PLANT DETAILS The plant was inaugurated on -arch ?;1; The total land area is :<?.;B acres. 6enced area is 1D1.<? acres. SHOPS There are three shops 1>;P1;;;Q1>;;;;s&.mt each 1hop1.Assembly acti"ity 1hop?.-aterial storage Fproposed lineG

41

1hop:.R1O yard H re$urnishing wor' TRAINING CENTRE The Pantnagar training center has been recogni#ed e&ui"alent to industrial training center F+.T.+G by the go"ernment o$ 4ttara'hand. The unit has got a training center $or the purpose o$ impairing training to its employees. PRODUCTIVITY Pantnagar unit is a benchmar' $or e$$iciency in its chosen acti"ity namely chassis production. Pantnagar unit contributes around ?;E o$ the total production and "ision on Contributing around ?CE. Presently ?< chassis per day on a single shi$t is assembled.<; chassis can be produced in two shi$ts. VARIOUS DEPARTMENTS AND THEIR FUNCTION Pantnagar plant wor's with the motto o$ TO*ETHER 2E CA7! which symboli#es the collecti"e e$$orts o$ the "arious departments towards pursuing the proposed targets. The "arious departments and their $unction o$ Asho' eyland% Pantnagar is as $ollows, (. PRODUCTION DEPARTMENT This department plays a "ital role To produce the planned "olume as per predetermined model)mi/ in right &uality and at optimum cost. To plan and monitor the system so as to lead an e$$icient production process

42

To control all the cost parameters li'e materials% consumption% power H $uel% idle time. O"er time and absenteeism. To maintain and promote industrial harmony in respect o$ matters relating to manu$acturing acti"ities.

). DUALITY CONTROL DEPARTMENT The 9C department at Pantnagar implements and maintains the &uality standards and system. Prescribed by the central &uality control department the main $unction o$ this department are as $ollows Analy#ing o$ all non)con$orming products and coordinating correcti"e@pre"enti"e action. To in"estigate the customer complaint and $ollow up action To $ind the caliber o$ gauges and instruments. +denti$ying and implementing o$ applicable &uality procedures 8. MATERIAL DEPARTMENT This department is engage in% receipt and dispatch o$ materials $rom an to other units. Planning and procurement o$ bought out $inished component% tools and consumable items. Proper handling storage and issue o$ components. -onitor "endor per$ormances in terms o$ &uality and regularity o$ supply. +denti$ying the supply sources and negotiate terms o$ supply o$ on going basis.

43

 6ollow up materials against production re&uirement $rom other units o$ Asho' eyland -. PRODUCTION SERVICE DEPARTMENT All plant engineering including pre"enti"e and brea' down maintenance o$ e&uipments. 1election processes and processing e&uipments including (igs% $i/tures and gauges in consultation with pro(ect planning. To procure machinery spares. To design and implement pre"enti"e maintenance on e&uipments. B. PURCHASE DEPARTMENT To place the order according to the re&uirements o$ the production To place the order o$ the materials re&uired by di$$erent department o$ the organi#ation. To ma'e the comparati"e statement and select the one which is appropriates according to the re&uirement. The strategic sourcing department decides the "endors $or the part, Chennai Fhead o$$iceG and e"ery unit can place the order to that "endor only. E. SYSTEM DEPARTMENT This dep. is also called as the Asho' eyland in$ormation management system. This dept. accounts $or -aintain the hardware system and so$tware problem o$ organi#ation.

44

 -a'ing the lin' among the all dept. o$ the organi#ation by interlin' system. To maintain the lin' through hardware an so$tware to head o$$ice FChennaiG and other unit o$ the organi#ation. ?. FINANCE DEPARTMENT -aterial accounting in"ol"ing accounting o$ good. *ood recei"ed and issued to the production and payment to suppliers. 0asis data on the product cost at "arious stages and assist in cost control. 6inance acti"ities relating to employees i.e. payroll% "arious deduction% sta$$ wel$are. All accounting acti"ities relating to the operation o$ the units and reporting to the "arious operating head on per$ormances "ersus plan. Reporting to the corporate $inance $or the purpose o$ consolidation o$ accounts and $or budgetary control. .. PERSONNEL AND ADMINSTRATION DEPARTMENT 6ollowing are the main $unctions o$ this department Recruitment -anpower planning Training 2el$are Acti"ities Rules o$ 3iscipline

45

This dept is responsible $or implementing appropriate recruitment% selection and placement procedures in respect o$ all unioni#ed categories o$ employee. +t also selects suitable manpower $orm the "arious agencies such as employment e/change% educational institute open mar'et etc. All wel$are acti"ities li'e canteen ser"ice% pro"iding uni$orms etc.

GROUP COMPANIES
Automoti"e Coaches H Components td FACC G an'a Asho' eyland

Asho' eyland Pro(ect 1er"ices imited Ennore 6oundries +R+RAR)T81 Asho' eyland 6inance

COLLABORATIONS
Asho' eyland started manu$acture o$ commercial "ehicles in 1B<<% with technology

$rom and e&uity participation by eyland -otors td.% 4=.

+n 1BAC% the Hindu(a *roup gained a controlling interest in Asho' Holdings

eyland and its

associate companies when it ac&uired the 4=)based and Ro"er eyland +nternational td. F R +HG% (ointly with +8ECO. F1ince July ?;;D% the Hindu(a *roup is

46

1;;E holder o$

R +HG. Complementing its in)house RH3 e$$orts are technological

collaborations with world leaders li'e Hino -otors and R6 $or contemporary aggregates to maintain the "ital innards o$ its high per$orming products The latest technology ac&uisition is $or the manu$acture o$ the high)powered LJL 1eries engines% $rom Hino -otors o$ Japan. +t is a timely tie)up coinciding with the de"elopment o$ modern highways and the anticipated mar'et need $or higher powered% higher producti"ity "ehicles in the higher tonnage segments Collaboration with world eaders li'e Hino -otors And R6 $or contemporary

Aggregates to maintain The "ital innards o$ its high Per$orming products.

COMPETITORS Asho' eyland has built a reputation $or reliability and ruggedness. +n case o$ bus the state gi"es its pre$erences $irst to the Asho' eyland buses but still some o$ the ma(or competitors in the mar'et are. TATA -OTOR1 E+CHER 8O O8O -AH+73RA

47

CUSTOMERS +n the populous +ndian metros. 6our out o$ the state transport underta'ing FstuG buses come $orm Asho' eyland. 1ome o$ the double)dec'er and "estibule buses are uni&ue models $orm Asho' eyland% tailor)made $or high)density routes. The :C<.;;; "ehicles ha"e put on the roads ha"e considerably eased the additional pressure placed on road transportation in independent +ndia. The ma(or customers are the state transport corporationIs such as. 4ttara'hand Transport corporation Haryana 1tate Corporation 3elhi Transport Corporation 4.P Transport Corporation

INDIA>S FIRST CNG&RUN BUS

+n January 1BBC% -umbaiLs ta/i dri"ers had a complaint about a 0E1T bus. they couldnLt hear it comingS 7ot only did it ma'e ne/t to no noise% it also emitted "ery little pollutants. 2hat ma'es this bus di$$erent is the $uel that powers it. 1pearheading the induction o$ C7* technology in the 7ational Capital Region% Asho' eyland has put out o"er ?%<;; buses on its roads.

ASHO* LEYLAND POLICIES

E78+RO7-E7T PO +C5 94A +T5 PO +C5 1A6ET5 H HEA TH PO +C5

48

ASHO* LEYLANDFS ENVIRONMENTAL POLICY E1<!r/10#1$%2 P/2!34 2e are committed to preser"ing the en"ironment through a comprehensi"e En"ironmental Policy and a proacti"e approach in planning and e/ecuting our manu$acturing and ser"ice acti"ities. The ob(ecti"e o$ Asho' eylandLs En"ironmental Policy is to adhere to all applicable en"ironmental legislations and regulations% adopt pollution pre"enti"e techni&ues in design and manu$acture% conser"e all resources such as power% water etc.% and optimi#e its usage% through scienti$ic means% minimi#e waste generation by all possible ways and Reduce% Reuse and Recycle the same through a time bound action plan as well as pro"ide a clean wor'ing en"ironment to our employees% contractors and neighbours.Towards this% we propagate our en"ironmental policy and our commitment to continuous impro"ement to all employees% suppliers% customers and neighbors. At Asho' eyland are committed to preser"ing the en"ironment and will Commit to comply with all rele"ant legal and other re&uirements. Adopt pollution pre"enti"e techni&ues in design H manu$acture o$ our product. Conser"e all resources such as power% water% oil% gas% compressed air etc. and optimi#e their Osage% through scienti$ic methods. Pro"ide a clean wor'ing the en"ironment to our employees% contractors and neighbor.

49

1et and re"iew ob(ecti"es and targets $or continually impro"ing the en"ironment

Towards $ul$illing the abo"e we propagate our en"ironmental policy and our commitment to continual impro"ement to all employees% suppliers% customers and neighbors. 2e will stri"e towards maintaining harmony between society and en"ironment towards achie"ing our en"ironmental goal. D:%2!$4 6/2!34 +t is ob(ecti"e o$ Asho' company. Towards this ob(ecti"e &uality policy o$ Asho' eyland is To ma'e continuous impro"ements in the products manu$actured by the company as also in the ser"ices o$$ered by the company. To enhance employee potential to contribute to &uality by impro"ing the employees as appropriate to their $unction. To induce in "endors commitment to continuous impro"ement to meet &uality standards. S%5#$4 & H#%2$ P/2!34 Asho' eyland a$$irms that all its employees% irrespecti"e o$ cards ran' need to be sa$e guards against any personal in(uries or damage to the properties during wor'ing periods. That the management recogni#es the principle that accident pre"ention contributes in the long run to all round progress and de"elopment o$ the organi#ation. eylandIs &uality policy to achie"e customer satis$action by meeting the customer e/pectation in relation to the product and ser"ices o$$ered by the

50

Towards this ob(ecti"e Asho' eyland is committed to. +mplementing all practical sa$ety measures li'e sa$e wor'ing and en"ironmental conditions. Carrying out a system ting critical appraisal o$ all potential ha#ards in"ol"ing personnel% Plant ser"ices and operation methods. 6ollowing strictly sa$ety rules and regulations incorporated in the $actories act and rules. -aintaining sa$e and healthy wor'ing en"ironment at all wor'ing places conduci"e to the success o$ the management sa$ety programmed in long run. +mplementing sa$ety and health education programmed $or employees with speci$ic emphasis on creating sa$ety and health awareness. 2elcoming use$ul and constructi"e suggestions and ideas in regard to sa$ety and health. That the management rea$$irms its $irm con"iction in the implementation o$ its sa$ety policy without any reser"ations. +t resol"es to promote and achie"e high degree o$ sa$ety standards. +n 1BBA%Asho' eyland becomes the $irst +ndian automoti"e manu$acturer to win the 91 B;;; certi$ication. +n ?;;; Asho' eyland introduced in April ?;;; "ehicles $itted with engines meeting E4RO)1@ +ndia ?;;; emission norms. +n ?;;1%Ennore unit recei"ed +1O)1>;;1 certi$icate. +n ?;;? Hybrid Electric "ehicle launched.

51

CHAPTER :

52

RESEARCH METHODOLOGY
The present wor' was underta'en in Asho' eyland T3. Pantnagar unit the "arious aspects. *ood methodology is the li$e blood any pro(ect wor'. The resource o$ any pro(ect wor' largely depends upon correct selection and application o$ the most suitable method in accordance with the nature o$ in$ormation to be co"ered in the pro(ect wor'. AREA OF THE STUDY All type o$ employees o$ Asho' eyland td.% Pantnagar were considered and selections were made $rom "arious cadres o$ employees in Pantnagar unit. SAMPLE SI=E + ha"e considered nearly A; respondents Funioni#ed category o$ the employeesG in my sample. Though + ha"e tal'ed@ discussed with all o$ them but $or study purpose + ha"e ta'en the "iews o$ :; respondents% it is :C.<E o$ total employees Funioni#edG% which were selected $rom "arious shops% departments% and cadres o$ Pantnagar unit. 6or o$$icerIs category o$ employees% + ha"e discussed with nearly all o$ them and ta'en the general "iew o$ them on this sub(ect. DATA COLLECTION To achie"e the ob(ecti"es both primary and secondary sources o$ data has used $or this study. (A) PRIMARY DATA +n order to gather $acts in the course o$ study% + prepared a &uestionnaire $or getting response $rom employees. + gathered all the in$ormation as per the &uestionnaire%

53

through obser"ation% personal tal's and personal e/periences. 4nder obser"ation method + watched many acti"ities o$ the wor'ers to collect some use$ul in$ormation% which re&uired $or this pro(ect wor'. Places li'e% in the o$$ice% on the shop $loor and in the canteen etc. $rom the a"ailable data% + categori#ed all the employees on the basis o$ di$$erent age group. (B) SECONDARY DATA 6or the purpose o$ getting the secondary data + gathered through past records% "arious maga#ines o$ Asho' eyland% annual reports% companyIs manuals and agreements between the management H wor'ers were systematically gone through. WE TOO* 8@ SAMPLES FOR ATTITUDE SURVEY OF WOR*ERS IN DIFFERENT DEPARTMENTS: DEPARTMENTNAME PRODUCATION PPC PS DC P&A TOTAL NUMBER () E B B ) 8@

DATA ANALYSIS AND INTERPRETATION

54

D.(

DEPARTMENT NAME: PRO34CAT+O7 PPC 9C PHA P1

D. )
AGE

AGE:
PRODUCTION PPC DC P&A PS TOTAL

?<):; :1):< :D)>; >1)>< >D)<; <1)<< <D)D; TOTAL

1 > > ? 1

1 1 ? : 1 1 1 1 1 ? 1 ? 1

? D B A ? : 1 < :;

1?

<

D.8 DEPT.

DUALIFICATION. PRODUCTION 1;TH FBG PPC 1;TH F<G DC 1;TH F:G P&A 1;TH F?G PS 1;TH F?G

EDUCATION

55

1?THF:G

0A F1G

1?TH F1G 0A F1G

1?THF?G 0A F1G 7O7 +T+ +T+

TECHNICAL

+T+

+T+

+T+

D.EXP.

TOTAL EXPERINCE: PRODUCTION PPC DC P&A PS TOTA L

;)< D)1; 11)1< 1D)?; ?1)?< D. B

) : ? ? < JOB CONTENT:

1 ) 1 ? ?

) ? 1 ) ?

) ) ) ) ?

) ) ? 1 ?

1 < D < 1:

(A) IS THE WOR*ING HOURS ARE SATISFACTION TO YOUM 3EPART-E7T PRO34CT+O7 5E1 7O CA7IT 1A5 1; 1 1 9C > 1 ) PHA 1 1 ) PPC < ) ) P1 < 1 )

56

IF NO THAN WHY M BECAUSE: There are so much wor'load. +n A hours wor'ing% lunch should be ad(usted.

(B) DO YOU THIN* THE HEALTH& SAFETY POLICY OF THE COMPANY IS GOOD FOR YOUG 3EPART-E7T PRO34CT+O7 5E1 7O CA7IT 1A5 < C 9C 1 : ) ) PHA ? PPC < ) ) P1 ) > 1

57

IF NO THAN WHY M BECAUSE: D.E There are no medical $acilities. There are not a"ailable medicians and doctor does not proper ta'e care o$ patient. There are not doctor a"ailable in $irst shi$t H second shi$t F$ull timeG.

JOB OPPURTUNITIES: DO YOU THIN* ANY OPPURTUNITIES FOR YOUR CAREER ADVANCE IN YOUR PRESENT JOBG

DEPARTMEN PRODUCTION T 5E1 7O CA7IT 1A5 D D )

DC

P&A

PPC

PS

? : )

1 1 )

< ) )

> ? )

58

YES NO SO-SO

IF NO THAN WHY M BECAUSE: There is not any promotion policy $or wor'ers.

59

D.?

TRAINING PROGRAM

(A) YOU THIN* COMPANY IS ARRANGIG TRAINING PROGRAM FOR EMPLOYEE DEVELOPMENT. DEPARTMENT PRODUCTION 5E1 7O 1O)1O 11 1 ) DC < ) ) P&A ? ) ) PPC < ) ) PS > ? )

YES NO SO-SO

IF NO THAN WHY M BECAUSE: There are not pro"iding $ull training as re&uirement. Training must pro"ide $or new modal or changes.

(B) DO YOU HAVE OPPORTUNITY FOR GETTING *NOWLEDGE OF NEW TRENDS LI*E ISO+ BS+ EMSG

60

DEPARTMENT PRODUCTION 5E1 7O CA7IT 1A5 1; 1 1

DC > 1 )

P&A ? ) )

PPC < ) )

PS < 1 )

YES NO SO-SO

(C) HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN TRAINING CENTERHOUTSIDE FACTORYG

61

DEPARTMENT

PRODUCTION

DC

P&A

PPC

PS

YES NO SO SO

5E1 7O CA7IT 1A5

1; ? )

> 1 )

? ) )

< ) )

< 1 )

(D) DO YOU GET OPPORTUNITY FOR *NOWING ALL THE ACTIVITIES OF YOUR DEPARTMENTG

62

DEPARTMENT 5E1 7O CA7IT 1A5

PRODUCTION 1; ? )

DC > 1 )

P&A ? ) )

PPC < ) )

PS < 1 )

YES NO SO-SO

(E) ARE

YOU

INTERESTED PRODUCTION 11 1

IN

*NOWING DC : ?

THE

OTHER PPC < )

JOBS PS < 1

IN

DEPARTMENTG DEPARTMENT 5E1 7O P&A 1 1

63

CA7IT 1A5

(F) DOES YOUR COMPANY HAVE TRANSFER POLICYG A71. 3EPART-E7T 2+1E. DEPARTMENT 5E1 7O PRODUCTION 11 1 DC : ? P&A 1 1 PPC < ) PS < 1

64

CA7IT 1A5

(G)

HOW DO YOU FEEL ABOUT TRANSFER POLICYG PRODUCTION B : ) DC : ? ) P&A ? ) ) PPC < ) ) PS < 1 )

DEPARTMENT 5E1 7O CA7IT 1A5

65

YES NO

IF NO THAN WHYG BECAUSE: There is not right trans$er policy because now trans$er policy is li'e

PRODUCATIONIDCIPRODUCTION DEPARTMENT

IT SHOULD BE Trans$er policy is li'e Pr/;:3$!/1 ;#6%r$0#1$I PPCIPSIDSIPRODUCTION DEPARTMENT 0e$ore some year age trans$er ga"e on seniority basis but now it is ga"e $a"oritisms. +$ an electrician get the trans$er on production line what the do that place.

66

D.. SUPPORT OF EXECUTIVES DO YOU THIN* YOUR EXECUTIVES ARE SUPPORTINGM DEPARTMENT 5E1 7O CA7IT 1A5 PRODUCTION 1? ) ) DC < ) ) P&A ? ) ) PPC < ) ) ) PS D

67

D.,

MOTIVATION LEVEL

FAG ARE 5O4 1AT+16+E3 2+TH 5O4R JO0M DEPARTMENT 5E1 7O CA7IT 1A5 PRODUCTION A > ) DC : ? ) P&A ? ) ) PPC > 1 ) PS > 1 1

YES NO SO-SO

IF NO THAN WHY M BECAUSE: Job is not pro"iding $or there trade. There are doing repeat wor' thatIs by we cannot learn more di$$erent wor's. There are no body $or tell about the wor' li'e Khow we do the wor'MI There are not proper tools.

F0G ARE 5O4 1ATE16E3 2+TH 5O4R 1A AR+E1 H2A*E1M DEPARTMENT PRODUCTION DC P&A PPC PS

68

5E1 7O CA7IT 1A5

: B )

1 > )

1 1 )

1 > )

1 > 1

YES NO SO-SO

IF NO THAN WHY M BECAUSE: There is so much wor'load but salary is not good. 2e cannot $ul$ill our needs. +n Pantnagar A unit wor'ers salary is less than to other Asho' eyland plant.

69

F C G ARE 5O4 1AT+16+E3 2+TH 5O4R 2OR=+7* CO73+T+O7M DEPARTMENT 5E1 7O CA7IT 1A5 PRODUCTION C < ) DC : ? ) P&A 1 1 ) PPC ? ? 1 PS : ? 1

YES NO SO-SO

IF NO THAN WHY M BECAUSE: Toilets always dirty. +n summer we $ell more heat and in winter we $ell colder.

70

F3G ARE 5O4R CO-PA75 *+8+7* 1O-E RE2AR3 H OTHER 0E7E6+T1 6OR 5O4R PER6OR-A7CEM DEPARTMENT 5E1 7O CA7IT 1A5 PRODUCTION A > ) DC : ? ) P&A ? ) ) PPC > 1 ) PS > 1 1

YES NO SO-SO

IF NO THAN WHYG BECAUSE: There is no de$inition $or good wor'.

71

FEG 3O 5O4 TH+7= 5O4R CA7TEE7 1ER8+CE1 PRO8+3+7* TO 5O4 ARE *OO3M DEPARTMENT 5E1 7O CA7IT 1A5 PRODUCTION 1 < D DC : ? ) P&A 1 ) 1 PPC > 1 ) PS 1 1 >

YES NO SO-SO

IF NO THAN WHY M BECAUSE: 9.1; Chapatti is become much tied. 8egetables Hdell are not ma'ing good. 8egetables are not ma'e according to weather. 6ood &uality is not good.

EXPECTATION LEVEL:

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2HAT PRO*R-E 3O 5O4 TH+7= +6 +7C 43E3 2+ 1=+ 1HPER6OR-A7CE A73 JO0 1AT+16ACAT+O7. A71. Company "isit

+-PRO8E 5O4R

Training program should be pro"iding o$ new production line.

73

CHAPTER >

74

FINDINGS OF THE STUDY

3uring the pro(ect wor'ers in Asho' eyland Pantnagar plant + $ound sound relations between the wor'ers and management. The o$$ers category o$ the company is "ery competent in their (obs and "ery much cooperati"e% well mannered towards the other employee o$ the company. + $ound during the pro(ect wor' that some impro"ements are re&uired in the organi#ation which are $ollowing. E/ecuti"e@lower cadre employee should be in"ol"ed in policyma'ing process. As there is large $ree space a"ailable in the company% the company should pro"ide the residential $acility by ma'ing some house to the wor'ers@e/ecuti"es. The wor'load in e"ery department is higher side% because sta$$ in e"ery department is not enough. 1o some recruitment Fe/ecuti"e% wor'ersG are re&uired in e"ery department. The wor'ing hours are not "ery much $a"orable to the employees. There are no that much promotional acti"ities $or the employees. Company pro"ides career de"elopmental acti"ities that are good $or employees. Periodically training is also pro"ided to the employees.

LIMITATIONS OF THE STUDY

The wor'er is not "ery 'een in gi"ing suggestion. 0eing a trainee% + $elt lac' o$ authority to gather some "ital in$ormation.

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A sur"ey was conducted during wor'ing hour% it was di$$icult to trace wor'ers. There was lac' o$ willingingness to $ill the &uestionnaire as they considered it merely a *innic'.

The wor'er were not willing to come up with their true $eeling as they $elt that its (ust the wastage o$ time.

RECCOMENDATIONS H SUGGESTIONS
7ight con"eyance should be pro"iding $or e/ecuti"es wor'ers. 0ecause in night there are not a"ailable any con"eyance li'e bus% tempo etc. Two permanent doctors should be appointed in the company. One $or day shi$t H another $or night shi$t so that i$ any accidents occur the primary treatment will be a"ailable to the wor'ers. There will ha"e promotion policy as per$ormance basis $or wor'ers. 2or'ers salaries must be e&uable all Asho' eyland unit. Company "isit must be pro"iding $or wor'man. Canteen ser"ice must be good li'e. 8egetables H dell good ma'e. 8egetables must ma'e according to weather. 8egetables% $loor% tea &uality must be good use.

76

CONCLUSION
As &uoted earlier present the importance o$ HR is rising rapidly and e"ery organi#ation +s loo'ing $orward to ha"e a strong HR department $or the long run and belie"es that HR contributes to the &uality policy o$ organi#ation. Arranging and enhancing o$ employee potential to contribute to by impro"ing the 'nowledge and s'ill o$ the employee as appropriate to their $unction by what o$ imparting Re&uired training need assessed and communication to personnel and administrati"e dept by the respecti"e HO3. Create and culti"ates the sense o$ belongingness to our organi#ational and wor' and in"ol"e in enhancing the &uality by the way o$ impro"ing the s'ill o$ employees through continuous training.

77

CHAPTER <

78

BIBILOGRAPHY
1) HO41E -A*AR+7E Asho' Patri'a%April edition%?;;C Asho' news%may edition?;;C ?.0OO=1 1. =othari%C.R%Research-ethodology%2isha" publication% 7ew 3elhi%p.p 1?D)1>; ?. Rao P.1ubba%Human Resource management H +ndustrial Relation%?;;D%Himalaya Publisher%-umbai%p.p1:<)1<; :. *upta C.0 Human Resource -anagement ?;;D%Educational Publisher% 7ew 3elhi p.p C.?)C.1? :. 2E01+TE 1 www.Asho'leyland.com ? www.google.com >. JO4R7A 1 1. -eena -. . and 3angayach *.1.%F?;1?G% Analysis o$ Employees 1atis$action +n 0an'ing 1ector!.

79

+nternational

Journal

o$

Humanities

and

Applied

1ciencesF+JHA1G 8ol.1% 7o.?% +11- ??CC)>:AD ?. 3r. Anita R.% 1ep F?;11G% A 1tudy on Job 1atis$action o$ Paper -ill Employees 2ith 1pecial Re$erence to 4dumalpet and Palani Talu'!% Journal o$ -anagement and 1cience% 8ol.1% 7o.1% pp.:D)>C. :. Raim Halil% Rain 1elim% -easuring Employees 1atis$action in 1mall and -edium 1i#ed Eneterprise!% 6aith 4ni"ersity% Tur'ey. >. A#iri 0ri'end F?;11G% A 1tudy in Cement +ndustry o$ Chhattisgarh!% +nternational Journal o$ -anagement H 0usiness 1tudiesF+J0-1G 8ol.1% +ssue :

80

ANNUXURE
D.( D. ) D.8 D.D. B DEPARTMENT NAME: AGE: DUALIFICATION. TOTAL EXPEINCE: JOB CONTENT: A. IS THE WOR*ING HOURS ARE SATISFACTION TO YOUG B. DO YOU THIN* THE HEALTH& SAFETY POLICY OF THE COMPANY IS GOOD FOR YOUG D.E JOB OPPURTUNITIES: DO YOU THIN* ANY OPPURTUNITIES FOR YOUR CAREER ADVANCE IN YOUR PRESENT JOBG D.? TRAINING PROGRAM A. YOU THIN* COMPANY IS ARRANGIG TRAINING PROGRAM FOR B. DO YOU HAVE OPPORTUNITY FOR GETTING *NOWLEDGE OF NEW TRENDS LI*E ISO+ BS+ EMSG C. HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN TRAINING CENTERHOUTSIDE FACTORYG

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D.

DO YOU GET OPPORTUNITY FOR *NOWING ALL THE ACTIVITIES OF YOUR DEPARTMENTG

E. ARE YOU INTERESTED IN *NOWING THE OTHER JOBS IN DEPARTMENTG F. HOW DO YOU FEEL ABOUT TRANSFER POLICYG D.. SUPPORT OF EXECUTIVES DO YOU THIN* YOUR EXECUTIVES ARE SUPPORTINGM D., MOTIVATION LEVEL A. ARE 5O4 1AT+16+E3 2+TH 5O4R JO0M 0. ARE 5O4 1ATE16E3 2+TH 5O4R 1A AR+E1 H2A*E1M C. ARE 5O4 1AT+16+E3 2+TH 5O4R 2OR=+7* CO73+T+O7M 3. +1 5O4R CO-PA75 *+8+7* 1O-E RE2AR3 H OTHER 0E7E6+T1 6OR 5O4R PER6OR-A7CEM E. 3O 5O4 TH+7= 5O4R CA7TEE7 1ER8+CE1 PRO8+3+7* TO 5O4 ARE *OO3M 6. 3O 5O4 TH+7= 5O4R CA7TEE7 1ER8+CE1 PRO8+3+7* TO 5O4 ARE *OO3M D.(@ EXPECTATION LEVEL: 2HAT PRO*R-E 3O 5O4 TH+7= +6 +7C 43E3 2+ 1=+ 1HPER6OR-A7CE A73 JO0 1AT+16ACAT+O7M +-PRO8E 5O4R

82