neeraj final report
TRANSCRIPT
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 quality of this resource.
All professional post graduate course MBA envisage for a student to acquire proficiency
in academic knowledge as well as its application in practice by way of exposure to the
business world. Industrial 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. I
conducted this training in Ashok Leyland Pantnagar (Unit), which is based on extensive
study of the Human Resource Management System.
I have tried to explain in detail the present level of HR STRATEGY REGARDING
EMPLOYEES SATISFACTION AT ASHOK LEYLAND IN SIDCUL PLANT. I 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 believes:
“Satisfied Worker is a Productive Worker”.
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CHAPTE
R 1
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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 “PEOPLE” dimension in management. Every organization is made up of people,
acquiring their services, developing their skills, motivating them to high levels of
performance, and ensuring that they continue to maintain their commitment to archive
organizational objectives. This is true regardless of the type of organization-government,
business, education, health, recreation etc. Getting and keeping good people is critical in
every organization. In essence, Human resource management is concerned with the
proper use of the human factor in business. Today the science of Human resource
administration encompasses the entire human aspect of management. In short, we may
say that Human resource management consists of the following activities;
Concerned with recruitment and selection of employee.
Concerned with personnel policies.
Training and development of employees.
Ensure economic, social and individual satisfaction.
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AIMS & OBJECTVES OF HRM
The objectives of HRM are follows:
o To attain maximum individual development.
o To achieve effective utilization of human resources in the achievement of
organization goal. Both monetary and non-monetary incentives motivate
employees.
o To attract and secure appropriate people capable of performing effectively the
organizations specific tasks.
o To ensure that the organization gets the right type of people in the right numbers
and at the right time place.
o To establish a desirable working relationship between employer and between
groups of employees.
o To generate max.individual group development with in an organization by
offering opportunities for advancement to employees through training and job
education by effecting transfer or offering training facility.
o To maintain a high moral better relations inside an organization by sustaining
and improving the condition which have been established so that employees may
stick to their jobs for a longer period.
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HUMAN RESOURCE STRATEGY:
Human resource strategy ensure that the organization human resource can fulfill
the needs of stated business. The top management can formulate and implement plans to
achieve the necessary human resource. The crux of resource planning lies in the capacity
of manager to anticipate and meet changing needs relating to acquisition, development
and utilization of people. It is basically a two-step process forecasting and program
planning. The second step involves taking an inventory of available information on
current staffing, individual qualifications and appraisals, expressed employee career
interests and targeted development plans. The current human resource requirements have
to be analyses. The balancing should be done between the projected future supply and
demand. Thus results represent the need for human resource indicating necessary action
like recruitments need, training and development, succession or job re-assignment needs
and organization assignments. Specific needs provide the link between satisfied issues
relating to changing management conditions with the program planning aspects. A
specific program plan or the action step based on the forecast can be adopted as give
below: -
The role and the person must be matched for this, the various job requirements skills,
experience, intelligence, education and training have to be based as possible, on
systematic measurement and grading. Human qualities are difficult observation and
measurement. There should be effective scheme for systematic development of attitudes,
knowledge, skills and the behavior pattern required by an individual to bring more variety
and participation through job rotation enlargement or enrichment.
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I observed that this strategy is adopted in Ashok Leyland at Pantnagar plant while dealing
with Human Resource.
HRM AND PRODUCTIVITY
With the organization, effective HRM provides a means to satisfy the growing
expectation of employees and the employers in a manner that results in a motivated and
committed workforce with high productivity. The Human resource management comprise
the following activities:
Training and Development
Organization development
Planning of job design
Human resource planning
Selection and staffing
Union labor relation
The outcome of HRM, apart from an increase in productivity is an improved is the
quality of work life, enhanced satisfaction level and an overall preparedness for change.
HR PRESPETIVE
EMPLOYEE PROFILE
HR DEPARTMENT PROFILE
RESPONSIBILITY OF DEPARTMENT.
RESPONSIBILITY OF INDIVIDUAL.
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RECRUITMENT, SELECTION AND PLACEMENT
REMUNERATION AND OTHER ALLOWANCES AND FACILITIES
PROMOTION POLICY
PERFORMANCE APPRAISAL
WELFARE AMENITIES AND SOCIAL SECURITY SYSTEM.
EMPLOYEE ENGAGEMENT
UNIQUE HR PRACTICES
PRESENT TREND OF HR
EMPLOYEE PROFILE
Ashok Leyland follows the centralized recruitment procedures for the different
categories of employee and the executive are recruited from the head plant Ennore,
Tamilnadu., Pantnagar unit of Ashok Leyland recruits the temporary workman and
the engineers.
ENTRY LEVEL:
The entry level qualification of the workman category is that should have passed I.T.I
and for the engineers should have passed the B.E or other equivalents degree.
AVERAGE AGE:
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The average age of the employee at the Pantnagar unit, Ashok Leyland rages from
30-35 years of age.
MANPOWER:
CATEGORY UNIT MARKETING FINANCE SYSTEMS TOTAL
Executive 30 4 5 3 42
GET/DET 3 0 3
Staff 2 2
Workmen-
permanent
84 84
Workmen-
Temporary
198 198
Trade
Apprentice
40 40
Total 357 4 5 369
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The female ratio in the Pantnagar unit is 0.54% and the ratio between the temporary
workmen and the permanent workmen ranges 22.76% respectively. The trade apprentices
contribute around (40nos) about 10.84% to the total of 369 employees.
RESPONSIBILITIES OF DEPARTMENT
The Personnel & Administration department is responsible for:
Labour management, HRD activities statutory obligation, welfare activities
and other administrative functions
Provide appropriate required manpower for the work under different
department.
Organize/conduct training program as per training procedure.
Emphasize on the HODs to utilize the skill acquired/enhanced by the
concerned employee by giving sufficient opportunitities.
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RESPONSIBILITIES OF INDIVIDUAL
DY. MANAGER P&A
Report to unit head
(A) RESPONSIBLE FOR
Planning& Arranging for Human Resources.
Training &Human Resource Development.
General Administration & personnel function
(B) AUTHORITY
Recruitment of personnel up to unionized category
Arranging training programs up to CG-25 grade.
SR. EXECUTIVE PERSONNEL
(Mr. Abhijeet Brar)
TO ASSIST DY. MANAGER-P&A IN;
Planning and arranging for Human Resources.
Training & Human Resource Development.
General Administration & Personnel functions.
To improve continually on the functions relating to above.
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SELECTION & TRAINING OF PERSONNEL RECRUITMENT
SELECTION PROCEDURE
INDUCTION & TRAINING
SELECTION & TRAINING OF PERSONNEL
RECRUITMENT
Recruitment is the most important function. Logically the first step in the development of
an organization human resource activity is to acquire the people to operate the
organization. The manpower is not only required in the beginning, but it is also required
through out the company’s life. In Ashok Leyland the manpower is recruited for the
following reasons:
Changing need of the company.
The expansion of organization necessitate extra work force.
Rate of turnover due to voluntary quits, discharge, retirement etc.
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RECRUITMENT POLICY
In Ashok Leyland, the recruitment policy has the following characteristics;
A centralized recruitment procedure for different categories of employees.
It is flexible in nature so that it can meet the changing need of the organization.
Job analysis is highlighted.
Lays down the terms and conditions of employment.
The method of recruitment, both for internal and external recruitment.
SOURCES OF RECRUITMENT:
The company considers both types of sources of recruitment i.e. internal and external.
1. INTERNAL SOURCES:
Internal sources are the most obvious sources. These include human resource already on
the pay roll of the company. It is done through promotion, transfer or some time through
demotion. Some times applicants are informed about the decision as to whether they are
successful or not in aspiring new opening.
The internal recruitment is also done through sending the e-mail to all other units of
Ashok Leyland Ltd. From time to time and select the suitable candidate from these units.
The main advantage of this source of recruitment is that to improve morale, promotes
loyalty to result in economy in training cost.
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2. EXTERNAL SOURCE:
The external sources of recruitment meet the recruitments of workforce for all levels and
for all times. Under external source the work force is engaged from outside. The main
external sources of recruitments are following:
Advertisements.
Employment exchange
Campus recruitments in colleges, and institutions.
Factory gates.
Part time employees.
Labor contractors/ professional contracts.
SELECTION PROCEDURE
The object of human resource selection is to ascertain clearly the type of person required
and to secure an appropriate candidate for filling that position. In Ashok Leyland Ltd.
The following steps are taken in selection process:
After job analysis preparing job description and man specification.
Determining the source of recruitments.
Inviting the interview.
Conducting the interview.
Putting the applicants through tests, where it is necessary.
Checking the medical, physical examination of the applicant.
Induction and
Follow up.
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INDUCTION & TRAINING:
INDUCTION:
In Ashok Leyland Ltd. Once the employee is hired, an induction program is made up.
Induction is concerned with the problem of introducing or orienting a new employee
reports to personnel department for completing his joining formalities like filling up
nomination forms, gratuity form, Bio-data form etc. photocopies of all checking. The
period of induction is different for each category of employees.
TRAINING & DEVLOPMENT:
In Ashok Leyland Ltd., once an applicant is selected, he or she becomes its member, the
next duty is to place him/ her in the right job and provide him with training and
development facilities needed for him to fit in the present job as well as the future career
chalked out for such individual. The company has its own HRD center at CHENNAI for
imparting training to its officers. Outside training program are also attended by officers as
per requirement of their job. At the unit level in-house training program are also attended
by officers as per the requirements.
In PANTNAGAR, there is a separate department know as training center which imparts
education to raw hands for skilled jobs. “On the job training” is also giving to new
employees. Given below are various categories of trainees in Ashok Leyland Ltd.
PANTNAGAR:
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Engineering Trainees
Technician Trainees
Trade Apprentices
Company Trainees
Customer’s Trainees
The engineering trainees and technician trainees are recruited through campus
recruitment by corporate training and development department for entire organization and
training is give to them in all fields at various plants of the organization.
Trade Apprentices and company trainees are recruited at unit level and training is given
to them according to their prescribed syllabus, approved by the board of Technical
Education Uttarakhand and practical training is given to them on the shop floors.
Various state transport undertaking sends customer’s trainees, dealers of Ashok Leyland
Ltd. For imparting them practical training on the latest technology. The duration of this
training is 2 week. In Pantnagar plant, depending upon the category of trainees/
apprentices, total duration of training is designed to formulate modules as follows:
BASIC TRAINING:
For first 2/3 days, every trainee is engaged in Training center for basic training. In this
the trainees become familiarized about the company and about the following information:
The safety precautions
Industrial house keeping
Training guidelines
About Ashok Leyland Ltd. and its product range.
IN PLANT TRAINING:
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Under “in plant training or on the job training” the trainee is posted under supervisor
and he is supposed to do manual work for at least 8 hours per day. However a close
monitoring is done ensuring that he observes safety rules religiously.
For executive category of employees, training is give at Ashok Leyland Ltd’s plant
Ennore (Tamilnadu) and in Pantnagar plant also.
CLASSIFICATION OF EMPLOYEES IN ASHOK LEYLAND, PANTNAGAR
PERMANENT:
Permanent employee is one who has been engaged on a permanent basis and includes any
person who satisfactorily completed a probation period including breaks due to sickness,
accident, and leave. Lockout, strike and whose services have been confirmed in writing
by him in this behalf.
PROBATIONER:
A probationer is an employee who is provisionally employed to fill permanent vacancy in
a post. The period of probation is ordinarily six months, but period of probation can be
extended to another six month if the employee has not shown skill within six months.
TEMPORARY:
An employee who has been appointed for a limited period of time, which is essentially of
temporary nature.
CASUAL:
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An employee whose employment is of casual nature.
APPRENTICE:
A learner, who is or not paid an allowance during the period of his training including
apprentices under apprentices act, 1961.
REMUNERATION AND OTHER ALLOWANCES & FACILITIES
REMUNERATION
OTHER ALLOWANCES & FACILITIES
REMUNERATION AND OTHER ALLOWANCES & FACILITIES
REMUNERATION
SALARY AND WAGES:
Wage and salary administration is one of the vital areas of personnel administration.
Wages & salaries are perhaps the most important single element in the conditions of
employment. Organization morale cannot be maintained at high level without a fair,
equitable and sound remuneration program. Modern wage and salary administration is
very complex and sophisticated, requiring expertise and specialist knows how.
THE MINIMUM WAGES ACT, 1948
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Under the minimum wages act, 1948 appropriate government is empowered to fix the
minimum rate of wages payable to employees in all scheduled employment which
include employment in any woolen, carpet making, shawls, rice mill engineering industry
etc as well as employment under any local authority. The objective of the act was to
assure the employee not only physical subsistence as would be conductive to the general
health of public.
WAGES AND SALARY ADMINISTRATION IN PANTNAGAR:
Commencement and cessation of salary is explained in the company’s personnel policy,
which stipulates that an employee shall commence to draw the salary of a post to which
he/ she is appointed from the date he/she assumes to take the charge of the post.
For worker and staff, the wages and salary administration is attached local finance
department while for officers categories of employees, the responsibilities is given to pay
roll section of Chennai. The salary grade for staff and workers are given below:
WORKMAN REGULAR:
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GRADEPAY SCALE
Unskilled ‘B’ 820-2091
Unskilled ‘A’ 835-2435
Semiskilled ‘C’ 850-2300
semiskilled ‘B’ 870-2377
semiskilled ‘A’ 895-2665
skilled ‘C’ 935-2865
skilled ‘B’ 965-3055
skilled ‘A’ 995-3246
Highly skilled 1035-3285
STAFF CATEGORY:
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GRADEPAY SCALE
Driver 865-2509
Driver 1 900-2670
Clerk cum typist 1 930-3180
Clerk cum typist 11 965-3375
Steno typist 1000-3410
Office Assistant 1040-3770
For office category of the employees their salary structure is decided at corporate level
for the whole organization.
OTHER ALLOWANCES & FACILITIES
The Ashok Leyland Ltd. Pantnagar Company provides various facilities to their
employee. The main allowances and facilities at Pantnagar plant are following:
DEARNESS ALLOWNCE:
The existing rate of fixed D.A. being paid Rs.1956.25 as per sub clause 2.4 of the
agreement dated 15.05.2000 is revised to Rs. 2401.75 per month W.E.F. 30.04.2004.
HOUSE RENT ALLOWANCEES:
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The existing rate of fixed H.R.A. being paid Rs.765/- as per sub clause 2.7 of the
agreement dated 15.05.2000 is revised to Rs.1250/- per month w.e.f. 30.04.2004.
CONVEYANCE ALLOWANCE:
The existing rate of conveyance allowance being paid Rs.425/- as per sub clause 2.8 of
the agreement dated 15.05.2000 is revised to Rs.750/- per month w.e.f. 30.04.2004.
NIGHT SHIFT ALLOWANCE:
The existing rate of night shift allowance being paid Rs.4.00/- per day as per sub clause
2.10 of the agreement dated 15.05.2000 is revised to Rs.4.50 per night shift w.e.f.
30.04.2004.
WASHING ALLOWANCE:
The existing rate of Washing allowance currently being paid Rs.70.00/- per month as per
sub clause 2.11 of the agreement dated 15.05.2000 is revised to Rs.125.00 per night shift
w.e.f. 30.04.2004.
LUNCH ALLOWANCE:
The existing rate of lunch allowance being paid Rs.20/- as per sub clause 2.12 of the
agreement dated 15.05.2000 is revised to Rs.25/- per month w.e.f. 30.04.2004.
BONUS SCHEME:
The minimum rate of bonus is 8.33% and maximum rate is 20% under the payment of
bonus Act. The Ashok Leyland Ltd. Company fixed the bonus for the next three years
rs.5500, 6050 respectively effective from 30.04.2004
LEAVES & HOLIDAYS RULES:
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The regular employees (excluding apprentices/ casuals) are eligible for the following type
of leave:
Earned leave
Casual leave
Sick leave
National and festival holidays.
EARNED LEAVE:
Earned leave is computed taking in to the account the period of duty including leave with
pay , holidays the period of lay off , and absence on account of injury accident arising out
of and in the course of employment. For those governed by factories act the EL can be
accumulated up to maximum of 30 days.
CASUAL LEAVE:
Casual leave of 10 day for unionized category of employees and 7 days for others in a
year is allowed and it will be credited at the beginning of the same year.
SICK LEAVE:
At present, all unionized category of employee are covered under ESI, so no sick leave is
give to them. Executives are given 7 days leave in a year as sick leave, which can be
accumulated up to 49 days.
NATIONAL AND FESTIVAL HOLIDAYS:
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There shall be 12 festival/ national holidays with wages in a year. Out of these,3 shall be
National Holidays i.e. 26th January,15th August and 2nd October and the rest 9 days shall
be declared as festival holidays in consultation with union.
PROMOTION POLICY & PERFORMANCE APPRAISAL
Promotional Policy
Performance Appraisal
PROMOTION POLICY
PROMOTION
Promotion may be describe as an upward movement or advancement of an employee in
the organization to another job. The purpose of a promotion is to promote the staff to a
vacancy which in general is worth more to the organization than the incumbent’s present
position. However, promotion may involve one or more things such as increase in pay or
wages, better scale of pay, better status, designation and prestige, higher responsibilities
and challenges, authorities and span of control, higher sill and specialization, better
working conditions and facilities, better privileges and perks and place of location or
working hours etc.
PROMOTION POLICIES AT ASHOK LEYLAND
Ashok Leyland Ltd. Is a forward looking organization is committed to identify, train,
develop and sustain its human resources in such a manner as to integrate the individual
career aspirations of its executives with the fulfillment of the company’s objectives.
Towards this Ashok Leyland Ltd accepts basically a fair equitable and performance
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oriented promotion policy is the first consideration. In Ashok Leyland Ltd many
objectives are taken into considerations, some of them are following:-
That the growth opportunities of executives integrate with the fulfillment of the
company’s objectives.
To identify, train, develop, competent personnel with growth potential for high
level performance.
Company has recently introduced a fast leadership program (FLP) for young executive so
that they can b promoted as a future leader for the company at young age. Among them
the individual name is recommended by the concerned unit head based on his/her
performance. He/she has also cleared the competency test before putting his/her fast
leadership program.
In Ashok Leyland Ltd the promotion is fixed for the workman category of the employee,
as they are promoted time to time after certain period of interval. For other category of
the employee the different methods of promotion adopted, based on the following:
1. POTENTIAL APPRAISAL
Potential appraisal is done by the employee’s supervisor who has the opportunity t
observe the employee for some time. In the Pantnagar plant the appraisal report is done
by supervisor of every employee and on the basis of tat report the employee is promoted
for higher job.
2. EXPERIENCE
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In Ashok Leyland Ltd the promotion is based on the experience bases, the employee who
has more experience will be promoted for higher position. This type of promoted is
necessary to improve the morale of the employee.
3. MERIT
In Ashok Leyland Ltd the promotion is based on the merit also, the employee who has
more skill, knowledge and more competent will be promoted first as compared to other
employee. This type of promotion is out of turn but employee rise faster.
The promotion of any employee is done on the basis of above qualities, or on the
combination of all the above qualities.
PERFROMANCE APPRAISAL
In Ashok Leyland Ltd the following objectives are considered for the implementation of
performance system:
To notify the performance base of the company to the employee to ensure an objective
assessment of employees performance and potential on this performance appraisal to
establish an objective basis for the different level of performance and to identify
employee with potential to grow in the organization
To counsel the employee appropriately regarding their strength and weakness and assist
in developing them to realize their full potential in line with the company’s objective and
goal
PARAMETERS
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In Ashok Leyland Pantnagar the tool that is used for calculating the employees work
potential is 360-degre form of appraisal. 360 degree of appraisal is that the employee is
evaluated on all aspects around him such as the he has been evaluated by his immediate
supervisor, his friends, Head of Department, Personnel Department, etc. through the
appraisal the main objective is to find out the Key Resource Areas (KRA)
Five level of performance laid in the appraisal form the Pantnagar units is that :
5- Exceptional - consistently outstanding performance
4- Superior- performance that is consistently and significantly beyond job
requirements; contributes in related areas also.
3- Good- performances which adequately meets job requirements and occasionally
produces good work over and above job requirements
2- Barely - just meet minimum requirements
1- Satisfactory- unsatisfactory des not meet the job requirements at all
WORK BEHAVIOUR
The factors for assessment indicated in the form are directly related to the achievements
or results obtained by the appraise. Every employee is appraised on each factors in
relation to his present position for work behavior in Ashok Leyland, Pantnagar the
appraisal is done carefully in such a way that rating of one factor does not influence on
rating others an unduly influenced by any single exception occurrence or by recent events
or incident is avoided.
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TIME OFFICE FUNCTION
Finance activities
Time office Salary Payment Statutory
Compliance
PAY ROLL FUNCTION
Pay roll function is the important function of the time office that includes the salary
administration, maintaining of registers, PF & ESI deduction, availing of leave, an the
management tactics to reduce the absenteeism. Some of the registers maintained in the
time office are:
1. Pay slip
2. Monthly input checklist
3. Monthly process checklist
4. Monthly pay master checklist
5. Monthly PF, Pension, ESI checklist
6. Monthly supplementary checklist
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7. Monthly input form
8. Half yearly ESI
9. Yearly PF statement
10. PF continuation card
11. HSBC land credit
LEAVES AVAILABLE
EARNED LEAVE
Earned leave is computed taking in t account the period of duty including leave of duty
including leave with pay, holiday, the period of lay off, and the absence on account of
injury accident arising out of and in the course of employment. For those governed by the
Factories Act the EL can be accumulate up to maximum of 30 days.
LITERATURE REVIEW
Employee satisfaction and retention have always been important issues for physicians.
After all, high levels of absenteeism and staff turnover can affect your bottom line, as
temps, recruitment and retraining take their toll. But few practices (in fact, few
organizations) have made job satisfaction a top priority, perhaps because they have failed
to understand the significant opportunity that lies in front of them. Satisfied employees
tend to be more productive, creative and committed to their employers, and recent studies
have shown a direct correlation between staff satisfaction and patient satisfaction. Family
physicians who can create work environments that attract, motivate and retain hard-
working individuals will be better positioned to succeed in a competitive health care
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environment that demands quality and cost-efficiency. What's more, physicians may even
discover that by creating a positive workplace for their employees, they've increased their
own job satisfaction as well.
HERZBERG'S THEORYIn the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation
theory, interviewed a group of employees to find out what made them satisfied and
dissatisfied on the job. He asked the employees essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why did you feel
that way?
2. Think of a time when you felt especially bad about your job. Why did you feel
that way?
From these interviews Herzberg went on to develop his theory that there are two
dimensions to job satisfaction: motivation and "hygiene" (see "Two dimensions of
employee satisfaction"). Hygiene issues, according to Herzberg, cannot motivate
employees but can minimize dissatisfaction, if handled properly. In other words, they can
only dissatisfy if they are absent or mishandled. Hygiene topics include company
policies, supervision, salary, interpersonal relations and working conditions. They are
issues related to the employee's environment. Motivators, on the other hand, create
satisfaction by fulfilling individuals' needs for meaning and personal growth. They are
issues such as achievement, recognition, the work itself, responsibility and advancement.
Once the hygiene areas are addressed, said Herzberg, the motivators will promote job
satisfaction and encourage production. Two dimensions of employee satisfaction
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Frederick Herzberg theorized that employee satisfaction depends on two sets of issues:
"hygiene" issues and motivators. Once the hygiene issues have been addressed, he said,
the motivators create satisfaction among employees.
HYGIENE ISSUES (DISSATISFIERS)
Company and administrative policies
Supervision
Salary
Interpersonal relations
Working conditions
MOTIVATORS (SATISFIERS)
Work itself
Achievement
Recognition
Responsibility
Advancement
OBJECTIVES OF THE STUDYThe objective of any work is to complete the task and reach upon some conclusions. The
main objective of this project work is following:
To study HR strategic of the human resource in Ashok Leyland LTD. Pantnagar in
the areas of recruitment, selection, training, promotions, and performance
Appraisal transfer, grievances, and job satisfaction.
To collect & examine the information about employees attitude regarding human
resource management in Ashok Leyland Ltd. Pantnagar.
To may suitable recommendation to increase satisfaction of workers these respect.
SCOPE OF THE STUDY:
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The scope of the study is identified after and during the study is conducted. The main
scope of the study was as follows:
The study helped me to gain the practical knowledge of working of an
organization.
I got the knowledge of how Management activities are varying from theoretical
aspects.
I got the experience the working of each department in practice and its
effectiveness in an organization
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CHAPTER-2
ORGANIZATION PERSPECTIVE
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Eight out of ten metro state transport buses in India are from Ashok Leyland. At 70
million passengers a day, Ashok Leyland buses carry more people than the entire Indian
railnetworks.
From 18 seater to 82 seater double Decker buses, from 7.5 tonne to 49 tonne in haulage
vehicles, from numerous special application vehicles to diesel engines for industrial,
marine and genset applications, Ashok Leyland offers a wide range of products.
For over five decades, Ashok Leyland has been the technology leader in India's
commercial vehicle industry, moldings the country's commercial vehicle profile by
introducing technologies and product ideas that have gone on to become industry norms.
VISION
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Be among the top Indian corporation acknowledged nationally and internationally
For:
Excellence in quality of products.
Excellence in customer focus and service.
MISSION
Be a leader in the business of commercial vehicles, excelling in technology, quality and
value to customer fully supported by customer service of the highest order and meeting
international environment and safety standard.
VALUES
CUSTOMER
We value our customers and will constantly endeavor to fulfill their needs by
productively offering them products and services appropriate to their diverse
applications.
EMPLOYEES
We consider our employees as our most valuable asset and are committed to provide full
encouragement and support to them to enhance their potential and contribution to the
company business.
VENDORS
Our vendors are our valued partner in our business development and we will with in a
spirit of mutual cooperation to meet our objectives.
SHAREHOLDER
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We value the trust respond in us by our shareholder and strive unstintingly to ensure a
fair and reasonable return on their investment.
MILE STONE OF ASHOK LEYLAND
The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by
independent India. Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr.
Raghunandan Saran, an industrialist, to enter automotive manufacture. In 1948, Ashok
Motors was set up in what was then Madras, for the assembly of Austin Cars. The
Company's destiny and name changed soon with equity participation by British Leyland
and Ashok Leyland commenced manufacture of commercial vehicles in 1955.
Since then Ashok Leyland has been a major presence in India's commercial vehicle
industry with a tradition of technological leadership, achieved through tie-ups with
international technology leaders and through vigorous in-house R&D.
Access to international technology enabled the Company to set a tradition to be first
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with technology. Be it full air brakes, power steering or rear engine busses, Ashok
Leyland pioneered all these concepts. Responding to the operating conditions and
practices in the country, the Company made its vehicles strong, over-engineering them
with extra metallic muscles. "Designing durable products that make economic sense to
the consumer, using appropriate technology", became the design philosophy of the
Company, which in turn has molded consumer attitudes and the brand personality.
PRODUCTS
BUSES
Viking BS - I Viking BS - II 12 M Bus
36
Cheetah BS - I Panther Luxury Cheetah BS - II
Stag BS - II Vestibule Bus Airport Tarmac coach
222 CNG Bus Lynx Double Decker
37
TRUCKS
Ashok Leyland manufactures trucks of various capacities that take on any task with ease.
4 X 2 Haulage Models 4 X 2 and Multixled Tippers Multiaxle Vehicles
Tractors ecomet
38
PRODUCTION PLANT
Ashok Leyland has six manufacturing plants - the mother plant at Ennore near Chennai, two plants at
Hosur (called Hosur I and Hosur II, along with a Press shop), the assembly plants at Pantnagar and
Bhandara and Pantnagar. The total covered space at these six plants exceeds 450,000 sq m and
together employs over 11,500 personnel.
39
Ashok Leyland has seven manufacturing plants:
ENNORE
HOSUR 1
HOSUR 2
HOSUR 2a
BHANDARA
ALWAR
PANTNAGAR
PANTNAGAR UNIT
LOCATION
Ashok Leyland Limited, Plot no.1, Sector-12, IIE, SIDCUL, Pantnagar. US Nagar.
PLANT DETAILS
The plant was inaugurated on March 2010
The total land area is 352.09 acres.
40
Fenced area is 161.52 acres.
SHOPS
There are three shops 140*1000=140000sq.mt each
Shop1.Assembly activity
Shop2.Material storage (proposed line)
Shop3.RSO yard & refurnishing work
TRAINING CENTRE
The Pantnagar training center has been recognized equivalent to industrial training center
(I.T.I) by the government of Uttarakhand. The unit has got a training center for the
purpose of impairing training to its employees.
PRODUCTIVITY
Pantnagar unit is a benchmark for efficiency in its chosen activity namely chassis
production. Pantnagar unit contributes around 20% of the total production and vision on
Contributing around 27%. Presently 25 chassis per day on a single shift is assembled.50
chassis can be produced in two shifts.
VARIOUS DEPARTMENTS AND THEIR FUNCTION
Pantnagar plant works with the motto of “TOGETHER WE CAN” which symbolizes the
collective efforts of the various departments towards pursuing the proposed targets. The
various departments and their function of Ashok Leyland, Pantnagar is as follows;
1. PRODUCTION DEPARTMENT
41
This department plays a vital role
To produce the planned volume as per predetermined model-mix in right quality
and at optimum cost.
To plan and monitor the system so as to lead an efficient production process
To control all the cost parameters like materials, consumption, power & fuel, idle
time.
Over time and absenteeism.
To maintain and promote industrial harmony in respect of matters relating to
manufacturing activities.
2. QUALITY CONTROL DEPARTMENT
The QC department at Pantnagar implements and maintains the quality standards and
system. Prescribed by the central quality control department the main function of this
department are as follows
Analyzing of all non-conforming products and coordinating corrective/preventive
action.
To investigate the customer complaint and follow up action
To find the caliber of gauges and instruments.
Identifying and implementing of applicable quality procedures
3. MATERIAL DEPARTMENT
This department is engage in, receipt and dispatch of materials from an to other
units.
42
Planning and procurement of bought out finished component, tools and
consumable items.
Proper handling storage and issue of components. Monitor vendor performances
in terms of quality and regularity of supply.
Identifying the supply sources and negotiate terms of supply of on going basis.
Follow up materials against production requirement from other units of Ashok
Leyland
4. PRODUCTION SERVICE DEPARTMENT
All plant engineering including preventive and break down maintenance of
equipments.
Selection processes and processing equipments including jigs, fixtures and
gauges in consultation with project planning.
To procure machinery spares.
To design and implement preventive maintenance on equipments.
5. PURCHASE DEPARTMENT
To place the order according to the requirements of the production
To place the order of the materials required by different department of the
organization.
To make the comparative statement and select the one which is appropriates
according to the requirement.
The strategic sourcing department decides the vendors for the part; Chennai
(head office) and every unit can place the order to that vendor only.
6. SYSTEM DEPARTMENT
43
This dep. is also called as the Ashok Leyland information management system.
This dept. accounts for
Maintain the hardware system and software problem of organization.
Making the link among the all dept. of the organization by interlink system.
To maintain the link through hardware an software to head office (Chennai) and
other unit of the organization.
7. FINANCE DEPARTMENT
Material accounting involving accounting of good. Good received and
issued to the production and payment to suppliers.
Basis data on the product cost at various stages and assist in cost control.
Finance activities relating to employees i.e. payroll, various deduction, staff
welfare.
All accounting activities relating to the operation of the units and reporting
to the various operating head on performances versus plan.
Reporting to the corporate finance for the purpose of consolidation of
accounts and for budgetary control.
8. PERSONNEL AND ADMINSTRATION DEPARTMENT
Following are the main functions of this department
Recruitment
Manpower planning
Training
Welfare Activities
Rules of Discipline
44
This dept is responsible for implementing appropriate recruitment, selection and
placement procedures in respect of all unionized categories of employee. It also selects
suitable manpower form the various agencies such as employment exchange, educational
institute open market etc. All welfare activities like canteen service, providing uniforms
etc.
GROUP COMPANIES Automotive Coaches & Components Ltd (ACCL)
Lanka Ashok Leyland
Ashok Leyland Project Services Limited
Ennore Foundries
IRIZAR-TVS
Ashok Leyland Finance
COLLABORATIONS
Ashok Leyland started manufacture of commercial vehicles in 1955, with technology
from and equity participation by Leyland Motors Ltd., UK.
In 1987, the Hinduja Group gained a controlling interest in Ashok Leyland and its
associate companies when it acquired the UK-based Land Rover Leyland International
Holdings Ltd. (LRLIH), jointly with IVECO. (Since July 2006, the Hinduja Group is
100% holder of LRLIH). Complementing its in-house R&D efforts are technological
45
collaborations with world leaders like Hino Motors and ZF for contemporary aggregates
to maintain the vital innards of its high performing products
The latest technology acquisition is for the manufacture of the high-powered 'J' Series
engines, from Hino Motors of Japan. It is a timely tie-up coinciding with the development
of modern highways and the anticipated market need for higher powered, higher
productivity vehicles in the higher tonnage segments
Collaboration with world Leaders like Hino Motors And ZF for contemporary
Aggregates to maintain The vital innards of its high Performing products.
COMPETITORS
Ashok Leyland has built a reputation for reliability and ruggedness. In case of bus the
state gives its preferences first to the Ashok Leyland buses but still some of the major
competitors in the market are:
TATA MOTORS
EICHER
VOLOVO
MAHINDRA
CUSTOMERS
In the populous Indian metros. Four out of the state transport undertaking (stu) buses
come form Ashok Leyland. Some of the double-decker and vestibule buses are unique
models form Ashok Leyland, tailor-made for high-density routes.
46
The 375.000 vehicles have put on the roads have considerably eased the additional
pressure placed on road transportation in independent India. The major customers are the
state transport corporation’s such as:
Uttarakhand Transport corporation
Haryana State Corporation
Delhi Transport Corporation
U.P Transport Corporation
INDIA'S FIRST CNG-RUN BUS
In January 1997, Mumbai's taxi drivers had a complaint about a BEST bus: they couldn't
hear it coming! Not only did it make next to no noise, it also emitted very little pollutants.
What makes this bus different is the fuel that powers it. Spearheading the induction of
CNG technology in the National Capital Region, Ashok Leyland has put out over 2,500
buses on its roads.
ASHOK LEYLAND POLICIES ENVIRONMENT POLICY
QUALITY POLICY
SAFETY & HEALTH POLICY
ASHOK LEYLAND’S ENVIRONMENTAL POLICY
Environmental Policy
We are committed to preserving the environment through a comprehensive Environmental
47
Policy and a proactive approach in planning and executing our manufacturing and service
activities. The objective of Ashok Leyland's Environmental Policy is to adhere to all applicable
environmental legislations and regulations, adopt pollution preventive techniques in design and
manufacture, conserve all resources such as power, water etc., and optimize its usage, through
scientific means, minimize waste generation by all possible ways and Reduce, Reuse and
Recycle the same through a time bound action plan as well as provide a clean working
environment to our employees, contractors and neighbours.Towards this, we propagate our
environmental policy and our commitment to continuous improvement to all employees,
suppliers, customers and neighbors.
At Ashok Leyland are committed to preserving the environment and will
Commit to comply with all relevant legal and other requirements.
Adopt pollution preventive techniques in design & manufacture of our
product.
Conserve all resources such as power, water, oil, gas, compressed air
etc. and optimize their Osage, through scientific methods.
Provide a clean working the environment to our employees,
contractors and neighbor.
Set and review objectives and targets for continually improving the
environment
Towards fulfilling the above we propagate our environmental policy and our
commitment to continual improvement to all employees, suppliers, customers and
neighbors. We will strive towards maintaining harmony between society and
environment towards achieving our environmental goal.
48
Quality policy
It is objective of Ashok Leyland’s quality policy to achieve customer satisfaction by
meeting the customer expectation in relation to the product and services offered by the
company.
Towards this objective quality policy of Ashok Leyland is
To make continuous improvements in the products manufactured by the company
as also in the services offered by the company.
To enhance employee potential to contribute to quality by improving the
employees as appropriate to their function.
To induce in vendors commitment to continuous improvement to meet quality
standards.
Safety & Health Policy
Ashok Leyland affirms that all its employees, irrespective of cards rank need to be safe
guards against any personal injuries or damage to the properties during working periods.
That the management recognizes the principle that accident prevention contributes in the
long run to all round progress and development of the organization.
Towards this objective Ashok Leyland is committed to:
Implementing all practical safety measures like safe working and environmental
conditions.
Carrying out a system ting critical appraisal of all potential hazards involving
personnel, Plant services and operation methods.
49
Following strictly safety rules and regulations incorporated in the factories act and
rules.
Maintaining safe and healthy working environment at all working places conducive to
the success of the management safety programmed in long run.
Implementing safety and health education programmed for employees with specific
emphasis on creating safety and health awareness.
Welcoming useful and constructive suggestions and ideas in regard to safety and health.
That the management reaffirms its firm conviction in the implementation of its safety
policy without any reservations. It resolves to promote and achieve high degree of safety
standards.
In 1998,Ashok Leyland becomes the first Indian automotive manufacturer to win the
QS 9000 certification.
In 2000 Ashok Leyland introduced in April 2000 vehicles fitted with engines meeting
EURO-1/ India 2000 emission norms.
In 2001,Ennore unit received ISO-14001 certificate.
In 2002 Hybrid Electric vehicle launched.
50
CHAPTER 3
RESEARCH METHODOLOGYThe present work was undertaken in Ashok Leyland LTD. Pantnagar unit the various
aspects. Good methodology is the life blood any project work. The resource of any
project work largely depends upon correct selection and application of the most suitable
method in accordance with the nature of information to be covered in the project work.
51
AREA OF THE STUDY
All type of employees of Ashok Leyland Ltd., Pantnagar were considered and selections
were made from various cadres of employees in Pantnagar unit.
SAMPLE SIZE
I have considered nearly 80 respondents (unionized category of the employees) in my
sample. Though I have talked/ discussed with all of them but for study purpose I have
taken the views of 30 respondents, it is 37.5% of total employees (unionized), which
were selected from various shops, departments, and cadres of Pantnagar unit. For
officer’s category of employees, I have discussed with nearly all of them and taken the
general view of them on this subject.
DATA COLLECTION
To achieve the objectives both primary and secondary sources of data has used for this
study.
(A)PRIMARY DATA
In order to gather facts in the course of study, I prepared a questionnaire for getting
response from employees. I gathered all the information as per the questionnaire,
through observation, personal talks and personal experiences. Under observation method
I watched many activities of the workers to collect some useful information, which
required for this project work. Places like, in the office, on the shop floor and in the
canteen etc. from the available data, I categorized all the employees on the basis of
different age group.
(B) SECONDARY DATA
52
For the purpose of getting the secondary data I gathered through past records, various
magazines of Ashok Leyland, annual reports, company’s manuals and agreements
between the management & workers were systematically gone through.
WE TOOK 30 SAMPLES FOR ATTITUDE SURVEY OF WORKERS
IN DIFFERENT DEPARTMENTS:DEPARTMENTNAME NUMBER
PRODUCATION 12
PPC 6
PS 5
QC 5
P&A 2
TOTAL 30
DATA ANALYSIS AND INTERPRETATION
Q.1 DEPARTMENT NAME:
PRODUCATION
53
PPC
QC
P&A
PS
Q. 2 AGE:
AGE PRODUCTION PPC QC P&A PS TOTAL
25-30 1 1 2
31-35 4 1 1 6
36-40 4 2 2 9
41-45 2 3 2 1 8
46-50 1 1 2
51-55 1 1 1 3
56-60 1 1
TOTAL 12 6 5 2 5 30
Q.3 QUALIFICATION :
DEPT. PRODUCTION PPC QC P&A PS
EDUCATION 10TH (9) 10TH (5) 10TH (3) 10TH (2) 10TH (2)
54
12TH(3) BA (1) 12TH (1)
BA (1)
12TH(2)
BA (1)
TECHNICAL ITI ITI ITI NON ITI ITI
Q.4 TOTAL EXPER INCE:
EXP. PRODUCTION PPC QC P&A PS TOTA
L
0-5 - 1 - - - 1
6-10 3 - 2 - - 5
11-15 2 1 1 - 2 6
16-20 2 2 - - 1 5
21-25 5 2 2 2 2 13
Q. 5 JOB CONTENT:
(A) IS THE WORKING HOURS ARE SATISFACTION TO YOU?DEPARTMENT PRODUCTION QC P&A PPC PS
YES 10 4 1 5 5
55
NO 1 1 1 - 1
CAN’T SAY 1 - - - -
IF NO THAN WHY ?
BECAUSE:
There are so much workload.
In 8 hours working, lunch should be adjusted.
(B) DO YOU THINK THE HEALTH& SAFETY POLICY OF THE COMPANY IS GOOD FOR YOU?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 5 1 2 5 -
56
NO 7 3 - 4
CAN’T SAY - - - 1
IF NO THAN WHY ?
BECAUSE:
There are no medical facilities.
There are not available medicians and doctor does not proper take care of
patient.
There are not doctor available in first shift & second shift (full time).
Q.6 JOB OPPURTUNITIES:
DO YOU THINK ANY OPPURTUNITIES FOR YOUR CAREER ADVANCE IN YOUR PRESENT
JOB?
DEPARTMEN
T
PRODUCTION QC P&A PPC PS
57
YES 6 2 1 5 4
NO 6 3 1 - 2
CAN’T SAY - - - - -
IF NO THAN WHY ?
BECAUSE:
There is not any promotion policy for workers.
58
Q.7 TRAINING PROGRAM
(A) YOU THINK COMPANY IS ARRANGIG TRAINING PROGRAM FOR
EMPLOYEE DEVELOPMENT.
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 11 5 2 5 4
NO 1 - - - 2
SO-SO - - - - -
IF NO THAN WHY ?
BECAUSE:
There are not providing full training as requirement.
Training must provide for new modal or changes.
59
(B) DO YOU HAVE OPPORTUNITY FOR GETTING KNOWLEDGE OF NEW
TRENDS LIKE ISO, 5S, EMS?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 10 4 2 5 5
NO 1 1 - - 1
CAN’T SAY 1 - - - -
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(C) HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN TRAINING CENTER/OUTSIDE
FACTORY?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 10 4 2 5 5
NO 2 1 - - 1
CAN’T SAY - - - - -
(D) DO YOU GET OPPORTUNITY FOR KNOWING ALL THE ACTIVITIES OF
YOUR DEPARTMENT?
DEPARTMENT PRODUCTION QC P&A PPC PS
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YES 10 4 2 5 5
NO 2 1 - - 1
CAN’T SAY - - - - -
(E) ARE YOU INTERESTED IN KNOWING THE OTHER JOBS IN
DEPARTMENT?
DEPARTMENT PRODUCTION QC P&A PPC PS
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YES 11 3 1 5 5
NO 1 2 1 - 1
CAN’T SAY - - - - -
(F) DOES YOUR COMPANY HAVE TRANSFER POLICY?
ANS: DEPARTMENT WISE.
DEPARTMENT PRODUCTION QC P&A PPC PS
63
YES 11 3 1 5 5
NO 1 2 1 - 1
CAN’T SAY - - - - -
(G) HOW DO YOU FEEL ABOUT TRANSFER POLICY?
64
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 9 3 2 5 5
NO 3 2 - - 1
CAN’T SAY - - - - -
IF NO THAN WHY?
BECAUSE:
There is not right transfer policy because now transfer policy is like
PRODUCATIONQCPRODUCTION DEPARTMENT
IT SHOULD BE
Transfer policy is like
65
Production department PPCPSQSPRODUCTION DEPARTMENT
Before some year age transfer gave on seniority basis but now it is gave
favoritisms.
If an electrician get the transfer on production line what the do that place.
Q.8 SUPPORT OF EXECUTIVES
DO YOU THINK YOUR EXECUTIVES ARE SUPPORTING?DEPARTMENT PRODUCTION QC P&A PPC PS
YES 12 5 2 5 6
NO - - - -
CAN’T SAY - - - - -
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Q.9 MOTIVATION LEVEL
(A) ARE YOU SATISFIED WITH YOUR JOB?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 8 3 2 4 4
NO 4 2 - 1 1
CAN’T SAY - - - - 1
IF NO THAN WHY ?
BECAUSE:
Job is not providing for there trade.
There are doing repeat work that’s by we cannot learn more different works.
There are no body for tell about the work like ‘how we do the work?’
There are not proper tools.
(B) ARE YOU SATESFED WITH YOUR SALARIES &WAGES?
67
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 3 1 1 1 1
NO 9 4 1 4 4
CAN’T SAY - - - - 1
IF NO THAN WHY ?
BECAUSE:
There is so much workload but salary is not good. We cannot fulfill our needs.
In Pantnagar AL unit workers salary is less than to other Ashok Leyland plant.
68
( C ) ARE YOU SATISFIED WITH YOUR WORKING CONDITION?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 7 3 1 2 3
NO 5 2 1 2 2
CAN’T SAY - - - 1 1
IF NO THAN WHY ?
BECAUSE:
Toilets always dirty.
In summer we fell more heat and in winter we fell colder.
69
(D) ARE YOUR COMPANY GIVING SOME REWARD & OTHER BENEFITS FOR YOUR
PERFORMANCE?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 8 3 2 4 4
NO 4 2 - 1 1
CAN’T SAY - - - - 1
IF NO THAN WHY?
BECAUSE:
There is no definition for good work.
70
(E) DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU ARE GOOD?
DEPARTMENT PRODUCTION QC P&A PPC PS
YES 1 3 1 4 1
NO 5 2 - 1 1
CAN’T SAY 6 - 1 - 4
IF NO THAN WHY ?
BECAUSE:
Chapatti is become much tied.
Vegetables &dell are not making good.
Vegetables are not make according to weather.
Food quality is not good.
Q.10 EXPECTATION LEVEL:
71
WHAT PROGRME DO YOU THINK IF INCLUDED WILL IMPROVE YOUR
SKILLS&PERFORMANCE AND JOB SATISFACATION.
ANS:
Company visit
Training program should be providing of new production line.
72
CHAPTER 4
73
FINDINGS OF THE STUDY
During the project workers in Ashok Leyland Pantnagar plant I found sound relations
between the workers and management. The offers category of the company is very
competent in their jobs and very much cooperative, well mannered towards the other
employee of the company. I found during the project work that some improvements are
required in the organization which are following:
Executive/lower cadre employee should be involved in policymaking process.
As there is large free space available in the company, the company should provide
the residential facility by making some house to the workers/executives.
The workload in every department is higher side, because staff in every
department is not enough. So some recruitment (executive, workers) are required
in every department.
The working hours are not very much favorable to the employees.
There are no that much promotional activities for the employees.
Company provides career developmental activities that are good for employees.
Periodically training is also provided to the employees.
LIMITATIONS OF THE STUDY
The worker is not very keen in giving suggestion.
Being a trainee, I felt lack of authority to gather some vital information.
A survey was conducted during working hour, it was difficult to trace workers.
There was lack of willingingness to fill the questionnaire as they considered it merely
a Ginnick.
74
The worker were not willing to come up with their true feeling as they felt that its just
the wastage of time.
RECCOMENDATIONS / SUGGESTIONS
Night conveyance should be providing for executives workers. Because in night there
are not available any conveyance like bus, tempo etc.
Two permanent doctors should be appointed in the company. One for day shift &
another for night shift so that if any accidents occur the primary treatment will be
available to the workers.
There will have promotion policy as performance basis for workers.
Workers salaries must be equable all Ashok Leyland unit.
Company visit must be providing for workman.
Canteen service must be good like:
Vegetables & dell good make.
Vegetables must make according to weather.
Vegetables, floor, tea quality must be good use.
CONCLUSION
As quoted earlier present the importance of HR is rising rapidly and every organization
75
Is looking forward to have a strong HR department for the long run and believes that
HR contributes to the quality policy of organization.
Arranging and enhancing of employee potential to contribute to by improving the
knowledge and skill of the employee as appropriate to their function by what of imparting
Required training need assessed and communication to personnel and administrative dept
by the respective HOD.
Create and cultivates the sense of belongingness to our organizational and work and
involve in enhancing the quality by the way of improving the skill of employees through
continuous training.
76
CHAPTER 5
BIBILOGRAPHY
1- HOUSE MAGAZINE
77
Ashok Patrika,April edition,2007
Ashok news,may edition2007
2.BOOKS
1. Kothari,C.R,ResearchMethodology,Wishav publication,
New Delhi,p.p 126-140
2. Rao P.Subba,Human Resource management & Industrial
Relation,2006,Himalaya Publisher,Mumbai,p.p135-150
3. Gupta C.B Human Resource Management
2006,Educational Publisher, New Delhi p.p 7.2-7.12
3. WEBSITE
1 www.Ashokleyland.com
2 www.google.com
4. JOURNALS
1. Meena M.L. and Dangayach G.S.,(2012), “Analysis of
Employees Satisfaction In Banking Sector”.
International Journal of Humanities and Applied
Sciences(IJHAS) Vol.1, No.2, ISSM 2277-4386
2. Dr. Anita R., Sep (2011), “A Study on Job Satisfaction
of Paper Mill Employees With Special Reference to
78
Udumalpet and Palani Taluk”, Journal of Management
and Science, Vol.1, No.1, pp.36-47.
3. Zaim Halil, Zain Selim, “Measuring Employees
Satisfaction in Small and Medium Sized Eneterprise”,
Faith University, Turkey.
4. Aziri Brikend (2011), “A Study in Cement Industry of
Chhattisgarh”, International Journal of Management &
Business Studies(IJBMS) Vol.1, Issue 3
79
ANNUXURE
Q.1 DEPARTMENT NAME:
Q. 2 AGE:
Q.3 QUALIFICATION :
Q.4 TOTAL EXPEINCE:
Q. 5 JOB CONTENT:
A. IS THE WORKING HOURS ARE SATISFACTION TO YOU?
B. DO YOU THINK THE HEALTH& SAFETY POLICY OF THE
COMPANY IS GOOD FOR YOU?
Q.6 JOB OPPURTUNITIES:
DO YOU THINK ANY OPPURTUNITIES FOR YOUR CAREER
ADVANCE IN YOUR PRESENT JOB?
Q.7 TRAINING PROGRAM
A. YOU THINK COMPANY IS ARRANGIG TRAINING PROGRAM FOR
B. DO YOU HAVE OPPORTUNITY FOR GETTING KNOWLEDGE OF
NEW TRENDS LIKE ISO, 5S, EMS?
C. HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN
TRAINING CENTER/OUTSIDE FACTORY?
80
D. DO YOU GET OPPORTUNITY FOR KNOWING ALL THE
ACTIVITIES OF YOUR DEPARTMENT?
E. ARE YOU INTERESTED IN KNOWING THE OTHER JOBS IN
DEPARTMENT?
F. HOW DO YOU FEEL ABOUT TRANSFER POLICY?
Q.8 SUPPORT OF EXECUTIVES DO YOU THINK YOUR EXECUTIVES
ARE SUPPORTING?
Q.9 MOTIVATION LEVEL
A. ARE YOU SATISFIED WITH YOUR JOB?
B. ARE YOU SATESFED WITH YOUR SALARIES &WAGES?
C. ARE YOU SATISFIED WITH YOUR WORKING CONDITION?
D. IS YOUR COMPANY GIVING SOME REWARD & OTHER BENEFITS
FOR YOUR PERFORMANCE?
E. DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU
ARE GOOD?
F. DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU
ARE GOOD?
Q.10 EXPECTATION LEVEL:
WHAT PROGRME DO YOU THINK IF INCLUDED WILL IMPROVE YOUR
SKILLS&PERFORMANCE AND JOB SATISFACATION?
81