“EMPLOYEE SATISFACTION AT WORKER LEVEL IN

ASHOK LEYLAND, ALWAR”

SUMMER TRAINING PROJECT REPORT SUBMITTED IN THE

PARTIAL FULLFILLMENT OF THE REQUIREMENT FOR AWARD

OF

DEGEREE OF MASTER OF BUSINESS ADMINISTRATION

RAJASTHAN TECHNICAL UNIVERSITY ,KOTA

SESSION – 2007-2008

SUBMITTED TO, SUBMITTED BY,DIRECTOR SWAPNIL JAINMANAGEMENT STUDIES ENROLLMENT NO.ALWAR,RAJASTHAN

LAXMI DEVI INSTITIUTE OF ENGINEERING & TECHNOLOGYCHIKANI (ALWAR) RAJASTHAN

2007-2008

1

“EMPLOYEE SATISFACTION AT WORKER LEVEL IN

ASHOK LEYLAND, ALWAR”

SUMMER TRAINING PROJECT REPORT SUBMITTED IN THE

PARTIAL FULLFILLMENT OF THE REQUIREMENT OF

DEGEREE OF MASTER OF BUSINESS ADMINISTRATION

APPROVED BY THE RAJASTHAN TECHNICAL UNIVERSITY OF

KOTA

SESSION – 2007-2008

SUBMITTED TO, SUBMITTED BY,Director Swapnil JainManagement studiesAlwar, Rajasthan

LAXMI DEVI INSTITIUTE OF ENGINEERING & TECHNOLOGYCHIKANI (ALWAR)

2007-2008

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AK NOWLEDGEMENT

“This training report entitled ‘HR STRATEGIES In’ASHOK LEYLAND LIMITED’ is an out come of my summer training from 28-5-2007 to 27-07-2008

My sincere thanks to MR.R.K.SHARMA, senior Executive Personnel for granting permission to take my summer internship in “ASHOK LEYLAND”Alwar.

Next my wholehearted thanks to MR PAWAN Welfair officer had been my mentor and guide through out my summer internship.

Then I extend my thanks to all the employees of ASHOK LEYLAND who had been very kind and respectable throughout the training.

Then my sincere thanks to MR. KALIDAS and MR. DIGVIJAY SHING staff personnel department for providing some of the valuable information about the company from their ocean vast experience in the company.

My sincere thanks to the various department heads for explaining the process involved. My heart fell gratitude to the entire employees of ASHOK LEYLAND LTD (ALWAR) for being accommodative and co-operative.

Lastly I thank all the direct and indirect facilitators who made this possible through their valuable information and comments.

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DECLERATION

I, SWAPNIL JAIN Student of M.B.A. program in Laxmi

Devi Institute of Engineering & Technology, Chikani , Alwar

(Rajasthan) hereby declare that all the information, facts and

figures produced in this report are based on my own experience

and study during my analysis of the “HR STRATEGY IN

ASHOK LEYLAND”

I further declare that all the information and facts furnished

in this project report are based on my intensive findings. They

are Primary and supportive to the actual figures of audited

Statements.

SWAPNIL JAIN Student of M.B.A. Place: Laxmi Devi Institute of Engineering & Technology,Chikani, Alwar (Raj.) 301028

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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 Alwar (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 IN ASHOK LEYLAND IN ALWAR 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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TABLE OF CONTENTS

(A) COMPANY PROFILESSS Page No.

1. INTRODUCTION OF ASHOK LEYLAND 8

2. MISSION ,VISION ,VALUES 9

3. MILESTONES OF ASHOK LEYLAND 10-11

4. PRODUCTS AND SERVICES 12-13

5. NO. OF PLANTS AND THEIR LOCATION 14

6. ALWAR UNIT 15

7. VARIOUS DEPARTMENTS AND THEIR FUNCTION 16-18

8. PATTERNS OF SHARE HOLDERS 19-20

9. GROUPS COMPANIES 21

10. COLLABORATORS 22

11. COMPETITORS 23

12. CUSTOMERS 23-24

(B) ASHOK LEYLAND POLICIES 25

1. ENVIRONMENT POLICY 26

2. QUALITY POLICY 27

3. SAFTERY & HEALTH POLICY 28

(C) HUMAN RESOURCE MANAGEMENT 29

1. CONCEPT OF HUMAN RESOURCE MANAGEMENT 30

2. AIMS & OBJECTIVE OF HRM 31

3. HR ACTIVITIES 32

4. HUMAN RESOURCE STRATEGY 33

5. HRM & PRODUCTIVITY 33

(D) REVIEW OF LITURATURE 34-35

(E) HR PRESPETIVE 38

1. HR DEPATMENT PROFILE 39

RESPONSIBILITIES OF DEPARTMENT

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RESPONSIBILITIES OF INDIVIDUAL

2. RECRUITEMENT, SELECTION & PLACEMENT 42-48

3. TIME OFFICE FUNCTION 58

4. REMUNERATION & OTHER ALLOWANCES AND

FACILITIES 49-53

5. PROMOTION POLICY 54-55

6. PERFORMANCE APPRAISAL 56-57

7. LEAVE AVILABLE 59

(F) OBJECTIVE OF THE REPORT 36

(G) RESEARCH METHODOLOGY 37

(H) DATA INTERPRETATION 60-76

(I) LIMITATION 77

(J) CONCLUSION 78

(K) SUGGESTION & RECOMMENDATION 79-80

(L) BIBLOGRAPHY 81

(M) ANNEXURE 82-83

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SRGANIZATION PERSPECTIVE

INTRODUCTION

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 rail network!

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, moulding the country's commercial vehicle profile by introducing technologies and product ideas that have gone on to become industry norms.

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VISIONBe among the top Indian corporation acknowledged nationally and internationallyFor:Excellence in quality of products.Excellence in customer focus and service.

MISSION Be a leader in the business of commercialvehicles, 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

CUSTOMERWe 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.

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SHAREHOLDER

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 wha

t 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

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technology leaders and through vigorous in-house R&D.

Access to international technology enabled the Company to set a tradition to be first

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 moulded consumer attitudes and the brand personality.

Ashok Leyland vehicles have built a reputation for reliability and ruggedness. The 375,000 vehicles we have put on the roads have considerably eased the additional pressure placed on road transportation in independent India.

In the populous Indian metros, four out of the five State Transport Undertaking (STU) buses come from Ashok Leyland. Some of them like the double-decker and vestibule buses are unique models from Ashok Leyland, tailor-made for high-density routes.

In 1987, the overseas holding by Land Rover Leyland International Holdings Limited (LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-Resident Indian transnational group and IVECO. (Since July 2006, the Hinduja Group is 100% holder of LRLIH).

The blueprint prepared for the future reflected the global ambitions of the company, captured in four words: Global Standards, Global Markets. This was at a time when liberalisation and globalisation were not yet in the air. Buoyed by the backing of two international giants, Ashok Leyland embarked on a major product and process upgradation to match world-class standards of technology.

In the journey towards global standards of quality, Ashok Leyland reached a major milestone in 1993 when it became the first in India's automobile history to win the ISO 9002 certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000

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in 1998 and ISO 1400

1 certification for all vehicle manufacturing units in 2002. It has also become the first Indian auto company to receive the latest ISO/TS 16949 Corporate Certification which is specific to the auto industry.

PRODUCTS

BUSES

Viking BS - I Viking BS - II 12 M Bus

Cheetah BS - I Panther Luxury Cheetah BS - II

Stag BS - II Vestibule Bus Airport Tarmac coach

222 CNG Bus Lynx Double Decker

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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

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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 Alwar and Bhandara. The total covered space at these six plants exceeds 450,000 sq m and together employ over 11,500 personnel.

Ashok Leyland has six manufacturing plants:

ENNORE

HOSUR 1

HOSUR 2

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HOSUR 2a

BHANDARA

ALWAR

ALWAR UNIT

LOCATION

Alwar is a strategic town in Rajasthan midway between Delhi and Jaipur.Part of National Capital Region (NCR).170 kms from Delhi and 150 kms from Jaipur.Alwar unit is situated at Matsya Area (M.I.A), which is 18 kms away on Alwar-Delhi road from Alwar city.

PLANT DETAILS

The plant was inaugurated on 22-8-1982.The total land area is 352.09 acres.Fenced area is 161.52 acres.

SHOPS

There are three shops 140*1000=140000sq.mt eachShop1.Assembly activityShop2.Material storage (proposed line)Shop3.RSO yard & refurnishing work

TRAINING CENTRE

The Alwar training center has been recognized equivalent to industrial training center (I.T.I) by the government of Rajasthan. The unit has got a training center for the purpose of impairing training to its employees.

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PRODUCTIVITY

Alwar unit is a benchmark for efficiency in its chosen activity namely chassis production. Alwar 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

Alwar 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, Alwar is as follows;

1. PRODUCTION DEPARTMENT

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 &

fule, 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 Alwar 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.

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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

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.

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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

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.

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Shareholder Information

 We value the trust reposed in us by our shareholders and strive unstintingly to ensure a fair and reasonable return on their investment.

>Physical Segment

>Depository System

>Investor Information

>Investor Update

>Notice

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PATTERNS OF SHARE HOLDERS

CATEGORY %

PROMOTERS-LRLIHL LTD 50.93

RESIDENT-INDIVIDUALS 9.87

NRIS 0.17

CORPORATE BODIES 1.81

MUTUAL FUNDS 8.77

TRUSTS 0.03

BANKS 0.26

FINANCIAL INSTITUTION 17.70

OTHERS-GDR 1.56

TOTAL 100

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GROUP COMPANIES

>   Automotive Coaches & Components Ltd   (ACCL)

>   Lanka Ashok Leyland

>   Ashok Leyland Project Services Limited

>   Ennore Foundries

>   IRIZAR-TVS

>   Ashok Leyland Finance     A Division of IndusInd Bank

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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

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 word Leaders like Hino Motors And ZF for contemporary Aggregates to maintainThe vital innards of its highPerforming products.

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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. 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:

Rajasthan Transport corporation

Haryana State Corporation

Delhi Transport Corporation

U.P Transport Corporation

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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.

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ASHOK LEYLAND POLICIES

ENVIRONMENT POLICY

QUALITY POLICY

SAFETY & HEALTH POLICY

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ASHOK LEYLAND’S ENVIRONMENTAL POLICY

  Environmental Policy We are committed to preserving the environment through a comprehensive Environmental

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 optimise 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 neighbours.

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.

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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.

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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.

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 Electricvehice launched.

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HUMAN RESOURCE MANAGEMENT

CONCEPT OF HUMAN RESOURCE MANAGEMENT

AIMS OF OBJECTVES OF HRM

HR ACTIVITIES

HUMAN RESOURCE STRATEGY

HRM AND PRODUCTIVITY

RESPONSIBILITIES OF DEPARTMENT

RESPONSIBILITIES OF INDIVIDUAL

OBJECTIVE OF THE STUDY.

METHOLOGY

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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:

To attain maximum individual development.To achieve effective utilization of human resources in the achievement of

organization goal. Both monetary and non-monetary incentives motivate employees.To attract and secure appropriate people capable of performing effectively the

organizations specific tasks.To ensure that the organization gets the right type of people in the right numbers

and at the right time place.To establish a desirable working relationship between employer and between

groups of employees.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.

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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HR ACTIVITIES:

Human resource development (HRD) involves recognizing and utilizing the latent skills and talents of people working in an organization where as, human resource management (HRM) is a broader term. It refers to the management of personnel, from recruitment classified in to seven heads, as follows in the preceding page

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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 programme 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 contitions with the programme planning aspects. A specific programme 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 behaviour pattern required by an individual to bring more variety and participation through job rotation enlargement or enrichment.I observed that this strategy is adopted in Ashok Leyland at Alwar 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 labour 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.

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REVIEW OF LITERATURE

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.1 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 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 theory

In 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

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.

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Hygiene issues (dissatisfiers)Company and administrative policiesSupervisionSalaryInterpersonal relationsWorking conditions

Motivators (satisfiers) Work itselfAchievementRecognitionResponsibilityAdvancement

sss

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OBJECTIVES OF THE STUDY

The 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. Alwar 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. Alwar.

To may suitable recommendation to increase satisfaction of workers these respect.

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METHODOLOGY

The present work was undertaken in Ashok Leyland LTD. Alwar 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.

AREA OF THE STUDY

All type of employees of Ashok Leyland Ltd., Alwar were considered and selections were made from various cadres of employees in Alwar 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 Alwar 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

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.

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HR PRESPETIVE

EMPLOYEE PROFILE

HR DEPARTMENT PROFILE

RESPONSIBILITY OF DEPARTMENT.

RESPONSIBILITY OF INDIVIDUAL.

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

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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. Alwar 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:

The average age of the employee at the Alwar unit, Ashok Leyland rages from 30-35 years of age.

MANPOWER:

CATEGORY UNIT MARKETING FINANCE SYSTEMS TOTALExecutive 30 4 5 3 42GET/DET 3 0 3Staff 2 2Workmen-permanent

84 84

Workmen-Temporary

198 198

Trade Apprentice

40 40

Total 357 4 5 369

The female ratio in the Alwar 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.

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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 programme as per training procedure. Emphasize on the HODs to utilize the skill acquired/enhanced by the

concerned employee by giving sufficient opportunitities.

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 programmes up to CG-25 grade.

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SR. EXECUTIVE PERSONNEL(R.K.SHARMA)

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 AND TRAINING OF PERSONNEL

RECRUITMENT

SELECTION PROCEDURE

INDUCTION AND TRAINING

42

SELECTION AND 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.

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.

(A)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

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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.

(B)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.

Labour 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.

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Induction and

Follow up.

INDUCTION AND TRAINING:

(A)INDUCTION:

In Ashok Leyland Ltd. Once the employee is hired, an induction

programme 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.

(B)TRAINING AND 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 programme are also attended by officers as

per requirement of their job. At the unit level in-house training programme

are also attended by officers as per the requirements.

In ALWAR, 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. ALWAR:

Engineering Trainees

Technician Trainees

Trade Apprentices

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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 Rajasthan 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 Alwar 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:

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.

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However a close monitoring is done ensuring that he observe safety rules

religiously.

For executive category of employees, training is give at Ashok Leyland Ltd. ‘s

plant Ennore (Tamilnadu) and in Alwar plant also.

CLASSIFICATION OF EMPLOYEES IN ASHOK LEYLAND, ALWAR

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:

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.

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TRAINING PROCESS

Begin

Identify& analyze training needs

Compile training needs

Evaluate & audit training programme

Review programme context & faculty

H.O.D. feed back

Process improvement

Process end

In Ashok Leyland, Alwar the training process are as mentioned above, the

training is based on the appraisal from the immediate supervisor or the Head of

Department. The personnel collect the appraisal from the department and identify

the areas pf development of each individual after the identification of the training

needs suitable training are selected and the programmes are conducted to the

respected employee. After the conduction of the training programme collects the

feed back from the employee and based on the suggestion the training programs

are revived and after six months the feed backs are collected from the H.O.D. if

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the employee still needs development he can be engaged in the training schedule

again.

REMUNERATION AND OTHER ALLOWANCES

& FACILITIES

REMUNERATION

OTHER ALLOWANCES & FACILITIES

REMUNERATION AND OTHER ALLOWANCES &

FACILITIES

REMUNERATION

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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 programme. Modern wage and salary administration is very complex and sophisticated, requiring expertise and specialist knows how.

THE MINIMUM WAGES ACT, 1948

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 ALWAR:

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:

GRADE PAY SCALEUnskilled ‘B’ 820-2091Unskilled ‘A’ 835-2435Semiskilled ‘C’ 850-2300semiskilled ‘B’ 870-2377

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semiskilled ‘A’ 895-2665skilled ‘C’ 935-2865skilled ‘B’ 965-3055skilled ‘A’ 995-3246Highly skilled 1035-3285

Staff category:

GRADE PAY SCALEDriver 865-2509Driver 1 900-2670Clerk cum typist 1 930-3180Clerk cum typist 11 965-3375Steno 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.

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OTHER ALLOWANCES & FACILITIES

The Ashok Leyland Ltd. Alwar Company provides various facilities to their employee. The main allowances and facilities at Alwar 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:

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.

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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:

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.

PEROMOTION POLICY & PERFORMANCE

APPRAISAL

PEROMOTION POLICY

PERFORMANCE APPRAISAL

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PEROMOTION POLICY

A) 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 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

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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 programme.

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 Alwar 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. EXPERIENCEIn 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 organizationTo 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

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PARAMEERS

In Ashok Leyland Alwar 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 Alwar units is that

5- exceptional - consistently outstanding performance4- 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 requirements2- barely - just meet minimum requirements1- 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, Alwar 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 StatutoryCompliance

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

7. Monthly input form

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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.

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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

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ATTITUDE SURVEY OF WORKERS

Q.1 DEPART MENT NAME:

PRODUCATION PPC QC P&A PS

Q. 2 AGE:

AGE PRODUCTION PPC QC P&A PS TOTAL25-30 1 1 231-35 4 1 1 636-40 4 2 2 941-45 2 3 2 1 846-50 1 1 251-55 1 1 1 356-60 1 1

TOTAL 12 6 5 2 5 30

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Q.3 QUALIFICATION :

DEPATMENT PRODUCTION PPC QC P&A PSEDUCATION 10TH (9)

12TH(3)10TH (5)BA (1)

10TH (3)12TH (1)BA (1)

10TH (2) 10TH (2)12TH(2)BA (1)

TECHNICAL ITI ITI ITI NON ITI ITI

Q.4 TOTAL EXPEINCE:

EXPEINCE PRODUCTION PPC QC P&A PS TOTAL

0-5 - 1 - - - 16-10 3 - 2 - - 511-15 2 1 1 - 2 616-20 2 2 - - 1 521-25 5 2 2 2 2 13

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Q. 5 JOB CONTENT:

(A) IS THE WORKING HOURS ARE SATISFACTION TO YOU?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 10 4 1 5 5NO 1 1 1 - 1SO-SO 1 - - - -

IF NO THAN WHY ?

BECAUSE: There are so much workload. In 8 hours working, lunch should be adjusted.

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(B) DO YOU THINK THE HEALTH& SAFETY POLICY OF THE COMPANY IS GOOD FOR YOU?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 5 1 2 5 -NO 7 3 - 4SO-SO - - - 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).

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Q.6 JOB OPPURTUNITIES:

DO YOU THINK ANY OPPURTUNITIES FOR YOUR CAREER ADVANCE IN YOUR PRESENT JOB?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 6 2 1 5 4NO 6 3 1 - 2SO-SO - - - - -

IF NO THAN WHY ?

BECAUSE: There is not any permotion policy for workers.

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Q.7 TRAINING PROGRAM

(A) YOU THINK COMPANY IS ARRANGIG TRAINING PROGRAM FOR

DEPARTMENT PRODUCTION QC P&A PPC PSYES 11 5 2 5 4NO 1 - - - 2SO-SO - - - - -

IF NO THAN WHY ?

BECAUSE: There are not providing full training as requirement. Training must provide for new modal or changes.

(B) DO YOU HAVE OPPORTUNITY FOR GETTING KNOWLEDGE OF NEW TRENDS LIKE ISO, 5S, EMS?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 10 4 2 5 5NO 1 1 - - 1SO-SO 1 - - - -

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(C) HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN TRAINING CENTER/OUTSIDE FACTORY?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 10 4 2 5 5NO 2 1 - - 1SO-SO - - - - -

(D) DO YOU GET OPPORTUNITY FOR KNOWING ALL THE ACTIVITIES OF YOUR DEPARTMENT?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 10 4 2 5 5NO 2 1 - - 1SO-SO - - - - -

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(E) ARE YOU INTERESTED IN KNOWING THE OTHER JOBS IN DEPARTMENT?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 11 3 1 5 5NO 1 2 1 - 1SO-SO - - - - -

(F) DOES YOUR COMPANY HAVE TRANSFER POLICY?

ANS: DEPARTMENT WISE.

DEPARTMENT PRODUCTION QC P&A PPC PSYES 11 3 1 5 5NO 1 2 1 - 1SO-SO - - - - -

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(G) HOW DO YOU FEEL ABOUT TRANSFER POLICY?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 9 3 2 5 5NO 3 2 - - 1SO-SO - - - - -

IF NO THAN WHY?

BECAUSE: There is not right transfer policy because now transfer policy is likePRODUCATIONQCPRODUCTION DEPARTMENT

IT SHOULD BETransfer policy is like

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.

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Q.8 SUPPORT OF EXECUTIVESDO YOU THINK YOUR EXECUTIVES ARE SUPPORTING?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 12 5 2 5 6NO - - - -SO-SO - - - - -

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Q.9 MOTIVATION LEVEL

(A) ARE YOU SATISFIED WITH YOUR JOB?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 8 3 2 4 4NO 4 2 - 1 1SO-SO - - - - 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.

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(B) ARE YOU SATESFED WITH YOUR SALARIES &WAGES?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 3 1 1 1 1NO 9 4 1 4 4SO-SO - - - - 1

IF NO THAN WHY ?

BECAUSE:. There is so much workload but salary is not good. We cannot fulfill our needs. In Alwar Al unit workers salary are less than to other Ashok Leyland plant.

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(C) ARE YOU SATISFIED WITH YOUR WORKING CONDITION?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 7 3 1 2 3NO 5 2 1 2 2SO-SO - - - 1 1

IF NO THAN WHY ?

BECAUSE:. Toilets always dirty. In summer we fell more heat and in winter we fell colder.

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(D) ARE YOUR COMPANY GIVING SOME REWARD & OTHER BENEFITS FOR YOUR PERFORMANCE?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 8 3 2 4 4NO 4 2 - 1 1SO-SO - - - - 1

IF NO THAN WHY?

BECAUSE:. There is no definition for good work.

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(E) DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU ARE GOOD?

DEPARTMENT PRODUCTION QC P&A PPC PSYES 1 3 1 4 1NO 5 2 - 1 1SO-SO 6 - 1 - 4

IF NO THAN WHY ?

BECAUSE:.

Chapatti is become very tied. Vegetables &dell are not make good. Vegetables is not make according to weather. Food quality is not good.

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Q.10 EXPECTATION LEVEL:

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.

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LIMITATION

1-The worker is not very keen in giving suggestion.

2-Being a trainee ,I felt lack of authority to gather some

vital information.

3-Asurvey was conducted during working hour, it was

difficult to trace workers.

4-There was lack of willingingness to fill the questionnaire

as they considered it merely a Ginnick.

5-The worker were not willing to come up with their

true feeling as they felt that its just the wastage of

time.

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CONCLUSION

As quoted earlier present the importance of HR is rising rapidly and every organization

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 belongigness to our organizational and work and

involve in enhancing the quality by the way of improving the skill of employees through

continuous training.

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THERE ARE SOME SUGESSTION FROM WORKER SIDE

Two permanent doctors should be appointed in the company. One for day shift & another for night shift.

There will have permotion policy as performance basis for workers.

Training will be provide as per requirement

Transfer policy should be as likeProduction department PPCPSPRODUCTION

DEPARTMENT

Workers salaries must be equable all Ashok Leyland unit.

Company visit.

Canteen service must be good like: Vegetables &dell are make good. Vegetables must make according to weather. Vegetables, floor, tea quality must be good use.

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RECOMMENDATION AND SUGGESTION

During the project workers in Ashok Leyland Alwar 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 recruitments (executive, workers) are required in every department.

Night conveyance should be providing for executives workers. Because in night there are not available any cnvence 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 accident occurs the primary treatment will be available to the workers.

There will have permotion 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.

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BIBILOGRAPHY

1- HOUSE MAGAGINE

1. Ashok Patrika,April edition,2007

2. Ashok news,may edition2007

3. 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

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ANNUXURE

Q.1 DEPART MENT 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

B. YOU THINK COMPANY IS ARRANGIG TRAINING PROGRAM FOR

C. DO YOU HAVE OPPORTUNITY FOR GETTING KNOWLEDGE OF

NEW TRENDS LIKE ISO, 5S, EMS?D. HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN

TRAINING CENTER/OUTSIDE FACTORY?

E. DO YOU GET OPPORTUNITY FOR KNOWING ALL THE

ACTIVITIES OF YOUR DEPARTMENT?

F. ARE YOU INTERESTED IN KNOWING THE OTHER JOBS IN DEPARTMENT?

G. HOW DO YOU FEEL ABOUT TRANSFER POLICY?

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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. ARE 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.

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