INTRODUCTION OF THE STUDY

Organizations today face an increasingly competitive and rapidly changing environment characterized by a diverse labor market, advancement in information technologies, globalization, deregulation, continuous customer demands and others. To be successful, a firm must be able to improve performance by reducing costs, creating new products and processes, enhancing quality and productivity, and increasing speed to market. Organizations need to focus on the capabilities of their workforces. Effective management of a firm's human resources would be able to generate and increase knowledge, motivation, synergy, and commitment, resulting in a source of sustained competitive advantage for the firm. !" practices represent one avenue that can be used by organizations in shaping their employees' attitudes and behaviors. This is because the organization's goals. # !" practices create conditions where employees become highly involved in the organization and work hard to accomplish !" practice establishes the tone and conditions of the employee$employer relationship. %hen such relationship is seen as that of a social e&change where the norm of reciprocity is central, employees would be more inclined to engage in positive work attitudes and behaviors. To sum up, HRM practices affect organizational performance through its effect on individual employee performance. !" is a planned approach to managing people effectively for performance. 't aims to establish a more open, fle&ible and caring management style so that staff will be motivated, developed and managed in a way that they can give of their best to support departments. %e need a strategic and integrated approach in managing people effectively for performance. 'n taking a strategic and integrated approach, !" is linked to the department's strategic direction in a systematic way. (uch an approach is often reflected in the following practices. )larifying a department's strategic direction by way of articulating its *ision, "ission and *alues statement+ establishing the strategic linkage and integrating programmes through a needs through a "anpower ,lan. ! !" ,lan+ and ,ro-ecting it.s short to long term human resource

HUMAN RESOURCE MANAGEMENT: DEFINED

uman resources may be defined as, /the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. 't is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization0. # list of initiatives and when they seek to evaluate their own !" initiatives. !" 1ood !" ,ractice 'ndicators which departments may use as reference when they embark on

HRM GOOD PRACTICE INDICATORS IN TVS COMPANY

Initiative Good Practice Indicator

(ense of purpose reflected in the department's *"* Elements of service culture captured in the department's *"* 'nvolving staff in discussions and meetings to generate ownership "anagement commitment shown in resource allocation in achieving department's *"* )ustomer$focused culture reflected in departmental policies,

Articulation of Valu"s Vision an! Mission

procedures and practices

The

!" ,lan developed under the leadership of the senior

management

2epartment's strategic direction clearly articulated by the top team ! actions to address ! issues debated, approved and prioritized by the top team 2epartment's *"* revisited as part of the strategic review process #n environment scan conducted to identify strategic ! issues (taff's input on ongoing ! issues sought through, for e&ample, staff !" opinion survey, focus group meetings, interviews, etc

Dra#in$ HRM Plan

u%

(pecific ob-ectives and sets of actions clearly spelt out in the ! issues in achieving departmental *ision and "ission,

,lan and clearly e&plained as to how each will help address certain

!esponsibilities to implement the !" ,lan clearly assigned # systematic information system in place

Man%o#"r

# clear plan with action programmes in place to bridge supply and demand gaps, succession gaps, and competency gaps ,osting policy published and career paths made known to staff )ompetency profiles of key -ob grades developed and made known to staff 'nformation derived from succession plan fed into training and development plans for individual officers )areer interviews arranged for staff to gauge staff aspiration and offer career guidance offered !egular review and update of the plan and competency profiles (enior management's support and commitment in allocating the required resources and according priority to this function Ob-ective setting starting from the top and systematically cascaded and linked to the departmental ob-ectives "echanisms to ensure openness, fairness and ob-ectivity of the appraisal process 'nformation gathered from the performance cycle linked to other human resource functions (taff performance management being an ongoing process, not an annual event !eview of the performance management system 'ndividual and departmental Training and 2evelopment plans in place and strategically linked to departmental strategic ob-ectives # diverse set of training and development activities 3e.g. overseas attachment, overseas training, secretariat attachment4 Training and 2evelopment integrated with ,"( and (uccession ,lan Timely induction training provided to all new staff with management training to be provided systematically afterwards

Plannin$

P"rfor&anc" Mana$"&"nt S'st"&

Trainin$ an! D"("lo%&"nt

Evidence of improvement in work quality and efficiency, "anagers' positive feedback on learners' performance Training courses rated highly in quality and relevance )ustomer focused culture ,roductivity and efficiency enhanced

S"r(ic" )ualit'

(taff taking more initiative to serve "easurement in place to track performance improvement "ode of operation being service oriented ,ublic image enhanced

En*anc"&"nt

SCOPE OF HUMAN RESOURCE MANAGEMENT

+, ,ersonnel aspect$This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. -, %elfare aspect$'t deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. ., 'ndustrial relations aspect$This covers union$management relations, -oint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

AIMS OF HRM
5. Organizational effectiveness 6. uman capital management 7. 8nowledge management 9. !eward management :. Employee relations ;. "eeting diverse needs <. =ridging the gap between rhetoric and reality uman !esource "anagement as the strategic and coherent approach to the management of an organization's most valued assets $ the people working there who individually and collectively contribute to the achievement of the ob-ectives of the business. %ith the growing importance of human capital as a success factor for today.s organizations, the role of ! has become more critical for corporate 'ndia as it offers a way to vault into the global league.

COMPANY PROFI/E

TVS /UCAS INDIAN SERVICE /IMITED

>ucas 'ndian (ervice >td ?>'(@ commenced its operations during 5A7B with its base in =ombay as a sterling company under Coseph >ucas, =irmingham, D.8. The company steadily grew, meeting the entire needs of diverse imported automobiles for auto electrical, diesel in-ection pumps, brakes etc. 'n order to cope up with the growing demand from Eastern 'ndia, it opened a branch in )alcutta in 5A7;. (imultaneously, it also created a country wide dealer network in those early days to provide services. The onset of the (econd %orld %ar led to the total stoppage of supplies from D.8. #nd >'( rose to the challenge to keep the war efforts going by the ingenious and improvised methods of reconditioning worn out equipments for defence. >'(, )alcutta became a ma-or base for reconditioning. =y the time the war ended in 5A97, >'( acquired sufficient e&pertise in sales and service which led to the opening of its 7rd branch in "adras in 5A9;. >'(, "adras also set a plant in the early ;B's to manufacture ignition coils for 6wheelersE 9 wheelers to cater to O E manufactures E replace markets. 't has been highly successful not only in meeting the demands of domestic market but also in e&porting to other countries. The post independence period saw a proliferation of automobile manufactures for country's self reliance and economic growth which in turn led to the development and manufacture of components for auto industry. Coseph >ucas -oined hands with T*( F another pioneering institution in 'ndia in 5A;6 to manufacture #uto Electricals for a wide range of applications for 6 wheelers, cars, trucks, tractors, buses, marine E stationary engines. The product range is very comprehensive consisting of starters, alternators, dynamos, regulators, distributors, wiper motors, lamps, horns etc. 2ue to new legislation brought out the 1ovt. on import restrictions, >'( had to curtail the imports from D.8. and heavily depend on >ucas$T*( for its support to

market Eservice their indigenous products and thus >'( became a fully owned subsidiary of >ucas$T*( >td. >'( started e&panding its network of branches starting from 2elhi in 5A<6 to meet the country's huge demands and presently it has 6: branches in all metropolitan cities and ma-or state capitals or ma-or commercial centres of states. #part from branch outlets for distribution and service, >'( has a dedicated dealer network of over :BB centres which in turn cater to about 6B,BBB retail outlets all over 'ndia to meet the end user needs. =esides the >ucas$T*( range of products, >'( has also been distributing and marketing '>D)#(' batteries as a basic product for auto electrical system right from the inception. >'( took up diversification in marketing a host of quality products under the brand name '>'(,#!T' during 5A<:. The product range covers fan belts, auto cables, bulbs, switches, relays for head lamps and horn and dash board instruments which are basic akin auto electricals in any automobile. #part from marketing of >ucas$T*( auto electricals and '>'(,#!T' spares, >'( has been also a role to play in servicing test equipments and it has been successful in developing and marketing highly accurate and precise test equipments E special tools. #s part of its service to 'ndia's automotive industry, >'( conducts training courses for personnel from O E manufactures, 2efence Establishments, Gationalized Transport Dndertakings, Hleet Operators, #uto Electricians etc. >'( has an employee strength of over 7:B spread all over 'ndia, and has never lost a manday as industrial relationships has been always cordial. %ith a turnover of over !s.66: crores, >'( has come to be acknowledged as a unique automobile institution of this country and the day is not far in it becoming a !s.7BB crore company.

0IRTH OF TVS
66nd "arch 5I<< marked the dawn of industrialization of (outhern 'ndia with the birth of the doyen (hri T * (undaram 'yengar. The T*( 1roup was formed in 5A55 by T * (undaram 'yengar, one of the pioneers of 'ndian industry. e was a visionary ,whose ideas were years ahead of their times, and a man of principles. =oth these things combined to make him a legend in his own life time all over (outhern 'ndia. Three years before %orld %ar ', when the

automobile was still seen as some kind of intimidating /horseless carriage0, he had the vision to set up (outh 'ndia's firet ever rural bus service. Over the years, this transport company became the largest of its kind in the country F legendary for its punctuality and service. 'n fact, the rules and regulations our Hounder laid down for himself later became the blueprint for the "otor *ehicles #ct. 2uring the war years, T*( set up a service station for reconditioning vehicles and a tyre retreading unit. The shortage of petrol was overcome through the manufacture of conversion kits which allowed the use of charcoal gas in automobiles as a substitute for petrol. These years of steady growth, e&pansion and diversification, repeatedly proved the 1roup's unique ability to sense a sunrise industry in the 'ndian environment and to build it up to maturity. This was not restricted to the automotive industry alone. Today the T*( 1roup has a leaing presence in computer peripherals and consumer durables. T*( 1roup is surging ahead towards attaining further heights in the industrial hemisphere of 'ndia, with the devotion and dedication of the multi$skilled work force behind.

Manufacturin$
Hor over five decades, >'( has been manufacturing ignition coils for petrol driven vehicles and en-oys a significant market share with ma-or car manufacturers in the country. >'( has enhanced the production line by adding solenoid switches, which have been well accepted as an original fitment by leading automobile manufacturers. >'( also e&ports ignition coils to the "iddle East, (ri>anka, Turkey, (ingapore and 'ndonesia. >'( is also a ma-or share holder in a -oint venture company J'ndia Gippon Electricals >imitedJ. The company manufactures electronic ignition systems for two wheelers in collaboration with 8okusan 2enki, of itachi 1roup, Capan.

Distri1ution
>'( e&tensively covers the country through its 9 regional offices located at the main

metros and 6B branches equipped with warehousing facilities. The widespread distribution network of >'( reaches ;:B towns and cities. >'( has established a network of over 5:BB dealers. The company also maintains close bonds with a large number of institutional clients, (tate Transport Dndertakings, )oal fields, ,ublic (ector Dndertakings and 2efence Establishments.

S"r(ic"
>'( has over a period of eight decades, built e&pertise in servicing auto electrical system and diesel fuel in-ection equipment. 'n addition to its 9B company owned workshops located at all ma-or branches, >'( has established a dedicated network of over :BB service dealerships. )omprehensive training provided to service dealers contributes to the success of >'( in the industry. (pecialized training in fault diagnosis and repairs is provided on a continuous basis. Training is also e&tended to the dealers of vehicle manufacturers, state transport undertakings, fleet operators, defence personnel and other such institutional clients. >'( has developed and made available a wide range of tools and test equipment for effectively meeting the service requirements. >'( has introduced a mobile workshop facility designed to handle both auto electrical and diesel fuel in-ection system repairs. The mobile workshop is also equipped with training facilities.

Custo&"r S"$&"nts

(ale and (ervices 2ealers (tate Transport Dndertaking Hleet operators

*ehicles "anufacturers 2efence Establishments ,ublic and ,rivate (ector 'ndustries )oal Hields 1overnment ,ro-ects E&ports

>'( is one of the pioneers in introducing a solution based approach, which focuses on preventing breakdowns through regular maintenance checks, for leading brands of passenger cars. This preventive service concept branded as performance and prevent breakdowns. is designed to optimize vehicle

VISION
>ucas 'ndian (ervice will become 'ndia's dominant and most respected service provider in it's areas of specialization by 6B5:$6B5;. >D)#( 'G2'#G (E!*')E will e&pand overseas with focus on (##!), #(E#G and "iddle East.

MISSION
The mission of >D)#( 'G2'#G (E!*')E is to provide proactive and high quality after sales and service to vehicle makers and users in it's areas of specialization. >D)#( 'G2'#G (E!*')E will continuously e&pand the scope of its sales and service offering for vehicle and non$vehicular applications in anticipation of customer needs. >D)#( 'G2'#G (E!*')E will continuously enhance the technical skill of its people and e&pand its network through use of contemporary technology.

INDUSTRIA/ PROFI/E

T*( 1roup is one of 'ndia's oldest business groups. 't is a giant conglomerate with presence in diverse fields like automotive component manufacturing, automotive dealerships and electronics. Today, there are over thirty companies in the T*( 1roup, employing more than 9B,BBB people worldwide and with a turnover in e&cess of D(2 6.6 billion. T*( 1roup originated as a transport company in 5A55. T* (undaram 'yengar and (ons >imited is the parent and holding company of the T*( 1roup. T* (undram 'yengar and (ons >imited has the following three divisions. TVS an! Sons: T*( and (ons is the largest automobile distribution company in 'ndia. 't distributes eavy 2uty )ommercial *ehicles, Ceeps onda. The company is and )ars. T*( and (ons represent premier automotive companies like #shok >eyland, "ahindra and "ahindra >td., and also one of the leading logistics solution providers and has set up state$of$ the$art warehouses all over the country. T*( and (ons has also diversified into distributing a range of 1arage equipments. Sun!ara& Motors: (undaram "otors distributes eavy 2uty )ommercial *ehicles, )ars, and auto spare parts for several leading manufacturers. The company is also the dealer for #shok >eyland, "ercedes =enz. Ma!ras Auto S"r(ic": "adras #uto (ervice distributes automotive spare parts for all leading manufacturers. Ot*"r &a2or co&%an' of TVS Grou% ar": TVS 3 Motor Co&%an' /i&it"!: TVS Motor Co&%an' /i&it"! is one of the largest two$wheeler manufacturers in 'ndia. 't manufactures "otorcycles, "opeds, )ooperates and (cooters. TVS El"ctronics /i&it"!: T*( Electronics was incorporated in 5AI; in collaboration with )itizen %atch )o. of Capan. The company manufactures a complete range of computer peripherals. A4l"s In!ia /i&it"!: #&les 'ndia was promoted by (undaram Hinance, %heels 'ndia and Eaton )orporation for the manufacture of a&les for onda, Hiat, Hord and

medium and heavy duty commercial vehicles in 'ndia. 0ra5"s In!ia /i&it"!: =rakes 'ndia is a -oint venture between T* (undram 'yengar and (ons >td. and >ucas 'ndustries ,lc., D8. The company manufactures braking equipment for automotive and non$ automotive applications. Sun!ara& Pol'&"rs Di(ision: (undaram ,olymers 2ivision

manufactures Engineering ,lastic compounds for various applications. Harita Financ" /i&it"!: discounting. Harita Financ" /i&it"!: discounting. In!ia Motor Parts an! Acc"ssori"s /i&it"!: 't is engaged in the distribution of automobile spare parts. In!ia Ni%%on El"ctricals /i&it"!: 't is a -oint venture between >ucas 'ndian (ervice and 8okusan 2enki )o >td., Capan. The company manufactures Electronic 'gnition (ystems for two wheelers and portable gensets. IRI6AR TVS 7P8 /t!: '!'K#! T*( 3,4 >td. is a -oint venture between (undaram 'ndustries >td, #shok >eyland >td and '!'K#! (. )oop of (pain. The company builds bus bodies for e&port and domestic market. /a5s*&i Auto Co&%on"nts /i&it"!: The company is a subsidiary of T*($(uzuki. 't manufactures gears, crankshafts and connecting rods for T*($(uzuki motorbikes and mopeds. /ucas In!ian S"r(ic": >ucas 'ndian (ervice is a wholly owned subsidiary of >ucas$T*( >td., engaged in the sales and service of auto$electricals and arita Hinance >td is a finance company under arita Hinance >td is a finance company under

the T*( 1roup. 't deals in retail finance, hire purchase, leasing and bill

the T*( 1roup. 't deals in retail finance, hire purchase, leasing and bill

fuel in-ection equipment. /ucas 3 TVS /i&it"!: >ucas$T*(, a -oint venture between >ucas *arity group, D8 and T*( 1roup, is a leading manufacturer of auto electrical products and diesel fuel in-ection equipment in 'ndia. Sun!ara& 0ra5" /inin$s /i&it"!: (undaram =rake >inings is the leading manufacturer of brake linings in 'ndia Sun!ara&3Cla'ton /i&it"!: (undaram $ )layton >td manufactures complete range of air brake actuation system $ compressors, actuators, valves, brake chambers, spring brakes, slack ad-usters, couplings, hoses, switches and vacuum boosters for lightEmedium and heavy commercial vehicles and trailers. Houndry 2ivision manufactures aluminum, gravity and pressure die$castings.

O09ECTIVES OF THE STUDY

PRIMARY O09ECTIVES:
To understand the uman !esource "anagement 3 !"4 practices adopted in the T*( >ucas 'ndian services limited, )hennai.

SECONDARY O09ECTIVE:
The specific ob-ectives of the study areL 5. To study !" practices namely planning, recruitment, selection, performance evaluation, training and development, career management and rewards followed by the company. 6. To study the organizational culture and its influence on practices. 7. To study about employee perception of (ervice limited. 9. To give possible suggestions to improve the overall performance of the company. !" practices in T*( >ucas 'ndian uman resource

NEED FOR THE STUDY

1ood human resource management 3 !"4 is essential to retaining staff and maintaining a high overall level of performance within a health organization. Effective is one of the key building blocks of a comprehensive e&amine the relationship between !" practices and organizational culture. !" !" strategy. The present study is to !" practices

are viewed in terms of planning, recruitment, selection, training and development, performance evaluation, career management and reward. The idea here is to adopt a holistic perspective towards are no piecemeal strategies and the organizational goals. ence, the organization that takes its !" that ensures that there !" policies seriously will !" needs to

!" policy enmeshes itself fully with those of the

ensure that training is based on focused and topical methods. The practice of

be integrated with the overall strategy to ensure effective use of people and provide better returns to the organizations in terms of !O' 3!eturn on 'nvestment4 for every rupee spent on them. Dnless the !" practice is designed in this way, the firms stand to lose from not utilizing people fully. #nd this does not bode well for the success of the organization.

SCOPE OF THE STUDY

"odern day the

!" practices, there is a need to align organizational goals with that of

! strategy to ensure that there is alignment of the people policies with that of the

management ob-ectives. 't is a fact that to thrive in the chaotic and turbulent business environment, firms need to constantly innovate and be /ahead of the curve0 in terms of business practices and strategies. 't is from this motivation to be at the top of the pack that tool for management to ensure success. 't becomes important for firms engaged in the service sector to keep their employees motivated and productive. The need to remain competitive has meant that firms in these sectors deploy strategies that make effective use of their resources. This changed business landscape has come about as a result of a paradigm shift in the way businesses and firms view their employees as more than -ust resources and instead adopt a /people first0 approach. !" becomes a valuable

/IMITATIONS OF THE STUDY

The study is restricted with T*( >ucas 'ndian service limited )hennai only. The study period is less than four months and new change may not be covered The employee perception about !" practices differ due to inability to e&press and

open mind in revealing their individual opinion.

(tudy can not be generalized to other industry due to specific nature of work