CHAPTER 1

1.1 INTRODUCTION

Human Resource Management (usually referred to as HR) involves everything related to

the employer-employee relationship and is about supporting and managing the organisations
people and associated processes. Its seen as a core business function essential to the
organisations effective operation.

Most larger organisations in the public and private sector have their own designated HR
department, opening up a broad range of companies and sectors to applicants. Recent years have
seen increasing numbers of companies outsource key elements of their HR functions. So,
opportunities within HR consultancies also exist.

HR is a very popular and highly competitive career with graduate schemes being among
the most oversubscribed. Your level of HR focus will vary from scheme to scheme, with some
being based purely within the HR department and others expanding candidate's experience to
other functions such as marketing, management and more.

HR has great scope for specialism and development within a particular HR function (e.g.
development, equality and diversity, recruitment and selection, etc.) and with specialism comes
extra responsibility and remuneration.

Human resource management (HRM, or simply HR) is a function in organizations

designed to maximize employee performance in service of an employer's strategic objectives.
HR is primarily concerned with the management of people within organizations, focusing
on policies and on systems.HR departments and units in organizations typically undertake a
number of activities, including employee benefits design employee recruitment, "training and
development", performance appraisal, and rewarding (e.g., managing pay and benefit
systems).HR also concerns itself with industrial relations, that is, the balancing of organizational
practices with requirements arising from collective bargaining and from governmental laws.
According to R. Buettner, HRM covers the following core areas:

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 job design and analysis,
workforce planning,
recruitment and selection,
training and development,
performance management,
compensation (remuneration), and
legal issues.

1.2OBJECTIVES OF STUDY

To help the organisation to attain its goals effectively and efficiently by providing
competent and motivated employees.
To utilize the available human resources effectively.

To increase to the fullest the employees job satisfaction and self-actualisation.

To develop and maintain the quality of work life (QWL) which makes employment in the
organisation a desirable personal and social situation.

To help maintain ethical policies and behaviour inside and outside the organisation.

To establish and maintain cordial relations between employees and management.

To reconcile individual/group goals with organisational goals.

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1.3NEED FOR STUDY
1. Cost savings

HR can contribute to cost savings. One example is to implement an HR strategy that can
support business goals making a business more efficient through the planned use of human
resources. Another example can be to introduce sickness absence management controls, the cost
of sickness can be reduced which can be a huge expense to a business if allowed to get out of
hand.

2. Managing performance

HR can help manage performance in several ways. Business performance can be

improved by the implementation of an integrated performance management system ie company-
wide appraisal system. With a top down approach with buy in from senior managers, all
employees work towards the common goal to improve business performance through the
fulfilling of their own personal objectives. Performance management can also be about
managing poor performance through a capability process where poor performers are either
supported to improve or are performance managed out of the business with capability being a
fair reason for dismissal. HR can work with management to ensure that either of these processes
are correctly implemented.

3. Provide guidance with employment legislation

Employment legislation is changing constantly and it is hard to keep up with the ever
shifting sands that the government dictates and 2013 is no different. However, it is the role of
HR to stay up to date so that they can provide credible, practical advice to those they support.
HR should ensure that internal HR policies and employmee handbooks are kept up to date, they
are well communicated to the workforce and training is provided to managers in their operation.

4. Help companies manage their staff fairly

Sometimes when the job just needs to be done, it can be hard for managers to recognise
the need to treat their people fairly. With HR guidance their obligation in this respect can be

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recognised. A good manager will get the best out of their staff and that should be the norm to
which all managers should work. HR can provide much needed support when a manager is
struggling with a particular employee problem. Company HR procedures provide much needed
guidance and HR can help with their intepretation.

5. Help avoid employment tribunals

HR is the guardian angel of companies and helps to keep them out of the employment
tribunal through sound employment law advice. HR procedures should always be followed and
processes documented. If a situation is getting out of hand HR can be there to help soothe the
situation or can act as a mediator. If they don't have mediation skills they often have specialist
contacts in this area.

6. Training & development

The development of skills is important for any company's success and growth. HR can
help support training and development initiatives by assisting with a company-wide skills
analysis, developing and coordinating a training plan, identifying training and development
initiatives, delivering appropriate workshops or bringing in external training consultants where
appropriate. HR can work with management to ensure that training and development is both cost
and time effective and help them recognise the value that training brings. strategy

7. Recruitment

A company is nothing without good quality staff and HR can provide support with
recruitment processes whilst ensuring that equal opportunities employment legislation is adhered
to. HR can work with managers to draft adverts, identify an appropriate advertising medium,
develop job descriptions, undertake shortlisting, develop interview processes and questions,
organise assessement days and ability tests and take part in interviews. HR can also provide all
the essential supporting paperwork.

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8. Employee engagement

Employee engagement is the modern buzz word. In effect it is the wish of employers to
have employees who do their best work and go the extra mile. To do that employees need to be
fully engaged with business goals and be motivated to do their best. Employee engagement
contributes to business profits so companies are highly interested in this concept. A starting
point can be an employee attitude survey coordinated by HR. Once the results are known it will
identify areas of the business that may need some improvement eg induction, reward,
management style.

1.4 INDUSTRY PROFILE

Manufacturing is the production of merchandise for use or sale using labour and
machines, tools, chemical and biological processing, or formulation. The term may refer to a
range of human activity, from handicraft to high tech, but is most commonly applied to
industrial production, in which raw materials are transformed into finished goods on a large
scale. Such finished goods may be used for manufacturing other, more complex products, such
as aircraft, household appliances or automobiles, or sold towholesalers, who in turn sell them
to retailers, who then sell them to end users and consumers.

Manufacturing takes turns under all types of economic systems. In a free market
economy, manufacturing is usually directed toward the mass production of products for sale to
consumers at a profit. In a collectivist economy, manufacturing is more frequently directed by
the state to supply a centrally planned economy. In mixed market economies, manufacturing
occurs under some degree of government regulation.

Modern manufacturing includes all intermediate processes required for the production
and integration of a product's components. Some industries, such as semiconductor and steel
manufacturers use the term fabrication instead.

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 The manufacturing sector is closely connected with engineering and industrial design.
Examples of major manufacturers in North America include General Motors Corporation,
General Electric, Procter & Gamble, General Dynamics, Boeing, Pfizer, and Precision
Castparts.

Manufacturing industry refers to those industries which involve in the manufacturing and
processing of items and indulge in either creation of new commodities or in value addition. The
manufacturing industry accounts for a significant share of the industrial sector in developed
countries. The final products can either serve as a finished good for sale to customers or as
intermediate goods used in the production process.

Manufacturing industries are the chief wealth producing sectors of an economy. These
industries use various technologies and methods widely known as manufacturing process
management. Manufacturing industries are broadly categorized into engineering industries,
construction industries, electronics industries, chemical industries, energy industries, textile
industries, food and beverage industries, metalworking industries, plastic industries, transport
and telecommunication industries.

1.5 COMPANY PROFILE

WOORY INDUSTRIAL HOLDINGS CO.,LTD., formerly WOORY INDUSTRIAL
CO., LTD., is a Korea-based holding company engaged in the management of subsidiaries and
affiliates. The Company operates its business through its subsidiaries and affiliates.

The Company manufactures heating, ventilation, air conditioning (HVAC) actuators

used for controlling temperature, fan speed and air conditioning, clutch coil assemblies used for
switching a compressors on and off for air conditioners, heater control assemblies used for
controlling heaters and air conditioners of vehicles to meet the drivers demands, case covers of
actuators, gears of actuators, panels of heater controls and other automobile components.
Woory industrial holdings co. ltd manufacture and sells automotive components ,such as
heating, ventilaton, and air conditioning, actuators, clutch coil assemblies, thermostats, and fuel

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control system. The company supplies its products to the domestic and international vehicle part
manufactures

MAJOR PRODUCTS:
1.Heater Control Panel (or) Control Head
2.Actuators
3.Field coil (or) Clutch coil

OTHER PRODUCTS:
1.Preheaters
2.HLLD(Head Lamp Leveling Device)
3.Joint venture with KRAH-WOORY producing
3.1 Cooling Fan Resistor(CFR)
3.2 Heater Blower Regulator

FOUR DEPARTMENTS:
1.Production
2.HR &Admin
3.Purchase& Vendor Development
4.Maintenance
1.6 CUSTOMER SUPPORT STRATEGY:

Best quality at world class costs and Zero Defects

Proactive identification of issues and quick resolution
On time delivery
Improvement throughout entire supplier chain value stream
Open and honest communication
Act proactively to exceed customers requirement and share any new idea with
customer
Positive program managing by leading Customer
On site Safe launch supporting by Resident Engineer

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 24 Hrs Contact Customer Satisfaction Engineer.

1.7 MAIN CUSTOMER OF WOORY AUTOMOTIVE INDIA PRIVATE LIMITED:

1989 Feb Established WOORY Industrial Company in Korea

2004 Dec Established WOORY Automotive India

2005 Jul Started first supplies of field coil assembly to HALLA VISTEON

2006 Aug Started supplies of actuators to HALLA VISTEON for HYUNDAI Verna

Oct Certified by TUV for TS 16949

2007 Apr Business with SUBROS started with actuators for TATA Indigo

Jul Installed injection moulding manufacturing facility (7-machines)

Aug Started control panel + 3 products to HALLA VISTEON for HYUNDAI i10

Sep Actuator & Resistor business initiated with BEHR for M&M, TATA & VW

Nov Started supplies of actuator to SANDEN VIKAS for TATA Micro Bus

2008 Feb Completed 100 PPM and SQ Mark audit from HYUNDAI India

Jun Started control panel and PTC heater to DOOWON for HYUNDAI i20

Jul Export of actuators to MAHLE BEHR USA for GENERAL MOTORS

2009 Jan Installed SMT & PCB assembly facility

2010 Jan Started supplies of actuators to HALLA VISTEON for FORD FIGO

May Export of actuator to VALEO France for PEUGEOT

2011 Jun Initiated supplies of control panel to HALLA VISTEON for M&M XUV 500

2012 Mar Started supplies of head lamp levelling device to VARROC LIGHTING for

TATA

Aug Formed a JV with KRAH Electronics, Germany for HVAC & EC Resistors

Sep Expanded the shop floor area by 1,215 m2 (Mezzanine floor)

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2013 Sep Export of control panels and actuators to HVCC, Turkey for HYUNDAI

2014 Jun Initiated supplies of control panel to DOOWON for HYUNDAI i20 Elite

2015 Jan Increased capacity in SMT line

Jun Started supplies of Actuator to FORD FIGO ASPIRE

Jun Started supplies of Actuator to HYUNDAI CRETA

2016 Jan Started supplies of Actuator to FORD ECO SPORTS.

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 CHAPTER 2

A REVIEW OF LIITERATURE

1.(Kahn & A, 1990)

Title:Psychological Conditions of personal engagement and Disengagement at work

The author defined the words personal engagement and personal disengagement. He said that
they refer to the behavior by which people bring in or leave out their personal selves during work
role performances. He defined personal engagement as the harnessing of organizational members
selves to their roles, in engagement, people employ and express themselves physically,
cognitively and emotionally during role performances. He defined personal disengagement as the
un-coping of selves from work roles, in disengagement, people withdraw and defend themselves
physically, cognitively and emotionally during role performances. He collected data from two
organizations which were different in varying parameters to explore the conditions at work in
which people personally engage or express and employ their personal selves, and disengage or
withdraw and defend their personal selves.

2.(Little, 2006)

Title Employee Engagement: Conceptual Issues

Has tried to clear some of the concepts of employee engagement. Initially is gives various
definitions of employee engagement followed by clarification of certain questions that came to
his mind like: Whether engagement is an attitude or a behavior? Whether engagement is an
individual or a group level phenomenon? What is the relationship between engagement and other
well-known and accepted constructs like job satisfaction, organizational commitment, and
organization citizenship behavior and job involvement?

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 CHAPTER 3

RESEARCH METHODOLOGY

3.1 INTRODUCTION

The research is carried out about employee engagement Employee engagement is the
extent to which employees feel passionate about their jobs, are committed to the organization,
and put discretionary effort into their work. An organisation is a collection of individuals who
come together and work towards the realisation of a common objective. Larger the number of
people working together, larger is the size of the organisation and vice-versa. However, for an
organisation to flourish it is important for the employees to operate at their full potential.

Not all employees in the organisation work utilising their full potential.There may be many
reasons responsible for Not associate with the goal of the company, they may have problem with
their team, the boss and a problem of attitude.

3.2 RESEARCCH METHOD

An employers will make and feel employees to be happy and more engaged and some of the
questionaries will need to be conducted to avoid some crisis and problems occurring among
employees and employers.Some of the questions are included below:-

An employers will must maintain a proper communication with employees? Yes/No

Is the employees are interested in their job or not? Yes/No
An employers will adopt some new technologies in a workplace? Yes/No
Will the employers are helped to improve confidence of employees? Yes/No
Should the employees could have an proper safety in their work area? Yes/No
A employer will conduct a frequent meetings among employees? Yes/No
An employer need to give a training courses accordding to the
task allocated to employees? Yes/No
Will employers provide a necessary tools and services to do a job? Yes/No
There would be a job rotation allowed in a workplace? Yes/No
Be the employers will analyse skills of employees

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 and check how much they get involoved in a task? Yes/No
Might a employer gives a proper pay and benefits to employees? Yes/No

An employers also want to give an incentives based on their

employees innovative performance? Yes/No
Also employers will check the daily aattendance of employees
for job satisfaction analysis? Yes/No
Will an employers offer some motivations to employees
for relieving stress about work? Yes/No
They will avoid crisis towards some employees? Yes/No

3.3 CRISIS OF EMPLOYEE ENGAGEMENT

An engaged employee is a person who is fully involved in, and enthusiastic about, his or
her work.Engaged employees care about the future of the company and are willing to invest the
discretionary effort.Some of the crises are given below.

Connect: Leaders must show that they not value employees.Employee engagement is a
direct reflection of how employees feel about their relationship with the boss.However, if
employees relationship with their managers is fractured, then no amount of queries will
persuade employees to perform at top levels.
Career: Managers should provide challenging and meaningful work with opportunities
for career advancement. Most people want to do new things in their job. For example, do
organizations provide job rotation for their top talent? Are people assigned stretch goals?
Convey: An HR executive clarify their expectations about employees and provide
feedback on their functioning in the organization. Good leaders establish processes and
procedures that help people master important tasks and facilitate goal achievement
Credibility: HR team should strive to maintain a companys reputation and demonstrate
high ethical standards. People want to be proud of their jobs, their performance, and their
organization.Good leaders help create confidence in a company by being exemplars of
high ethical and performance standards.

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 CHAPTER 4

DATA ANALYSIS

. When employees are effectively and positively engaged with their organization, they
form an emotional connection with the company. Employee engagement is a barometer that
determines the association of a person with the organisation. It is about creating the passion
among associates to do things beyond what is expected from him

An analysis of above questionnaire will be evaluated and employee reaponses given below:-

ANANTH
KARTHICK
NAMBI
SANTHOSH
SRIRAM
VIVEK
SURESH
RAGHU
JOSEPH
MOHAN

This chart wwill shows the responses for questionarie has been given by employees by
their own and related to their work.In this survey employee will anser his/her response by
numerics i.e 1 or 0. 1 represents anyes and 0 represents No .

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4.1 IDEAS FOR EMPLOYEE ENGAGEMENT

1.Start Engagement at the Top.

An HR idea acting on engagement data by changing the organization is a critical

success factor. In order to be engaged, employees need a culture to be engaged in. Managers

should thereby focus on building a work ethos around what makes the company successful and

how the team can continue that success.

2.Hire the Right People.

This includes both hiring the correct employees and selecting the right managers.Hiring

practices should focus on hiring employees who are commitment minded and able to inspire

others. Likewise, selecting the right mangers is essential for improving employee engagement.

Too often, organizations will promote individuals who have enormous talent, but poor

management skills. Managers need to display genuine care about people as well as performance.

Additionally, managers must be able to invest in developing the team and individual talents.

3. Develop Employee Strengths.

If employees are actively engaged, they will more actively engage the organization.

Organizations should focus on identifying employee strengths and cultivating those talents.This

includes providing necessary training and proper resources. Managers should emphasize their

employee strengths by engaging them in dialogue about how they can improve, which has been

cited as one of the best ways to improve the employee-manager relationship.The most important

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elements of developing employee strength is providing strong feedback systems to ensure

employees and mangers have robust dialogue.

4.Enhance Employee Wellbeing.

The wellbeing of an employee is a matter of personal lifestyle choices, company

interactions with employees do influence the overall condition of employees.Different strategies

work for different companies, but every strategy should work toward actively encouraging

employees to take responsibility for their own wellbeing by developing an environment in which

they can thrive. This can be focusing on and establishing meaningful connections between tasks

and the purpose of the organization.

5. Change the Size of your team

Many surveys have consistently identified that larger organizations struggle with

employee engagement, with the highest employee engagement in companies employing less

people. The same relative increase in engagement holds true for the size of teams. Smaller teams

have higher engagement, whereas extremely large teams see a marked decrease in engagement.

6. Collect, Communicate, and Act on Feedback.

Engagement is a two-way relationship. In order for employees to engage the

organization, the organization must first engage the employee. Gathering employee feedback is

common practice but the opportunity to engage employees with this process is often overlooked.

If the results of the employee feedback are quickly communicated, and appropriate

organizational improvements are made, then employees will feel more engaged. If this is done

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consistently, is provides employees with a reliable means of communicating their needs,

perspectives, and thoughts on critical issues.

Example of employee engagement

ABC Supply: Sign my yearbook?

The larger roofing distribution company in the U.S., believed that by putting your

people first, your people will put the custo

mer first. There are many locations across a states, fostering and maintaining an engaged

workforce was about creating a people business built on relationships.In all the relationship-

building activities took on to employee engagement, the key was to treat employees as equals, as

peers and as friends. From taking an hour out of every day to talk directly to managers, to

inviting hundreds of his employees to weekly parties at his summer home,and created a culture

where people felt supported, appreciated, listened to and respected.He even had yearbooks

printed for ABC Supply employees in all locations, complete with photos, employee lists, and

each offices goals for the upcoming year.

Why it works: ABC Supply has continued to,living by its missionto increase customer

engagement through increased employee engagement.The yearbooks, as well as managements

commitment to strengthening inter/outer-office relationships,have proved to be powerful

employee engagement activities that keep employees committed to the organization and to each

other.

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4.2 IMPROVING PERFOMANCE OF EMPLOYEE ENGAGEMENT

Communicate clear goals and expectations to your employees.

Not communicating or communicating late can damage engagement.

Actively promote organizational effectiveness, reputation, values and ethics.

Support employees in their work and growth.

Collaborate and share on problem-solving.

Delegation process.

Celebrate both financial and non financial achievements.

STEPS TO CONDUCT ENGAGEMENT PROGRAM

A daily column, written by Directors, Chairman, on the intranet with company

announcements / programs etc.

Online real-time tracking of progress. Employees can view company progress towards

targets / goals.

Provide long term strategic vision for business growth.

Employee suggestion systems / quick responses.

Weekly blog related to serious business issues and staff to read / comments.

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 CHAPTER 5

FINDINGS

The analysis from past chapter will presents some reasons hurting a employees in an
organization.

Reasons for a Employee Engagement Program Is Hurting an employees

1. Employee engagement programs are huge, internally focused distractions that create no
value for which customers are willing to pay.

Ex:Imagine adding an engagement surcharge to every invoice. How would your

customers feel about that? (Youd get them engaged!)

2. Engagement surveys disempower employees by giving them reasons why they are helpless
victims in a hopeless environment.
3. Opinions and feelings collected by survey provide no insight into the observable behaviors
that must be changed. This leaves management with data but no clue how to make real
improvements.
4. The fear of declining survey results encourages managers to manage by consensus, which is
a tremendous time-waster in itself

5. A desire to keep everyone happy leads to innocuous decisions that annoy no one instead of
well-informed.

6. Engagement creates a sense of entitlement among employees who suddenly believe the
company owes them a best friend at work, an inspirational manager, that will make
the workplace perfect.

7. Finally,by a long shot, engagement programs invest millions of dollars trying, in a round
about manner, to do what the performance management system is already supposed to be
doing: ensuring everyone is in a job where they can succeed, if not excel. In particular, this
includes getting rid of bad managers.

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 CHAPTER 6
SUGGESTIONS AND RECOMMENDATIONS

The HR manager must be familiar with the new trends and techniques so has to
do their job in a better way

In case the company or HR manager recruits people on the basis of caste or

religion then this policy must abolished

The HR manager must have a better understanding in the sense that the workers
must feel free to tell or ask him in case of any problem

Attrition is the gradual reduction in work force by employees and not being
replaced. This challenge may be reduce by giving proper training to the workers.

Encourage employees to avoid checking their work e-mail and voice mail after
the workday and on weekends, to separate work from their personal lives.

Make use of a team member's talents, skills, and abilities

Ensure each employees to be consider as an main source of an organization and

ask employees for their input.

Hold social activities such as family picnics, holiday parties, special events and
celebrate birthdays,also take people out to dinner to celebrate an achievement.

Hold public celebrations when the company hits major milestones.

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 The age group of 40-50 has better opinion of the working condition of the
company than age group 20-30. So the newly inducted and younger ones of the
company should motivate them with job security, good career growth, sense of
pride in the company, utilizing their skill and ability and above all motivate them
to understand the company objectives.

Females are showing less motivation than their counter part males who are giving
good response about motivation in matters of company related information and
Relationship between HRD and employees.

The salary category below-5000 is highly appreciative of training development of

the company. So training must be given not only work related but also career
guidance,counseling, pressure handling, conflict solving etc for the whole
personal development.

HRD must undertake motivational programme to the employee level either

monthly or bi-monthly to keep the entire workers to know the company
objectives, vision, problems and above all to give total loyalty to the management.

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 CHAPTER 7
CONCLUSION

Human Resource Management should be seen as a strategic function of an organisation.

It helps to build a competitive edge for an organisation by positively engaging its employees.
Key ingredients of effective Human Resource Management are having in place an appropriate
leadership style and effective two-way communications with employees. This creates an open
and honest environment where employees feel that their ideas are being listened to and that they
can make a contribution to decision making. Engaged employees are more likely to be proud to
work for their organisation and therefore will believe in and live out the values of the
organization.

HRM has gained a wider acceptance in industry over the last decade in India.Interesting
findings have been emerged from a detailed diagnosis of HR systems.The objective of HRM is to
asses employee satisfaction levels on various aspects of HR function.

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 REFERENCES

1. An employee engagement and Organizational Commitment

Gouldner, 1960; Shore & Tetrick, 1991 says- An employees commitment to an organization
develops as a result of an exchange relationship (). This exchange relationship has been
investigated in the light of social exchange theory

2.Tansky & Cohen, 2001. Eisenberger et al., (1986) suggested the importance of reciprocity for
developing organizational commitment and argued that employees tend to commit to their
organizations if they see that their efforts are acknowledged and reciprocated.

.3.Greig, Marks, Purcell, Woodruffe, & Worman. (2006). Reflections on Employee Engagement.

4.Johnson, L. K. (2006). Motivating Employees to Go Above and Beyound.

5.Kahn, & A, W. (1990). Psychological Conditions of Personal Engagement and Disengagement

at Work. Academy of Management Journal, 692-724.

6.Little, B. (2006). Employee Engagement:Conceptual Issues. Journal of Organizational Culture,

Communications and Conflict, Volume 10, , 111-120.

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