EMPLOYEE SATISFACTION AT WORKER LEVEL IN ASHOK LEYLAND, PANTNAGAR

SUMMER TRAINING PROJECT REPORT SUBMITTED IN THE PARTIAL FULLFILLMENT OF THE REQUIREMENT OF DEGEREE OF MASTER OF BUSINESS ADMINISTRATION APPROVED BY GBTU (SESSION 2010-2012)

SUBMITTED TO, Director -

SUBMITTED BY, POONAM YADAV

DR.VIRENDRA SWAROOP INSTITUTE OF PROFESSIONAL STUDIES,KIDWAI NAGAR,KANPUR (2010-2012)

ACKNOWLEDGEMENT

This training report entitled HR STRATEGIES InASHOK LEYLAND LIMITED is an out come of my summer training from 20-6-2011 to 1-08-2011

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

Next my wholehearted thanks to MR NAMIT RAJ 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 PANTNAGAR 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.

DECLERATION

I, POONAM YADAV Student of M.B.A. program in DR.VIRENDRA SWARUP INSTITUTE OF PROFESSIONAL STUDIES,KIDWAI NAGAR,KANPUR (U.P) hereby declare that all the information, facts and figures produced in this report are based on my own experience and study during my a nalysis 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.

POONAM YADAV Student of M.B.A(2010-2012)

DR.VIRENDRA SWAROOP INSTITUTE OF PROFESSIONAL STUDIES,KIDWAI NAGAR,KANPUR(U.P)

PREFACE

The viewing of Human Resource or Personnel of an organization as an important economic resource is a recent development. Human Resource of an undertaking is defined as a collection of aptitude, skills, expertise, knowledge, and attitude, effort of workers, direct and indirect staff and executives. Human resource is considered to be the

most valuable asset of any organization. The performance, success or failure of the organization is greatly influenced by the quality of this resource.

All professional post graduate course MBA envisage for a student to acquire proficiency in academic knowledge as well as its application in practice by way of exposure to the business world. Industrial training is, therefore, a part of this curriculum, which helps in developing analytical and interpreting skills in the students through application of several concepts of management to understand the functioning of the industries. I conducted this training in Ashok Leyland PANTNAGAR(Unit), which is based on extensive study of the Human Resource Management System.

I have tried to explain in detail the present level of HR STRATEGY IN ASHOK LEYLAND IN PANTNAGAR 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.

TABLE OF CONTENTS

(A)

COMPANY PROFILESSS
1. INTRODUCTION OF ASHOK LEYLAND 2. MISSION ,VISION ,VALUES 3. MILESTONES OF ASHOK LEYLAND 4. PRODUCTS AND SERVICES 5. NO. OF PLANTS AND THEIR LOCATION 6. ALWAR UNIT 7. VARIOUS DEPARTMENTS AND THEIR FUNCTION 8. PATTERNS OF SHARE HOLDERS 9. GROUPS COMPANIES 10. COLLABORATORS 11. COMPETITORS 12. CUSTOMERS

Page No.
8 9 10-11 12-13 14 15 16-18 19-20 21 22 23 23-24

(B)

ASHOK LEYLAND POLICIES

1. ENVIRONMENT POLICY 2. QUALITY POLICY 3. SAFTERY & HEALTH POLICY

25 26 27 28

(C)

HUMAN RESOURCE MANAGEMENT

1. CONCEPT OF HUMAN RESOURCE MANAGEMENT 2. AIMS & OBJECTIVE OF HRM 3. HR ACTIVITIES 4. HUMAN RESOURCE STRATEGY 5. HRM & PRODUCTIVITY

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30 31 32 33 33

(D) (E)

REVIEW OF LITURATURE HR PRESPETIVE

1. HR DEPATMENT PROFILE RESPONSIBILITIES OF DEPARTMENT RESPONSIBILITIES OF INDIVIDUAL 2. RECRUITEMENT, SELECTION & PLACEMENT 3. TIME OFFICE FUNCTION

34-35 38
39

42-48 58

4. REMUNERATION & OTHER ALLOWANCES AND FACILITIES 5. PROMOTION POLICY 6. PERFORMANCE APPRAISAL 7. LEAVE AVILABLE 49-53 54-55 56-57 59

(F) (G) (H) (I) (J) (K) (L) (M)

OBJECTIVE OF THE REPORT RESEARCH METHODOLOGY DATA INTERPRETATION LIMITATION CONCLUSION SUGGESTION & RECOMMENDATION BIBLOGRAPHY ANNEXURE

36 37 60-76 77 78 79-80 81
82-83

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Company profile

INTRODUTION

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.

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For over five decades, Ashok Leyland has been the technology leader in India's commercial vehicle industry, molding the country's commercial vehicle profile by introducing technologies and product ideas that have gone on to become industry norms.

VISION
Be among the top Indian corporation acknowledged nationally and internationally for: Excellence in quality of products. Excellence in customer focus and service.

MISSION
Be a leader in the business of commercial vehicles, excelling in technology quality and value to customer fully supported by customer service of the highest order and meeting international environment and safety standard.

VALUES
CUSTOMER

We value our customers and will constantly endeavor to fulfill their needs by productively offering them products and services appropriate to their diverse applications. EMPLOYEES

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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 busine

VENDORS

Our vendors are our valued partner in our business development and we will with in a spirit of mutual cooperation to meet our objectives.

SHAREHOLDER

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

MILE STONE OF ASHOK LEYLAND

The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent India. Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr. Raghunandan Saran, an industrialist, to enter automotive manufacture. In 1948, Ashok Motors was set up in what was then Madras, for the assembly of Austin Cars. The Company's destiny and nam changed soon with equity participation by British Leyland and Ashok Leyland commenced manufactureofcommercialvehiclesin1955.

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Since then Ashok Leyland has been a major presence in India's commercial vehicle industry with a tradition of technological leadership, achieved through tie-ups with international technology leaders and through vigorous in-house R&D. Access to international technology enabled the Company to set a tradition to be first with technology. Be it full air brakes, power steering or rear engine busses, Ashok Leyland pioneered all these concepts. Responding to the operating conditions and practices in the country, the Company made its vehicles strong, over-engineering them with extra metallic muscles. "Designing durable products that make economic sense to the consumer, using appropriate technology", became the design philosophy of the Company, which in turn has molded consumer attitudes and the brand personality.

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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 liberalization and globalization were not yet in the air. Buoyed by the backing of two international giants, Ashok Leyland embarked on a major product and process up gradation 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 in 1998 and ISO 14001 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

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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

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Stag BS - II

Vestibule Bus

Airport Tarmac coach

222 CNG Bus

Lynx

Double Decker

TRUCKS

Ashok Leyland manufactures trucks of various capacities that take on any task with case.

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4 X 2 Haulage Models

4 X 2 and Multixled Tippers

Multiaxle Vehicles

Tractors

ecomet

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Production plant
Ashok Leyland has assembly plant at pantnagar. The total covered space at these six plants exceeds 450,000 sq m and together employs over 11,500 personnel.

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PANTNAGAR UNIT

LOCATION

PANTNAGAR is a strategic town in UTTARAKHAND Plot no.1,sector 12,IIE Pantnagar,(UTTARAKHAND) Pincode: 263153.

PLANT DETAILS

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

SHOPS

There are three shops 140*1000=140000sq.mt each Shop1.Assembly activity

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Shop2.Material storage (proposed line) Shop3.RSO yard & refurnishing work

TRAINING CENTRE

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

PRODUCTIVITY

Pantnagar unit is a benchmark for efficiency in its chosen activity namely chassis production. pantnagar unit contributes around 20% of the total production and vision on Contributing around 27%. Presently 25 chassis per day on a single shift is assembled.50 chassis can be produced in two shifts.

VARIOUS DEPARTMENTS AND THEIR FUNCTION

Pantnagar plant works with the motto of TOGETHER WE CAN which symbolizes the collective efforts of the various departments towards pursuing the proposed targets. The various departments and their function of Ashok Leyland, pantnagar is as follows:

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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 & fuel, idle time. Over time and absenteeism. To maintain and promote industrial harmony in respect of matters relating to manufacturing activities.

2. QUALITY CONTROL DEPARTMENT

The QC department at pantnagar implements and maintains the quality standards and system. Prescribed by the central quality control department the main function of this department are as follows Analyzing of all non-conforming products and coordinating

corrective/preventive action. To investigate the customer complaint and follow up action To find the caliber of gauges and instruments.

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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.

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.

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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 department is also called as the Ashok Leyland information management system.

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Maintain the hardware system and software problem of organization. Making the link among the all dept. of the organization by interlink system.

To maintain the link through hardware an software to head office (Chennai) and other unit of the organization

7.

FINANCE DEPARTMENT

Material accounting involving accounting of good. Good received and issued to the production and payment to suppliers.

Basis data on the product cost at various stages and assist in cost control. Finance activities relating to employees i.e. payroll, various deduction, staff welfare.

All accounting activities relating to the operation of the units and reporting to the various operating head on performances versus plan.

Reporting to the corporate finance for the purpose of consolidation of accounts and for budgetary control.

8.

PERSONNEL AND ADMINSTRATION DEPARTMENT

Following are the main functions of this department

Recruitment

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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

Shareholder Information

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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

27 Notice

>

PATTERNS OF SHARE HOLDERS

CATEGORY PROMOTERS-LRLIHL LTD RESIDENT-INDIVIDUALS NRIS CORPORATE BODIES MUTUAL FUNDS TRUSTS BANKS FINANCIAL INSTITUTION OTHERS-GDR TOTAL

% 50.93 9.87 0.17 1.81 8.77 0.03 0.26 17.70 1.56 100

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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

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Collaboration with word Leaders like Hino Motors And ZF for contemporary Aggregates to maintain The vital innards of its high Performing products.

COMPETITORS

Ashok Leyland has built a reputation for reliability and ruggedness. In case of bus the state gives its preferences first to the Ashok Leyland buses but still some of the major competitors in the market are:

TATA MOTORS

EICHER

VOLOVO

MAHINDRA

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CUSTOMERS

In the populous Indian metros. Four out of the state transport undertaking 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 such as:

uttarakhand 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 LEYLANDS 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 optimize its usage, through scientific means, minimize waste generation by all possible ways and Reduce, Reuse and Recycle the same through a time bound action plan as well as provide a clean working environment to our employees, contractors and neighbours.Towards this, we propagate our environmental policy and our commitment to continuous improvement to all employees, suppliers, customers and neighbors.

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.

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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.

QUALITY POLICY

It is objective of Ashok Leylands 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.

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That the management realfirms its firm conviction in the implementation of its safety policy without any reservations. It resolves to promote and achieve high degree of safety standards.

In 1998,Ashok Leyland becomes the first Indian automotive manufacturer to win the QS 9000 certification.

In 2000 Ashok Leyland introduced in April 2000 vehicles fitted with engines meeting EURO-1/ India 2000 emission norms.

In 2001,Ennore unit received ISO-14001 certificate. In 2002 Hybrid Electric vehicle launched.

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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.

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METHOLOGY

40

ccthat 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
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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.

Hygiene issues (dissatisfiers) Company and administrative policies Supervision Salary Interpersonal relations Working conditions
sss

Motivators (satisfiers) Work itself Achievement Recognition Responsibility Advancement

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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. pantnagar in the areas of recruitment, selection, training, promotions, and performance Appraisal transfer, grievances, and job satisfaction. To collect & examine the information about employees attitude regarding human resource management in Ashok Leyland Ltd. Pantnagar.. To may suitable recommendation to increase satisfaction of workers these respect.

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METHODOLOGY

The present work was undertaken in Ashok Leyland LTD. pantnagar unit the various aspects. Good methodology is the life blood any project work. The resource of any project work largely depends upon correct selection and application of the most suitable method in accordance with the nature of information to be covered in the project work.

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AREA OF THE STUDY

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

SAMPLE SIZE:

I have considered nearly 80 respondents (unionized category of the employees) in my sample. Though I have talked/ discussed with all of them but for study purpose I have taken the views of 30 respondents, it is 37.5% of total employees (unionized), which were selected from various shops, departments, and cadres of pantnagar unit. For officers 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

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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, companys manuals and agreements between the management & workers, were systematically gone through.

HR PRESPETIVE

EMPLOYEE PROFILE HR DEPARTMENT PROFILE RESPONSIBILITY OF DEPARTMENT. RESPONSIBILITY OF INDIVIDUAL. RECRUITMENT, SELECTION AND PLACEMENT

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 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. pantnagar unit of Ashok Leyland recruits the temporary workman and the engineers.

ENTRY LEVEL:

The entry level qualification of the workman category is that should have passed I.T.I and for the engineers should have passed the B.E or other equivalents degree.

AVERAGE AGE:

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

MANPOWER:

CATEGORY UNIT

MARKETING FINANCE

SYSTEMS

TOTAL

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Executive GET/DET Staff Workmenpermanent WorkmenTemporary Trade Apprentice Total

30 3 2 84

4 0

42 3 2 84

198

198

40

40

357

369

The female ratio in the pantnagar unit is 0.54% and the ratio between the temporary workmen and the permanent workmen ranges 22.76% respectively. The trade apprentices contribute around (40nos) about 10.84% to the total of 369 employees.

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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.

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RESPONSIBILITIES OF INDIVIDUAL

DY. MANAGER P&A --Report to unit head

(A) Responsible for

Planning& Arranging for Human Resources. Training &Human Resource Development. General Administration & personnel function

(B) AUTHORITY

Recruitment of personnel up to unionized category Arranging training 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

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 RECRUITMENT

SELECTION PROCEDURE

INDUCTION AND TRAINING

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SELECTION AND TRAINING OF PERSONNEL

RECRUITMENT

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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 companys 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.

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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 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

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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. Induction and Follow up.

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 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

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per requirement of their job. At the unit level in-house training programme are also attended by officers as per the requirements.

In pantnagar, there is a separate department know as training center which imparts education to raw hands for skilled jobs. On the job training is also giving to new employees. Given below are various categories of trainees in Ashok Leyland Ltd. ALWAR:

Engineering Trainees Technician Trainees Trade Apprentices Company Trainees Customers 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.

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Various state transport undertaking sends customers 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.

62

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:

63

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 PROCES

Begin

Identify& analyze training needs

Compile training needs

Evaluate & audit training programme

Review programme context & faculty

65

H.O.D. feed back

Process improvement

Process end

In Ashok Leyland, pantnagar 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 the employee still needs development he can be engaged in the training schedule again.

66

REMUNERATION AND OTHER ALLOWANCES & FACILITIES

REMUNERATION

OTHER ALLOWANCES & FACILITIES

67

REMUNERATION AND OTHER ALLOWANCES & FACILITIES

REMUNERATION

68

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 companys personnel policy, which stipulates that an employee shall commence to draw the salary of a

69

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
Unskilled B Unskilled A Semiskilled C semiskilled B semiskilled A

PAY SCALE 820-2091 835-2435 850-2300 870-2377 895-2665

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skilled C skilled B skilled A Highly skilled

935-2865 965-3055 995-3246 1035-3285

Staff category:

GRADE Driver Driver 1 Clerk cum typist 1 Clerk cum typist 11 Steno typist Office Assistant

PAY SCALE
865-2509 900-2670 930-3180 965-3375 1000-3410 1040-3770

For office category of the employees their salary structure is decided at corporate level for the whole organization.

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72

 OTHER ALLOWANCES & FACILITIES

The Ashok Leyland Ltd. pantnagar Company provides various facilities to their employee. The main allowances and facilities at pantnagar plant are following:

DEARNESS ALLOWNCE:

The existing rate of fixed D.A. being paid Rs.1956.25 as per sub clause 2.4 of the agreement dated 15.05.2000 is revised to Rs. 2401.75 per month W.E.F. 30.04.2004.

HOUSE RENT ALLOWANCEES:

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.

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CONVEYANCE ALLOWANCE:

The existing rate of conveyance allowance being paid Rs.425/- as per sub clause 2.8 of the agreement dated 15.05.2000 is revised to Rs.750/- per month W.E.f. 30.04.2004.

NIGHT SHIFT ALLOWANCE:

The existing rate of night shift allowance being paid Rs.4.00/- per day as per sub clause 2.10 of the agreement dated 15.05.2000 is revised to Rs.4.50 per night shift W.E.f. 30.04.2004.

WASHING ALLOWANCE:

The existing rate of Washing allowance currently being paid Rs.70.00/- per month as per sub clause 2.11 of the agreement dated 15.05.2000 is revised to Rs.125.00 per night shift W.E.f. 30.04.2004.

LUNCH ALLOWANCE;

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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:

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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:

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.

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PEROMOTION APPRAISAL

POLICY

&

PERFORMANCE

PEROMOTION POLICY

PERFORMANCE APPRAISAL

77

PEROMOTION POLICY

78

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 incumbents 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 companys 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:-

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That the growth opportunities of executives integrate with the fulfillment of the companys objectives. To identify, train, develop, competent personnel with growth potential for high level performance.

Company has recently introduced a fast leadership program (FLP) for young executive so that they can b promoted as a future leader for the company at young age. Among them the individual name is recommended by the concerned unit head based on his/her performance. He/she has also cleared the competency test before putting his/her fast leadership 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

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Potential appraisal is done by the employees 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.

EXPERIENCE

In Ashok Leyland Ltd the promotion is based on the experience bases, the employee who has more experience will be promoted for higher position. This type of promoted is necessary to improve the morale of the employee.

3.

MERIT

In Ashok Leyland Ltd the promotion is based on the merit also, the employee who has more skill, knowledge and more competent will be promoted first as compared to other employee. This type of promotion is out of turn but employee rise faster. The promotion of any employee is done on the basis of above qualities, or on the combination of all the above qualities.

PERFROMANCE APPRAISAL

In Ashok Leyland Ltd the following objectives are considered for the implementation of performance system:

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To notify the performance base of the company to the employee to ensure an objective assessment of employees performance and potential on this performance appraisal to establish an objective basis for the different level of performance and to identify employee with potential to grow in the organization To counsel the employee appropriately regarding their strength and weakness and assist in developing them to realize their full potential in line with the companys objective and goal

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

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54-

exceptional - consistently outstanding performance superiorperformance that is consistently and significantly beyond job

requirements; contributes in related areas also. 3good- performances which adequately meets job requirements and occasionally produces good work over and above job requirements 21barely just meet minimum requirements

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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84

TIME OFFICE FUNCTION

Finance activities

Time office

Salary

Payment

Statutory Compliance

PAY ROLL FUNCTION

85

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. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Pay slip Monthly input checklist Monthly process checklist Monthly pay master checklist Monthly PF, Pension, ESI checklist Monthly supplementary checklist Monthly input form Half yearly ESI Yearly PF statement PF continuation card HSBC land credit

LEAVES AVAILABLE

EARNED LEAVE

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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 PRODUCATION PPC

NUMBER 12 6

88

PS QC P&A TOTAL

5 5 2 30

89

ATTITUDE SURVEY OF WORKERS

Q.1

DEPART MENT NAME:

PRODUCATION PPC QC P&A PS

90

Q. 2

AGE:

AGE

PRODUCTIO N

PPC

QC

P&A

PS

TOTAL

25-30 31-35 36-40 41-45 46-50 51-55 56-60

1 4 4 2 1

1 1 2 3 1 1 1 1 1 2 1 2 1

2 6 9 8 2 3 1

TOTAL

12

30

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Q.3

QUALIFICATION:

DEPATMEN T

PRODUCTION

PPC

QC

P&A

PS

EDUCATION 10TH (9) 12TH(3)

10TH (5) BA (1)

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

10TH (2)

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

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TECHNICAL

ITI

ITI

ITI

NON ITI

ITI

Q.4

TOTAL EXPEINCE:

EXPEINCE

PRODUCTION

PPC

QC

P&A

PS

TOTA L

0-5

93

6-10 11-15 16-20 21-25

3 2 2 5

1 2 2

2 1 2

2 1 2

5 6 5 13

Q. 5

JOB CONTENT:

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

DEPARTMENT PRODUCTION YES NO SO-SO 10 1 1

QC 4 1 -

P&A 1 1 -

PPC 5 -

PS 5 1 -

YES NO SO-SO

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IF NO THAN WHY ?

BECAUSE:

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

(B)

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

DEPARTMENT PRODUCTION YES NO SO-SO 5 7

QC 1 3 -

P&A 5 4 -

PPC 5 -

PS 4 1

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YES NO

IF NO THAN WHY ?

BECAUSE:

There are no medical facilities. There are not available mediciens and doctor does not proper take care of patient.

There are not doctor available in first shift & second shift (full time).

Q.6

JOB OPPURTUNITIES:

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

DEPARTMENT PRODUCTION

QC

P&A

PPC

PS

96

YES NO SO-SO

6 6 -

2 3 -

1 1 -

5 -

4 2 -

YES NO SO-SO

IF NO THAN WHY ?

BECAUSE:

There is not any promotion policy for workers.

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Q.7

TRAINING PROGRAM

(A) YOU THINK COMPANY IS ARRANGING TRAINING PROGRAM FOR YOU?

DEPARTMENT PRODUCTION YES NO SO-SO 10 2 -

QC 5 -

P&A 2 -

PPC 4 1 -

PS 4 2 -

YES NO SO-SO

IF NO THAN WHY ?

BECAUSE:

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

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

DEPARTMENT PRODUCTION YES NO SO-SO 10 2 1

QC 4 1 -

P&A 1 -

PPC 5 -

PS 5 1 -

YES

NO

SO-SO

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

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DEPARTMENT YES NO SO-SO

PRODUCTION 10 2 -

QC 4 1 -

P&A 2 -

PPC 5 -

PS 5 1 -

YES NO SO SO

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

DEPARTMENT YES NO SO-SO

PRODUCTION 10 2 -

QC 4 1 -

P&A 2 -

PPC 5 -

PS 5 1 -

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YES NO SO-SO

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

DEPARTMENT YES NO SO-SO

PRODUCTION 11 1 -

QC 3 2 -

P&A 1 1 -

PPC 5 -

PS 5 1 -

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YES NO SO-SO

(F) DOES YOUR COMPANY HAVE TRANSFER POLICY?

ANS: DEPARTMENT WISE.

DEPARTMENT YES NO SO-SO

PRODUCTION 11 1 -

QC 3 2 -

P&A 1 1 -

PPC 5 -

PS 5 1 -

YES NO SO-SO

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(G)

HOW YOU FEEL ABOUT TRANSFER POLICY?

DEPARTMENT YES NO SO-SO

PRODUCTION 9 3 -

QC 3 2 -

P&A 2 -

PPC 5 -

PS 5 1 -

YES NO

IF NO THAN WHY?

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BECAUSE:

There is not right transfer policy because now transfer policy is like

PRODUCATIONQCPRODUCTION DEPARTMENT

IT SHOULD BE Transfer 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 gets the transfer on production line what they do that place.

Q.8

SUPPORT OF EXECUTIVES DO YOU THINK YOUR EXECUTIVES ARE SUPPORTING?

DEPARTMENT

PRODUCTION

QC

P&A

PPC

PS

104

YES NO SO-SO

12 -

5 -

2 -

5 -

5 1 -

105

Q.9

MOTIVATION LEVEL

(A)

ARE YOU SATISFIED WITH YOUR JOB?

DEPARTMENT YES NO SO-SO

PRODUCTION 8 4 -

QC 3 2 -

P&A 2 -

PPC 4 1 -

PS 3 1 2

YES NO SO-SO

IF NO THAN WHY ?

BECAUSE:

106

Job is not providing for there trade. There are doing repeat work thats why 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.

107

(B)

ARE YOU SATISFIED WITH YOUR SALARY &WAGES?

DEPARTMENT YES NO SO-SO

PRODUCTION 3 9 -

QC 1 4 -

P&A 1 1 -

PPC 1 4 -

PS 1 3 2

YES NO SO-SO

IF NO THAN WHY ?

BECAUSE:

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

108

109

(C)

ARE YOU SATISFIED WITH YOUR WORKING CONDITION?

DEPARTMENT YES NO SO-SO

PRODUCTION 7 5 -

QC 3 2 -

P&A 1 1 -

PPC 2 2 1

PS 3 2 1

YES NO SO-SO

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 YES NO SO-SO

PRODUCTION 8 4 -

QC 3 2 -

P&A 2 -

PPC 4 1 -

PS 4 1 1

YES NO SO-SO

IF NO THAN WHY?

BECAUSE:

. There is no definition for good work.

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(E)

DO YOU THINK YOUR CANTEEN SERVICES PROVIDING YOU GOOD

FOOD?

DEPARTMENT YES NO SO-SO

PRODUCTION 1 5 6

QC 3 2 -

P&A 1 1

PPC 4 1 -

PS 1 1 4

YES NO SO-SO

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. 112

113

Q.10

EXPECTATION LEVEL:

WHAT PROGRME DO YOU THINK IF INCLUDED WILL IMPROVE YOUR SKILLS&PERFORMANCE TO JOB SATISFACATION?

ANS: Company visit Training program should be providing of new production line.

114

115

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.

116

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.

117

FINDINGS

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 like Production 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.

118

119

RECOMMENDATION AND SUGGESTION

During the project workers in Ashok Leyland pantnagar plant I found sound relations between the workers and management. The offers category of the company is very competent in their jobs and very much cooperative, well mannered towards the other employee of the company. I found during the project work that some improvements are required in the organization which are following: Executive/lower cadre employee should be involved in policymaking process.

As there is large free space available in the company, the company should provide the residential facility by making some house to the workers/executives.

The workload in every department is higher side, because staff in every department is not enough. So some 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.

120

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.

121

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. WEBS ITE 1 www.Ashokleyland.com 2 www.google.com

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123

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:

124

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?

125

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:

126

WHAT PROGRME DO YOU THINK IF INCLUDED WILL IMPROVE YOUR SKILLS&PERFORMANCE AND JOB SATISFACATION.

127