INTRODUCTION

 
EVOLUTION OF HUMAN RESOURCE
DEPARTMENT
In 1973, Millat Tractors Limited was nationalized and started its operation
under Ministry of Production
In 1992, Millat Tractors was denationalized and was purchased by its own
employees
 
   Salary Packages
Compensation Packages
Retirement Funds
Appraisals
 REWARDING

Millat Tractors Limited is among one of the companies who can proudly say
that they are having satisfied workforce. They only reason for this
achievement is that the company has proper rewarding and compensation
packages for all levels of employee
Introduction
 REWARDING

Millat Tractors Limited is among one of the companies who can proudly say
that they are having satisfied workforce. They only reason for this
achievement is that the company has proper rewarding and compensation
packages for all levels of employee
PERFORMANCE EVALUATION

Executive Performance Evaluation

Workers Performance Evaluation

 COMPENSATIONS

All kind of monetary incentives or any other facility which the company
provides to its employees

Direct Compensation
basic pay, house rent etc
 BASIC PAY
Category Designation Pay in Rs. %age Increase
Workers Workers / 4000 --
Supervisors 9000 25%

Lower Asst. Manager/ 7000 --

Management Deputy Manager 9000 28%

Middle Manager / 14000 55%

Management 17000 21%
Senior Manager

Top Management DeputyGen. 22000 29%

Manager / 25000 14%

General mnager
 House Rent
45% of their basic pay.

Indirect Compensation
Millat Tractors offers very attractive incentives as indirect
compensation to its employees and they are:
 Transportation
                    Top Management  Rs.6,00,000 to Rs.10,00,000
                    Middle Management Rs.4,00,000 to Rs.6,00,000
                    Lower Management  Rs.3,00,000 to Rs.4,50,000

15% of the car price as down

1/3 of the remaining 85% in six years.
The supervisors and senior workers are provided with
motorcycles on very easy terms.
 Medical
Also two different hospitals are on the panel of Millat Tractors for the
treatment of workers families.

Gratuity
10% of each employee’s basic salary goes to this fund every
month by the company each month
 Benevolent Fund

10 Years
1 salary each year
12 Years
1.5 salaries each year
15 Years
2 salaries each year

Employee can get this money at the end of his service with the
company.
 Pension
retirement age 60 years

Pension Fund = (2.5 x Number of Years of Service x Last Salary)

25 years of service
 Entertainment
10% of their basic salary each month to entertain their guests in the
company

Self Development
Provide opportunity for further study by sponsoring them

Bonus
2.9% of total profitability
 Disable Fund
All employees contribute small portion of their salary each month
in this fund.

Fair Price Shop

No profit no loss price

Hajj
10 employees each year from Hajj
3 people from executives and 7 from workers
ORIENTATION AND TRAINING

“Familiarization with and adaptation to a situation or an environment”

                     Inside Millat Tractors Limited

                     Outside Millat Tractors Limited
CAREER PLANNING AND DEVELOPMENT

EMPLOYEES RIGHTS AND DISCIPLINE

concept of “organizational man”
 LEAVES

 
Sick Leaves (14 days side leave is allowed to executives and 10 days to workers
)

Casual Leaves (20 days casual leave is allowed to executives and 14 days to
workers )

Earned Leaves (33 days earned leaves are given to executives and 21 days to
workers)
DISCIPLINE

  Punctuality

Pilferage

Safety measures
 LABOUR ISSUES, PROBLEMS &
POLICIES

PROTECTING HUMAN RESOURCE

EMPLOYEE SAFETY AND HEALTH

IMPORTANCE OF HUMAN RESOURCE
DEPARTMENT IN THE EYES OF TOP
MANAGEMENT

HUMAN RESOURCE DEPARTMENT

PERFORMANCE INDICATORS
 TURNOVER RATE

SALARY REVENUE RATIO

distributing 2.9% of its net profit to the workers every
year
 EMPLOYEES SATISFACTION
AT MILLAT TRACTORS

SATISFACTION LEVEL OF TOP MANAGEMENT

 
1.              SATISFACTION LEVEL OF MIDDLE & LOWER
MANAGEMENT

SATISFACTION LEVEL OF WORKERS

 RECOMMENDATIONS  
 
RECOMMENDATIONS
Our recommendations to the Millat tractors limited are as follows :
 
Increase the number of fresh graduates for internship because at present MTL is
selecting few graduates and after 6month internship they select 5-6 employees so
we recommend MTL to give fair chance to as many fresh graduates as possible for
selecting right person for the right job.
 
MTL should increase the direct and indirect compensation with this MTL workers
will be more motivated and productive.
 
Turnover rate in executives should be minimized.
 REWARDING

Millat Tractors Limited is among one of the companies who can

proudly say that they are having satisfied workforce. They only
reason for this achievement is that the company has proper
rewarding and compensation packages for all levels of employee
 REWARDING

Millat Tractors Limited is among one of the companies who can

proudly say that they are having satisfied workforce. They only
reason for this achievement is that the company has proper
rewarding and compensation packages for all levels of employee