A Project Report On

Employee Relations

(Submitted in the partial fulfillment of the requirements of Master of Business Administration-HR) Om Institute of Technolo ! and Mana ement Hisar

Research Supervisor : Miss S"ati Mana er -HR )amaha Motors India *+t ,td

Submitted By : A#a! Saini Roll $o% &'&( M%B%A &nd Semester

Session 2009-11 Om institute o !echno"o#y and $ana#ement- %isar A i"iated to &uru'shetra (niversity )&uru'shetra

PR*+A,*

It is a matter of honor for me to I ot an opportunit! to "or- at )AMAHA MOTORS for m! summers "hich insti ated the idea of the pro#ect% It a+e me a brief -no"led e about .mplo!ee Relations% I ha+e compiled m! research and is included in m! obser+ations% To add spice to this dish/ I ha+e also scaled the practices of .mplo!ee Relations in other countries% This report is an honest effort to stud! .mplo!ee Relations as an important tool of Human Resource Mana ement% Since I had under one summer trainin at )AMAHA MOTORS/ atherin information "as easier compared to others% I ha+e found some interestin insi hts re ardin .mplo!ee Relations "hich are mentioned in the report% So/ "ith due respect to m! patient readers/ I "elcome !ou to the unremittin process of .mplo!ee Relations%

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ST12) O3 .M*,O).. R.,ATIO$S

Sr- noI 5 & &%5 &%& 7 7%5 7%5%5 7%5%& 7%5%7 7%5%8 7%5%( 7%5%: 7%5%; 7%5%< 7%& 7%&%5 7%&%& 7%7

!OP., .4ecuti+e summar! About )amaha Motors6Human Resources Mana ement .mplo!ee relations Introduction O+er+ie" .mplo!ee Relations in brief 2o"n"ard Relation Trainin and induction Benefits Safet! 9areer 2e+elopment Recreation facilities and stress mana ement 9ollecti+e problem sol+in %(bar ainin ) In+ol+ement and en a ement Re"ards and reco nition 1p"ard communication (emplo!ee to emplo!er) 3eedbac*erformance appraisal Hori=ontal Relation (amon st .mplo!ees)

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Annual e+ents and ma a=ines >elfare acti+ities Ad+anta es of maintainin ?ood .mplo!ee Relations Role and scope of Human resources% 9omparati+e stud! >orld"ide .mplo!ee Relations *ersonal obser+ation% 9onclusion

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The ob#ecti+e of the report is to ha+e an o+er+ie" of HRM and .mplo!ee Relations at )AMAHA MOTORS% The ob#ecti+e "as to anal!=e .mplo!ee Relations at a plant factor! and in the ser+ice sector%

The Human Resources Mana ement (HRM) function includes a +ariet! of acti+ities/ and -e! amon them is maintainin amicable relations "ith the "or-force% Both the sectors are such 8

"here emplo!ees become the cru4 of all operations% 3or the plant (factor!)/ it is the emplo!ee "ho "or-s on the machine% .+en at the companies "here most of the operations are automated/ "or-ers need to operate the machines% At the hospitalit! sector/ it is the emplo!ee "ho communicates "ith the cordial relations "ith the "or-force% The oal of .mplo!ee Relations is to end up "ith a producti+e and moti+ated emplo!ee that "ill help effecti+eness% 3ollo"in the introduction to .mplo!ee Relations is a brief o+er+ie" of ho" .mplo!ee Relations has e+ol+ed as an acti+it!% 3ollo"in that in chapter : are the ad+anta es of maintainin ood emplo!ee relations% uest% The

beha+iour of the emplo!ee i+es in-lin about the compan!% Thus it is +er! important to maintain

The importance of HR department/ HR mission and the acti+ities of the department for .mplo!ee Relations are detailed% Accordin to me/ HR department ets concerned in 7 t!pes of relations% 3irst the emplo!er to the emplo!ee/ second emplo!ees to emplo!er and third is amon st the emplo!ees% There is comprehensi+e information on all 7 and ho" it benefits the compan!% The report i+es a brief introduction about the companies% It has -no"led e about the histor! of the compan!/ +ision/ core +alues and the 9orporate Social Responsibilit! acti+ities initiated b! the compan!% 3ollo"in this is the or ani=ation structure%

In addition/ I ha+e also studied the practices at other countries li-e Aapan/ 1B and 1SA for .mplo!ee Relations% This includes the different procedures for .mplo!ee Relations/ their trade unions and the la"s re ulatin the same% The report ends "ith m! personal obser+ations about each compan! and some articles that cau ht m! attention "hile research% 9onclusion about emplo!ee relations ends m! report

In order to achie+e the abo+e mentioned ob#ecti+e and finish the stud! to perfection/ the methodolo ! used "as a balance of primar! and secondar! sources% *rimar! sources "ere the personal +isits to the companies and secondar! "as the information collected from "ebsites%

To facilitate this/ I started "ith readin a fe" boo-s on .mplo!ee Relations and human resources to understand the basic concept of .mplo!ee Relations% I also bro"sed the net to find more detailed information on specific topics% I practicall! sa" the HR department at )AMAHA MOTORS "or- and ,ater/ I formed a questionnaire on +arious practices to understand the functionin of HR department at other companies% A sample of these companies "as chosen on the basis of their scale of operations/ reputation and quic- accessibilit!%

About .ndia 1amaha $otor Pvt- 2td)amaha made its initial fora! into India in 5@<(% Subsequentl!/ it entered into a ('C(' #oint-+enture "ith the .scorts ?roup in 5@@:% Ho"e+er/ in Au ust &''5/ )amaha acquired its remainin sta-e becomin a 5''D subsidiar! of )amaha Motor 9o%/ ,td/ Aapan ()M9)% In &''</ Mitsui E 9o%/ ,td% entered into an a reement "ith )M9 to become a #oint in+estor in the motorc!cle manufacturin compan! FIndia )amaha Motor *ri+ate ,imited (I)M)F% I)M operates from its state-of-the-art-manufacturin units at Sura#pur in 1ttar *radesh and 3aridabad in Har!ana and produces motorc!cles both for domestic and e4port mar-ets% >ith a stron "or-force of more than &/''' emplo!ees/ I)M is hi hl! customer-dri+en and has a

countr!"ide net"or- of o+er 8'' dealers% *resentl!/ its product portfolio includes GMAH (5/:;@cc)/ MT'5 (5/:;'cc)/ )I3-R5 (@@<cc)/ 3a=er (5(7cc)/ 3I-S (5(7cc)/ 3I5: (5(7cc)/ )I3R5( (5('cc)/ ?ladiator T!pe SS E RS (5&(cc)/ ?ladiator ?raffiti (5&(cc)/ ?( (5':cc)/ Alba (5':cc) and 9ru4 (5':cc)%

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I)M "ill establish )AMAHA as the Fe4clusi+e E trusted brandF of customers b! Fcreatin BandoF (touchin their hearts) - the first time and e+er! time "ith "orld class products E ser+ices deli+ered b! people ha+in Fpassion for customersF%

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I)M is committed to: Be the .4clusi+e E Trusted Brand reno"ned for mar-etin and manufacturin of )AMAHA products/ focusin on ser+in our customer "here I)M can build lon term relationships b! raisin their lifest!le throu h performance e4cellence/ proacti+e desi n E inno+ati+e technolo !% I)M inno+ati+e solutions "ill al"a!s e4ceed the chan in needs of our customers and pro+ide +alue added +ehicles% Build the >innin Team "ith capabilities for success/ thri+in in a climate for action and deli+erin results% I)M emplo!ees are the most +aluable assets and I)M intend to de+elop them to achie+e international le+el of professionalism "ith pro ressi+e career de+elopment% As a ood corporate citi=en/ I)M "ill conduct their business ethicall! and sociall! in a responsible manner "ith concerns for the en+ironment% ?ro" throu h continuousl! inno+atin their business processes for creatin +alue and -no"led e across their customers thereb! earnin the lo!alt! of our partners E increasin our sta-eholder +alue%

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,ustomer 41 I)M put customers first in e+er!thin "e do% I)M ta-e decisions -eepin the customer in mind% ,ha""en#in# Spirit I)M stri+e for e4cellence in e+er!thin the! do and in the qualit! of oods E ser+ices "e pro+ide% The! "or- hard to achie+e "hat the! commit E achie+e results faster than their competitors and the! ne+er i+e up%

!eam-5or' athe! "or- cohesi+el! "ith their collea ues as a multi-cultural team built on trust/ respect/ understandin E mutual co-operation% .+er!oneJs contribution is equall! important for our success% +ran' 6 +air Or#ani7ation The! are honest/ sincere/ open minded/ fair E transparent in their dealin s% The! acti+el! listen to others and participate in health! E fran- discussions to achie+e the or ani=ationJs oals% .ndia 1amaha $otor inau#urated 3e5 P"ant at Surajpur 89reater 3oida: The ne" Sura#pur plant has been inau urated b! Mr% T%Ba=i-a"a 9%.%O E M2 )amaha ?lobal on :th Aul! &''@/ "hich ha+e capacit! to produce : la-h motorc!cles annuall! includin 3a=er follo"ed b! 3I-5:/ 3I-S/ )I3-R5( and other models% The plant capacit! can be au mented up to 5 million units% This full! inte rated assembl! plant is built on the lines of )amahaKs loball! tried/ tested and successfull! implemented standards and meets the lobal qualit! benchmar-s% At the core are the (S and T*M acti+ities that fuel its Manufacturin *rocesses% The plant has 7 +ehicle assembl! lines and 8 en ine assembl! lines includin one dedicated for e4port en ines% The en ine and +ehicle assembl! lines are s!nchroni=ed and incorporate concepts of 1nit Assurance i%e% 9omplete *roduct Assurance/ *arts Assurance throu h 5''D -it suppl! on lines and s!nchroni=ation of parts stora e/ suppl! and production% The inno+ati+e production processes alon "ith hi h tech final assurance processes are aimed to achie+e Iero 9laims at our dealers and thus/ a hi hl! satisfied customer base%

1- %($A3 R*SO(R,*S $A3A9*$*3!

Human Resource Mana ement is an inte ral part of mana ement% It helps the mana ement in ta-in a strate ic +ie" of a +er! important resource i%e% Human Resource% It helps mana ement in identif!in -e! s-ill sets/ -no"led e/ +alues required in the emplo!ee and the re"ards that are needed to be i+en to the emplo!ees so that the or anisation oals are fulfilled% Also li-e other mana ement functions/ it has to ensure that these resources are a+ailable at an optimal cost% It has to loo- into +arious trainin and de+elopment acti+ities to ensure this% This is a -e! area for Human Resource Mana ement as it sho"s their contribution in terms of mone!% The mone! here "ould be

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the opportunit! cost incurred due to appointin of ne" emplo!ees instead of de+elopin current emplo!ees for the tas- in hand%

+(3,!.O3S 3rom recruitin to orientin ne" emplo!ees/ from "ritin #ob descriptions to trac-in +acation and sic- lea+e/ and from institutin and monitorin policies to monitorin benefits/ there has been a need for an HR eneralist to assist senior mana ement in both establishin a FstructureF to holdin do"n costs of administration% HRM is a function that helps mana erKs recruit/ select/ train/ and de+elop emplo!ees for an or ani=ation% 5% %uman Resource P"annin#C is understood as the process of forecastin an or ani=ations future demand for/ and suppl! of/ the ri ht t!pe of people in the ri ht number% &% ;ob Ana"ysisC is the process of stud!in descriptions and #ob specification% 7% RecruitmentC is the process of findin and attractin capable applicants for emplo!ment% The process be ins "hen ne" recruits are sou ht and ends "hen their applications are submitted% The result is a pool of applicants from "hich ne" emplo!ees are selected% 8% Se"ectionC is the process of differentiatin bet"een applicants in order to identif! (and hire) those "ith reater li-elihood of success in a #ob% (% P"acementC is understood as the allocation of people to #obs% It is the assi nment or reassi nment of an emplo!ee to a ne" or different #ob% :% !rainin# and deve"opmentC It is an attempt to impro+e current or future emplo!ee performance b! increasin an emplo!eeKs abilit! to perform throu h learnin / usuall! b! chan in the emplo!eeKs attitude or increasin his or her s-ills and -no"led e% The need for trainin and de+elopment is determined b! emplo!eeKs performance deficienc!/ computed as follo"sC Trainin and de+elopment need L Standard performance M Actual performance and collectin information relatin to the

operations and responsibilities of a specific #ob% The immediate products of this anal!sis are #ob

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RemunerationC is the compensation an emplo!ee recei+es in return for his or her contribution to the or ani=ation%

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$otivationC is a process that starts "ith a ps!cholo ical or ph!siolo ical deficienc! or need that acti+ates beha+ior or a dri+e that is aimed at a oal or an incenti+e%

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Participative mana#ementC >or-ers participation ma! broadl! be ta-en to co+er all terms of association of "or-ers and their representati+es "ith the decision ma-in process/ ran in from e4chan e of information/ consultations/ decisions and ne otiations to more institutionali=ed forms such as the presence of "or-ers members on mana ement or super+isor! boards or e+en mana ement b! "or-ers themsel+es as practiced in )u osla+ia% ((I,O)

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,ommunicationC ma! be understood as the process of e4chan in understandin amon people%

information/ and

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Sa ety and hea"thC Safet! means freedom from the occurrence or ris- of in#ur! or loss% In order to ensure the continuin ood health of their emplo!ees/ the HRM focuses on the need for health! "or-ers and health ser+ices%

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<e" areC as defined b! I,O at its Asian Re ional 9onference/ defined labour "elfare as a term "hich is understood to include such ser+ices/ facilities/ and amenities as ma! be established in or in the +icinit! of underta-in s to enable the person emplo!ed in them to perform their "or- in health!/ con enial surroundin s and to pro+ide them "ith amenities conduci+e to ood health and hi h morale%

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!rans erC in+ol+es a chan e in the #ob (accompanied b! a chan e in the place of the #ob) of an emplo!ee "ithout a chan e in the responsibilities or remuneration%

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SeparationsC ,a!-offs/ resi nations and dismissals separate emplo!ees from the emplo!ers% *mp"oyee Re"ationsC is concerned "ith the s!stems/ rules and procedures used b! unions and emplo!ers to determine the re"ard for effort and other conditions of emplo!ment/ to protect the interests of the emplo!ed and their emplo!ers/ and to re ulate the "a!s in "hich emplo!ers treat their emplo!ees%

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=isputes and their sett"ementC Industrial disputes mean an! dispute or difference bet"een emplo!ers and emplo!ers/ or bet"een emplo!ers and "or-men/ or bet"een "or-men and

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"or-men/ "hich is connected "ith the emplo!ment or non-emplo!ment or terms of emplo!ment or "ith the conditions of labour of an! person%

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2-1 .3!RO=(,!.O3 *eople in or anisations interact "ith each other durin "or-/ formall! and officiall! as "ell as sociall! and informall!% 2urin the course of interaction/ relationships de+elop/ "hich are in+isible connectin lin-s/ coloured b! emotions of lo+e/ hate/ repulsion/ respect/ fear/ an4iet! and so on% These are usuall! mutual but not necessaril! reciprocal% If A hates B/ it does not follo" that B hates A% It is possible that B lo+es A and e+en s!mpathi=es "ith his thou hts%

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Relationships impl! feelin s for each other% The! ma! be positi+e (friendl!/ "antin to be close) or ne ati+e (unfriendl!/ "antin ne ati+e% Relationships influence beha+iours at "or-% .4pectations of each other/ perceptions of the intentions of either/ distributions of assi nments/ readiness to conform or to rebel/ enthusiasm to contribute/ etc%/ are to some e4tent outcomes of these relationships% Attitudes and moti+ations influence/ and are influenced b!/ the nature of these relationships% .mplo!ees are amon an or ani=ationJs most important audiences "ith the potential to be its most effecti+e ambassadors% .mplo!ee Relations are practices or initiati+es for ensurin that .mplo!ees are happ! and are producti+e% .mplo!ee Relations offers assistance in a +ariet! of "a!s includin emplo!ee reco nition/ polic! de+elopment and interpretation/ and all t!pes of problem sol+in and dispute resolution% Once there "as a time "hen F.mplo!ee RelationsF meant labor relations e+er!"here around the "orld% $e otiate% Orchestrate% 2ictate% HR professionals helped ne otiate collecti+e bar ainin a reements% The pro+isions of that contract defined the relationship bet"een mana ement/ unions/ and "or-ers% to be distant)% Relationships al"a!s e4ist bet"een interactin persons% There is no neutral point% Indifference is not neutral% Indifference tends to be

Toda!/ .mplo!ee Relations is a much broader concept% It in+ol+es maintainin a "oren+ironment that satisfies the needs of indi+idual emplo!ees and mana ement% Impro+in emplo!ee morale/ buildin compan! culture/ con+e!in e4pectations

2-2 O0*R0.*< An effecti+e emplo!ee relation in+ol+es creatin and culti+atin a moti+ated and producti+e "or-force% *eople are enerall! moti+ated from "ithin/ but "hat can !ou do to help foster the t!pe of en+ironment "here emplo!ees thri+e/ enablin !our compan! to outperform the competition

5&

N.mplo!ee RelationsO starts "ith determinin the t!pe of "or-place the compan! "ants% It starts b! considerin "hat the compan! "ants its emplo!ees to sa! about "or-in for the compan!% In a competiti+e mar-et/ it is important to that emplo!ees donKt feel that the! mi ht be treated more fairl! else"here% After all retention is one of the ma#or functions of HRM% B! considerin "hat the compan! "ants emplo!ees to sa! about "or-in for it i+es shape to the compan!Ks culture% The compan! culture con+e!s or ani=ationJs core +alues to its emplo!ees/ customers/ +endors/ and communit!% In addition to the "or-place climate/ the compan! also considers the t!pes of processes or s!stems it "ants to emplo! "ithin the "or-place to support the compan! culture and enhance the "or-in relationship that e4ists bet"een the compan! and its "or-force% Such s!stems could include communications/ policies/ trainin / and de+elopment% Also/ an essential step in buildin effecti+e .mplo!ee Relations is to e+aluate the human/ financial and other resources a+ailable that reinforce the +alues and uidin principles the compan! "ants echoed throu hout the or ani=ation% 3or e4ample/ "hat t!pe of super+isors and mana ers does it belie+e can brin out the best in people and pro#ectsP The compan! should also ma-e certain from the start that emplo!ees are not in counter producti+e "or- en+ironments "here "or- is more arduous than it needs to be% Is the "or-place compliant "ith emplo!ment la"P A ma#or source of frustration for emplo!ees is the feelin that the! "ere treated unfairl!% ?ood liabilit! mana ement tools are necessar! to ensure that the compan! a+oids unnecessar! confrontations/ time "asters and costl! le al battles

Traditionall! .mplo!ee Relations pro rams "ere centered around labor union relations% Toda!/ .mplo!ee Relations does not necessaril! in+ol+e unions% Ho"e+er/ it does in+ol+e culti+atin the leadership st!le and "or-place practices that help ma-e union or ani=in acti+ities a less attracti+e option for emplo!ees% .stablishin "or-place and mana ement principles set the sta e for fosterin a successful "or- climate and establishin !our compan!Js culture% .ffecti+e .mplo!ee Relations is about establishin processes that address and nurture that culture%

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.mplo!ees in such or anisations de+elop attitudes +er! different from those in another or anisation that does not ma-e an! such distinction and is more secular in its policies% These different attitudes "ill be reflected in their beha+iours outside the or anisation and "ill either stren then or "ea-en the social fabric% An or anisation in "hich authorit! is hi hl! centralised and does not allo" its people enou h discretion/ "ill de+elop amon its people tendencies for dependenc! and inabilit! to ta-e responsibilit!% These tendencies are handicaps in their roles as parents or citi=ens% The e4tent of concern sho"n for the effect of "or-in conditions on emplo!eesK health has an impact on the societ!/ not merel! in terms of eneral health and costs on medical care/ but also in terms of the -ind of acti+ities that the members of the societ! participate in% >hen an or anisation is sensiti+e to its impact on societ!/ and responds to the societ!Ks concerns/ it is said to be sociall! responsi+e% On the contrar!/ if it is concerned onl! "ith its o"n purposes and i nores the impact that it has on societ!/ it is said to be sociall! not responsi+e Relationships also contribute to stress and conflicts at "or-/ "hich in turn/ affect qualit! of "or- life of indi+iduals as "ell as the qualit! of or ani=ational outputs/ measured in terms of customer satisfaction/ competiti+e ad+anta e/ inno+ation/ and so on%

>- *$P2O1** R*2A!.O3S .3 BR.*+

Accordin to me/ .mplo!ee Relations can be classified in 7 t!pes/ "ith HRM inter+enin % 3irst is the do"n"ard communication flo"in from emplo!er to the emplo!ees Second is up"ard flo"in from emplo!ees to emplo!er and Third is hori=ontal communication amon st the emplo!ees%

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>-1 =o5n5ard communication 8emp"oyer to emp"oyees: >-1-1- !rainin# and .nduction .+er! ne" emplo!ee needs a compan! orientation/ but most super+isors for et that emplo!ees also need to be orientated to the compan!Js GISIO$ in addition to learnin their co"or-ersJ names/ compan! policies/ and "hat not to eat in the cafeteria% The compan!Js +ision statement tells the emplo!ee "here the compan! is oin / "hat their role "ill be/ and ho" success and achie+ement "ill be measured% Achie+in reat performance in the compan! is a #ourne!/ not a destination% 3or an!

business to succeed one must first reco ni=e that the people are the reatest asset/ and ser+ice is !our most +aluable product% 9ontinuous impro+ement b! trainin and de+elopin emplo!ees is critical for business sur+i+al% Recent 1%S% "or-force demo raphics pro+ided b! the Bureau of ,abor Statistics ma-e a compellin case for businesses of all si=es to be in plannin for on oin trainin of emplo!ees% .4perts pro#ect that :'D of ne" #obs in the earl! &5st centur! "ill require s-ills possessed b! onl! &'D of toda!Ks "or-force% Technolo ! is raisin the s-ill le+el requirements for the best and fastest ro"in #obs/ but schools and adult learnin pro rams are not -eepin pace% The li-el! result is that demand for hi hl! s-illed "or-ers "ill outstrip the suppl! of qualified "or-ers in the comin !ears% These statistics "ould seem to mo+e trainin and emplo!ee de+elopment to the list of ser+ices in hi h demand%

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Bene its Benefits often ha+e a hi her impact on emplo!ee recruitment and retention than

compensation% .mplo!ees "ho -no" their needs are met are also more li-el! to contribute to a positi+e morale% Besides the customar! Allo"ance li-e 3or >or-ers

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Attendance bonus/ O+er Time Allo"ance "hich is double the Basic/ House Rent Allo"ance/ .ducation Allo"ance/ 9on+e!ance Allo"ance "hich is fi4ed as per : scales of the "or-ers/ and ,ea+e Tra+el Allo"ance amon st others% 3or Staff

TA2A/ Attendance Bonus/ *roduction Incenti+e/ O+er Time Allo"ance "hich is equal to one and half times/ House Rent Allo"ance/ .ducation/ ,ea+e Tra+el Allo"ance/ and Annual Bonus amon st others 9ompanies also pro+ide Monetar! Benefits and Medical 3acilities to the "or-force%

>-1->

Sa ety Health and safet! ris-s ma! arise from ph!sicall! dan erous "or-/ such as "or- "ith

ha=ardous machiner! or relate to less immediatel! +isible factors such as e4posure to pollution% Accidents and ill health ma! ruin or seriousl! impair the li+es of emplo!ees and their dependents% An emplo!er must encompass necessar! safet! measures for the trust from the emplo!ee%

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,areer =eve"opment and job opportunities 9areer *aths are constructed in order to determine the optimum mo+ement and utili=ation of

people in the or anisation% Therefore/ due care should be i+en to +arious elements of the position M includin #ob anal!sis and the competenc! requirements at each sta e%

>-1-@ 0

Stress mana#ement and Recreation aci"ities >or-in Hours and Holida!s need to reflect an adequate balance of the qualit! of "or- life

of all emplo!ees% It is reco ni=ed that for certain cate ories of emplo!ees business related "orma! transcend the routine office timin sQ "hilst for other cate ories business ma! be purel! confined to the "or- hours and timin s% The quotation Nall "or- and no pla! can ma-e #ac- a dull bo!O is apt for the compan! to understand the importance of recreation facilities%

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,o""ective prob"em so"vin# It is the dut! of the HR to find "a!s of resol+in issues bet"een emplo!ees on one hand and

emplo!ees and Mana ement on the other% As lon as there are human bein s at the "or- place there "ould al"a!s be need for arbitration amon st them%

It is at this time that HR should use the F rape +ine channelF to its ad+anta e and call officers to a round table for reconciliation and if it is bet"een "or-ers and Mana ement should "a!s of bro-erin peace% Althou h the trade unions are e4pected to onl! deal "ith matters concernin "or-ers/ it can be ar ued that e+er!thin that happens "ithin a compan!/ includin product de+elopment and business strate ies/ affect "or-ers one "a! or other and trade unions ha+e raduall! sou ht to e4tend their areas of concerns% The mana ementKs attempts to contest such e4pansions on the round of Nmana ement prero ati+eO ha+e b! and lar e not succeeded% These acti+ities in+ol+e a number of s-ills crucial to human resource mana ers% HR specialists are also in+ol+ed in issues "hich are considerabl! le islated and touch on home life and health as "ell as more familiar "or-place topics such as discipline and conflict%

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.nvo"vement and *n#a#ement *articipation of emplo!ees has been a sub#ect of discussion since the 5@7's "hen .lton

Ma!oKs e4periments led to the de+elopment of the human relations school% *articipation can be and has been pro+ided in the structure of the or anisations% *articipati+e mana ement in+ol+es associatin emplo!ees at e+er! le+el in the decision ma-in process% *articipation ma! be at the board le+el/ collecti+e bar ainin / #ob enlar ement/ #ob enrichment/ su estion schemes/ qualit! circles/ and empo"ered teams% *articipati+e mana ement is also called .mplo!ee in+ol+ement% The Industrial 2isputes Act pro+ided for participation in the mana ement of the shop floor% Representati+es of the "or-ers "ould be appointed to +arious committees to decide upon matters affectin the "or-er at the shop floor% The rationale behind the concept of in+ol+in "or-ers in bodies that decide on matters concernin them is that the principle of democrac! 5;

The lesson is that the ad+anta es from the practice of participation cannot be deri+ed from creatin appropriate structures alone% The nature of the processes "ithin the structures/ are important% At the basic le+el/ callin for su estions is participation% In terms of Hert=ber Ks

moti+ation-h! iene theor!/ participation in decision ma-in is a po"erful moti+ator/ because in that process/ there is reco nition and achie+ement/ a sense of bein "anted/ of bein important% .mplo!ees ma! also reduce turno+er and absences "hen the! be in to feel that "or-in conditions are satisfactor! and that the! are becomin more successful in their #obs% The! identif! themsel+es "ith the "or- and this leads to an impro+ed performance%

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Re5ards and Reco#nition The purpose of an emplo!ee reco nition and re"ard pro ram is to e4press the emplo!erKs

appreciation for a #ob "ell done% .mplo!ee reco nition and re"ards can ta-e man! forms/ from a simple than- !ou note to cash to an e4tra+a ant a"ards ceremon!/ #ust to name a fe"% ?enerall!/ reco nition and re"ards can be distin uished in t"o cate ories% At all these companies/ reco nition is distin uished as a pat on the bac- or a "ord of praise/ ro"th prospects and competent super+ision amon st others% Alternati+e monetar! re"ards include incenti+es/ bonuses/ and commissions% In addition/ emplo!ees put a reat +alue on benefits such as life insurance/ disabilit! insurance/ health and6or retirement benefits/ and per-s% Top performin companies ha+e be un documentin Fbest practicesF "hich sho" a direct relationship bet"een emplo!ee morale and producti+it!/ profitabilit!/ turno+er and retention/ thus measurin the +alue of human resources

>-2 (p5ard re"ation 8emp"oyee to emp"oyer: >-2-1 +eedbac' It is the #ob of the super+isor to uide the emplo!ee into understandin "hich of their ideas for chan e "ill be helpful in meetin the compan!Js oals% A ood super+isor also uides each of

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their emplo!ees differentl! because similar to *o-Rmon/ each emplo!ee offers unique talents and "ill e+ol+e into different forms of ad+anced emplo!ees >-2-2 P*R+OR$A3,* APPRA.SA2 Most mana ers sa! the! "ant to pa! for performance/ but fe" sit do"n and conduct a performance re+ie" "ith an emplo!ee% Raises/ 9areer paths/ trainin plans/ and departmental producti+it! are impacted b! an emplo!eeKs performance% In addition/ a "ell-desi ned/ effecti+el! implemented appraisal s!stem can pro+ide solid documentation of performance accomplishments or problems that the super+isor can use to #ustif! or defend a "ide ran e of personnel actions or decisions%

>-> %ori7onta" Re"ation 8amon#st *mp"oyees: >->-1 Annua" events and ma#a7ines

Annual e+ents are a "a! of ettin to -no" the emplo!ee on a personal le+el% It is also a team buildin e4ercise and is common in all companies Inhouse ma a=ines too are common% The! tell the emplo!ee about the compan! and emplo!ee participation is encoura ed b! articles%

>->-2 <e" are activities The ob#ecti+e of pro+idin "elfare facilities is to ensure that emplo!ee attention is not di+erted from "or- to maintenance acti+ities% It also aims to pro+ide a carin en+ironment that enhances the satisfaction of the emplo!ee "ith "or-in conditions

? A=0A3!A9*S O+ $A.3!A.3.39 9OO= *$P2O1** R*2A!.O3SThe ?allup Or ani=ation published research pro+ed that a more en a ed emplo!ee is also a more producti+e emplo!ee% The research also pro+ed/ that a more en a ed emplo!ee is also a more 5@

profitable emplo!ee/ a more customer-focused emplo!ee/ a safer emplo!ee/ and an emplo!ee "ho is more li-el! to "ithstand temptations to #ump ship and in turn it is also true that the lon er emplo!ees sta! "ith an or ani=ation/ the less en a ed the! become% 3ollo"in are the ad+anta es of maintainin 1- Reduced Absenteeism One reason/ outside of illness/ that emplo!ees are absent is stress/ and the number one reason emplo!ees are stressed has to do "ith their relationship "ith their mana er6super+isor% Mana ement st!les that are too authoritarian tend to promote hi h le+els of absenteeism amon emplo!ees also increase turno+er/ #ob burnout/ and emplo!ee health problems such as bac-aches and headaches% .mplo!ees ma! also reduce turno+er and absences "hen the! be in to feel that "or-in conditions are satisfactor! and that the! are becomin more successful in their #obs Absenteeism rate at )AMAHA MOTORS is around 57-58 D on an a+era e but a little hi h durin summer holida!s% In addition/ these pro rams help reduce turno+er thereb! reducin !our trainin / recruitin / and administrati+e human resource e4penses% ood relations "ith the emplo!ees%

2- .mproved $ora"e 6 $otivationThe secret of creatin Maintainin a moti+atin emplo!ee re+ie" lies in the relationship bet"een

accurac! and mone!% The ri ht combination pro+ides "ith a hi hl! moti+ated emplo!ee% ood .mplo!ee Relations creates an en+ironment of trust and increases morale% This impro+es the moti+ation of the emplo!ee% A moti+ated emplo!ee is conta ious and is beneficial for the ro"th of the compan!

>- %armony in the or#anisation Increase in the le+el of #ob satisfaction has a direct relation "ith the smooth "or-flo"% There "ill be lesser ar uments and more discussions% .mplo!ees "ill be read! to share information and help each other out% A ood relation "ith the emplo!ee also inculcates discipline% Thus harmon! is maintained% &'

?- 2esser attrition - reduced cost on trainin#) "ess cost o retention A reduced attrition rate "ill reduce the cost of trainin and induction% $o ne" emplo!ees "ill need to start afresh% The compan! can sa+e on ettin to -no" ne" emplo!ees% )AMAHA MOTORS spends around Rs%( ,a-hs on trainin e+er! !ear "ith the attrition rate bein less than & D%

@- Attract #ood ta"ent Attractin the most qualified emplo!ees and matchin them to the #obs for "hich the! are best suited is important for the success of an! or ani=ation% A ood compan! "ith ood .mplo!ee Relations "ill be tal-ed about% There is a brand ima e created in the mind of the emplo!ees "hich attracts them to the compan! li-e a drop of hone!% ,i-e for e4ample there are companies li-e TATA/ H,,/ Birlas/ or Infos!s "here people "ould be lad to "or-% TAA "ants to create an ima e "here/ if 5' emplo!ees are inter+ie"ed and 5 ets selected/ then the rest should feel sorr!/ not for bein unemplo!ed but for losin a "onderful opportunit! to "or- for TAA Bno"led e about satisf!in "or- places "ith comfortable "or-in conditions and friendl! "or- culture and transparenc! in the or anisation are al"a!s passed throu h the rape+ine and thus attract emplo!ees% ,ater itKs the #ob of the recruitment cell to hire emplo!ees as per the requirements A- Responsib"e or increase in productivityAs the sa!in oes/ a happ! "or-er is a producti+e "or-er% Thus a satisfied "or-er "ill

ta-e lesser brea-s/ spend lesser time in the canteen ossipin and more time "or-in for the compan!% There "ill be ?reater commitment "hich means qualit! output% There "ill be lo!alt! and less "asta e of compan! resources% The emplo!ee "ill see- for opportunities for intensif!in the business and loo- out for ne" chances of e4pandin the compan!% The! identif! themsel+es "ith the "or- and this leads to an impro+ed performance% 3inall!/ the act of participation in itself establishes better communication/ as people mutuall! discuss "orproblems%

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B- Open to or#ani7ationa" D hierarchica" chan#es 8 "eEibi"ity: The "or-ersK self-esteem/ #ob satisfaction/ and cooperati+e "ith the mana ement is impro+ed% The results often are reduced conflict and stress/ more commitment to oals/ and better acceptance of a chan e%

C- Shared "earnin# and ,ontinuous improvementA satisfied emplo!ee "ill loo- for "a!s of continuous impro+ement% The! "ill participate in pro rams such as -ai=en and tr! for the better of the compan!% .mplo!ees in a ood emplo!ee relation mana ement "ill share their ne" learnin Ks and "isdom "ith his collea ues%

@- RO2* A3= S,OP* O+ %($A3 R*SO(R,*S The -e! process that defines the HR strate ! is ensurin or anisation throu h appropriate people-#ob-or anisation fit .ach and e+er! HR plans thus focuses onC *roducti+it! *erformance Satisfaction/ to further the business ob#ecti+es of the or anisation throu h the optimal utili=ation of the human resources% an effecti+e and efficient

.3!RO=(,!.O3 )AMAHA MOTORS is amon the lar est pla!er in the International auto industr! ,ore va"ues 9ore Galues are those +alues/ "hich are endurin tenets of the or anisation and are timeless uidin principles% 9ore +alues help the or anisation to achie+e its +ision%

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9ore +alues are those +alues/ "hich are not compromised/ e+en thou h the! become a competiti+e disad+anta e under certain situations% *ro+ide .n+ironment 3or 2e+elopment 1r e to chan e for Impro+ement 3ocus on Sualit!%

OR9A3.FA!.O3 S!R(,!(R* )AMAHA MOTORS belie+es in a fle4ible/ business-oriented or anisation structure% It follo"s a flat or anisation structure "ith decentrali=ed mana ement% There are around ( le+els in the or anisation structure ma-in it a decentl! flat structure comprisin of &5(& emplo!ees% The or ani=ational business is built around a structure that comprises +arious #obs carried out b! indi+idual in the or anisation

Ro"e and scope o %R at 1A$A%A $O!ORS $ission To facilitate the processes "hich create an en+ironment "here each member of )AMAHA MOTORS famil! is able to contribute their best% Aim: To be amon st top 5' emplo!ers in India% All HR processes are lin-ed to 9ore 9ompetenc! Model "hich "as launched for )AMAHA MOTORS/ Assessment 9enters are launched for promotin staff into mana ement cadre% HRIS (Human Resource Information S!stem) launched to empo"er emplo!ees% Si4-Si ma pro#ect is underta-en to create a robust performance mana ement s!stem% Annual trainin calendar is introduced "hich is based on the )AMAHA MOTORS

competenc! model% Internal Recruitment is encoura ed to fill +acant positions%

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.ach mana ement staff is entitled to trainin and de+elopment inter+ention of at least < da!s%

7:'-de ree feedbac- is initiated% Gariable income plan "as launched to attract the or ani=ation to raise their performance bar%

)AMAHA MOTORS belie+es in Total .mplo!ee In+ol+ement% This is done throu h small roup acti+it! includin all emplo!ees in teams/ "hereb! identified problems are resol+ed and presented to mana ement% The HR department is the central point "hich initiates/ monitors and follo"s up on the processes% It coordinates the tas- force acti+ities of the factor!% There are at present 55 tas- forces in the factor! There is a micro site that has been created called .,IG. to enerate the a"areness amon the emplo!ees about the concept and its benefits% .ach mana er should therefore e+ol+e his or her people strate ! ali ned to the business strate ! of the or anisation

=O<3<AR= R*2A!.O3 !RA.3.39 A3= .3=(,!.O3 An emplo!ee at )AMAHA MOTORS is placed on the #ob after induction% The basic induction trainin is a se+en-da! pro ramQ additional trainin is imparted as required% Technical personnel are i+en induction trainin in +arious technical departments for one month before bein placed on their actual #obs% )AMAHA MOTORS at its HO follo"s a mentorin pro ram for the emplo!ees% Trainin for the same "ill be conducted b! the HO% Mentorin at )AMAHA MOTORS "as launched on the5@<( "hich is celebrated as the International Mentorin 2a! "orld "ide% )AMAHA MOTORS belie+es that the best in+estment that it can ma-e to"ards its people is in increasin their -no"led e/ s-ills etc% This can be done b! periodicall! identif!in the trainin needs/ impartin trainin and measurin the effecti+eness of the trainin pro rams thereb!

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assessin ho" effecti+e the trainin pro rams are and their contribution to the bottom line of the business% )AMAHA MOTORS places a reat emphasis on trainin Trainin and 2e+elopment s!stems focus on aspects such as continuous learnin / on-the-#ob learnin / eas! access to trainin pro rams/ self-mana ed pro rams% Trainin is controlled and monitored throu h a bud et of around Rs% ( ,a-hs A Trainin 2irector! is created b! each unit% The 2irector! identifies both trainin needs as "ell as trainin deli+er! in respect of all emplo!ees% The trainin pro rams include both #ob related technical trainin as "ell as beha+ioral trainin % Trainin needs of emplo!ees are decided once in a !ear% The factor! mana er identifies trainin needs of HO2Ks% In line "ith the Trainin Acti+ities in the 3actor!/ Sualit! S!stem *rocedures of *ersonnel 2epartment are documented/ scope of "hich includes Trainin $eed Identification/ Trainin *lan/ Trainin 9alendar/ Trainin .+aluation and Trainin Records%

)AMAHA MOTORS pro+ides the follo"in B*3*+.!SC 9anteen 3acilit! - The 9ompan! has a subsidi=ed canteen for its emplo!ees/ "hich pro+ides food at hi hl! subsidi=ed rates in all shifts% The emplo!ees "or-in in the ni ht shift et refreshments% .+er!da! in the mornin / the food is tasted b! the responsible person from the *ersonnel 2epartment and accordin l! the taste is appro+ed or is chan ed if necessar!% .+er! "ee-/ the menu is appro+ed b! the *ersonnel 2epartment% ,unch is made a+ailable at (' paisa/ refreshments for &' paisa and tea for 5' p 1niform - The 9ompan! pro+ides free uniforms to certain cate ories of emplo!ees once in e+er! !ear around the month of 3eb-March% The "ashin of the uniforms is ta-en care b! the compan! itself once a "ee-% >inter and monsoon "ear is also pro+ided to selected emplo!ees% Holida! Home Scheme - .ach indi+idual mana ement staff is entitled to a sta! up to one "eeat an! of the properties a+ailable durin the course of a calendar !ear Marria e ?ift Scheme - The 9ompan! pro+ides a ift to all its mana ers on the occasion of the "eddin of the emplo!ees as "ell as their children% On all such occasions the emplo!ees shall

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ha+e the option to purchase a ift of their choice at a +alue not e4ceedin an amount of Rs%('''6- per "eddin

$onetary bene its )AMAHA MOTORS emplo!ees can a+ail Retirement Ser+ices6benefits )AMAHA MOTORS has a credit societ! "hich pro+ides the follo"in benefits%Membership is open to all emplo!ees "or-in sa+in s schemes to its members 9umulati+e 2eposit Scheme Monthl! 9ontributor! 2eposit Scheme% A member can also a+ail of loan schemes immediatel! on acquirin membership in the credit societ!% Short term loans - for a period of 5 !ear/ monthl! installments/ "hich are deducted from the memberJs salar! ,on term loansC for a period of ( !ears and is reco+ered throu h :' monthl! installments deducted from the salar!% in the +arious establishments of )AMAHA MOTORS% It is re istered under the Societies Re istration Act% Its meetin s are held once a month% It offers &

$*=.,A2 +A,.2.!1In )AMAHA MOTORS/ there are t"o panels of doctors% The compan! has (' trained first-aiders "hich are required if an! accident ta-es place% .+er! department has a first aid -it "hich is replenished and audited e+er! month% The *ersonnel 2epartment includes a $urse and an Ambulance room "ho maintains a medical -it as "ell% The compan! carries out medical e4amination of all the emplo!ees once in e+er! three !ears% SA+*!1 )AMAHA MOTORS belie+es that companies are responsible for ensurin the health and safet! of the emplo!ees% .+er! emplo!ee follo"s operatin procedures and practices are desi ned to protect people and equipment from ris- of in#ur! or dama e to propert!%

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)AMAHA MOTORS has a Safet! 2epartment "hich aims NTo create at all le+els in the or anisation a Safet! 9onsciousness and to de+elop and maintain safet! at "or- place%O HR department has to see to it that an acceptable safet! standard is -ept in the "or-placesafet! ears are pro+ided/ 3ire e4tin uishers are placed at the ri ht places/ multiple entrances and e4its are pro+ided and possible fire6safet! drills are conducted once in a "hile% The safet! squad conducts a safet! drill in the first "ee- of March on safet! da! and once in t"o months% )AMAHA MOTORS also pursues .R* "hich is run b! the emer enc! squad% The .M.R?.$9) R.S*O$S. *,A$ is responsible to deal "ith +arious t!pes of emer encies that could occur at the facilit! "ith the response or ani=ation structure bein deplo!ed in the shortest time possible durin an emer enc!% Thus "hen an emer enc! occurs/ the initial indication is b! raisin the alarm b! the person "ho first notices a problem% The respecti+e Mana ers is immediatel! notified "ho then assesses the se+erit! of the condition/ classifies it appropriatel! and directs the response actions of the facilit! personnel to miti ate the condition% 1pon anal!=in the emer enc! situation/ if situation is be!ond his control he informs the Securit! Main ?ate "ho acti+ates the .R*% )AMAHA MOTORS also has a Medical Attendant ($urse) "ho durin an emer enc! is to pro+ide first-aid to +ictims of the accident/ and to ensure their prompt transportation to a treatment installation such as a hospital/ "hen required the Medical 3unction is responsible for the establishment of a first-aid station for the immediate treatment of possible +ictims/ "hich shall be appropriatel! equipped "ith medical supplies/ o4! en/ resuscitators/ and other supplies and the emer enc! response personnel are familiar "ith first aid administration There hasnKt been a case of se4ual harassment or dru abuse% )AMAHA MOTORS is short of a polic! a ainst it/ but an! indi+idual found uilt! "ill not be allo"ed on the premises and "ill be dismissed if it continues%

,AR**R =*0*2OP$*3! OPPOR!(3.!.*S The emphasis at )AMAHA MOTORS "ill be to focus on career paths rather than on career per se% )AMAHA MOTORS focuses on eneric career paths as "ell as specific career paths for

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identified indi+idual% There are < basic Aob Bands% All rades are structured around these le+els% Aobs are placed in appropriate bands/ correspondin to the responsibilit! le+els% Aob bands are used for specific HR action such as promotions/ career de+elopment etc% )AMAHA MOTORS reco ni=es that in a d!namic/ fast-chan in en+ironment #obs "ill also be fle4ible Aob Rotation *ro rams (AR*) can not onl! reduce turno+er but the! also increase learnin / and pro+ide added bench stren th% At )AMAHA MOTORS/ the technicians are rotated in the "hole department% This helps the technicians become Almi ht! operators% Bno"in a +ariet! of #obs impro+es the "or-erKs self-ima e/ pro+ides personal ro"th and ma-es the "or-er more +aluable to the or ani=ation% It also helps them become a trainer and fill the +acant places if some emplo!ee turns out absent% Aob rotation is a "a! to o+ercome boredom and monoton!% *eriodic #ob chan in can also impro+e interdepartmental co-operation/ emplo!ees become more understandin of each otherKs problems% Aob enrichment too is used at )AMAHA MOTORS% It see-s to impro+e both tasefficienc! and human satisfaction b! buildin into peopleKs #obs/ quite specificall!/ reater scope for personal achie+ement and reco nition/ more challen in become super+isors "ho in turn become mana ers and responsible "or-/ and more opportunit! for indi+idual ad+ancement and ro"th% Operators become Technicians "ho then

R*,R*A!.O3 A3= S!R*SS The emplo!ees at )AMAHA MOTORS "or- for < hours "ith a lunch brea- for half an hour% The lea+es allotted are different for "or-ers and different for staff% 3or >or-ersC >or-ers recei+e Annual lea+e of &5 da!s/ 9asual lea+e of 58 da!s E Sic- lea+e of &5 da!s% 3OR STA33C The staff members are entitled to et Annual lea+e of 7' da!s/ 9asual lea+e of 58 da!s E Siclea+e of &' da!s%

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)AMAHA MOTORS proudl! holds interdepartmental cric-et matches annuall!% Steps are ta-en b! each department to send their best pla!ers and emplo!ee participation is encoura ed to the fullest Garious stress mana ement pro rams are held b! e4ternal facult! for the "elfare of the emplo!ees

(P<AR= ,O$$(3.,A!.O3 +**=BA,& )AMAHA MOTORS has started ta-in an .M*,O).. SATIS3A9TIO$ S1RG.)

annuall! from the last t"o !ears% It is conducted/ monitored and e+aluated b! the HR department%

P*R+OR$A3,* APPRA.SA2 At )AMAHA MOTORS/ mana ers ha+e an online *erformance Appraisal% 3or the staff/ an informal procedure is follo"ed/ the emplo!ees are monitored re ularl! b! their immediate boss and re ular feedbac- is i+en to the emplo!ees as and "hen required% This forms the basis for identification of trainin needs "ith respect to HO2Js and mana ement staff%

%OR.FO3!A2 R*2A!.O3 A33(A2 *0*3!S )AMAHA MOTORS holds the follo"in C *icnics M )AMAHA MOTORS has a four squares club "hich carries out picnics and other e4cursions for the staff to nearb! places li-e Bhopoli and Girar% 2assehra *u#a - The "or-ers or ani=e 2assehra *u#a e+er! !ear "ith the aid of contributions collected from the emplo!ees of the compan!% .+er! department celebrates this auspicious da! b! carr!in out pu#as in their respecti+e departments% The compan! distributes s"eets to all the emplo!ees% &@

House Ma a=ine - )AMAHA MOTORS publishes a quarterl! house ma a=ine/ hi hli htin the +arious e+ents at )AMAHA MOTORS% It "as started in the !ear 5@<:%This helps to encoura e people for acti+e participation in "ritin pros/ poems/ dra"in s% The ma a=ine also i+es information about the Bai=ens promotional acti+ities/ su the ma a=ine i+en b! the emplo!ees and the Bai=enee% The estions re ardin Safet!/ *ollution 9ontrol are also included in the

house ma a=ine% The achie+ements of the emplo!ees and their famil! members are published in

<*2+AR* A,!.0.!.*S )AMAHA MOTORS i+es the "elfare facilities as mentioned in TH. 3A9TORI.S A9T/ 5@8<% Garious incenti+es/ cash benefits/ re"ards for ood performance etc% are offered at )AMAHA MOTORS as a part of the commitment to"ards the "ell bein of emplo!ees% In addition to these/ the compan! has initiated se+eral other pro rammes to achie+e the oal of emplo!ee "elfare% )AMAHA MOTORS% A fe" of the pro rammes or ani=ed b! the societ! are listed belo"Ce 2istributionC This pro ramme is or ani=ed e+er! !ear% The emplo!eesK children "ho e4cel in academics are a"arded so as to encoura e them to perform better% In addition to the pri=es/ each a"arded also ets a Te4tboo- ?ift 9oupon% $ote Boo- 2istributionC .+er! !ear/ before the be innin of the academic session the emplo!ees of )AMAHA MOTORS are i+en noteboo-s at concessional rates% .ach emplo!ee can purchase a ma4imum of 8 do=en-note boo-s from the "elfare societ!% S%S%9% G!a-h!anamalaC An e4pert hired b! the societ! i+es the children of emplo!ees appearin for the S%S%9% e4hausti+e uidance in all the aspects of these e4ams% If the number is inadequate/ the societ! sends them to counselin a encies at its o"n e4pense% 9areer 9ounselin C

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9hildren of emplo!ees in the @th and 5'th standards and Ar% 9olle e are i+en uidance as to "hich career the! should choose based on the results of a ( hour test administered to them b! the Maharashtra G!a+sa!a Mar darshan Bendra% The societ! has se+eral other acti+ities in the pipeline such as a tal- on the 1nion Bud et/ a ran oli competition/ establishment of Adarsh Bam ar *uras-ar/ a pulse polio +accination scheme etc%

B- <OR2=<.=* *$P2O1** R*2A!.O3S 1 (& The British "ere once notorious for industrial disputes and "al-outs% In fact/ the! "ere dail! occurrences in the 5@:'s and 5@;'s/ such that industrial relations "ere percei+ed as a JproblemJ "hich brou ht do"n o+ernments% >ea- mana ement and intransi ent unions produced industrial chaos/ manifested b! lo" producti+it!/ hostilit! to"ards chan e and hi hl! publici=ed disputes/ fundamentall! "ea-enin the 1B as an economic po"er% The reputation of British personnel mana ers "as not enhanced durin this period% >hen HRM came on the scene in the 5@<'s/ personnel mana ement had become bo proacti+e (Hendr!/ 5@@(C5&)% The situation chan ed dramaticall! durin the 5@<'s and 5@@'s% Recessions/ $e" Ri ht politics/ restricti+e le islation on industrial action and massi+e restructurin in man! or ani=ations considerabl! reduced the po"er and role of unions% The .mplo!ment Relations Act (5@@@) re+ised trade union reco nition and a number of other ri hts% Since the si nin of the Treat! of Rome in 5@(< there ha+e been se+eral attempts to de+elop communit!-"ide initiati+es on emplo!ee participation and corporate industrial relations% *ro ress in harmoni=in this area has been slo" but there has been a considerable con+er ence of emplo!ment conditions% ed do"n in a form of industrial relations characteri=ed b! Jfirefi htin J - underminin an! claim to bein strate ic or

75

The ?o+ernment embar-ed on a 5&-"ee- consultation on lon hours "or-in and the operation of the indi+idual opt out in the 1B% The ?o+ernment belie+es that the statutor! reco nition procedure should be a Nfall bac-O/ onl! turned to "hen +oluntar! efforts ha+e been tried/ but ha+e failed to reach a reement% It therefore does not consider the issues co+ered for collecti+e bar ainin under the statutor! procedure should e4ceed those t!picall! co+ered b! and pensions% The 5@@< >or-place .mplo!ment Relations Sur+e! +oluntar! collecti+e bar ainin reco nitions% 3or this reason/ the statutor! procedure does not currentl! co+er trainin (>.RS) sho"ed that "hereas 7:D of emplo!ee representati+es said the! "ere consulted o+er trainin / onl! ;D said the! ne otiated o+er it% 1B has a statutor! la" for e+er! aspect of .mplo!ee Relations% One thin that 1SA lac-s is securit! of the #ob% The pin- slip s!stem "hich is +er! pre+alent is a cause of concern for the emplo!ee% .mplo!ees ha+e the ri ht to #oin or not #oin a trade union of their choice% Their emplo!er ma! not dismiss them/ select them for redundanc! or ma-e them suffer detriment for bein or proposin to become a union member/ nor for ta-in part in the unionJs acti+ities at an appropriate time% The! are similarl! protected if the! choose not to belon to a union or refuse to #oin one% 2ismissals "hich infrin e these ri hts ma! be ta-en to an emplo!ment tribunal re ardless of the emplo!eeJs len th of ser+ice% .mplo!ees "ho claim to ha+e been unfairl! dismissed in this "a! (e4cept those complainin of unfair selection for redundanc!) can also appl! to the tribunal for an order of interim relief ("hich requires the emplo!er to continue their contract of emplo!ment or to re-emplo! them pendin the final outcome of the case)% An emplo!ee ma! not be dismissed/ selected for redundanc! ("hen others in similar circumstances are not selected) or sub#ected to an! detrimental action for ta-in certain t!pes of action on health and safet! rounds% These ri hts appl! to all emplo!ees/ re ardless of their len th of ser+ice >or-ers are entitled to be accompanied at certain disciplinar! and rie+ance hearin s b! a fello" "or-er or a trade union official of their choice/ pro+ided the! ma-e a reasonable request to be accompanied% The! also ha+e the ri ht to a reasonable postponement of the hearin / "ithin specified limits/ if their chosen companion is una+ailable at the time the emplo!er proposes%

7&

>or-ers ha+e the ri ht to ta-e paid time off durin "or-in hours to accompan! fello" "or-ers emplo!ed b! the same emplo!er% These ri hts appl! to "or-ers includin a enc! "or-ers and home "or-ers/ thou h not to those "ho are in business solel! on their o"n account% 9omplaints to an emplo!ment tribunal must normall! be made "ithin 7 months of the date of the infrin ement of the ri ht% .4ceptions to this eneral rule are detailed in the documents about the particular indi+idual ri hts%

;APA3 Aapanese .mplo!ee Relations methods ha+e rele+ance in t"o conte4tsC Aapan itself and

transplant factories in the *acific area/ $orth America and .urope% $issan/ for e4ample/ has been particularl! acti+e in o+erseas e4pansion and - in common "ith man! other Aapanese corporations has a specific attitude to"ards trade unions% .ffecti+el!/ independent unions and multiple union representations are resisted in fa+our of Jstaff associationJ and tame sin le-union representation More intensi+e efforts are bein made to unif! and reali n industrial labor unions at Aapan% The nationJs labor union or ani=ations are three-la!ered - consistin of the independent unions at the lo"est le+el (enterprise unions are the mainstream)/ industr!-le+el or ani=ations and national centers% The enterprise union remains the basic unit for or ani=ation% There are more than 5'' industr!-le+el labor or ani=ations/ fi+e ha+e o+er (''/''' members% Man! of these or ani=ations do not satisfactoril! function as industr!-le+el bodies% The! are unable to adequatel! sur+e! their members/ to formulate industrial polic! or to unioni=e the labor force% Man! are understaffed and inadequatel! financed% 3ollo"in the end of >orld >ar II there "as a lon period "hen four national centers competed% The! "ere particularl! di+ided ideolo icall! and in terms of their support for political parties% One result "as the creation of competin or ani=ations "ithin the same industr!% Ho"e+er/ "ith the formation of Ren o (Aapanese Trade 1nion 9onfederation) in 5@<@/ a mo+e "as made to unif! and to reali n union or ani=ations at the industr! le+el under the umbrella of one national center%

77

In 5@@7/ the Aapan Institute of ,abour (AI,) be an a research pro#ect on industrial relations and decisions on "or-in conditions at companies "ithout labor unions (HeadC *rof% Tsu!oshi Tsuru of Hitotsubashi 1ni+ersit!)% Accordin to the report/ More than :' percent of companies "ithout unions ha+e an inhouse emplo!ee or ani=ation/ of "hich <' percent ha+e a Ffraternit!-t!peF or ani=ation/ and fe"er than &' percent ha+e an or ani=ation in "hich Femplo!ees ha+e a sa!%F The or ani=ation in "hich Femplo!ees ha+e a sa!F means those "ho replied that the! ha+e Flabor tal-s "ith mana ement on re+ision of "a es and matters pertainin to such "or-in conditions as "or-in hours/ holida!s and +acation and "elfare pro+isionsF or Flabor discusses production plans and mana ement polic!%F As for an indi+idual +oicin bod!/ a hi h of 8; percent of companies "ithout unions adopt a self-appraisal s!stem/ follo"ed b! the proposal s!stem (78%&D) and a round table discussion b! those responsible for personnel mana ement (&:%5D)% .+en amon companies "ithout unions/ 8&%& percent stress emplo!eesJ participation in decisions on "or-in conditions/ and 88%; percent stress their participation in formulation of strate ies/ thus sho"in an emphasis on emplo!eesJ o+erall participation in both areas% This/ it seems/ is the bac- round for introducin a +ariet! of in-house or ani=ations "here emplo!ees can ha+e a sa!/ the report anal!=es% The Aapanese emplo!ment s!stem has often been referred to as a Flifetime emplo!mentF s!stem% 3irms compete "ith each other e+er! sprin to recruit the best of the ne" uni+ersit! and hi h school raduates as re ular emplo!ees normall! determined as much b! the presti e attached to their uni+ersit! or school as b! academic record% Re ular emplo!ees enter the firm "ith the e4pectation that the! "ill be -ept on until the! reach the mandator! retirement a e of :'% The traditional Aapanese "a e s!stem "as based on seniorit!% Ho"e+er/ in recent !ears/ Aapanese companies increasin l! ha+e shifted to"ards a "a e s!stem that is lin-ed to performance because of increasin lobal competition and need to further moti+ate their "or-ers%

*articipation in the >or-erJs 9ompensation Insurance S!stem is mandator! for all firms in industr! and commerce% All medical e4penses are paid for in#ured "or-ers% Aapan has a uni+ersal health insurance s!stem/ under "hich all citi=ens can recei+e medical attention if the! become ill or in#ured% Businesses "ith at least fi+e "or-ers must pro+ide their emplo!ees and their families "ith o+ernment-mana ed health insurance or comprehensi+e insurance obtained from a health 78

insurance association% As of March 5@@@/ 7;%: million "or-ers participated in mana ed plans/ "hile 7&%: million had comprehensi+e insurance%

o+ernment-

9ollecti+e bar ainin is practiced "idel! in Aapan% In the pri+ate sector/ most aspects of labor mana ement relations are determined throu h collecti+e bar ainin % Ho"e+er/ issues affectin mana ement and production/ such as ne" plant and equipment and subcontractin usuall! are resol+ed throu h re ular consultations bet"een the unions and mana ement% ?o+ernment "or-ers ha+e limited collecti+e bar ainin ri hts% The ?o+ernment determines the pa! of public sector emplo!ees based on a recommendation b! the independent $ational *ersonnel Authorit! ($*A)% The $*A recommendation is based on "a e sur+e!s% Standards are set b! the MH,> and issued after consultation "ith the Standin 9ommittee on Safet! and Health of the 9entral ,abor Standards 9ouncil% Aapan has a total of 787 ,abor Standards Inspection Offices/ "hose staff carr! out safet! inspections and accident in+esti ations and pro+ide #udicial punishment for serious +iolations of the la"% As for recreation is concerned/ O+ertime accounted for @%< "or-in hours per month in the !ear &'''% In addition/ Aapanese "or-ers utili=ed rou hl! half of the paid holida!s and +acation da!s to "hich the! "ere entitled% The ?o+ernment of Aapan has set a oal to shorten the number of "or-in hours to 5/<'' per annum b! &''@% To attain its tar et/ the ?o+ernment is attemptin to ma-e Aapanese businesses adhere to the 8'-hour "or-"ee-/ is encoura in "or-ers to use their +acation da!s/ and is tr!in to reduce the number of o+ertime hours%

>

(SA ,abour unions date bac- to the late 5<th centur! in the 1SA/ althou h it "as not until the

late 5@th centur! that the JmodernJ labour mo+ement "as born% 1nions "ere or anised primaril! at the le+el of the "or-place/ and it "as at this le+el or the emplo!er le+el that their main acti+ities too- place/ "ith unions see-in to Jta-e "a es out of competitionJ and hence ma4imi=e membership "or-places and emplo!ers% ains b! co-coordinatin settlements across

7(

2espite these relati+el! conser+ati+e oals/ unions "ere initiall! able to ain emplo!er reco nition and en a e in meanin ful collecti+e bar ainin onl! "here their members had s-ill le+els sufficient to effecti+el! shut-do"n an emplo!er "ithout fear of bein replaced% The abundant suppl! of qualified colle e raduates and e4perienced "or-ers should create -een competition for #obs% O+erall emplo!ment of human resources/ trainin / and labor relations mana ers and specialists is e4pected to ro" faster than the a+era e for all occupations throu h &'5&% In addition to openin s due to ro"th/ man! #ob openin s "ill arise from the need to replace "or-ers "ho transfer to other occupations or lea+e the labor force% ,e islation and court rulin s settin standards in +arious areasToccupational safet! and health/ equal emplo!ment opportunit!/ "a es/ health/ pensions/ and famil! lea+e/ amon othersT "ill increase demand for human resources/ trainin / and labor relations e4perts% Risin healthcare costs should continue to spur demand for specialists to de+elop creati+e compensation and benefits pac-a es that firms can offer prospecti+e emplo!ees% .mplo!ment of labor relations staff/ includin arbitrators and mediators/ should ro" as firms become more in+ol+ed in labor relations/ and attempt to resol+e potentiall! costl! labor-mana ement disputes out of court% Additional #ob ro"th ma! stem from increasin demand for specialists in international human resources mana ement and human resources information s!stems%

11- P*RSO3A2 OBS*R0A!.O3S

Sponsorships of MBAs or en ineerin pro rammes are successful retention tools% There are a couple of popular models% Mana ers can ta-e short on-campus courses% Some companies pa! for courses "ith the rider that mana ers return to the compan! once the course is o+er% 3or instance/ 9o-e has started an internal cadre-buildin pro ramme that promotes the e4ecuti+e ( raduates and technical trainees) cadre to the mana ement cadre throu h a t"o-month course in H,RI%

7:

It has also started the *e asus pro ramme "here hi h-fliers interact "ith the 9.O at an offsite location% 9adbur! and H,, ha+e also ramped up the process of identif!in HI*Os in their respecti+e companies% IT companies are re-trainin mana ers in ne" soft"are/ "hich is "or-in as an important retention tool%

*rominent ban-s/ IT companies/ B*Os and 3M9? companies in Ban alore/ Mumbai and 2elhi share the an st of their emplo!ees in a different "a!% The! are on the donorsK lists of man! presti ious schools/ "hich reser+e some seats for them% Since donations are unaffordable for most emplo!ees/ this becomes a hu e add-on for them% A fe" M$9s also pro+ide children scholarships to some presti ious forei n uni+ersities%

Some companies are e+en alterin "or- schedules% *epsi has told its emplo!ees in the north to pac- up at :%7' e+er! >ednesda!% Accordin to San#a! ,uthra/ director of Mumbai-based B*O 7 ?lobal Ser+ices/ N>e also tr! and build a +er! creati+e "or- en+ironment "ith a multi-cuisine canteen/ "hich is con+erted into a discotheque once a "ee-% It has an arra! of recreational facilities includin a +ideo ame parlour/ and librar!%O

?aura+ ,ahiri/ head of Indian operations in HR consultanc! Ha! ?roup/ sa!s/ NThe -e! to talent mana ement is to identif! top e4ecuti+es and treat them differentl!% 9ross functional trainin is a must for such emplo!ees% *lus/ the strate ! is to create such a dominant "or- culture that emplo!ees find it difficult to ad#ust in some other or anisation%O I9I9I is one such compan! "hich follo"s this strate !%

>hen Bumar Man alam is concerned/ an! Birla stor! is about people% He #ust canKt ta-e his mind off people issuesQ this is one 9.O "ho loo-s at himself and his roup throu h people-focused lasses/ there are a select fe" 9.Os "ho act as enablers in the business/ b! identif!in the leaders in indi+idual businesses and set oals/ i+in freedom throu h e4plicit decision ma-in ri hts and a set of +alues and principles based on "hich decisions are to be made% .4plains Maira (HR .4ecuti+e)/ NItKs about mo+in from bein tacit to bein e4plicit 7;

NM! ob#ecti+e has been to build a meritocrac! and there are lots of nuances about it/O sa!s Birla and adds/O)ou are not tal-in about an ob#ect/ an or anisation is about people "ho ma-e it and it "ould continue to be m! focus in da!s to come%O ?ettin the ri ht people on board "as a priorit!/ and Birla "as "illin to do e+er!thin to rab them% Internall! it raised e!ebro"s/ not because scores of senior mana ers "or-in for the roup for decades had been as-ed to put in their papers/ but because a compan! "hich had ne+er in+ested much on HR "as suddenl! spendin Rs 5:-5; crore on mana ement de+elopment pro rammes "hich "ould later be called ?!anoda!a% 3or Birla/ people issues continue to attract ma4imum attention% One of the most important functions he has cornered for himself is a re ular performance appraisal for people "ho directl! report to him% Senior emplo!ees confide that itKs somethin he spends hours on% Bein the emplo!er of choice is an ob#ecti+e thatKs dear to his heart/ but Birla feels that thereKs still "a! to o on this front% On his short list of immediate priorities/ the one that is most prominent is/ N>e need to spend much more time roomin our bri htest stars%O

It seems simple% Ho"e+er/ balancin emplo!ee e4pectations "ith those of the compan! is easier said than done% .mplo!ee Relations in m! +ie" is an on oin acti+it!% It starts from the da! the emplo!ee is recruited/ "ith the trainin / induction process/ and oals and norms that are e4pected out of the emplo!ee% .4plainin the +ision and core +alues of the compan! so that the oals for the future are set strai ht% In the site reatplaceto"or-%com/ there seems to be one common factor in all 5''

companies "hich ot them to this reputation% The uni+ersal cause "as that all of them cherished and nurtured their human resource% >e mans 3ood Mar-etKs (U5 on &''( F5'' BestF list/ Supermar-et 9hain) Robert >e man/ sa!s F$o matter ho" much "e in+est in our emplo!ees/ the! i+e us more in return%F

As per Hert=ber theor! of moti+ation/ the first three needs are alread! met b! our parents and uardians% The monetar! needs/ social needs of communication/ and are ph!siolo ical needs are fulfilled b! our parents/ societ! or friends% The fourth need to be reco ni=ed and re"arded/ this is "here the emplo!er comes in% The desire to be reno"ned b! the emplo!er is the prime

7<

moti+atin factor% Moti+ation then initiates a c!cle of de+elopment for the emplo!ee% The emplo!er achie+es this b! en a in the emplo!ee decision ma-in and other acti+ities%

12- ,O3,2(S.O3 .ach compan! that I studied is from different sector and had a different modus operandi% 3rom a plant factor! to the hospitalit! sector a +er! important tool of .mplo!ee Relations is communication% It pla!s a crucial role in .mplo!ee Relations% It is important to moti+ate the emplo!ee and ma-e him a"are of the policies%

.mplo!ee Relations is necessar! in an or anisation as salt to food% As one canKt ima ine eatin food "ithout salt/ a compan! cannot run "ithout maintainin .mplo!ee Relations%

I noticed that internal recruitment pla!s a +er! important role in emplo!ee relations% Internal recruitment is "hen the compan! recruits someone from "ithin the or anisation to fill the +acancies/ as opposed to e4ternal recruitin i%e% recruitin from the open mar-et% Internal recruitment helps "ith the industrial relations since e4ternal recruitment can be seen as depri+in the "or-force of opportunit!% TAA has mi4ed recruitment% It follo"s internal as "ell as e4ternal% TAA has a 2atabase of *eople "ho "ant to see- emplo!ment% It is prepared on the basis of resumes left b! #ob-see-ers% *AR,. is stron follo"er of $atural succession% It stron l! belie+es in internal recruitment% If the compan! is loo-in at impro+in .mplo!ee Relations/ then internal resources should be the first considerations "hen plannin for recruitment% This is a +er! effecti+e means as man! qualified people can be reached at a +er! lo" cost to the compan!% The other ad+anta es are that the emplo!ees "ould brin onl! those referrals that the! feel "ould be able to fit in the or ani=ation based on their o"n e4perience% The or ani=ation can be assured of the reliabilit! and the character of the referrals% In this "a!/ the or ani=ation can also fulfill social obli ations and create ood"ill% 7@