PROJECT REPORT

ON
ROLE OF HR PLANNING IN RETENTION OF
EMPLOYEES

AT
INDIA YAMAHA MOTOR PVT. LTD. [IYM]
BY
JYOTI HOODA
Under guidance of
Mr. Vijay Khanna
1

Sr. Manager HR, IYM, Faridabad

ACKNOWLEDGEMENT

Completing a task is never one mans effort. It is often the result of invaluable
contribution of number of individuals in direct or indirect way in shaping success and
achieving it.

Through this column, I would like to express my heartiest gratitude to my project

guide and mentor, Mr. vijay khanna without whom this compilation wouldnt have
been possible. His invaluable experience and exceptional mentoring provided us
with gainful insights on practical applications of the topic, which was indispensable
for the successful completion of the project.

I also wish to thank Mr. Chetan Yadav

who intelligently provided valuable

knowledge inputs and guidance all through the project incubation period.

I also extend my sincere thanks to all the managers and officers, who spared their
valuable time and helping me out with this project.

I would like to thank all my teachers at AIMS and especially my mentor Mrs. Jaideep
Kaur without whose support this summer training would not have been possible.

Lastly, I would like to express my heartfelt appreciation to all those people who have
in their own way contributed towards the compilation of this report with their
suggestions, criticisms and advice.

JYOTI HOODA

DECLARATION

I hereby declare that this report titled Role Of HR Planning In Retention Of

Employees at IYM is my own & original work carried out by me during the year 2008-2010
under the guidance of Mr. Vijay Khanna in partial fulfillment of the requirement of Post
Graduate program in Management at ASIA PACIFIC INSTITUTE OF MANAGEMENT
STUDIES.

I also declare that this project is a result of my effort and no part of this project has been
published earlier or been submitted as a project by me for any degree or diploma for any
institute or university.

The above statement is true to the best of my knowledge.

JYOTI HOODA
JYOTI HOODA

AIMS
New Delhi

TABLE OF CONTENTS

Chapter No.

Description

Page No.

Executive summary

Introduction

YMC Products

13

Background

15

4.1

Milestones Of Yamaha

16

4.2

Foundation Of Yamaha

19

4.3

Yamaha First Motorcycle

20

4.4

About

22

4.5

Corporate Philosophy

25

4.6

IYM

28

4.7

Yamaha Mission

30

4.8

Yamaha Vision

31

Project of Title

32

Rationale of study

43

Objectives and scope of study

44

Logomark

Research Methodology

45

Analysis and Interpretations

46

10

Suggestions

55

11

Conclusions

56

12

Annexure

57

13

Bibliography

60

EXECUTIVE SUMMARY
6

In todays scenario, Human capital is acknowledged as one of the most potent sources in
contributing directly and significantly in the growth of any organization.

This project report present the study of HR Planning in IYM and how it is helpful in
retaining the employees in the organization.
It was a research conducted to get the feed back of the employees from different departments
that whether they are satisfied with the policies and practices of the organization or not.

After employees have been hired, trained and remunerated, they need to be retained and
maintained to serve the organization better. Any organization whether it is governmental,
non-governmental, trade unions, or employees association etc. have to maintain good
employee relation for better work place.
In todays competitive world every organization is geared towards maximum return with
minimum investment. Human Resource Management plays a vital role towards planning &
controlling cost effective manpower support.

This is widely affected by implementing

Effective HR planning which is the paramount part of this project

Channelising human energies in a predetermined desirable direction is not possible unless

harmonious relations are maintained among team members involved in business
development. The ways adopted by companies to manage grievances and stress and thereby
motivating the employees and reducing employee turnover were studied through the project.

INTRODUCTION

Yamaha Motor was founded on 1 July, 1955. Having started as a motorcycle manufacturer,
YMC has successfully diversified into several utility and leisure product lines. The arrays of
Yamaha products are Motorcycles, Scooters, all terrain vehicles, Golf cars, Outboard
motors, personal watercrafts, powerboats, Unmanned Helicopters, Industrial Engines, etc.
YMC, Japan is today a multinational Company creating high Quality products in 60 factories
across45countries.
India Yamaha Motor subsidiary of YMC Japan and was founded on 1st August 2001. At IYM,
there are two state of the art manufacturing plants in India i.e. Faridabad & Surajpur, where
a wide range of Motorcycles that meet international technology standards are manufactured.
These cater to domestic as well as international markets. The manufacturing unit follows
TPM, 5-S,and have in house machining,welding,electroplating and painting facilities.

In Yamaha Motor's story, you will recognize the spirit of challenge in these early
years that forged the company into the global corporate group it is today, in pursuit
of the perpetual goal of being best in the world market.

KANDO is Japanese word for expressing feelings of excitement and deep satisfaction.

Environmental Friendly and People Friendly

In product building and promotional efforts YAMAHA takes as one of the fundamental ideals
the concept that products which are people-friendly should also be environment-friendly, and
products that are environment-friendly should also be people-friendly. This concept is born of
our awareness that It is the Earth and irreplaceable natural environment that makes human
life possible. YMC supply the power that moves people and helps them live to their fullest
as human beings.
Yamaha vehicles have the practical advantage of using the minimum of energy for human
transport that means less negative impact on the environment.

Technological Innovation

At the heart of the efforts of environmental preservation are the environmental management
systems designed and implemented under the ISO 14001 International Standard. Under
the slogan Absolute Quality Control Yamaha was the early adapter of
comprehensive quality control systems and quick to put in place a TPM (Total
Productive Management) program.

Energetic Pursuit of Sports

Yamaha Motor offers full lineups of products designed with know how and technologies born
of rich experience in the race arena and built with framed quality to answer all the desires of
people to seek the ultimate joys of motor sports and pleasure riding.

10

Producing Means to an Active Life

At Yamaha business and leisure are treated as insuperable parts of life that is reason of
striving to help bring people around the world a more active life.

Pursuing the Ultimate in Personal Vehicles

Ever since the founding YMC has been a company that continues to develop its expertise in
the fields of small engines and FRP (fiber glass reinforced plastics) manufacturing, as well
as electronic control technologies. Yamaha pursue the ideals of building products of High
Quality and High Performance.

Welfare Activities

Training Activities Medical Facilities

For providing domicililary treatment to the employees and their dependents, a dispensary
and a full time doctor is available in the plant.

Group Accident Insurance Scheme

Employees not covered under ESI are automatically under the Companys Group Accident
Insurance Scheme.

Provision of Loans
11

Loan can be obtained by members for purpose such as marriages, purchase of land,
construction of house, long term medical treatments, natural calamities etc.

Benevolent Fund
For providing financial help as a responsible corporate citizen, Rs. 200,000 are given to the
family of deceased employee.

Service Awards
In appreciation of the long association, the company gives service awards as a mark of
honour to the employees.

Scholarships
Scholarship is offered to the children of all employees.

Training Activities
There are three training centres all over India. The company is concerned with the personnel
growth and development of employees and sponsors them for various training and
development programs.

Transportation
Subsidized transportation is provided for residents of Delhi and Palwal.

12

YMC PRODUCTS

Onroad sports bike

Snow mobiles
Super sports bike
Motor crossers
Racing dinghies
Scooters
Golf cars
Electro-hybrid bicycles
Land cars
Business use scooters
Snow mobiles

LAND

Large sized Outboard motors

American style cruiser
Sale boats
Sports fishing boats
Trail bikes
Personal water craft
Sports boats
Jet boats
Outboard motors
Four stroke outboard motors
FRP fishing boats
Two stroke Outboards

MARINE

Water pumps
Amusing pools
OES Truss Artificial Reefs
Industrial use unmanned helicopters
13

ATVs
Commercial use generators
Automatic feeders
Surface mounters
Wheel chair mounter
Built-in type water purifiers

OTHERS

BACKGROUND

Ever since its founding as a motorcycle manufacturer on 1 st July, 1955,Yamaha Motor

Company has worked to build its products which stand among the very best in the world
through its constant pursuit of quality; and at the same time, through these products, it has
sought to contribute to the quality of life of people all over the world. Following on the
success of our Motorcycles, Yamaha being manufacturing Powerboats and out boards motors
in 1960. Since then, engine and FRP technology were used as a base to actively diversify and
globalize the area of business. Today our fields of influence extend from the land to the sea
14

and even into the skies as our business divisions have grown Motorcycles operations to
include Marine operations, Power Product operations, Automotive operations, Intelligent
Machinery operations, Aeronautic operations and PAS operations.

India Yamaha Motor operates from its state-of-the-art-manufacturing units at Faridabad in

Haryana and Surajpur in Uttar Pradesh and produces motorcycles both for domestic and
export markets. With a strong workforce of 3000 employees, India Yamaha Motor is highly
customer-driven and has a countrywide network of over 400 dealers.The company pioneered
the volume bike segment with the launch of its 100 cc 2-stroke motorcycle RX 100. Since
then, it has introduced an entire range of 2-stroke and 4-stroke bikes in India. Presently, its
product portfolio includes Crux (100cc), Alba (106cc), Gladiator (125cc) & YZF R15
(150cc)

Milestones Of Yamaha

1960 :

Indian partners, Escorts Group secured license under technical

collaboration with CEKOP
Poland.

196 :
1

Obtained 23 acres of land for separate factory.

196 :

Assembly and partial manufacturing started in Plant 1.

15

2
Introduction of Motorcycles with technical collaboration
with M/s CEKOP of Poland.

196 :
4

Machinery was installed in the new building

196 :
5

Manufacturing activities shifted from Plant 1 to the

present building of YMI Faridabad.

197 :
0

Introduction of scooters.

197 :
2

GTS a small Motorcycle was introduced.

197 :
9

Entered in a technical collaboration with YMC of Japan for

manufacturing of 350cc Motorcycles.

198 :
2

R&D section shifted to 19/2 Mathura Road, Faridabad.

198 :
3

Letter of intent obtained for manufacture of 100cc

Motorcycles.
Launched 350cc Motorcycles in the maekert all over India.
Setting up of CNC CELL in the organization.

198 :
4

On identified scale, manufacturing facilities of various

components were improved upon by introduction of 4th
generation machinery equipments.
To cater to the urban population demand for a few
efficient and sleek looking Motorcycles, 175cc Super-D
Model was introduced.
16

Surajpur plant was established in NOIDA.

198 :
5

Started manufacture of RX-100 cc Motorcycle with

technical collaboration with Yamaha Motors Company of
Japan, at Surajpur plant situated at 30 km from Delhi in UP
state.

198 :
6

Installed UYEMURA, automatic eltroplatic plant.

198 :
9

Introduction of Indicators the existing 175cc Rajdoot

Motorcycles.

199 :
0

Upgradation of the 175cc Motorcycle by introducing newer

technology and styling such as bringing in of Excel-T with
Telescopic front forks/modern style.

199 :
3

Electronic Ignition system of Rajdoot launched.

199 :
5

Started manufacturing 50cc Moped on 31st March 1995.

199 :
6

ISO 9001 was conducted. Joint venture with Yamaha

Motors Limited Japan.

199 :
7

Launched of Yamaha RXZ and 175cc Escorts ACE.

199 :
8

YBX 4 stroke Bi- wheeler was launched.

Implemented Incentive Scheme to improve upon

productivity.Concentrated on product improvement and
manufacturing facility.

17

200 :
0

The share of Yamaha Motor has increased to Yamaha 74%

and Escorts 26%.
YD125 4- stroke Bi wheeler was launched.

200 :
1

YMEL became a total subsidiary of YMC and its name

changed from YMEL to YMI.

200
4

Launched Fazer

200
6

Launched Gladiator
Launched R 15 & FZ 16

200
8:

Foundation of YAMAHA

18

Genichi Kawakami (1912-2002)

Founder Yamaha Motor Co. Ltd

It all began when then president of Nippon Gakki, (now Yamaha Corporation,)
Genichi Kawakami, put to use some machining equipment used in the production of
metal airline propellers to develop the first Yamaha motorcycle. It was the YA-1,
nicknamed Aka-tombo which means red dragonfly. With a starting capital of 30
million yen, 274 employees and two single-story wooden factory buildings with a
capacity to turn out 200 motorcycles a month, the fledgling company dared to
confront competition, a will that came to forge the company spirit of challenge.
Yamaha entered the first YA-1 in the Mt. Fuji Ascent Race and won. From there on,
our employees moved with determination from one challenge to the next, working as
a team, sharing victories and setbacks.

Yamaha's First Motorcycle

YA-11955(1955)
This was Yamahas first motorcycle. At a time when motorcycle design was
dominated by imposing all-black styling, the YA-1 with its simple form and modern
19

chestnut red coloring, quickly became popularly known by the nickname Akatombo (the Red Dragonfly). Whats more, it immediately demonstrated its high
performance by winning the 3rd Mt. Fuji Ascent Race in July of 1955, and then
swept the top places in the ultra-light class of the 1st Asama Highlands Race of the
All Japan Endurance Championships. In an era when the national average starting
salary of a male college graduate was 10,780 yen, this model, priced at 138,000 yen,
was a coveted extravagance beyond the reach of most users.

'Overall length x width x height: 1,980mm x 660mm x 925mm

Weight: 94kg
Engine-type: Air-cooled 2-stroke 1-cylinder 123cc
20

Maximum power output: 5.6ps/5,000rpm

Maximum torque: 0.96kg-m/3,300rpm

21

ABOUT LOGOMARK

The YAMAHA brand has its roots in the name of our founder, Torakusu Yamaha.
Familiar with western science and technology from his youth, Yamaha initially found
employment repairing medical equipment. This led to a request to repair a organ, a
project that resulted in the birth of the Yamaha brand. Confident of the potential of
his business, Yamaha struggled against great odds to establish Yamaha Organ
Works. Entrepreneurial spirit, far-sightedness, and determination to overcome
difficulties fueled his passion to succeed. This same spirit formed the foundation of
the Yamaha brand, and is a vital legacy of Yamaha Corporation today.

22

The Tuning Fork Mark

The three tuning forks of the Yamaha logo mark represent the cooperative
relationship that links the three pillars of our business -- technology, production, and
sales. They also evoke the robust vitality that has forged a reputation for sound and
music the world over, a territory indicated by the enclosing circle. The mark also
symbolizes the three essential musical elements: melody, harmony, and rhythm.

23

What is Kando?

Kando is a Japanese word for the simultaneous feeling of deep satisfaction and
intense excitement that people experience when they encounter something of
exceptional value.
At Yamaha MOTOR we believe that Kando can be generalized by the products and
services that surpass customers expectations.
Yet for all the emotional evaluation Kando provides, the feeling can be short lived,
and people may be touched only for a moment. Therefore, our challenge is to make
sure that all our products and services genuinely thrill, impress and touch customers
heart at the first time and every time. We strive to achieve our corporate mission by
adhering to these principles.
We must remain keenly aware of customer evolving needs company provided them
quality products and services of exceptional value that surpass their expectations.
We can as we will earn a fair profits by putting forth a superior efforts to satisfy our
customers.
As a good corporate citizen we act from a world wide perspective and in accordance
with global standards. We will work locally to better the social environment and
think globally in helping and preserve the natural environment.

24

Corporate Philosophy

25

Corporate Philosophy

Creating kando with products and services that exceed your expectations .

Yamaha works to realize our corporate mission of creating Kando

Yamaha Motor is a company that has worked ever since its founding to build
products defined by the concepts of high-quality and high-performance and light
weight and compactness as we have continued to develop new technologies in the
areas of small engine technology and FRP processing technology as well as control
and component technologies. It can also be said that our corporate history has
taken a path where people are the fundamental element and our product creation
and other corporate activities have always been aimed at touching peoples hearts.
Our goal has always been to provide products that empower each and every
customer and make their lives more fulfilling by offering greater speed, greater
mobility and greater potential. Said in another way, our aim is to bring people
greater joy, happiness and create Kando* in their lives.
As a company that makes the world its field and offers products for the land, the
water, the snowfields and the sky, Yamaha Motor strives to be a company that offers
26

new excitement and a more fulfilling life for people all over the world and to use
our ingenuity and passion to realize peoples dreams and always be the ones they
look to for the next Kando.

27

India Yamaha Motor Pvt. Ltd. (IYM)

Head Office: A-3 Surajpur Industrial Area, Noida-Dadri Road, Surajpur - 201306,
Distt. Gautam Budh Nagar, U.P., India
Foundation: Oct. 17, 2007
Start of operation: April 1, 2008
Headed by: Mr. Tsutomu Mabuchi, Managing Director and Chief Executive Officer
Capital: 1.5 billion rupee (as of Mar. 5, 2008), with plans to eventually increase
capital to 5.6 billion rupee (approx. 16 billion yen)
Capital ratio: 70% by Yamaha Motor Co. Ltd., 30% by Mitsui & Co., Ltd.
Number of employees: 3262 (approx.)
Areas of business: Development, manufacture and sales of motorcycles, spare parts
and accessories. Export of locally assembled motorcycles and parts

28

Location of YAMAHA Motor

29

YAMAHAS MISSION

Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive
design & innovative technology. Our innovative solutions will always exceed the
changing needs of our customers and provide value added vehicles.

Build the Winning Team with capabilities for success, thriving in a climate for
Action and delivering results. Our employees are the most valuable assets and
we intend to develop them to achieve international level of professionalism with
progressive career development. As a good corporate citizen, we will conduct our
business ethically and socially in a responsible manner with concerns for the
environment

Grow through continuously innovating our business processes for creating the value
and knowledge across our customers thereby earning the loyalty of our partners &
increasing our stakeholder value.

To attain organization excellence by developing and inspiring the potential of

Yamahas human Capital & providing opportunities for growth innovations &
enrichment.
Yamaha is committed to make products that benefits from the skills and technology
used by the Yamaha world wide. To fulfill customer satisfaction and meet the need of
Indian market YMI plans to produce one or more model in the first year, four models
in the three years.
To achieve this goal YMI will pursue 3 major objectives within the company.
The first is the customers satisfaction YMI is trying to do whatever is necessary to
improve their dealer network to make its customer comfortable while dealing with
Yamaha MOTOR.
The second is strengthening research and development. It is the mission of YMI to
constantly product what customers are looking by analyzing market trends and
changes. In this regard its motto is Speed, quality, Yamahas original design.
The third objective is optimizing the internal working system. One of the policies
of YMI is that all its employee work together as one, aiming at a common goa

30

YAMAHAS VISION

We will establish YAMAHA the exclusive & trusted brand of customers by

creating Kando (touching their hearts) the first time and every time with the
world class products & services delivered by the people having passion for
customer.

31

Project Title
TO STUDY THE ROLE OF HR PLANNING IN RETENTION OF
EMPLOYEES IN YAMAHA

Human Resources are the most important assets of an organization. An organization can not
survive if its human resources are not managed well. In todays scenario retention of
employee has become a crucial task for any Organization. Key employee retention is critical
to the long term health and success of an organization. Managers readily agree that retaining
best employees ensures customer satisfaction, product sales, satisfied coworkers and
reporting staff, effective succession planning and deeply imbedded organizational knowledge
and learning so employee retention matters.

Organizational issues such as training time and investment; lost knowledge; mourning,
insecure coworkers and a costly candidate search aside, failing to retain a key employee is
costly. Various estimates suggest that losing a middle manager costs an organization up to
100 percent of his salary. The loss of a senior executive is even more costly.
Employee retention is critically important for a second societal reason, too. Over the next
few years while Baby Boomers (age 40 to 58) retire, the upcoming Generation X population
numbers 44 million people (ages 25-34), compared to 76 million Baby Boomers available for
work. Simply stated: there are a lot fewer people available to work.

ROLE OF HR DIVISION
The major role of HR Division is to make the company profitable and smoothly
operable through induction and retention of Quality Manpower and creating an
environment which will lead to high motivation, high Productivity & positive
attitude.
The main objective of HR is to make Yamaha an excellent company through
transparency, fairness & competitiveness in all aspects of day to day working.
In HR we deal with the all employee related activities:
To Recruit, Train and Develop competent Human Resources on an ongoing basis
for optimum performance.
To build employees into teams to enable them to enjoy a challenging, fruitful and
fulfilling career with Yamaha.
32

To develop a culture rooted in concern for excellence, leading to outstanding service

to internal as well as external customers.

HR PRACTICES IN YAMAHA

FUNCTIONS OF PERSONNEL DEPARTMENT

Various Functions carried out under the personnel department at India Yamaha
Motors are as follows:

1. Man Power Planning

It is one of the most important functions of the personnel department. Human
resources of manpower planning is the process by which management determines
how an organization should move from current manpower position to the desire
manpower position. It analyzes the present and future vacancies that may occur as a
result of transfers, promotions, sick leaves, leave of absence, or other reasons and
analysis of present and future expansion or curtailment in various departments.
Through planning, management strives to have right no. and right kind of people at
right places and the right time to do the things which result in both the organization
and the individual receiving the maximum long range benefits.
The planning of manpower as carried out by IYM is done with the job analysis that
is procedure by which pertinent information obtained about a job or it can also be
said that it is a detailed and systematic study of information relating to the
operations and responsibility of specific jobs. This process of obtaining all pertinent
job fact is carried out through job description and job specification. Job description
and specification is written where in job description responsibility and requirements
of a particular job where as in job specification the requirements sought is an
individual workers in a given job.

33

2. Employment
It is another important operative function of the personnel department and carried
out by internal and external sources. The internal sources are within the
organization, where every any vacancy occurs, somebody within the organization is
upgraded, promoted and transferred. The external sources are those who are new
entrants to the labour force or some who are retired and experienced persons such
as for security of unemployed persons. Employment of manpower is carried though a
number of private employment agencies or state agencies. The process of
employment involves three stages viz. recruitments, selection and placement. It is the
determination of the job to which an accepted candidate is to be signed and his
assignment to that job.

3. Induction and Orientation

It means the introduction of an employee to the organization and the job by giving
him all possible information about the organization history, objectives, philosophy,
policies, future development opportunities, products goodwill in the market and
community and by introducing him to other employees with whom and under when
he has to work. This program is carried out by the personnel department. Here the
new entrants are sent to every department to introduce himself to the staff that
department, to get him accustomed to the work environment and providing him an
insight of how work is done in that department.

4. Training and Development

It is a complex process and is concerned with increasing the capabilities of
individual and groups so that they may contribute effectively to the attainment of
organizations goals. The term training development and education training is a
process of learning a sequence of programmed behavior. It is an application of
knowledge which gives people an awareness of rules and procedures to guide their
behavior and to improve their performance on the current job. Development is a
related process which also brings about growth of the personality, help potential
capacities. Training and development is carried out after assessing the training
needs of an employee.

5. Personnel Research
This is carried out by the personnel department which conducts study and survey on:
Employment turns over (exit interview)
34

 Absenteeism
Wage Survey

6. Personnel Budget
This budget is prepared by the personnel department which takes into account all the
costs, expenses and profit to be generated in the year.

7. Compiling Skill Inventory

The personnel department looks out the following functions:
Performance Appraisal
Confirmation/Increment/Promotion
Maintain personal files of all employees
Data Bank of all employees and individual history sheet.

8. Industrial Relations
Industrial relations refer to the dynamic development concept which not only unites
the complex relation between trade unions and management but also refers to the
general web of relationship. It poses one of the most delicate and complex problem
to the modern industrial society. Normally, obtaining between employer and
employee-web much more complex than the labor concept of labor capital
35

conflict. The concept of IR has been extended to denote the relation of state with
employer, worker and their organization. The subject, therefore includes individual
relation and join consultation between employer and worker at their place of work,
collective relation between employer and their organization and trade union, a part
played by state in regulation these relation.
The function of IR is carried out through the following way in IYM.
Labor laws are industrial and statutory registers are maintained according to these
laws.
Liaison with labor department and other civic authorities are maintained so as to
carry out different functions relating to industrial peace.
Submission of returns under various labour laws.
Implementation of standing order and Contract Act.

9.Formation of various statutory committees such as:

Workmen Committee
Canteen
Safety
10. Negotiation with union
11. Disciplinary Proceeding
12. Attending Conciliation/ labour court
13. Grievance handling/ counseling
14. Conducting workmen classes.

36

HR PRACTICES IN YAMAHA
BUSINESS
PLAN

HR STRATEGY

Compensation
Benchmark for
competitivenes
sInternal equity
Pay for
Clear guidelines
performance

Recruitment:
Regular
Probationer
Trainee.
Casual .
Contractual

Organization
development
Org .Restructure
Job description
Competency
37
mapping

Training &
Development:
In-house training
External training
On the job
Overseas
training Training

Performance
Mgt. System:
Appraisals
Increments
Promotions
Performance
Rewards

Employee
Relations
Implemen
Best
t Practices
Improve Employee
Employer Relation
Engagement
Programs

Competitiveness!
Competitiveness!
Transparency!
Fairness!

HR VALUES
Yamaha Values all its employees for the contributions they make to the
accomplishment of the organization's mission. It believes that all employees can be
developed & groomed to attain their true potential for which, HR Programs &
Services are formulated and delivered to improve opportunities for them to develop:

Work skill
Commitment
Innovation
Integrity
Respect
Teamwork
Communication

38

ORGANIZATION STRUCTURE OF HR DIVISION

H.R. DIVISION

HRM

HRM

EMPLOYEE
RELATION

HRD

INS/BUDGET
H.R.M. FBD

MIS

HRD

39

RECRIUTMENT

RECRIUTMENT

HUMAN RESOURCE POLICIES

Human resource policies are systems of codified decisions, established by an

organization, to support administrative personnel functions, performance
management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual set
of human resource policies.

HR policies allow an organization to be clear with employees on:

The nature of the organization what they should expect from the company
What the company expects of them how policies and procedures work at your
company

What is acceptable and unacceptable behaviour the consequences of

unacceptable behaviour.

The establishment of policies can help an organization demonstrate that it

meets requirements for diversity, ethics and training. In order to fire a person
it may be necessary to show cause compliant with employment contracts and
collective bargaining agreements; the establishment of HR Policies to
document steps in procedures, including disciplinary procedures, is now
standard.

Reasons for attrition40

Higher salaries: Pay is the number one area in which employees seek change.
Internal pay equity: employees are concerned particularly with pay compression, the
differential in pay between new and longer term employees.

Benefits programs, particularly health and dental insurance, retirement, and Paid Time
Off / vacation days: Specifically, many employees feel that their health insurance costs too
much, especially prescription drug programs, when employers pass part of their rising costs
to employees.

Over-management: Workplaces with less employee empowerment, less employee

enablement, and narrow spans of control by managers, will see more complaints.

Pay increase guidelines for merit: Employees believe the compensation system should place
greater emphasis on merit and contribution.

Human Resources department response to employees: The Human Resource department

needs to be more responsive to employee questions and concerns. In many companies, the
HR department is perceived as the policy making, policing arm of management.

Favoritism: Employees want the perception that each employee is treated equivalently with
other employees. If there are policies, behavioral guidelines, methods for requesting time off,
valued assignments, opportunities for development, frequent communication, and just about
any other work related decisions you can think of, employees want fair treatment.

Communication and availability: Employees want face-to-face communication time with

both their supervisors and executive management. This communication helps them feel
recognized and important.

Workloads are too heavy: Departments are understaffed and employees feel as if their
workloads are too heavy and their time is spread too thinly. It is becoming worse as layoffs.

41

Facility cleanliness: Employees want a clean, organized work environment in which they
have the necessary equipment to perform well.

Ways to retain the employees

The ability of the employee to speak his or her mind freely within the organization is a key
factor in employee retention. Frequent employee complaints center on these areas.

Talent and skill utilization is another environmental factor for employee retention. A
motivated employee wants to contribute to work areas outside of his specific job description.

The perception of fairness and equitable treatment is important in employee retention.

Every employee wants to be treated as same.
The easiest to solve, and the ones most affecting employee retention, are tools, time and
training. The employee must have the tools, time and training necessary to do their job well
or they will move to an employer who provides them.

Your best employees, those employees you want to retain, seek frequent opportunities to
learn and grow in their careers, knowledge and skill. Without the opportunity to try new
opportunities, sit on challenging committees, attend seminars and read and discuss books,
they feel they will stagnate. A career-oriented, valued employee must experience growth
opportunities within your organization.

Always consider the skill and abilities of employees. The president of a small company or a
department or division head in a larger compan. take time to meet with new employees to
learn about their talents, abilities and skills.It should have to be done.

No matter the circumstances, never, never, ever threaten an employee's job or income.
Even if you know layoffs loom if you fail to meet production or sales goals, it is a mistake to
foreshadow this information with employees. It makes them nervous,it should be avoided.
42

RATIONALE OF THE STUDY

Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be of tremendous benefit to any
company, as happy workers will be more likely to produce more, take fewer days off, and stay
loyal to the company. There are many factors in improving or maintaining high employee
satisfaction, which wise employers would do well to implement.

To measure employee satisfaction, many companies will have mandatory surveys or face-toface meetings with employees to gain information. Both of these tactics have pros and cons,
and should be chosen carefully. Surveys are often anonymous, allowing workers more
freedom to be honest without fear of repercussion. Interviews with company management can
feel intimidating, but if done correctly can let the worker know that their voice has been
heard and their concerns addressed by those in charge. Surveys and meetings can truly get to
the center of the data surrounding employee satisfaction, and can be great tools to identify
specific problems leading to lowered morale.

43

OBJECTIVE AND SCOPE OF THE STUDY

To identify variables which have a significant impact on the retention of employees:Identify prominent areas of attribution among the employees.
Assessing and improving employee satisfaction
Judge the level of workforce engagement
Gauge and reinforce the organizational culture and climate
Improve the retention levels in the organization
Provide insight and reinforce the organizational values and ethos
Assisting in the optimal utilization of resources
Assisting in managing and incorporating change in the organization
Examine the past objectives and help in setting the same for the future
Improve communication and understanding of employee's issues & expectations

44

RESEARCH METHODOLOGY

Research is an organized inquiry designed and carried out to provide information to solve
the problem. The fact, search is an art of scientific investigation of a certain problem.
Research is the process of systematically obtaining accurate answers to significant and
pertinent questions by the use of the scientific methods gathering and interpreting
information.

a.

Sample size:
Sample size is 50. Data was analyzed by surveying employees from different
departments.

b.

Sample design:
This part is done through discussing and analyzing with my project guide and
referring to the subject regarding this topic. It was a random sampling.

c.

Mode of analysis:
45

The methods used to analyze the data are as follows:

d.

e.

1)

Interpret and analysis of the data and present it in a proper manner.

2)

Uses of Microsoft excel for preparation of graph.

Methods of Data Collection- Questionnaires

Tools of Data Analysis - Quantitative and Qualitative tools.

Analysis and Interpretation

Q1:

Are you aware of Yamahas HR policies ?

a)
Fully aware
b)

Partially aware

c)

Not aware

46

Awareness of HR policies

30%

30%
fully aware
partiaextent
not aware
and
8lyee

that upction.

40%

222222222222
222222222222
222222222222
222222222222
222222222222
222222222222
222222222222
222222222lly
aware

Analysis and Interpretation of question-1

The graph shows 30% employees are fully aware, 30% are partially aware and 40% of the
employees are not at all aware.
Thus, the employees of the company should be fully aware of the HR policies

Q2:

Do you know about the retention policies of Yamaha ?

a)
Yes
b)

Partially

c)

Not at all

47

Analysis and Interpretation of question-2

35% of employees are aware of the retention policies, 44% of them are partially aware
whereas 21% are not at all aware.
Unaware people should be made aware of these policies.

Q3: How much cooperative your colleagues are?

a. Least cooperative
b. Reasonably cooperative
c. Non cooperative

48

Analysis and Interpretation of question-3

10% of colleagues are non-cooperative whereas 63% of them are reasonably cooperative.
There should be more of cooperation among the colleagues.

Q-4: Does your supervisor give you effective feedback on a regular basis?
a)
Yes
b)

Depends on the employees

c)

Not at all

49

Graph4: Does superior gives effective feedback on regular

basis
100
90
80
70
60
Percentage 50
40
30
20
10
0

Yes
Depends on the
employees
Not at all

Yes

Depends on the
employees

Not at all

Analysis and Interpretation of question-4

It is clear in the graph that 100% of the employees say that the superior gives them effective
feedback on a regular basis.
Q5:

Do you think that performance appraisal is the tool that improves employees
performance level?
a)
To a great extent
b)

To some extent

c)

Not at all

50

Analysis and Interpretation of question-5

68% of the employees believe that employees performance appraisal, 21% says to some
extent and 11% says it does not improve.

Q6: Are you capable of achieving goals set for you?

a)
Consistently
b)

Occasionally

c)

Never
Graph6: Capability of attaining the set goals

100%
90%
80%
70%
60%
50%
40%

Consistently

30%

Occassionally
Never

20%
10%
0%
Consistently

Occassionally

Never

Opinion of employees

Analysis and Interpretation of question-6

The graph shows 100% of the employees are consistently capable of attaining their set goals.
The target achieved by the employees may be vis--vis the target achieved last year.

Q7:

Does your company provide safety measures at your work place?

a)
To a great extent
51

b)

To some extent

c)

Not provided

Analysis and Interpretation of question-7

56% of the employees say that the company provides such measures at workplace, whereas
12% believe the company does not.

Q8:

Does company perform exit interviews?

a)
Yes
b)

No

52

Analysis and Interpretation of question-8

67% say that the company takes exit interviews while 33% of them says that the company
does not take.

Q9:

Does your co-workers and superiors help you to cope up with your poor
performance?
a)
To a great extent
b)

To some extent

c)

Not at all

53

Graph 9: Support of co-workers and superiors

Not at all
0%

To some extent
47%

To some extent
To a great extent

To a great extent
53%

Not at all

Analysis and Interpretation of question-9

The graph shows 53% of the employees say up to great extent their co-workers and superiors
help them to cope up with their poor performance and 47% say to some extent.
Company can also concentrate on designing and implementing proper in-house counseling
program through group discussions/ personal interaction.

Q10: Does your superiors discuss your conflicts and problem?

a)
Occasionally
b)

Regularly

c)

Not at all

54

Analysis and Interpretation of question-10

54% of people say they are involved in discussions occasionally, 26% believe regularly and
rests 20% are not at all involved.

55

SUGGESTIONS

1. Company should improve on method of conduction of exit interviews.

2. Setting targets and establishing managerial accountabilities in respect of retention.
3. There should be good communication among the departments.
4. Select more rigorously, based on fit to the organization.
5. Emphasize teamwork and employee engagement.
6. Train employees more intensively and broadly.
7. Rewards and benefits should be given to employees for their better performance.

56

CONCLUSION

During the completion of my summer training I have drawn following conclusions

Majority of the employees are not aware of the HR policies of the company.
Majority of the employees are cooperative with their colleagues.
Company has a regular feedback system which shows proper involvement of
the employees.
Safety conditions are proper at workplace showing working environment is
congenial.
Exit interviews are conducted for improvement of retention policy in future.

The company follows good HR policies with no personal bias and it results in individual`s
best contribution towards the organization. But there are some loopholes in the system that
should be analyzed and corrective measures should be taken.

57

ANNEXURES:
Questionnaire used for data collection
Name:
Age:
Gender:
Qualification:
Experience:
Department:

Q1:

Are you aware of Yamahas HR policies ?

a) Fully aware
b) Partially aware
c) Not aware

Q2:

Do you know about the retention policies of Yamaha ?

a) Yes
b) Partially
c) Not at all

Q3: How much cooperative your colleagues are ?

a)
Least cooperative
b)

Reasonably cooperative

c)

Non cooperative

Q4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depend on the employees
c) Not at all

Q5:

Do you think that performance appraisal is the tool that improves employees
performance level?
a)
To a great extent
58

b)

To some extent

c)

Not at all

Q6: Are you capable of achieving the goals set for you?
a)
Consistently

Q7:

Q8:

b)

Occasionally

c)

Never

Does your company provide safety measures at your work place?

a)

To a great extent

b)

To some extent

c)

Not provided

Does company perform exit interviews?

a)
Yes
b)

Q9:

No

Does your co-workers and superiors help you to cope up from your poor
performance?
a) To a great extent
b) To some extent
c) Not at all

Q10: Does your superiors invite you for discussion about the conflicts and problem?
a)
Occasionally
59

b)

Regularly

c)

Not at all

60

BIBLIOGRAPHY:

For the purpose of this study, some broad sources of literature were referred to:

Textbooks

i)

Human Resource and Personnel Management- By K.Ashwathappa

ii)

The essence of Human Resource Management- By Eugene Mc Kenna

iii)

Organizational Theory- By Gareth Jones

iv)

Organizational Behavior- By Stephen Robbins

Internet Portals

www.yamaha-motor-india.com

www.google.com

www.humanresourcesmagazine.com.au

Intranet of Yamaha

61