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Human resources are the set of individuals who make up the workforce of an organization, business sector or an economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used include "manpower", "talent", "labor", and simply "people".
The term in practice In the corporate vision, employees are viewed as assets to the enterprise, whose value is enhanced by development. Hence, companies will engage in a barrage of human resource management practices to capitalize on those assets. In governing human resources, three major trends are typically considered: 1. Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc. 2. Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc. 3. Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc. In regard to how individuals respond to the changes in a labor market, the following must be understood: Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with the pay offered, and the transportation and infrastructure of the area also influence who applies for a post. Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure, namely, craft (loyalty to the profession), organization career (promotion
through the firm) and unstructured (lower/unskilled workers who work when needed). Generational difference: different age categories of employees have certain characteristics, for example, their behavior and their expectations of the organization.
Concerns about the terminology One major concern about considering people as assets or resources is that they will be commoditized and abused. Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise. The 2000 revision of ISO 9001, in contrast, requires identifying the processes, their sequence and interaction, and to define and communicate responsibilities and authorities. In general, heavily unionized nations such as France and Germany have adopted and encouraged such approaches. Also, in 2001, the International Labour Organization decided to revisit and revise its 1975 Recommendation 150 on Human Resources Development. One view of these trends is that a strong social consensus on political economy and a good social welfare system facilitates labor mobility and tends to make the entire economy more productive, as labor can develop skills and experience in various ways, and move from one enterprise to another with little controversy or difficulty in adapting. Another important controversy regards labor mobility and the broader philosophical issue with usage of the phrase "human resources". Governments of developing nations often regard developed nations that encourage immigration or "guest workers" as appropriating human capital that is more rightfully part of the developing nation and required to further its economic growth. Over time, the United Nations have come to more generally support the developing nations' point of view, and have requested significant offsetting "foreign aid" contributions so that a developing nation losing human capital does not lose the capacity to continue to train new people in trades, professions, and the arts.
talent management. company consolidation. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement. succession planning. assessment. industrial and labor relations. while also overseeing organizational leadership and culture. and ensuring compliance with employment and labor laws. HR now focuses on strategic initiatives like mergers and acquisitions. selection. HR is a product of the human relations movement of the early 20th century.HUMAN RESOURCE MANAGEMENT Human resource management (HRM or simply HR) is the management of an organization's workforce. and rewarding of employees. training. Page 4 . It is responsible for the attraction. or human resources. The function was initially dominated by transactional work such as payroll and benefits administration. when researchers began documenting ways of creating business value through the strategic management of the workforce. but due to globalization. and further research. and diversity and inclusion. technological advancement. HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union).
HISTORY Antecedent theoretical developments HR spawned from the human relations movement. He eventually keyed in on one of the principal inputs into the manufacturing process—labor—sparking inquiry into workforce productivity. Frederick Herzberg. whose Hawthorne studies serendipitously documented how stimuli unrelated to financial compensation and working conditions—attention and engagement—yielded more productive workers. professional associations. Contemporaneous work by Abraham Maslow. which began in the early 20th century due to work by Frederick Taylor in lean manufacturing. striving to improve economic efficiency in manufacturing jobs. Page 5 . To train practitioners for the profession. Taylor explored what he termed "scientific management" (later referred to by others as "Taylorism"). Academic and practitioner organizations likewise seek to engage and further the field of HR. as evidenced by several field-specific publications.Whereas in startup companies HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. Kurt Lewin. The movement was formalized following the research of Elton Mayo. larger companies typically house an entire functional group dedicated to the discipline. Max Weber. with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. and David McClelland formed the basis for studies in organizational behavior and organizational theory. institutions of higher education. giving room for an applied discipline. and companies themselves have created programs of study dedicated explicitly to the duties of the function.
Likewise. consequently. became the dominant term for the function—the ASPA even changing its name to SHRM in 1998. what would later become the largest professional HR association—the Society for Human Resource Management (SHRM)— was founded as the American Society for Personnel Administration (ASPA). the world's first institution of higher education dedicated to workplace studies—the School of Industrial and Labor Relations—was formed at Cornell University in 1945. advances in transportation and communications greatly facilitated workforce mobility and collaboration. union membership declined significantly. i. "Human capital management" is sometimes used synonymously with HR. changes in the business landscape (a là Andrew Carnegie. then changed its name a decade later to the Institute of Industrial Welfare Workers. Roosevelt and the New Deal) had transformed the employer-employee relationship.Birth and evolution of the discipline By the time enough theoretical evidence existed to make a business case for strategic workforce management. John Rockefeller) and in public policy (a là Sidney and Beatrice Webb. "Industrial and labor relations" began being used to refer specifically to issues concerning collective representation. "Human resources management". Corporations began viewing employees as assets rather than as cogs in machine. while workforce management continued to expand its influence within organizations. one of the oldest known professional HR associations—the Chartered Institute of Personnel and Development—was founded in England as the Welfare Workers' Association. Franklin D. and many companies began referring to the profession as "personnel administration". although human capital typically refers to a more narrow view of human resources.e. Likewise in the United States. Nearing the 21st century. During the latter half of the 20th century. In 1913. and the discipline was formalized as "industrial and labor relations". Page 6 . In 1948. and again the next decade to Institute of Labor Management before settling upon its current name. other terms sometimes used to describe the field include "organizational management".. the knowledge the individuals embody and can contribute to an organization.
During the middle part of the century emphasis shifted to the employee's productivity."manpower management". HR representative Toby Flenderson is sometimes seen as a nag because he constantly reminds coworkers of company policies and government regulations. and simply "people management". Recent decades have focused on increased concern for the quality of working life. "talent management". total quality management and worker's participation in management. Evolution The early part of the century saw a concern for improved efficiency through careful design of work. On the U. while an HR intern is the protagonist in 1999 French film Ressources humaines. an HR manager is the title character in the 2010 Israeli film The Human Resources Manager. "personnel management". the "evil director of human resources".S. development and empowerment. These three phases may be termed as welfare. Longrunning American comic strip Dilbertalso frequently portrays sadistic HR policies through character Catbert. television series of The Office. Additionally. In popular media HR has been depicted in several popular media. Page 7 .
COMPONENTS OF HUMAN RESOURCE MANAGEMENT Flow Chart: 1.1 Page 8 .
• It is a multidisciplinary activity. Personnel aspect-This is concerned with manpower planning. health and safety. rest and lunch rooms. promotion. • It encourages employees to give their best to the organization. training and development. transfer. medical assistance. incentives. remuneration. recreation facilities. • It is all about people at work. education. The various features of HRM include: • It is pervasive in nature as it is present in all enterprises. etc. productivity etc. Welfare aspect-It deals with working conditions and amenities such as canteens. Industrial relations aspect-This covers union-management relations. placement. settlement of disputes.Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. utilizing knowledge and inputs drawn from psychology. • It tries to build and maintain cordial relations between people working at various levels in the organization. etc. 2. • It tries to put people on assigned jobs in order to produce good results. etc. layoff and retrenchment. joint consultation. Human Resource Management: Scope The scope of HRM is very wide: 1. housing. collective bargaining. both as individuals and groups. • Its focus is on results rather than on rules. economics. selection. creches. • It helps an organization meet its goals in the future by providing for competent and well-motivated employees. transport. recruitment. • It tries to help employees develop their potential fully. Page 9 . grievance and disciplinary procedures. 3.
6. • To provide the organization with well-trained and well-motivated employees. Human resource or manpower planning. • To ensure reconciliation of individual goals with those of the organization. team work and inter-team collaboration. 10. • To be ethically and socially responsive to the needs of society. • To equip the employees with precision and clarity in trans¬action of business. Collective bargaining. 7. Training and development of employees. Page 10 . • To develop overall personality of each employee in its multidimensional aspect. • To increase to the fullest the employee's job satisfaction and self-actualization. • To develop and maintain a quality of work life. Social security and welfare of employees. Recruitment. 2. • To ensure respect for human beings. • To achieve and maintain high morale among employees. Setting general and specific management policy for organizational relationship. Human Resource Management: Functions In order to achieve the above objectives. • To ensure effective utilization and maximum development of human resources. Human Resource Management undertakes the following activities: 1. 5. Taking corrective steps such as transfer from one job to another. selection and placement of personnel. 9. Staffing the organization. Remuneration of employees. contract negotiation and grievance handling. • To inculcate the sense of team spirit. 4. To identify and satisfy the needs of individuals. Appraisal of performance of employees. 3. • To enhance employee's capabilities to perform the present job. 8.Human Resource Management: Objectives • To help the organization reach its goals.
New skills required. • Environmental challenges. Job Rotation. HRM is influenced by following factors. Reviewing and auditing manpower management in the organization 14. 12. Human Resource Management: Major Influencing Factors In the 21st century. 16. Quality Circle. Potential Appraisal. • Impact of new economic policy. Organization development and Quality of Working Life. Aiding in the self-development of employees at all levels. Developing and maintaining motivation for workers by providing incentives. 13. Page 11 . 17. • Lean and mean organizations.11. • Composition of workforce. 15. which will work as various issues affecting its strategy: • Size of the workforce. • Downsizing and rightsizing of the organizations. • Rising employees' expectations • Drastic changes in the technology as well as Life-style changes. • Culture prevailing in the organization etc. Role Analysis for job occupants. Political ideology of the Government. Feedback Counseling.
The beneficial effects of these functions are discussed here: Recruitment and Training This is one of the major responsibilities of the human resource team. the contract of an employee with the company is prepared. Based on these two factors. when taken on a regular basis. Their other tasks related to recruitment include formulating the obligations of an employee and the scope of tasks assigned to him or her. This is beneficial as it enables them to form an outline of their anticipated goals in much clearer terms and thereby. They design the criteria which is best suited for a specific job description. motivating employees as well as workplace communication. The key functions of the HR management team include recruiting people. training them. and much more. they also provide training to the employees according to the requirements of the organization. to work according to their potential and gives them suggestions that can help them to bring about improvement in it. workplace safety. When needed. The team communicates with the staff individually from time to time and provides all the necessary information regarding their performances and also defines their respective roles. An organization cannot build a good team of working professionals without it. Performance Appraisals Human resource management team encourages the people working in an organization. will help them to take up some new roles.Importance of Human Resource Management The benefits of proper human resource management are many. Page 12 . The HR managers come up with plans and strategies for hiring the right kind of people. performance appraisals. the staff members get the opportunity to sharpen their existing skills or develop specialized skills which in turn. Thus. motivate the employees. Performance appraisals. helps them execute the goals with best possible efforts.
there are several issues on which disputes may arise between the employees and the employers. A congenial atmosphere gives the staff members‟ job satisfaction as well. You can say conflicts are almost inevitable. A good working condition is one of the benefits that the employees can expect from an efficient human resource team. companies give a lot of stress for setting up of a strong and effective human resource management system Page 13 . Developing Public Relations The responsibility of establishing good public relations lies with the human resource management to a great extent. Any organization. In such a scenario. For this reason. In other words. Sometimes. They first hear the grievances of the employees. A safe. they take timely action and prevent things from going out of hands. today. Then they come up with suitable solutions to sort them out. without a proper setup for human resource management is bound to suffer from serious problems while managing its regular activities. the HR department plays an active role in preparing the business and marketing plans for the organization too.Maintaining Work Atmosphere This is a vital aspect of human resource management because the performance of an individual in an organization is largely driven by the work atmosphere or work culture that prevails at the workplace. They organize business meetings. it is the human resource department which acts as a consultant and mediator to sort out those issues in an effective manner. clean and healthy environment can bring out the best in an employee. seminars and various official gatherings on behalf of the company in order to build up relationships with other business sectors. Managing Disputes In an organization.
Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. 2. 9. it will conform to customer's needs and expectations. creating of highly involved workforce. 8. Opportunity and comprehensive framework should be provided for full expression of employees' talents and manifest potentialities. It will ultimately lead to sense of team spirit. it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization. More emphasis should be given to Total Quality Management. team-work and inter-team collaboration. It should not be confined to organizational Page 14 . 10. avoiding discrimination and biases and identifying performance threshold. 360 degree feedback will further lead to increased focus on customer services. 3. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. 6. 4. subordinates as well as selfreview. In every decision-making process there should be given proper weightage to the aspect that employees are involved wherever possible. decreased hierarchies. TQM will cover all employees at all levels.Human Resource Management: Futuristic Vision On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: 1. For performance appraisal of the employee‟s emphasis should be given to 360 degree feedback which is based on the review by superiors. There should be a properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. 7. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. peers. 5.
11. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning..aspects only but the environmental changes of political. CONCLUSION To conclude Human Resource Management should be linked with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility.e. All the above futuristic visions coupled with strategic goals and objectives should be based on 3 H's of Heart. think by Head and implement by Hand. economic and social considerations should also be taken into account. Head and Hand i. Page 15 . we should feel by Heart.
INRODUCTION TO RETAINING Today retaining talented people has become one of the major challenges across the globe. The topic „Identification and Retention of Critical Talent‟ focuses on segregating the pivotal roles and picking out ways to retain people performing those roles. A satisfaction survey has been conducted during the study to check the contentment and commitment level of critical talent. A critical person holds crucial position in the organization and has the requisite skill level to perform the job. the critical talent is found at the middle level. Bangalore to stay focused on their critical people and eventually satisfy them to whatever extent possible. This research has been done to enable Toyota Kirloskar Auto Parts Pvt. Page 16 . based on various parameters of job satisfaction.. Interview method has been adopted to do the survey. This survey can be utilized by the company to do further research. Ltd. Most often in organizations.
The organization is completely at loss when the employees leave their job once they are fully trained. Every organization invests time and money to groom a new joinee make him a corporate ready material and bring him at par with the existing employees.EMPLOYEE RETENTION Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time. Page 17 .
She avoided loitering around at the work place. Hiring an employee. WE CAN UNDERSTAND THIS CONCEPT WITH THE HELP OF AN EXAMPLE Misha was a talented employee who delivered her best and completed all her work in the desired time frame. They tried their level best to convince Misha and even appointed a new boss to make the things better for her. SITUATION 2: The HR immediately intervened and discussed the several issues which prompted Misha to think for a change. her immediate boss never really liked Misha and considered her as a big threat at the workplace. It is not easy to find an employee who gets well with the system and understands the work. She never interfered with anybody else's work and stayed away from unnecessary gossip and rumours. SITUATION 1: The HR did not make any efforts to retain Misha and accept her resignation. Soon. He left no stone unturned to insult and demotivate Misha. Greg. Misha got fed up with Greg and decided to move on. Page 18 . SITUATION 1 would most likely leave the organization at lurch. In some case low salary.REASONS FOR THE EMPLOYEES TO LEAVE Research says that most of the employees leave an organization out of frustration and constant friction with their superior and other team members. was serious about her work and no doubts her performance was always appreciable. Her work locked errors and was always found to be innovative and thought provoking. It is the responsibility of the line managers as well as the management to ensure that the employees are satisfied with their roles and responsibilities and the job is offering them a new challenge and learning everyday. The management must try its level best to retain those employees who are really important for the system and are known to be effective contributors. lack of growth prospects and motivation compel an employee to look for a change.
current practices and strategic objectives. action-oriented approaches that enable organizations to move forward quickly and effectively Page 19 . Avoided are gimmicks such as employee of the month. these short-term fixes fail to produce genuine employee loyalty (more than 60 years‟ of research tells us so!). Employs an easy-to-understand systems approach to ensure the root causes of turnover are addressed and the potential for lasting change unleashed. Employees sticking to an organization for a longer time tend to know the organization better an develop a feeling of attachment towards it. What sets Employee Retention Strategies apart is a steadfast philosophy that: Uses only research-based. competitive marketplace issues and talent shortages.training him and making him fit to work in an organization incur huge costs and thus sincere efforts must be made to retain the employee. suggestion boxes. Involves those responsible for implementing change in actually creating the change. prizes or other “carrots. The employees who stay for a longer duration are familiar with the company policies. Also considered are challenges unique to your industry sector. theory-supported approaches to improving employee engagement. guidelines as well as rules and regulations and thus can contribute more effectively than individuals who come and go. Employee retention techniques go a long way in motivating the employees for them to enjoy their work and avoid changing jobs frequently. Customizes all activities to your organization‟s unique history.” While commonly used. Integrates hands-on. Every problem has a solution and the management must probe into the exact reasons of an employee's displeasure. ensuring input and improved shared understanding and support of all initiatives.
Then. was a nationally noted source for research-based. Brings to your organization leading-edge organization-development best practices to effectively and quickly build a retention-rich culture. 1 positions on Google and Yahoo during its publication in the early part of this decade. Recognizes the research-proven role of no-cost strategies in developing the “glue” that builds employee loyalty and commitment. From that research come approaches built on a solid foundation of what works (and what doesn‟t) to gain the commitment of employees in all industries and economic sectors. Added to this base are leading-edge organization-development methodologies to bring your organization‟s strengths to the fore. call for an individual discussion of your organization‟s unique retention agenda. fact-driven guidance on enhancing employee retention. Understand more about what truly contributes to employee engagement and retention. Spend time reading the topics on this site. The Employee Retention Strategies newsletter. to rekindle the dynamic potential of your company to meet today‟s challenges and to rebuild workforce commitment to the heart of your organization‟s mission. which gained this website the No. (Back issues still are available). Page 20 .
RETENTION SYSTEM Flow Chart: 1.1 Page 21 .
Anything the supervisor does to make an employee feel unvalued will contribute to turnover. I‟m not advocating unchanging jobs just the need for a specific framework within which people clearly know what is expected from them. --lack of clarity about earning potential. The quality of the supervision an employee receives is critical to employee retention. They rob the employee of internal security and make the employee feel unsuccessful. the supervisor has a critical role to play in retention. Frequent employee complaints center on these areas. and Page 22 . People leave managers and supervisors more often than they leave companies or jobs. --lack of clarity about expectations.WAYS TO RETAIN A GREAT EMPLOYEE Management thinkers from Ferdinand Fournies ( Why Employees Don't Do What They're Supposed to Do and What to Do About It) to Marcus Buckingham and Curt Coffman (First Break All the Rules agree that a satisfied employee knows clearly what is expected from him every day at work. It is not enough that the supervisor is well-liked or a nice person. Changing expectations keep people on edge and create unhealthy stress. --failure to hold scheduled meetings. starting with clear expectations of the employee. --lack of feedback about performance.
employees offer ideas. Page 23 . and take the time to tap into it.--failure to provide a framework within which the employee perceives he can succeed. they bite their tongues or find themselves constantly "in trouble" . Talent and skill utilization is another environmental factor your key employees seek in your workplace.until they leave. in a small company. a manager pursued a new marketing plan and logo with the help of external consultants. with seven years of ad agency and logo development experience. A motivated employee wants to contribute to work areas outside of his specific job description. His offer was ignored and he cited this as one reason why he quit his job. the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search. The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention. repeatedly offered to help. Does your organization solicit ideas and provide an environment in which people are comfortable providing feedback? If so. talent and experience. feel free to criticize and commit to continuous improvement. An internal sales representative. As an example. How many people could contribute far more than they currently do? You just need to know their skills. In fact. If not.
This is because Toyota has been the only company to outsource Tier 1 manufacturing to India. if nurtured. it also stands to benefit the Indian manufacturing sector and eventually might improve Toyota‟s future endeavors in India. Apart from this study being significant to Toyota Kirloskar Auto Parts. can give a fresh look to the country‟s manufacturing sector. Bangalore. It also highlights the necessary steps which need to be taken by Toyota Kirloskar Auto Parts Pvt. at Toyota Kirloskar Auto Parts.CLASSIFICATION ON RECRUITMENT COST Hard Costs Recruitment costing Training costing Hidden Costs Loss of productivity Wastage of time Work load on others Loss of customers Loss of man hours This study reveals key factors that motivate employees to stay with the organization. Tier 1 projects offer higher value that will boost the Indian economy. Bangalore to suit the needs of its critical employees. Bangalore. Ltd. This type of manufacturing. Page 24 ..
retain and engage the best workforce available by providing cutting-edge talent management strategies. manage.Improvement to employee retention Successful organizations realize by having an effective employee retention plan will help them sustain their leadership and growth in the marketplace. Page 25 . hiring assessments. employee retention training and talent management programs. Those that fail to make employee retention a priority are at risk of losing their top talented people to the competition. Good organizations make employee retention a core element of their talent management strategy and organizational development process. Chart Your Course International helps organizations design employee retention programs to recruit. consulting.
These dimensions must be infused into three major components that must be in place and aligned for an organization to achieve world class retention: 1. underscored by pressures to fulfill "our obligations to our investors. There are a number of manager retention practices which increase the probability that an employee will remain committed to an organization over time. These retention practices represent the manager's actual behaviors on the job.Retention Strategies Our research surfaced six dimensions that are most critical to influencing retention. This often has little to do with the amount of classroom training they have received. Furthermore. the best retention practices are not the same as the standard menu for good organizational management." Page 26 . Most organizations ask their managers to place productivity as the highest priority. Manager Retention Practices Our research consistently validated the reality that the manager plays a significant role in influencing the employee's commitment level and retention.
Therefore. Though managers play a very crucial role in retention. While enlightened leaders balance the needs of the organization with the needs of the employee. Measurement and Accountability Closely linked to the other components. or to uncover the specific causes of attrition. For example. 3." This simple segmentation is often a crude one that does not provide the organization the refined information it needs. Other systems are less obvious. For example. Organizational Retention Systems There are a number of organizational systems and processes that influence retention. there is evidence that an organization's recruiting systems and processes can significantly impact retention ratios. and their impact on retention is often unrecognized. many organizations do not track attrition by occupational group other than by "manager" or "non-manager. These systems support the Manager Retention Practices. Additionally. 2. Some of them are evident. those organizations that measure attrition sometimes do not track it by length of service. they do not control all of the factors that can affect attrition. And those that do often lack enough data to pinpoint where the problem is most severe. but also focus on how the manager can create a climate so that the employee is retained and committed on a long term basis. but they also increase the likelihood that employees are committed on a long term basis and are performing at their best. Many organizations do not even know what their attrition rates are.Good retention practices focus not only on what the employee is contributing to the company. The tenure patterns of the departing employees can reveal valuable information concerning the potential causes for attrition. this component ensures that retention becomes an on-going priority. such as equity of pay scales. the truth is that these leaders are rare. the second component represents the organization's responsibility in the retention equation. Page 27 .
it ensures that the motivation to examine and enhance their personal retention practices is ever present. When it becomes one of their business goals. the new director of the telephone technical support group presented the following four new business goals to his management team. Organizations must hold their managers personally accountable for retention. the senior managers' personal bonuses are calculated on the basis of their success at retaining their best people. When retention is relegated the status of being a "HR issue.Measurement goes hand in hand with accountability. Fulfill Technical Support Contract Obligations 2. they must hold their corporate staff accountable for developing. When managers are held accountable in this fashion. One example comes from one of the world's top hardware manufacturers. The first three were: 1. In another division of the same company. In a recent meeting. and upgrading their retention systems. Manage Costs Aggressively The fourth goal was to retain employees! After some discussion. Likewise. maintaining. it takes on a new perspective." it often falls to the bottom of the priority list for managers. Page 28 . Maintain the Highest Level of Customer Satisfaction 3. the entire management team observed that they would not achieve the other goals if they could not achieve their retention goals.
COMPANY PROFILE INTRODUCTION Toyota is a world leader in the research and development of advanced automobile technology.winning engine range reflects the high design and quality standards set by its engineers. Today Toyota brings these benefits to customers with advanced variable valve technology. Safety Safety is the top priority for Toyota. common rail turbo diesel and with the unique Toyota Hybrid System.o. using computer simulations and real life crash tests. every new Toyota model is carefully designed to maximize safety. Creating intelligent solutions for today's mobility challenges and taking responsibility for the future generations. Innovation The quest for innovation is the foundation for the Toyota's new technology concepts. In addition. whilst SRS airbags in place in case of a collision. braking and traction control technologies help keep your Toyota on the road and out of trouble. Unconventional ideas need room for creativity and the technology of the future need testing in real. petrol engine. Advanced steering. Engines Engines technology is one of Toyota's greatest assets. Page 29 . The body and chassis are built to absorb impact and provide maximum occupant protection. That's the mission that motivates Toyota.life conditions. Toyota engines are developed for the performance and responsiveness with a big focus on reducing emission and saving fuel.d or FXS. Toyota's award. This is why Toyota develops concept cars such as p.
Historical Background of the Toyota Motor Corporation The story of the Toyota Motor Corporation began in September 1933 when Toyoda Automatic Loom (one of the world's leading manufacturers of weaving machinery) created a new division devoted to the production of automobiles under the direction of the founder's son. Production of the Model AA passenger car started in 1936. In 1950 a separate sales company Toyota Motor Sales Co. lead time and lot size reduction and provides systematic ways to improve quality. The Toyoda Automatic Loom Works was then headed by Japan's "King of Inventors" Sakichi Toyoda. As production system improved in the late 1950s. which was used in the first Model A1 passenger car in May 1935 and the G1 truck in August 1935. Toyota Motor Co. This philosophy helped them build Page 30 . Toyota started producing vehicles outside Japan in 1959 at a small plant in Brazil. it led to the establishment of „Toyota Production System‟ designed by TaiichiOhno. The patent rights to one of his machines had been sold to Platt Brothers (UK) and provided the seed-money for the development and test-building of Toyota's first automobiles. was established as an independent company in 1937. the division produced its first Type A Engine in 1934. It believed in localizing its operations wherever it went. 1950 also saw the company‟s first and only strike. Commercial passenger car production started in 1947 with the model SA. Just-in-time and Kaizen and focuses on setup. They were committed to the principles of mutual trust and dependence. It works on the principles of Jidoka (automation with human intelligence). The labor and the management resolved those issues permanently. In 1970 it came to be popularly known as TPS. Soon thereafter. Kiichiro Toyoda. which guides their growth till today. was established (which lasted until July 1982).
in China. Toyota is by far the largest Japanese automotive manufacturer. and Toyota Roof Garden Corporation in Japan and Sichuan Toyota Nitan Development Co. equivalent to one in every six seconds.T. Its manufacturing and export divisions are set up in more than 20 countries and its vehicles are sold all across the globe. Ltd. Toyota FloritechCo. Today. Toyota Bio Indonesia in Indonesia. embracing three major car markets of Japan. had since then blossomed into the leader that it is today. Australian Afforestation Pvt. August 1997 marked the 60th anniversary of Toyota Motor Corporation. Across the world. The fledgling company founded by Kiichiro Toyoda. in Australia. Toyota Financial Services Corporation provides financing to Toyota customers. Toyota Motor Corporation is publicly traded on the Tokyo Stock Exchange and New York Stock Exchange. North America and Europe. Toyota also has a global network of 'Research and Development' facilities. Ltd. Toyota invests in several small start-up businesses and partnerships in biotechnology like P. Page 31 .mutually beneficial long-term relations with local suppliers and fulfill its commitments to local labor. Toyota participates enthusiastically in community activities ranging from the sponsorship of educational and cultural programs to international exchange and research. producing more than 7. This has been made possible by its way of working called The Toyota Way and believing that there is still a big world out there. Over and above manufacturing. Ltd.0 million vehicles per year. It is the second largest auto company in the world in terms of sales volume. Today Toyota is the largest auto company in the world in terms of market capitalization.
ownership.friendly company in harmony with harmony with nature and society. Cultivate a lean and flexible business model throughout the value chain by continuous improvement. by utilizing advanced technologies and services. Touch the hearts of our customers by providing products and services of superior quality at a competitive price.VISION Delight our customers through innovative products. Become the most admired and respected company in India by following the Toyota way. mutual trust and team work. Page 32 . Lead the Toyota global operations for the emerging mass market. Create an eco. Ensure growth to become a major player in the Indian auto industry and contribute to the Indian economy by involving all stakeholders. Create a challenging workplace which promotes a sense of pride. MISSION Practice ethics and transparency in all our business operations. Be Core Company in global Toyota operations.
In 1973 the name Kirloskar Asea Limited was changed to Kirloskar System Limited with the exit of Asea Limited from the joint venture. Now these parts are made for Innova Vehicle. The company has technical and financial collaboration with Asea group of Sweden. This division is exporting its entire production to be installed in Toyota‟s Innovative Multi utility Vehicles (vans. In 2004 it started Transmission Unit which is an Export Oriented Unit. KSL entered into an agreement with Toyota Motor Corporation. Toyota Industries Corporation (TICO) with 26%stake and Kirloskar Systems Limited (KSL) with 10% stake. the Philippines. Toyota entered the Indian markets in a joint venture with Kirloskar Systems Limited (KSL). In the year 1998. (TKAP) was established in the form of a joint venture between three corporate namely Toyota Motor Corporation (TMC) with 64% stake. South Africa and some Latin American countries). The present MD of Toyota Kirloskar Auto Parts is Hiroshi Nakagawa and is constantly working with all the other employees to this as The Best Toyota Plant in India and the cleanest in the world. Ltd.Kirloskar Collaboration Toyota Kirloskar Auto Parts Pvt. Toyota Kirloskar Auto Parts Pvt. KSL was established in 1962 in the name of Kirloskar Asea Limited (KAL). Japan for technical assistance and manufacturing auto components. It started its operations in Bidadi area in Bangalore with 3 Units Division producing Front Axle. Rear Axle and Propeller Shaft for Qualis Model of Cars.Toyota. Page 33 . SUVs and small trucks on a common platform) being produced in nine countries (including Thailand. Ltd. Subsequently after a takeover in 1999.
Tier I. Ltd.Importance of Toyota. transmission. the Tier I supplier has to have the capability to design. has emerged as the most crucial link in the supply chain. Tier II manufacturers are those who supply to Tier I manufacturers and those on Tier III supply to Tier II manufacturers. dashboard assemblies and steering systems directly to auto companies. develop and manufacture the entire module on its own because automakers are beginning to involve them as early as the concept stage of vehicle development. It helps India make a quantum jump to take up major global projects and prove its mettle in critical component manufacturing. Of these. This is because it is engaged in critical component manufacturing also called as Tier 1 manufacturing. This is because it is responsible for supplying the larger modules like engine. Importantly. wheel assemblies. As of now Toyota Kirloskar Auto Parts is 90 per cent owned by Toyota Motor Corporation and thus will supply to Toyota‟s subsidiaries only. enjoys the privilege as a public utility company by the government of India. auto component supplies have evolved into tier-wise manufacturing because of the need for super-specialization in different areas of automobile manufacturing. Tier I manufacturing is very crucial for India. the closest to the vehicle maker. Toyota Kirloskar Auto Part‟s transmissions project is the most significant Tier I project ever outsourced to India Worldwide.Kirloskar collaboration to India Toyota Kirloskar Auto Parts Pvt. Page 34 .
today by default set a global standard in terms of quality.3 Toyota Car Models in India Till date more than 118 different models of Toyota Cars have been rolled out in different countries depending on their means of transport. Lexus or for its ubiquitous SUV. Prado Land Cruiser. Lean manufacturing etc. They also have more than 7 concept cars in their basket. mass market Corollas as it is for its luxury segment sedan.974 million units.Toyota’s contribution to Automobile Sector Japanese automobiles. climatic conditions etc. Apart from its well known brand and increasing sales. policies. Kaizen. need. Toyota has also given a new shape to the global manufacturing standards.3 trillion yen for the year 2012. In India Toyota has launched: • Prado • Fortuner • Camry • Corolla Page 35 . There are about 24 Toyota traditions and the most important guiding principle is “Contributing towards Sustainable Development” which still holds good and guides the Toyota way of working. innovation and efficiency. 3. Toyota Motor Corporation forecasts consolidated net revenues of 22. Toyota is known as much for its lower end. Toyota's consolidated vehicle sales in 2011 have been around 7. It has successfully introduced and followed concepts like Just in time. eliminating Muda (waste). The western world is yet to match up to these standards. Jidoka (automation with human intelligence).
In collaboration with its subsidiary. southern India. Toyota will also put a new plant in India on stream next year. a joint venture between Toyota and the Kirloskar Group. Toyota sold 48. India in terms of Automobile penetration has more or less been an untapped market. It will build a new plant to produce small cars as early as next year in collaboration with its subsidiary Daihatsu. Toyota has seen this as an opportunity to grow its business and in turn benefit the Indian Economy. among other prerequisites. with investment likely to total more than 10 billion yen.000 cars a year. holds about 50% in the local market. in Bangalore in August next year to foster local engineers. The pair will build the new plant near an existing factory run by a joint venture between Toyota and an Indian company in Bangalore. Page 36 . Initially it plans to produce 100. the first of which was sold in India around 2010. Toyota will also open a vocational training school within the compound of Toyota Kirloskar Motor. Daihatsu Motor. In India. for sustainable growth. It will be the first such school outside Japan to be run by Toyota. Suzuki-controlled Maruthi Udyog. Toyota's ambitious expansion of local production is inevitably bringing forth the new task of securing a sufficient number of skilled workers. Toyota plans to develop vehicles specifically targeting emerging markets.000 vehicles last year in India as per country records. where small cars account for more than 70% of overall auto sales.• Innova • Qualis (stopped production) • Lexus Future Plans of Toyota in India Toyota has a market share of only 5% in India. while India's biggest car manufacturer.
Page 37 . Taiwan and Indonesia. Developing human resources and ensuring employment stability is of utmost importance to TKM. called 'Quality Circles'. innovation and productivity.EMPOWERING EMPLOYEES Our strength is our people Toyota believes that an organization gets its strength from its employees. practices and work environment.7.Time facilities direct communication between team members and leaders. Employees are motivated to work in groups of 5. TKM's concept of 'Information Time' or I. As part of a regular practice. but also reward them for their valuable inputs. We cultivate a corporate culture that truly reflects the qualities of 'Continuous Improvement' and 'Respect for People' in all our activities. over 400 of our team members have been benefited from attending various training programs in Toyota plants across Japan. to enhance teamwork. collective and individual. We not only encourage employees to give their suggestions on improving our products.
Karnataka. city transportation. through research and developement. Apart from this. the plant at Bidadi.friendly products. to the advanced technology that is used for purification or recycling of waste water at the plant. Toyota has indicated a strong and diverse commitment to the pursuit of harmonious growth through its technically advanced and environment. Protecting the environment has always been a priority at TKM. starting with the ecofriendly engines that are manufactured for the Toyota vehicles. meets high environmental standards and has achieved the ISO 14001 certification in its very first year of operations.PRODUCTION SYSTEM Harmonizing with the environment Globally. is surrounded by a green belt. resources. There have been relentless efforts in the crucial fields of mobility. society and environment. Page 38 .
Toyota produces most of its cars in US and Japan whereas competitors may be more strategically located worldwide to take advantage of global efficiency gains.3%. Toyota's Eco-Vehicle Assessment System (Eco-VAS) has helped in production.g. China.SWOT ANALYSIS Strengths Global organization. To develop new cars which respond to social and institutional needs and wants. Prius model. Industry leader in manufacturing and production. Based on advanced technologies and R&D activity. and components reduces the impact on the environment. With oil prices at an all time high . environmental friendly (greener). where population and demand is accelerating. with a strong international position in 170 countries worldwide. Production capacity. customized range. and disposal. Russia. e.seen as a foreign importer. EMEA) and now the second largest car manufacturer in the world. Strong brand image based on quality.g. The launch of Aygo model by Toyota is intended to take market share in youth market. Page 39 . have greater performance and less impact on the environment. To produce cars which are more fuel efficient. sales turnover. quality issues. The development of electric cars. Maximizes profit through efficient lean manufacturing approaches (e. High financial strength (1997. Opportunities Innovation -first to develop commercial mass-produced hybrid gas-electric vehicles (gas and electric).especially in the emerging markets e. surpassing Ford. sales growth of 29. Excellent penetration in key markets (US. Weakness Japanese car manufacturer .this investment and widening of product portfolio fits consumers looking to alternative sources of fuels away from gas guzzling cars.511 million). To expand more aggressively into new segments of the market. £131. Total Quality Management) and JIT (Just in Time) manufacturing and first mover in car research and development. Continued global expansion . Some criticism has been made due to large-scale re-call made in 2005. China and India. usage.g. hybrid fuels.
Increase in families who have chosen not to own a car.g.this could lead a decline in new car sales and possible rationalization of dealerships.g. Governments encouraging alternative forms of transport .Threats Saturation and increased competition. number of large families is declining. Shifts in the exchange rates affecting profits and cost of raw materials. Businesses .restricting business travel (tele-conferencing).families using the car less for taking children to schools. Home deliveries. Changing usage . will affect car purchases (especially new cars). intense marketing campaigns increasing competitive pressures.cycling and incentives to use public transport across Europe. As household budgets tighten . Predictions of a downturn in the economy e. Rising oil prices (fuel costs) and the costs of maintaining cars. Changing demographics e. Page 40 . recession. or decided to use their car less. Undermining the demand for large family cars.
Bangalore and conduct satisfaction survey to check their motivation level.RESEARCH DESIGN TITLE OF THE STUDY “A study on retention of critical talent of the employees with reference to Toyota Kirloskar” STATEMENT OF THE PROBLEM It has become necessary to define and identify the Critical Roles and Talent in staff positions at Toyota Kirloskar Auto Parts. Bangalore to identify reasons for its increased turnover and take corrective action. Page 41 . OBJECTIVES OF THE STUDY This study is conducted to find out the following:- • To define and identify the Critical Roles and Talent at Nandi Toyota. This study facilitates Toyota Kirloskar Auto Parts. There has been recent attrition in the company and attrite talent has been extremely talented in terms of their role and skill levels. Apart from this. SCOPE OF THE STUDY The study has been conducted only in Bangalore city. Bangalore in all staff positions • To assess the satisfaction level of the identified talent in staff positions • To propose suggestions in line with company‟s capability and requirement NATURE OF DATA The nature of data collected for this project was primarily through Questionnaire. Attrition and Job Satisfaction. many employees were questioned orally. Similar type of Questionnaire was distributed among workers and supervisors. The topics covered in this research are restricted to Retention.
SECONDARY DATA Secondary data was collected from files. Bangalore. Similar type of questionnaire was distributed among workers and supervisor‟s 100 respondents have been considered for the study. reports. Page 42 . Bangalore.SOURCES OF DATA PRIMARY DATA Primary data was collected from the employees of Nandi Toyota. newspapers and magazines of Nandi Toyota. Information interaction with respondents served as a tool for collection of variable data. Part of the information was collected from Nandi Toyota web site. For this purpose a structured questionnaire was prepared. trade journals.
SAMPLE SIZE A sample size of 100 respondents was selected out of which 66 are workers and 24 are supervisors.METHOD OF DATA COLLECTION SURVEY METHOD The data was collected from 66 workers and 24 supervisors in the form of questionnaires. Page 43 . QUESTIONNAIRE CONSTRUCTION The questionnaire consists of closed and multiple-choice questions. Bangalore are only considered. which were completely structured. An employee opinion survey conducted to evaluate the satisfaction level of the existing workers and supervisors in Nandi Toyota. Similar type of questionnaire was distributed among the above 2 mentioned levels of employees each compromising of 20 questions. SAMPLIING AREA In this case the employees belonging to the workers category and supervisor‟s category of Nandi Toyota. STATISTICAL TOOLS AND TECHNIQUES RESEARCH TOOLS Here questionnaires are used as tool for the study. SAMPLING TECHNIQUE The sampling technique used for the study is Simple Random Sampling.
There was paucity of time to compare this company with other companies in the same industry. Page 44 .LIMITATIONS OF THE STUDY The opinion of the respondents might not be true Japanese Expatriates could not be interviewed because of language barrier The study was only limited to the staff people and none of the team members could be involved in it.
What were your reasons for joining TKAP? TABLE 4(a).DATA ANALYSIS AND INTERPRETATION Q1. of respondents % of respondents 39 23 38 100 39% 23% 38% 100% Brand name Others Total Source: Survey data Analysis From the above table it can be analyzed that 39% of the respondents joined the company for learning.1 Particulars Learning No. while 23% of the respondents joined the organization due to its brand name. 38% of the respondents joined the company due to other reasons. Page 45 .
1 Reasons for joining TKAP 350% 300% 250% 200% 150% 100% 50% 0% Learning Brand name Others Inference: Most of the employees consider learning and brand name as the main reason for joining TKAP. Page 46 .If not addressed properly. this factor might lead to dissatisfaction and frustration. The company must find out ways to make people learn more .GRAPH 4(b).
Page 47 . of respondents 50 20 30 100 % of respondents 50% 20% 30% 100% Source: Survey data Analysis From the above table it can be observed that 50% of the respondents opinioned that work pressure was high.Q2. 30% of the respondents said work pressure was low. while 20% of them expressed that work pressure was moderate.2 Particulars High Moderate Low Total No. How is the work pressure in your department? TABLE 4(a).
The reasons for this could be lesser employees in a department than required or improper division of work. Page 48 .2 Work Pressure High Moderate Low Inference: Most of the respondents feel more work pressure.GRAPH 4(b).
of respondents 55 45 100 % of respondents 55% 45% 100% Source: Survey data Analysis From the above table it can be analyzed that 55% of the respondents preferred managerial training while 45% of the respondents preferred technical training.3 Particulars Managerial Technical Total No.Q3. What kind of training should be given at TKAP? TABLE 4(a). Page 49 .
3 Type of Training 0 0 45% 55% Mangerial training Technical training Inference: This graph depicts that respondents are technically very strong. Managerial skills must be checked by the Human Resource Department at the time of recruitment.GRAPH 4(b). Respondents feel they lack managerial skills more than technical skills. Page 50 .
4 Particulars Yes No Total No. Page 51 . of Respondents 50 50 100 % of respondents 50% 50% 100% Source: Survey data Analysis: From the above table it can be analyzed that 50% of the respondents have received formal training program. and the other half have not received formal training.Q4. Have you received any formal training program till now? TABLE 4(a).
GRAPH 4(b). Page 52 .4 Formal Training 60% 50% 40% 30% 50% 20% 10% 0% Yes No 50% Inference: This graph shows that not enough respondents have received formal training. Respondents may consider this as a lacking on the part of the company to develop their employees.
Page 53 .5 Particulars Yes No. Are your job responsibilities clear to you and your department? TABLE 4(a). of respondents % of respondents 33 67 100 33% 67% 100% No Total Source: Survey data Analysis: From the above table it can be analyzed that 67% of the respondents expressed that the job responsibilities where clear to them.Q5. 33% expressed that the responsibilities where not clear.
This might lead to high levels of dissatisfaction.5 Clear job responsibilities 33% Yes 67% No Inference: This graph infers that respondents may be doing a lot of extra work than assigned to them.GRAPH 4(b). Page 54 .
Page 55 . 44% of them observed that necessary support from other departments was obtained. of respondents % of respondents 44 56 100 44% 56% 100% No Total Source: Survey data Analysis: From the above table it can be analyzed that 56% of the respondents observed that necessary support from other departments where not given.Q6. Does your department receive necessary support from other departments? TABLE 4(a).6 Particulars Yes No.
GRAPH 4(b). In such case necessary action must be taken to curb this soon. It can be inferred that the company is influenced by internal politics. Page 56 .6 Departmental support 60% 50% 40% 30% 44% 20% 10% 0% Yes No 56% Inference: This graph shows intra department coordination.
7 Particulars Yes No.Q7. of respondents % of respondents 27 73 100 27% 73% 100% No Total Source: Survey data Analysis: From the above table it can be analyzed that 73% of the respondents do not have a defined career plan at TKAP. Do you have a defined career plan at TKAP? TABLE 4(a). Page 57 . while 27% of the respondents have a defined career plan at TKAP.
Page 58 . TKAP must define career plan for its employees so that they remain motivated at work.7 CAREER PLAN 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No 27% 73% Inference: The interpretation of this graph shows that respondents are not going in any direction.GRAPH 4(b).
of respondents % of respondents 33 67 100 33% 67% 100% Good Total Source: Survey data Analysis: From the above table it can be analyzed that 67% of the respondents felt that the level of motivation was good. while 33% of them felt it was average.Q8.8 Particulars Average No. What is your level of motivation while working at TKAP? TABLE 4(a). Page 59 .
GRAPH 4(b).8 LEVEL OF MOTIVATION 70% 60% 50% 40% 30% 20% 10% 0% Yes No 33% 67% Inference: This should be constantly checked at all levels in the company. working hours and slow decision making. Page 60 . The reason for low motivation is because of compensation. The motivation level will define the level of job satisfaction.
Are Toyota Values and way of working understood at all levels in your department? TABLE 4(a). Page 61 .9 Particulars Yes Not sure No.Q9. of respondents % of respondents No Total 10 10 80 100 10% 10% 80% 100% Source: Survey data Analysis: From the above table it can be analyzed that 80% of the respondents expressed that values and way of working is not understood at all levels of the department. 10% are not sure and the other 10% said that the values and way of working is understood at all levels.
Page 62 . especially the lower levels in the organization.9 LEVELS OF DEPARTMENT 80% 70% 60% 50% 40% 30% 20% 10% 0% yes Not sure No 10% 10% 80% Inference: This graph reveals that Toyota Values need to be explained at all levels. Another reason for this could be that employees have forgotten about the Toyota values and need to be constantly reminded of them. There might be a training session required for this.GRAPH 4(b).
Q10. Do you have an urge to learn Toyota Values and way of working?
Particulars Yes No. of respondents % of respondents
75 25 100
75% 25% 100%
Source: Survey data
From the above table it is analyzed that 75% of the respondents opinioned that they have a urge to learn Toyota values and way of working, while 25% of the respondents said no.
GRAPH 4(b).10 WORKING PROCESS
Inference: This shows that respondents are impressed by the way Toyota works and they want to learn it. The other might be highly dissatisfied with the company or they might be a mismatch to the department.
Q11. Do you think the current reward system is objective and fair?
Particulars Yes Don’t know No. of respondents % of respondents
25 13 62 100
25% 13% 62% 100%
Source: Survey data
From the above table it can be analyzed that 62% of the respondents do not think that the current reward system is objective and fair, 25% of the respondents express that the current reward system is objective and fair while 13% said that they were not sure.
Respondents who say don‟t know are not aware of the reward systems in other companies. But the others are experienced and hence they might look for options outside. The company must check this immediately. Page 66 . performance appraisal etc.11 CURRENT REWARD SYSTEM 25% 62% 13% Yes Don't know Inference: The reward system here mainly includes compensation.GRAPH 4(b).
Q12. Is Mentorship Program required at TKAP? TABLE 4(a). of respondents 46 27 27 100 % of respondents 46% 27% 27% 100% Source: Survey data Analysis: From the above table it can be analyzed that 46% of the respondents expressed that mentorship program is required at TKAP.12 Particulars Yes Don’t know No Total No. Page 67 . 27% of the respondents don‟t know while the other 27% expressed that mentorship program at TKAP is not required.
GRAPH 4(b).12 MENTORSHIP PROGRAMS 30% 25% 20% 15% 10% 5% 0% Yes Don't know No 27% 27% Inference: Respondents who come under Don‟t know area are not aware of such a program. Respondents require mentorship because they require proper guidance in certain areas of work. Page 68 .
of respondents 25 25 50 100 % of respondents 25% 25% 50% 100% Source: Survey data Analysis: From the above table it can be analyzed that 50% of the respondents opinioned that technical mentorship should be given by a mentor. while the other 25% opinioned that values mentorship should be given by a mentor. Page 69 .Q13. What kind of mentorship should be given by a mentor? TABLE 4(a). 25% of the respondents opinioned that managerial mentorship should be given by mentor.13 Particulars Values Managerial Technical Total No.
Respondents feel this way because they still make mistakes on the shop floor.13 TYPE OF MENTORSHIP 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Values Managerial Technical 25% 25% 50% Inference: The mentorship must come from seniors more in terms of technical knowledge. which need to be reduced drastically.GRAPH 4(b). Page 70 .
Does the organization make any changes about your job? TABLE 4(a). of respondents % of the respondents Yes No Total 69 31 100 69% 31% 100% Source: Survey data Analysis: From the above table it is analyzed that 69%of the respondents said that the organization. while 31% of the respondents said no.14 Particulars No. makes changes in the job.Q14. Page 71 .
Page 72 .GRAPH 4(b).14 ORGANIZATION CHANGES 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No 69% 31% Interpretation From the above graph it is inferred that 69% of the respondents said yes about the change in the job made by the organization. while 31% of respondents said no.
Page 73 . of respondents 40 15 25 20 100 % of respondents 40% 15% 25% 20% 100% Source: Survey data Analysis From the above table it is analyzed that 40% of the respondents said they rate themselves as very good.25% of respondents said good.Q15. while 20% of respondents said that it was below average. How do you rate yourself after retention? TABLE 4(a).15 Particulars Very Good Good Average Below Average Total No.
GRAPH 4(b).25% of respondents said good. Page 74 .15 RATING AFTER RETENTION 40% 35% 30% 25% 20% 15% 10% 5% 0% Very Good Good Average Below Average 15% 40% 25% 20% Interpretation From the above graph it is interpreted that it is analyzed that 40% of the respondents said they rate themselves as very good. while 20% of respondents said that it was below average.
Q16. while 19% said they dint have recognition in the organization Page 75 . Do you get enough recognition? TABLE 4(a).16 Particulars No. of respondents Yes No Total 81 19 100 % of respondents 81% 19% 100% Source: Survey data Analysis: From the above table it is observed that 81% of the respondents said they got recognition.
16 SCOPE OF RECOGNITION 19% Yes No 81% Interpretation From the above graph it is inferred that 81% of the respondents said they got recognition.GRAPH 4(b). while 19% said they dint have recognition in the organization Page 76 .
Q17. Page 77 . while 23% of the respondents disagreed. TABLE 4(a). Does the organization support the career goals. of respondents 77 23 100 % of respondents 77% 23% 100% Source: Survey data Analysis From the above table it is analyzed that 77% of the respondents said the organization supports career goals.17 Particulars Agree Disagree Total No.
Page 78 .17 Does the Organization support career goals Agree Disagree Interpretation: From the above graph it is interpreted that 77% of the respondents said the organization supports career goals.GRAPH 4(b). while 23% of the respondents disagreed.
while 18% of the respondents said they were not aware of the organizations efforts towards retention.18 Are you aware of the retention efforts of your organization? Particulars Yes No Total No. of respondents 82 18 100 % of respondents 82% 18% 100% Source: Survey data Analysis: From the above table it is analyzed that 82% of the respondents were aware of the retention efforts of the organization.Table 4(a). Page 79 .
Graph 4 (b). while 18% of the respondents said they were not aware of the organizations efforts towards retention.18 90% 80% 70% 60% 50% 40% 30% 82% 18% 20% 10% 0% yes no Interpretation From the above graph it is inferred that 82% of the respondents were aware of the retention efforts of the organization. Page 80 .
Page 81 . while 10% said that they wanted to remain in the organization due to money benefit.19 Why do you want to stay in this organization? Particulars No.20% of them believed in the mission of the organization. of respondents I like my job I believe in the mission of the organization I work for money benefits Total 56 20 10 100 56% 14% 20% 10% 100% I want to make a difference 14 % of respondents Source: Survey data Analysis From the above table it is observed that 56% of the respondents said they liked the job.14% wanted to make a difference.Table 4(a).
14% wanted to make a difference.20% of them believed in the mission of the organization.while 10% said that they wanted to remain in the organization due to money benefit.Graph 4(a). Page 82 .19 60 50 40 30 Series1 20 10 0 I LIKE MY JOB I WANT TO I BELIEVE IN THE I WORK FOR MAKE A MISSION OF THE MONEY DIFFERENCE ORG. BENEFITS Series2 Interpretation From the above graph it is observed that 56% of the respondents said they liked the job.
20 What makes you think about leaving the organization? Particulars Low salaries Work pressure Delay in promotions Career mobility issues Total No.22% of the respondents experienced career mobility issues.Table 4(a). of respondents 34 26 18 22 100 % of respondents 34% 26% 18% 22% 100% Analysis From the above table it is analyzed that 34% of the respondents wanted to leave the organization as the salaries were low. 26% of the respondents opinioned that they had work pressure. while 18% of them said the organization took time to promote employees. Page 83 .
Graph 4(b).20 35% 30% 25% 20% 15% 10% 5% 0% low salaries work pressure delay in promotion career mobility issues Interpretation From the above graph it is interpreted that 34% of the respondents wanted to leave the organization as the salaries were low. 26% of the respondents opinioned that they had work pressure. Page 84 . 22% of the respondents experienced career mobility issues. while 18% of them said the organization took time to promote employees.
Majority of the respondents joined the organization to learn new skills. 12. Most of the respondents said that the department dint receive support from other departments. Majority of the respondents found that the reward system was not fair. 8. 15. 9. 7. 18. 4. 2. 19. Majority of the respondents preferred managerial training. Most of the respondents are aware of the retention efforts taken by the organization. Most of the respondents said that mentorship programs were required. Most of the respondents rated themselves as very good after retention. 6. Most of the respondents said if they think of leaving the organization one of the reasons would be low pay. Majority of the respondents said that the organization specified the responsibilities of the job clearly. Most of the respondents wanted to stay in the organization because they liked the job. Most of the respondents said that most of the departments did not understand the values of Toyota. Most of the respondents said they don‟t have a defined career in the organization. 5. Most of the respondents said that the organization makes changes with the job. Majority of the respondents said that the level of motivation was high at TKAP. Majority of the respondents said the technical mentorship should be given by mentors. Majority of respondents said that they received recognition from the organization. 11. 13. Page 85 . Most of the respondents said that the organization supports career goals. 16. 3. Most of the respondents said that they experienced high work pressure at TKAP. Majority of the respondents said that they have a urge to learn Toyota‟s values and ways of working. 14. 10.FINDINGS 1. 17.
It is suggested that Toyota Kirloskar Auto Parts Pvt. Ltd. must consider the following recommendations: Stay Interviews: Stay interviews are conducted for employees mostly on a month on month basis. TKAP can conduct stay interview at least for it critical people on a quarterly basis. These interviews must be conducted by HR department and be disclosed openly but keeping in mind the kind of internal conflicts that might arise out of this. Satisfaction Survey: A full fledged satisfaction survey must be conducted once in 6 months for the staff cadre. The name of the person must be kept anonymous, only the department must be revealed. This will unearth lot of expectations of employees. Training Program: Training must be made formal. Training for group leaders and team leaders must be on interpersonal skills, team building and most important of all, leadership. Professional trainers must be appointed to train on these areas. Later this can be converted to in-house training. Training on the Toyota Culture must be given to everybody in the organization. This must also become a part of the formal training calendar. Career Growth: Opportunities must be given to employees who opt for higher studies. They can get a hike in salary, job rotation, more span of control or even promotion. This will help the company in the long run as more and more of their employees will come under the educated workforce. Job Rotation: This must be made a part and parcel of the system. Job rotation should also be done at lower levels in the organization depending on a person‟s interest and capabilities.
Toyota Kirloskar Auto Parts Private Limited (TKAP) started its operations in Bangalore in 1999 and recently has been facing problems in retaining their top talent. This study has been conducted at Bangalore within the premises of TKAP to help them solve this issue. » Critical talent has been defined and identified at TKAP covering all staff level positions. » A survey has been conducted to check the contentment and commitment level of the identified critical talent » Suggestions have been proposed in line with company‟s requirements and capabilities. Hence Ho stands accepted.
Q1. What were your reasons for joining TKAP? □ Learning □ Brand Name □ Others
Q2. How is the work pressure in your department? □ High □ Moderate □ Low Q3. What kind of training should be given at TKAP? □ Managerial □ Technical Q4. Have you received any formal training program till now? □ Yes □ No
Q5. Are your job responsibilities clear to you and your department? □ Yes □ No Q6. Does your department receive necessary support from other departments? □ Yes □ No
Do you have a defined career plan at TKAP? □ Yes □ No Q8. Do you think the current reward system is objective and fair? □ Yes □ No □ Don‟t know Q12. What is your level of motivation while working at TKAP? □ High □ Low Q9. Is Mentorship Program required at TKAP? □ Yes □ No □ Don‟t know Page 89 . Are Toyota Values and way of working understood at all levels in your department? □ Yes □ No □ Not Sure Q10. Do you have an urge to learn Toyota Values and way of working? □ Yes □ No Q11.Q7.
Does the organization support the career goals? □ Agree □ Disagree Page 90 . Do you get enough recognition? □ Yes □ No Q17.Q13. What kind of mentorship should be given by a mentor? □ □ □ Technical On Toyota values Managerial Q14. How do you rate yourself after retention? □ Very good □ Good □ Average □ Below average Q16. Does the organization make any changes about your job? □ Yes □ No Q15.
Why do you want to stay in the organization? □ I like my job □ I want to make a difference □ I believe in the mission of the organization □ I work for money benefit Q20. Are you aware of the retention effort of your organization? □ Yes □ No Q19. What makes you think about leaving the organization? □ Low salaries □ Work pressure □ Delay in promotions □ Career mobility issues Page 91 .Q18.
com • “Foreign automakers inundate www.indiainbusiness.atimes. •“Retaining Talent: Retention and Succession in the Corporate Workforce”.com • Article on “Indian Industries” for the financial year 05-06 at www. Ceridian senior vice president of human resources at www.nic.rediff.com/pdf/ddi_retainingtalentabenchmarkingstud_es.A study by Aberdeen Group (December. • Report by KPMG on “Indian Automotive Industry” published in January 2006 for India Brand Equity Foundation.com/journalgazette India” by Terence Chea at • “Boom time for India's auto parts industry” by Atul Sathe at www.2005) http://media.in.com/a/i/intelligence/pdf/AberdeenRetentionReport_122805.pdf Page 92 .ddiworld.pdf •“Retaining Talent: A Benchmarking Study” by the Development Dimensions International (2000) http://www. • Reports of “Critical Talent Management Climate Survey” by Career Systems International.fortwayne.Bibliography E.monster.com.Resources • “Japan's auto makers focus on key markets” By Hisane Masaki at www. •“Retaining your top talent” by Nancy Hanna.ceridian.
itsinc.com.00.net/retention-research.managementissues. 1997. Feb.“Its 2008: Do You Know Where Your Talent Is? Why Retention and Acquisition Strategies Don‟t Work” (2005) http://www.asp?Type=60&Categ ory =919 Page 93 .au/articles/67/0C031867.a study by Lynne Morton athttp://www.http://www.asp?section=research&id=2981 • “The Challenge of Retaining Top Talent: The Workforce Attrition Crisis” Research done by Integral Talent Systems. 2006http://www.ht m •“Talent management: the next dimension of strategic HR”.sid%253D27668%2526cid%253D69980. Inc.com/display_page.•“Work-life balance becoming critical to recruitment and retention”.Annual MetLife Employee Benefits Trend Study.htm • Research by Deloitte Group.deloitte.humanresourcesmagazine.1015.com/dtt/research/0.
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