1 INTRODUCTION 1.1 Introduction:
Human resource is the pillar for any organization. In order to survive in the current competitive environment it is mandatory for every company to recruit people with requisite skill, qualifications and experience. Beyond recruitment, retaining the employees in the organization is a major issue. For retention of the employees for a perpetual growth of the company the company needs to meet the various needs of the employees. The company must ensure a healthy and a beneficial environment to the employees. The welfare of the employees in various perspectives have to given priorities to satisfy them. A full fledged training on these topics would give a pragmatic knowledge to the student. It also reveals the various hurdles in the company that serious affect these important functions of a HR manager and the various internal and external factors that affect the HR policies of any company.
1.2 Objectives Of The Study:
The main objective of the training is to get a practical knowledge about the various functions of a Human Resource manager in a company. Mainly the recruitment process of the company, various methods of welfare measures and grievance handling in the company are observed. The objectives of the training are to learn about the following matters. ➢ Manpower planning in the company ➢ Identification of the potentiality expected from employees for different jobs in the company ➢ Identification of the potential workforce ➢ Screening of the candidates for the job ➢ Post Placement training ➢ Salary and other allowances fixation ➢ Meeting the welfare of the employees working in the company ➢ The various government regulations and their implementations in the companies in real time
1.3 Scope Of The Study:
This training is concentrating on the various HR functions taking place in PRICOL Limited.
1.4 Limitations Of The Study:
Lack of co-operation from certain departments due to their work load.
2. INDUSTRY PROFILE
2. INDUSTRY PROFILE
2.1 Current Status of Indian Automotive Industry
On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to its deep forward and backward linkages with several key segments of the economy, automotive industry has a strong multiplier effect and is capable of being the driver of economic growth. A sound transportation system plays a pivotal role in the country's rapid economic and industrial development. The well-developed Indian automotive industry ably fulfils this catalytic role by producing a wide variety of vehicles: passenger cars, light, medium and heavy commercial vehicles, multi-utility vehicles such as jeeps, scooters, motorcycles, mopeds, three wheelers, tractors etc. Although the automotive industry in India is nearly six decades old, until 1982, only three manufacturers - M/s. Hindustan Motors, M/s. Premier Automobiles & M/s. Standard Motors tenanted the motorcar sector. Owing to low volumes, it perpetuated obsolete technologies and was out of sync with the world industry. In 1982, Maruti Udyog Limited (MUL) came up as a Government initiative in collaboration with Suzuki of Japan to establish volume production of contemporary models. After the lifting of licensing in 1993, 17 new ventures have come up, of which 16 are for manufacture of cars. There are at present 12 manufacturers of passenger cars, 5 manufacturers of MUVs, 9 manufacturers of Commercial
having no more than a handful of vehicular models two decades ago. comprising 1.540.
2.1.000 vehicles. A supplier driven market.
2.77% in 1992-93 to 9% in 2009.000 four wheelers (including passenger cars) and 7.590. The contribution of the automotive industry to GDP has risen from 2.Vehicles. The industry provides direct employment to 4. Today India is the world's second largest manufacturer of two wheelers.950.50. During the year 2003-04 the turnover of the automotive sector was around Rs.000 two and three wheelers.2. The country offers fourth largest passenger car market in Asia today. absorption of newer technologies and flexibility in the wake of changing business scenario.2 Production
.000 crore.5 lakhs and generates indirect employment of 1 crore. The installed capacity of the automobile sector during the year 2008 – 2009 is 9. The industry has an investment of a sum exceeding Rs.1 Installed Capacity
The Automobile Manufacturers have put up a robust manufacturing capacity of 95 lakh plus vehicles per annum since 1993. fifth largest manufacturer of commercial vehicles and manufactures largest number of tractors in the world.2 AUTOMOBILE INDUSTRY 2. The sector has shown great advances in terms of development.2. 4 of three wheelers and 14 of tractors besides 5 manufacturers of engine.00. spread. now offers more than 150 models and variants by way of customer options. The industry comprising of the automobile and the auto component sectors has shown great advances since delicensing and opening up of the sector to FDI in 1993.000crore. 12 of two wheelers.
this has significantly increased industry's contribution to overall industrial growth in the country.467. registering a growth rate of 15-27 percent.853
7. absorb newer technologies. on the one hand.660
Export figures of 2008-09 are a testimony to India’s growing status as big trade mart for the automobile industry. automotive industry has been witnessing impressive growth during the last two decades.545.300
2006-07 1.626 11.681 10.666 11.997
2008-09 1.466.209.829 8. permitting automatic approval and successive liberalization of the sector over the years have led to all round development of this industry.223
374. Abolition of licensing in 1991.175.853.2. During the last five years.
CATEGORY Passenger Vehicles Commercial Vehicles Three Wheelers Two Wheelers Grand Total
2003-04 989.One of the largest industries in India. India has turned into a big trade mart for the automobile industry.126
500. The freeing of the industry from restrictive environment has.608.083
519. align itself to the global developments and realize its potential and on the other hand. helped it to restructure.423
275. As per the data released by the Society of Indian
2005-06 1.026.741 7.040
fetch double digit growth. components. lower interest rates and better road infrastructure are driving domestic demand for automobiles and.Automobile Manufacturers. increasing outsourcing by
. While economic revival. it has captured attention as well as business from leading auto makers of the world. More interestingly. The industry plays a crucial role in the automobile sector. the passenger car sales in the overseas markets registered a growth of 63.01 percent during 2008-09. Manufacturing vehicles typically involve assembling a large number of components outsourced from number of ancillaries or component manufacturers. it has grown more impressively.
2. In recent years.3 Auto-Component Industry in India
The auto component industry has come of age and now forms an important component of the Indian economy. therefore. Competitiveness with quality as a theme has been the watchword for the Indian industry and especially the auto component industry ever since the Indian economy was opened up to the world in the early 1990s.
Drive transmission and steering parts: Transmission gears. wipers. Electricals: Spark plugs. generators. the delicensing of the sector led to global auto manufacturers initiating assembly operations in India. Bajaj. The Automotive Component Manufactures Association (ACMA) classifies the auto ancillary industry into the following product segments: • • • • •
Engine and engine parts: Pistons. etc. Flywheel magnetos. 1985-91 saw significant JVs in the Indian auto component segment with Japanese manufacturers. etc. steering gears.1 Industry dynamics
The Indian auto components industry started out small in the 1940s supplying components to Hindustan Motors and Premier Automobiles. Mahindra & Mahindra led to steadily increasing production.global automobile majors is creating a huge export opportunity for Indian component manufacturers. After 1991. ignition coils.
. brake assemblies. fuel Injection pumps. axles. voltage regulators. etc Equipment: Dashboard instruments.3. starter motors. piston rings. Suspension and braking parts: Leaf springs. shock absorbers. This subsequently led to global Tier I players entering the Indian auto space and the recognition of the potential in the Indian auto component segment.
2. the arrival of Telco. sheet metal parts. headlights. plastic moldings. horns. wheels. piston pins. Others: Fan belts. etc. gaskets. crown Wheels and pinions. A closed market with high import tariffs characterized the Indian auto component industry pre 1985. distributors. carburetors. two largest manufacturers of automobiles in India at that time. etc. In the 1950s. etc.
High skilled labour. Global majors are in a very critical condition. batteries and tyres have grown in a range of 25-40%. Exports of domestic automobile components saw a decline last year. etc. A recovery in the market for exports of auto components can only be seen in the second half of the ongoing financial year (2010). which have resulted in transfer of technology thereby putting them high on the global landscape. Subros.3. which supply mainly to car industry. China. improving quality standards and lower manufacturing costs improve India’s prospects as a sourcing destination vis-a-vis countries such as Indonesia.2 Sectoral Performance
The auto-ancillary was the best performing sector among the intermediate goods. Sundaram Clayton.
2. This has caused these players to increase their sourcing (automobiles and components) from low cost countries. as global markets such as Japan and the US are showing steady signs of recovery. Different segments of the sector such as bearing. fasteners. global auto manufacturers financial performance was impacted on account of their high cost structure. During the recent downturn. Around 44% of total exports are made to Europe. etc. Further Indian players have formed JV’s with global leaders. The marketing mix for exports has changed over the years with contribution from OEM’s increasing from 35% in 1990 to 80% in 2008.The major players in the auto ancillary industry can be classified between the ones Catering to the two wheeler industry and the four wheeler industry. After grossing a compounded average growth rate (CAGR) of 25-30 per cent in five years before the slowdown. with global auto giants US and Japan being hit because of the slowdown. Korea. Omax Auto. PRICOL. cater to two-wheelers. Motherson Sumi. Rane Brakes.
. MICO. they are loosing their market share because major automobile companies are being attracted by India. There are many companies like Ucal Fuel. etc. Brasil. Companies like Munjal Showa. Lakshmi Auto. mainly cater to commercial vehicles/tractors. etc. the auto components exports industry saw a growth of just 5 per cent in the previous (fiscal) financial year 2009. Bharat Forge. casting. Sundaram Brakes. & Taiwan.
3 Future Outlook
Given the significant scale up of capacities by the domestic majors. Setting up a new plant by existing companies and out-sourcing by the foreign vendors will result in domestic companies benefiting. clients and markets. Along with this some other key drivers including exports. for their outsourcing decisions. utility vehicles and CVs made in India are increasingly getting acceptance in foreign markets. Over the years. Even Indian two-wheeler majors are targeting markets abroad. Indian vendors are diversifying across products. outsourcing.3. thus driving the demand further. delivery. which is a key driver of auto-component industry. the domestic auto ancillaries are well set to sustainable scale up their share of the global auto component pie. To meet the emerging opportunities and challenges.
2. is likely to grow at 12-17%. Growth in the domestic market would be driven by sustained growth in supplies to OEMs as well as acceleration in the demand from replacement market.Quality is the key consideration for global OEM’s and tier-1 players. A robust business outlook is expected to drive strong
. design and management. and their improving global cost effectiveness. cars. According to JD power Survey. Companies that have restricted themselves to domestic business have seen modest growth and flat margins. Moreover. Simultaneously. and replacement market are slowing down competitiveness in global markets in turn boosting the productivity of Indian auto components industry. the problems per 1000 vehicles have decreased to 290 in 2009 from 572 in 1997. Overall. the short to medium term outlook for the domestic auto component producers is positive. foreign auto majors like Ford and Hyundai are making India its manufacturing base for several models. processes. either by exporting from domestic facilities or setting up facilities in those locations. The players are aggressively focusing on new client acquisition. inorganic growth in developed countries and cost reduction measures on fronts like quality. Indian auto component manufacturers have laid stress on meeting global standards for their products. Automobile industry.
Over the past two years. Fortunately. fuel. other inputs like non-ferrous metal. Exports from the auto component industry is estimated to be worth US$ 3. the auto ancillaries are not able to pass on the rise in costs.8 billion in 2008-09. healthy rise in volumes. the turnover of the auto component industry was estimated at over US$ 19. The potential compounded annual growth rate (CAGR) of the auto component industry is estimated to be 11 per cent in the period 2008-15.1 billion in 2008-09. and enabled them to maintain margins. and transport costs have also been increasing. according to an ACMA report. due to quality and price consciousness of auto majors. recording a rise of 8 per cent over the previous fiscal. Steel is a major raw material in manufacturing of parts.
. players move up the value chain.revenue growth for the auto-component industry. the domestic steel prices have been increasing. However. As per an Automotive Component Manufacturers Association of India (ACMA) report. Similarly. The industry's turnover is likely to touch US$ 40 billion by 2015-16. increasing exports together facilitated them to cushion the rise in costs.
.3. ORGANIZATION PROFILE
1 COMPANY PROFILE
Premier Instruments & Controls Limited was established in 1974 at Coimbatore.3. Today.
. and commenced manufacturing operations in 1975 in the precision engineering field of Automotive Instruments. Tamil Nadu. Pricol is the market leader enjoying 53% of the Automotive Instruments market share. India.
Combination Meters. earth-moving equipments and industrial applications. Electronic RPM Meters.2 Product Portfolio
➢ Automotive Dashboard Instruments and Accessories for two-wheelers. Mechanical Speedometers. Gears & Pinions. Denso Corporation. Mechanical and Electrical Temperature Gauges. ✔ Two-wheeler items such as Handle Bar Switches. Oil Level Switches.
Tachometers. ➢ Oil Pumps for two-wheelers and industrial engines Disc Brakes for two-wheelers. ✔ Four-wheeler items such as Wind Shield Washer Motor Kits. etc. was established in 1988 to cater to the needs of the OEM customers in North India. Heater Ventilation Air Condition Control Units. Auto Fuel Cocks. Battery Condition Indicators. Pressure Switches. commercial vehicles. Tamil Nadu. India. Quartz Hour Counters. Cigarette Lighters.
. Warning Lamps. threewheelers. Electronic Hour Meters. Fuel Gauges. Auto Decompression Units. Pricol joined hands with DENSO Corporation.5% in the equity capital of Pricol.Plant II at Gurgaon near New Delhi. India. Mechanical RPM Meters. Pressure Sensors. Idle Speed Control Valves.
Clusters. Quartz Clocks. Temperature Sensors. Fuel Level Sensors.7 billion Auto Ancillary company to chalk out its growth and future. Hub Drives. in 1999 for rationalizing Pricol's manufacturing activities.
3. tractors. Oil Level Gauges. In 1997. four-wheelers. Japan is the Joint Venture Partner with Pricol and has invested 12. Ammeters. Mechanical and Electrical Pressure Gauges. Plant III and Plant IV were established at Coimbatore. a US $ 17. ✔ Speedometer Cables. Voltmeters. Japan. Chain Tensioner Assemblies. ✔ Switches and Sensors such as Speed Sensors.
3.➢ Electronic Textile Counters and Controls. Fare Meters. 3% of its turnover on research and development. Enterprise Resource Planning (SAP R3 ERP). Supply Chain Management (SCM). Europe. Middle East. Australia.Windchill) to render faster and efficient service to customers. Pricol is an ISO 9001 company since 1993 and certified for QS 9000 since December 2001. and Collaborative Product Commerce (CPC .4 Research & Development
Pricol spends. Turkey. Egypt.
3. Asia. Mexico. Data Acquisition and Control Systems Electronic Road Speed Limiters for Commercial Vehicles Precision Machined Components Sintered Components. Engine Monitoring Systems. Total Productive Manufacturing (TPM). etc. New Zealand.
3. on an average. Canada. Pricol has initiated Total Quality Management (TQM).3 Pricol Export
Pricol exports about 12% of its turnover to the USA.5 Corporate Vision
“Strive for excellence in all we do through socially and environmentally acceptable means”
This is achieved through systematic training and motivation of employees”
3. Employees and Suppliers . We will be a responsible corporate citizen and share the benefits with society.3.10 Environmental Management System (EMS) Policy
Pricol is a responsible corporate citizen in all its business operations and systems to promote the health and well being of people and environment. We will make our customers. accept noble failures ➢ Continuous learning
3. This shall be achieved through
. employees.7 Corporate Core Values
➢ Respect and concern for individuals ➢ Customers. suppliers and share-holders feel proud of our association and want a long-term relationship with us”.9 Quality Policy
“Pricol provide value and satisfaction to customers on products and services.”
3.8 TPM Policy
“Establish an excellent Total Productive Manufacturing system with total involvement of all employees to achieve effective utilization of all resources.
3.6 Corporate Mission
“Pricol have market leadership through customer delight.Partners in the Value Chain ➢ Encourage innovation and improvement.
technology. minimize wastes and create environment preservation awareness amongst employees and the community. Safety
Achieve zero accidents through eternal vigilance.
2. emotional. mental and spiritual health in their personal and professional lives through education and habit formation. It shall be continually improved through the P-D-C-A spiral in daily management with strategic and operational intent.its occupational Safety. machines and materials. India Royal Enfield. Three wheelers & ATV’s:
Bajaj Auto. India
Carry out eco-friendly manufacturing and management practices that will comply with environmental legislation / regulations. Health
Promote Employee Welfare and Quality of Work Life (EW & QWL) to achieve the physical.11 Pricols Customers Two Wheelers.
1. Health and Environmental (SHE) policy and objectives with Total Employee Involvement (TEI). employee education/motivation / participation and prevent loss of precious resources of people.
Europe Yamaha. India Piaggio. India
Trucks & Buses:
. India Suzuki. India Saipa. Italy
Suzuki. Egypt Hero Honda. India Victory. Turkey Derbi Nacional. Malaysia Suzuki. Hungary
Tata Motors. Iran
Honda Siel Cars. India General Motors. India Hindustan Motors. India Maruti Udyog. USA Yamaha. Spain Egyptian Light Transport. India Kinetic Engineering. India Mahindra Renault. India
Mahindra & Mahindra. India Magyar Suzuki. SUV’s & MUV’s
Fiat. Philippines Suzuki. India Toyota Kirloskar Motors. India Honda. India Kinetic Motors. India Ford. Thailand TVS Motors.Beldeyama.
India Escorts Tractors. USA Pierce. India Telcon. India Tafe Motors & Tractors. India Oshkosh. Korea Eicher Tractors.Ashok Leyland. India International Tractors. India TATRA Udyog. India
Mahindra & Mahindra. UK
L&T CASE. India
. India JCB. India JCB. India Indo Farm Tractors. Turkey Eicher Motors. UK New Holland Tractors. India Terex Vectra. India Tata Motors. Turkey BMC. India Escorts Claas. India Carraro. India Doosan. India Askam. India Force Motors. USA Standard Tractors. USA Swaraj Mazda. Italy Simplicity. India CAT. India Punjab Tractors. USA BEML. India SAME Deutz Fahr. India
Tractors & Construction Equipments
AGCO. India Massey Ferguson. India Mahindra & Mahindra. India Escorts Construction Equipments. India SAME Deutz.
UK Tractors & Farm Equipments. Germany Tecumseh. USA Godrej. India Ashok Leyland. India TVS Motors. India
Applicomp. India Roots. India Mico Bosch. India John Deere.John Deere. USA
. India GE Transport System. India Valeo. India Technoplast. USA
Terex. India Lucas TVS. India
HUMAN RESOURCE DEPARTMES
4. HUMAN RESOURCE DEPARTMENT
PRICOL’S human resource management systems and processes aim to create a responsive. customer-centric and market-focused culture that enhances organizational capability and vitality.4. so that each business is internationally competitive and equipped to exploit emerging market opportunities.
2 Recruitment and Selection
Pricol’s Recruitment objectives:
.4.1 Structure of Human Resource Department
VICE PRESIDENT HR
SENIO R M ANAG ER
SENIOR DEPUTY M ANAG ER
ASSISTANT M ANAGER
SENIO R O FFICERS
JUNIO R O FFICERS
3. Total permanent manpower strength/budget for organization has been sanctioned by the board of directors. the concerned department has to fill up the prescribed
manpower requisition form clearly indication the job description and specification.➢ To effectively manage the manpower recruitment in coherence with long term and short term manpower planning of the organization through a standard recruitment and selection policy. ➢ The recruited people with required level of skilled and aptitude for learning and growth Scope of recruitment: This policy shall apply to all PERMANENT management position in the company including the workmen. All the recruitment has necessarily to be made within the approved budget/strength only. Identification of vacancies: 1. ➢ To proactively and systematically identify the recruitment needs in time. time frame and send it to HR department
. To ensure that all the recruitment are within the manpower budget and as per the laid down policy. whenever a vacancy arise. Vacancies against the sanctioned budget may arise due to: • • • Retirement Turnover Natural Separation
Other sources may include the following: • • • • people. status and value and value. Internal Method 2. Direct Method
3. notice/circular for all such vacancies will be put up on the notice board. On receipt of the Manpower Requisition (MPR) form HR department will initiate action of sourcing the candidates as under: 1. 2.
Methods Of Recruitment: The following are the most commonly used method of recruiting
4. The conditions fulfilling the requirement may apply against internal notification to HR department through their department.
. Promotion involves movement of an employee from a lower level position to higher level position accompanied by changes in duties. the organization will encourage to fill up the vacancies from within the existing people if they are fulfilling the criteria and found suitable. 1.1 INTERNAL METHOD:
Promotion And Transfers: PRICOL Prefer to fill vacancies through promotion or transfers from within wherever possible.The sources of recruitment may be broadly divided into two categories: internal sources and external sources.2. Indirect Method
internal data bank local employment exchange advertisement through newspaper Placement agencies. Internal sources: As a matter of policy. Other sources: Other sources can be tapped for recruitment only when suitable candidates are mostly available internally. responsibilities. • • In order to invite application from internal sources.
etc. Hindustan lever introduced its version open job position in early 2002 and over 40 positions have since been filed through the process. electronic media and similar outlets. In this method. of course. kindling ambitions and motivating them to take a shot at something they might otherwise never have considered. In fact..2 Direct Method
Campus Recruitment It is a method of recruiting by visiting and participating in college campuses and their placement centers.
4. The system.2. Companies offer rich rewards also to employees whose recommendation are accepted after the routine screening and examining process is over. for example from technical position system. are encouraged to recommend the name of their friends working in other organization for a possible vacancy in the near future. Job Position: Job position is another way of hiring people from within. IIMs colleges and universities with a view to pickup job aspirants having a requisite technical of professional skills. HLL even allows its employee to under take career shifts. but not necessarily salary.It may lead to changes in duties and responsibility. the organization publicizes job openings on bulletin boards. working conditions. The logic behind employee referral is that “ it takes one to know one” employee working in the organization in this case. Employee Referals: Employee referral means using personal contacts to locate job opportunities. works best for young executives who are willing to take risks. Internal promotions and transfers certainly allow people greater scope to experiment with their career. this has become a popular way of recruiting people in the highly competitive information technology industry now a day.and job offers extended to the suggested candidates. Job seekers are provided information about the jobs and the recruiter’s
. Here the recruiter’s visits reputed educational institutions such as IITs. It is a recommendation from a current employee regarding a job applicant.
prospects in the organization etc. In recent time this medium became just as colorful lively and imaginative as consumer advertising.inturen get a snap shot of job seekers through constant interchange of information with respective institutions. Advantage of this method include: the placement centre helps locate applicants and provides resumes to organization. compensation package. The ad generally gives a brief outline of the job responsibilities. Head Hunters There is an influx of executive search agencies also known as head hunters who specialize in selection of professionals for very senior or top posts. applicants will not have to be lured away from a current job and lower salary expectation. However. In view of the growing demand for young managers. of talented people who are geographically spread out.2. A preliminary screening is done within the campus and the short listed students are then subjected to the reminder of the selection process. But. This method is appropriate when (a) the organization intends to reach a large target group and (b) the organization wants a fairly good no.
. the high cost is outweighed by the benefit of recruiting the best talent without going through the cumbersome and time consuming process of internal recruitment system. Such vacancies are fewer and far between and organizations prefer hiring a head hunter who maintains confidentiality of the employer and are specialize in recruiting the best talent strictly as per the job specification. where applicants are in short supply and employers have no time to go round in search of the best talents. applicants can be prescreened.3 Indirect Method
Advertisement This includes advertisement in news papers. most reputed organizations visit regularly and even sponsor certain popular activities with a view to earn goodwill in the job market. trade. radio and TV etc. professionals and technical journals.
4. these specialists bodies charges hefty professional fees.
Short listed application will be send formal letter for appearing test at least 15 days in advance.
Final Selection And Appointment: Recommendation of the interview panel will be put up before the Executive HR by the HR Department for his approval. • • Test: • Depending on the requirement of the job if required.
All the candidates short listed for interview will be informed through a formal call letter for attending interview at least 15 days in advance. The ratio between the number of vacancy and the number of candidate to be called for test/interview should normally be 1:5. management may conduct written/aptitude/psychometric/physical or any other test as deem fit.4 SELECTION PROCEDURE
Screening of Application : • All application received from various sources will be screened by the concerned department and HR based on the job description and specification and the applicant profile. The candidate will be interview by the interview panel. • • Interview: • •
Shorting of prima facile suitable candidates who should be called for test/interview shall be prepared. Qualifying criteria for the test will be determined by the management depending on the nature and requirement of the job.
The probationary period ranges from 6 months to two year. At PRICOL this is handled by the HR department. Check and verify all the personal details furnished by the candidates. he/she is placed in the suitable job. the candidate is assigned with a specific rank and responsibility. in case appointment letter can initially be issued to the candidates and the detailed formal appointment letter can be issued at the time of joining. Selection of candidates will be strictly on the basis of merit.•
Candidates for the officer and above after interviewed by the panel will be finally interview by the MD. The candidates are made permanent employees only if their work is satisfactory. Appointment letter will be issued to the finally selected candidates after duly approved by Executive HR. The performance of the candidate is evaluated at the end of the probationary period. However.
HR department will ensure that the candidates will be allowed to join subject to their being found medically fit. Make necessary reference/antecedents verifications whenever required.
. 3. after which their services are confirmed. Verify the certificates and other credentials. 2.
Before letter of appointment is issued to candidates HR department will ensure the following: 1. The candidates selected work on probation for a given period of time.
Joining Formalities: (a) Employees joining shall first report in the HR department will facilitate in completing the joining formalities such as filling of joining report and other necessary forms.3 Placement and Induction:
After the selecting the candidate.
. Employee’s title and department 3. retirement policies and other benefits • About the job 1. Counseling 5. Job location 3. procedures and rules. Safety measures • Employee benefits 1. Salary 2. Training 4. Safety measures 4. This is given by the respective departments. Codes of conduct 7. All the queries of the new employees are answered during this induction program. Job objectives 5. Executives of the company 4.Induction or orientation is the task of introducing the new employees to the organisation and its policies. Company’s history 2. all the new employees are given induction training program so that they will become familiar to their working conditions and also the employees in the particular unit. Probationary period 5. Tasks 2. The induction program consists of the following: • Organization 1. Holidays (festival and national) 3. Insurance. At PRICOL. Policy and rules 6.
The types of training given at PRICOL are:
➢ Skills training:
The employees are trained in such a way that their existing skills are improved and they handle the situation and the machinery more efficiently. They are evaluated continuously throughout their training program. the new employees are given adequate training before they are allowed to work independently. The new employees participate in the training program under the responsibility of Head – HR or Respective Functional Head. To trainers At PRICOL.
4. To co. HR department monitors all the new employees and evaluates their performance.4 Training and Development: 4. To department head 2.workers 3.1Training
The new employees are given training regarding the specific tasks to which they have assigned. the internal mobility of the employees takes place.• Introductions 1. This training is provided to both the new and existing training
.4. It’s common among the worker and staff level. This training makes the employees more productive and more useful to the organisation. when more man power is required in the other departments during certain projects. At PRICOL.
The training program given to the employees at PRICOL is 8 hours per day and the type of training depends on the analysis using the skill matrices. The company organises special training programs once in 3 months to update the employee’s knowledge and help them to face the future challenges. HR department plays a major role in organizing these programs and makes sure that the objective of the training program is attained.2 Training Assessment
All the training programs provided to the employees at PRICOL are assessed continually.
4.➢ Refresher training The employees are trained about the new technologies that have emerged in the recent time.3. the skills required for performing a particular tasks and the individual’s ability to do the assigned job. company’s performance. The need for the training program is determined depending on the productivity and objectives of the company. This is done to improve the efficiency of the workers in different departments and also to follow flexible scheduling. ➢ Cross-functional training It involves the training employees to perform operations in area other than their assigned job.
. Education & Training .
Internal & External
. skill and morale ➢ Class room training. as an organizational initiative
5 Stage of Skills Level 0 Don't know (not educated) Lack of knowledge Level 1 Know only in theoretical sense Shortage of training Level 2 Can partially do it Shortage of training Level 3 Can do it with self-confidence State of having bodily learned it Level 4 Can teach others State of completely mastered it Training Method
➢ Identification of training methodology ➢ ➢
Consolidation of training needs identified Identification of Faculty .skilling employees ➢ Use of 5 Senses for observation and judgement ➢ Improving knowledge. Seminars ➢ On the job training
➢ To foster excellent personnel and have these personnel display their potential to the
utmost degree ➢ To develop knowledge and skill competent personnel
➢ To habituate to continuous education & training.➢ Multi .
such as the attitude of the manager. A grievance can be defined as any sort of dissatisfaction. grievance is one emotion that plays a vital role in any organization. But they cannot be suppressed for long as Grievance acts as rust which corrodes the very fabric of organization. Employers & superiors mostly try to ignore or suppress grievances for as long as possible.2 Grievance Procedure:
. a grievance is a formal. policy of the company. it however finds expression in some form of the other. As such. An aggrieved employee is a potent source of indiscipline and bad working. In employment law. written or oral.1 Grievance Handling:
An organization is a joint place where various people of different characteristics work under a common roof.➢
Develop Knowledge Bank Preparation of Training Calendar
➢ Organize training material
➢ Organize Training Programs ➢ Evaluate Training ➢ Re-train based on the evaluation
4. Thus.5 Grievance Handling And Discipline : 4. which needs to be redressed in order to bring about the smooth functioning of the individual in the organization.
4.5. itemized complaint to management that it has treated one or more employees unfairly or has violated the contract or collective bargaining agreement. existence of difference of opinion has become a common subject nowadays with the employees getting dissatisfied with various aspects of their work environment. working conditions.5. rated or unvoiced. or behavior of colleagues. Real or imaginary. legitimate or ridiculous.
These units are engaged in the production of various mechanical and electronicsl products for various pricol customers. The time taken by the panel to solve the grievance is before the commencement of the next common goodwill meeting.In PRICOL there exist six (6) Satellite Vendor Units (SVU’s).5. settlements and issues affecting the entire factory or a particular department. Such problems affect their performance as well as the performance of other employees. The employees can raise their grievance in the common goodwill meeting. one production head of that particular SVU’s and one shop floor representative. and shop floor group. A panel is formed by the HR department for conducting the common goodwill meeting. department to which he belongs.
4. If the panel is not able to solve the problem within the next commencement of goodwill meeting (i.e. employee code number. The panel consists of one HR representative. But they are restricted to raise against the policy matters of the company. within one month then a proper explanation is given to employye as well as it is displayed in the common notice board.). In effect it would affect the
. employees may create problems in the work place. nature of the grievance and person who is responsible are noted in the register. Some of the grievance raised by the employee will be solved at the shop floor on the same day itself. These groups are operator groups. When a employee raises his grievance his name. The panel members are called window person. any wages dispute and any pending in their payments. A common goodwill meeting is conducted every month for each group at a particular date. After the meeting is over the panel members displays the grievance raised by the employee in the common notice board. The employees in these SVU’s are grouped into three groups.3 Discipline:
In spite of the best efforts of the employer to select good employees and maintain them well. staff group. The panel members will maintain a register for grievance handling. The employees can raise their grievance regarding the working conditions.
non compliance with safety measures etc. PRICOL follow rules and standards of accepted work behavior. Common problems include absenteeism. alcoholism and drug abuse. Disciplinary action is initiated when employees do not conduct themselves according to these. frequent quarrels with other employees. Not all of these are considered important enough to initiate disciplinary action. employees do not desire to be isolated.4 Types Of Discipline Problems:
There are several problems that arise in the workplace.
There are quite a few employees who are not self disciplined. Most employees exercise self discipline. The most important ones are:
➢ Dishonesty ➢ On the job behaviors ➢ Undesirable actions outside the organization
It is one of the serious problems that managers face. Attendance is a serious problem as it affects performance. It occurs because employees goals are not aligned to the to that of the organization. They are well within the requirements prescribed. The idea is that the disciplinary action would condition the employee to correct unaccepted work behavior. If this is done there is probability of reducing its occurrence. Employees also tend to use all of the leave that is available to them. Normally. These problems are viewed seriously.efficiency and effectiveness of the organization. They do not meet the rules and standards of accepted behavior. Especially misuse of
. Usually some punishment is initiated against the employee. they prefer to meet the expectations of the organization.5. refusal to accept work related orders. Therefore.
They are therefore unwilling to give them a chance again. dishonesty attracts the severest forms of disciplinary action. This is because the PRICOL believes that even a single incident of dishonesty may point to the possibility of the person repeating it over again. As these problems can be addressed and wiped out through appropriate corrective action. Employees report sick even if they are not.
On the job behaviors
PRICOL do not tolerate some forms of on the job behavior.
Generally. Dishonesty takes the form of stealing. Moreover. Engaging in
. some employees find it difficult to balance home and work life. PRICOL’s organization cultures do not tolerate dishonesty. they attract a lesser form of disciplinary action. It is often believed that dishonesty must be punished. They are therefore willing to absent themselves frequently. Therefore. With the introduction of flextime. As these behaviors are unacceptable . such behavior negatively affects the image of the organization. It usually leads to the dismissal of the employee. Employees don’t appear to take their jobs seriously. alcoholism and drug abuse are a few of them.sick leave that is allowed to the employee is noticed. Sometimes. A change in attitude towards employment is also observed.corrective action is initiated. In fact they believe that sick leave is time off earned by them. This because they believe that not using the leave is in effect not enjoying their privileges. Insubordination. lying or falsifying key information. In other cases much remains to be done. failure to use safety a gears .
Undesirable actions outside the organization
Activities done outside the organization can also affect on the job performance. organizations have been able to tackle some of the issues contributing to absenteeism. quarrelling. they tend to absent from work. These problems are an indication that the employee is unwilling to abide by the rules of the organization.
it can take appropriate disciplinary action against the employee. etc. the personnel manager in charge of discipline may act as an enquiry officer from other than the personnel department and the department to which the employee belongs. Sometimes. Management can arrange to conduct the disciplinary procedure from within the company or by the officers from outside the company. Management appoints the company officers as domestic enquiry officer. Sometimes. accepting grafts for doing jobs. When the employees off the job behavior is bad. may be appointed as the enquiry officer.5. are some examples of bad job behaviors. Enquiry conducted from within the company by the internal officers is called domestic enquiry. warrants disciplinary procedure should be conducted in order to conclude whether the act committed by the employees is a misconduct or not. In such situations.criminal actions.
3. revealing business secrets to competitors.5 Disciplinary Actions
The disciplinary actions followed by PRICOL are ➢ Oral Warning ➢ Written warning ➢ Suspension ➢ Demotion ➢ Pay cut ➢ Dismissal
4.5. The severity of the problem decides the punishment.6 Domestic Enquiry:
When the management of the company finds that an act of misconduct committed by an employee. the organization may find it embarrassing. the immediate superior of the employees is appointed as domestic enquiry officer.
Auditor enquiry is conducted by the management when the management finds a legal misconduct by the employee. He may bring an representative on behalf of him to represent in front of the enquiry officer. A management representative will be appointed on behalf of the management. submits his final report to the HR-President. The delinquent employee has the rights to cross examine the management witness at the same day itself. The witness brought by the management representative is called Management witness (MW). The representative for the delinquent employee should be an co-worker. time and date of when he/she has to appear in front of the enquiry officer. if it is satisfied with the enquiry. A show-cause notice will be issued to the delinquent employee by the auditor seeking his explanation. The delinquent employee has the rights to defend him. An outsider is not allowed to represent the delinquent employee in front of the enquiry officer. The enquiry officer will proceed the enquiry and submits his report to the management.
4. An enquiry officer outside the organization is appointed by the management.The domestic enquiry officer enquires into the issue by: ➢ Calling the employee for explanation ➢ Considering the explanation of the employee ➢ Issuing a show-cause notice ➢ Holding a full-fledged enquiry ➢ Considering the witness reports.
. events etc. the domestic enquiry officer. HR-President implements the report. The management representative (MR) has to prove the charges against the delinquent employee by providing the witness in front of the enquiry officer.5. The show-cause contains the detailed information regarding the nature of misconduct involved by the employee. and ➢ Considering the enquiring reports After the enquiry is over. Usually the enquiry officer appointed by the management will be from the legal background (ie) practicing lawyer.
. The company culture conveys organization's core values to its employees. The HR President will implement the report if the employee is found guilty. Employee Relations are practices or initiatives for ensuring that Employees are happy and are productive. The management representative can cross examine the defense witness. He will then issue an second show-cause notice to the delinquent employee. “Employee Relations” starts with determining the type of workplace the company wants. enabling your company to outperform the competition. vendors. The witness brought by the defense counsel is called Defense witness (DW). and community. but what can you do to help foster the type of environment where employees thrive. After hearing both the management representatives and the Defense counsel the enquiry officer will decide whether the employee is guilty or not. and all types of problem solving and dispute resolution.
4. it is important to that employees don’t feel that they might be treated more fairly elsewhere. policy development and interpretation. By considering what the company wants employees to say about working for it gives shape to the company’s culture. Employee Relations offers assistance in a variety of ways including employee recognition. If the delinquent employee accepts the charges then lesser punishment will be given to him. After all retention is one of the major functions of HRM. The report will be submitted to the management HR-President. All these proceeding will be recorded by a typist. It starts by considering what the company wants its employees to say about working for the company. People are generally motivated from within. In a competitive market. An effective employee relation involves creating and cultivating a motivated and productive workforce.The delinquent employee can bring his witness in front of the enquiry officer. customers.6 Employee Relations:
Employees are among an organization's most important audiences with the potential to be its most effective ambassadors.
However. and development. Also. policies. Such systems could include communications.7. financial and other resources available that reinforce the values and guiding principles the company wants echoed throughout the organization. Establishing workplace and management principles set the stage for fostering a successful work climate and establishing your company's culture. training. Employee Relations does not necessarily involve unions. For example. an essential step in building effective Employee Relations is to evaluate the human. Today.
➢ Employee retirement functions. the company also considers the types of processes or systems it wants to employ within the workplace to support the company culture and enhance the working relationship that exists between the company and its workforce. it does involve cultivating the leadership style and workplace practices that help make union organizing activities a less attractive option for employees.1 Wage System:
.In addition to the workplace climate. ➢ Employee goodwill meeting. Effective Employee Relations is about establishing processes that address and nurture that culture.
4. what type of supervisors and managers does it believe can bring out the best in people and projects? Traditionally Employee Relations programs were centered around labor union relations.
Employee Relations Programs At PRICOL:
In order to maintain an effective employee relationship PRICOL organizes the following programs they are
➢ Summer camp for children’s of PRICOL employees.7 Wages and Salary Administration:
to a maximum of Rs. which they can avail after a minimum of 10 years of service. depending on their qualification and experience.
➢ In addition.5 times their rate for every extra
hour worked.e. are paid in the following manner: ➢ They follow the Time based system on a daily basis. ➢ The workers can avail of incentives in the form of additional remuneration in accordance with the Piece rate system followed by the company.33% as per Government norms.75% of gross wages. both the workers and staff are automatically enrolled into the Pension scheme. ➢ Those working in the night shifts receive additional allowances like Night Shift Allowance and Food allowance.
4. 1.7. disbursed usually before
the Diwali. They generally are not availed of any allowances.75% and 4. However.75% contributed by the both the employee and employer respectively. a prefixed rate per 8 man hour shift. i. In addition to the above. ➢ Employee State Insurance (ESI) is also provided to the workers at 6.The wages for the workers at Pricol Ltd.
➢ They also receive Bonus at 8. the workers receive Overtime wages at 1. their salaries are revised every year after their performance appraisals. They are entitled to receive the full pension benefits after a minimum of 25 years of service and after attaining an age of 58 years.2 Salary System:
The staff and other managerial employees receive their prefixed Salary every month. ➢ Other benefits the workers receive include Stautory benefits like Provident Fund where the Worker and the Company contributes 12% of the basic wage each.
in the dock area
and office premises spittoons are provided in convenient places and the same are maintained in a hygienic condition. First aid appliances: First aid appliances are provided and are readily assessable so
that in case of any minor accident initial medication can be provided to the needed employee.1 Statutory Welfare Schemes:
The statutory welfare schemes practiced in PRICOL includes the following:
6. suitable seating
arrangements are provided. Facilities for sitting: In every organization.
3. especially factories. Canteen facilities: Cafeteria or canteens are provided to the employer so as to
provide hygienic and nutritious food to the employees. 2.
5. Latrines and Urinals: A sufficient number of latrines and urinals are provided in the
office and factory premises and are also maintained in a neat and clean condition. Lighting: Proper and sufficient lights are provided for employees so that they can
work safely during the night shifts. store places. Drinking Water: At all the working places safe hygienic drinking water is provided.
7. Spittoons: In every work place.
4.8 Statutory And Non-Statutory Welfare: 4. such as ware houses.
9. Washing places: Adequate washing places such as bathrooms.
4. Maternity Leave – Employees can avail maternity or adoption leaves.8.
guidelines are provided for proper action and also for protecting the aggrieved employee. wash basins with tap
and tap on the stand pipe are provided in the port area in the vicinity of the work places. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs
3. Flexi-time: The main objective of the flextime policy is to provide opportunity to
employees to work with flexible working schedules.
4. Rest rooms: Adequate numbers of restrooms are provided to the workers with
provisions of water supply. Adequate lockers are also provided to the workers to keep their clothes and belongings. Harassment Policy: To protect an employee from harassments of any kind. P
. Changing rooms: Adequate changing rooms are provided for workers to change
their cloth in the factory area and office premises. Employee Assistance Programs: Various assistant programs are arranged like
external counseling service so that employees or members of their immediate family can get counseling on various matters.
2.8. Personal Health Care (Regular medical check-ups): PRICOL provide the facility
for extensive health check-up. toilets.2 NON STATUTORY SCHEMES:
The various non statutory welfare schemes practiced in PRICOL include the following:
1. wash basins.
10. bathrooms. etc.
Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance
coverage to employees for expenses related to hospitalization due to illness.
. disease or injury or pregnancy.
7. Employee Referral Scheme: Employee referral scheme is implemented to encourage
employees to refer friends and relatives for employment in the organization.6.
From a low-key supplier providing components to the domestic market alone. International Truck and Engine Corporation and last but not the least General Motors (GM) are some of the leading global automobile components manufacturers of the world. With importations of components worth $69 billion a year. Cummins.5. India
. INDUSTRY ANALYSIS
5 INDUSTRY ANALYSIS
5. Ford Motors. The Indian auto component industry is one of India's sunrise industries with tremendous growth prospects.2trillion.1 Market Size:
The global automotive component manufacturing industry is estimated to have a market size of around $1. the industry has emerged as one of the key auto components centers in Asia and is today seen as a significant player in the global automotive supply chain. the US stands at the top of all the auto component markets the world over. Delphi Corporation. Caterpillar.
is now a supplier of a range of high-value and critical automobile components to global auto makers such as General Motors. whereas there are about 6300 unorganized players in the form of SME’s contributing
.2 billion out of which the exports are US $ 140 million.36000 million ($ 800 million).
The auto-component industry has been making rapid strides towards achievement of world-class Quality Systems by imbibing ISO 9000/ISO 14001/QS 9000/TS 16949 Quality Systems. As per an Automotive Component Manufacturers Association of India (ACMA) report. Toyota.1 billion in 2008-09 with a growth rate of 6. 11 companies won the Deming prize. 1 company won Japan Quality Medal and 15 companies won the JIPM Excellence award. the turnover of the auto component industry was estimated at over US$ 19.1% against financial year 2007-08. Ford and Volkswagen. amongst others. 60 companies have been certified with OHSAS 18001. The output is US $ 1. 186 companies awarded to ISO 14001. These 564 companies contributing 77% 23% to the Indian Auto-component industry output. The auto component industry in Tamilnadu comes under the organized sector. There are about 107 key players in Tamilnadu’s Auto Component Industry with an investment of about Rs. 397 companies have been certified with TS 16949. Till now 564 companies in ACMA membership have been certified to ISO 9001/9002.
3 Technology Issues:
While many organized players in auto-component industry are able to upgrade their technology but SME sector auto component companies have not been able to upgrade technology due to various reasons. The output of the industry was estimated at 19 billion with the growth rate of 6. This will raise India’s share in the global auto component market from 1 per cent to 3 per cent by 2015-2016. this has started impacting
. however industry is capable enough to fulfill the rising indigenous demand and compete in the global forum that paved the way for national component manufacturers to become the original equipment manufacturer (OEM) and Tier 1 supplier. Though the automobile parts industry is highly fragmented.provides employment to about 45. Elgi Equipments and Roots.8 billion in 2010.
5.2 Competitive Analysis:
The Indian automobile component market has encountered swift growth for the past 5 years. More than 50% of the companies are ISO certified while 26% are QS certified It is estimated that there are about 5000 auto-component SME’s in Coimbatore apart from major players like Pricol. These 5000 SME’s turnover is around Rs. 500 crore. which is driven by a quantum leap in the demand for vehicles and a sharp rise in exports. In the highly competitive markets. As per McKinsey Report. In Coimbatore region alone there are nearly 5000 autocomponent SME’s. The competition is very strong this makes the week company to fall by wayside.1 per cent for the financial year 2008-09. LGB. The growth rate is slow because of various financial and legal issues. whereas The global output for automobile components is estimated to reach $742.000 people.
5. Indian Auto Parts Industry is anticipated to grow up to USD 33-40 Billion by 2015 including exports revenue.
Many companies are finding it difficult to get necessary financial resources from banks or venture capitalists. The government should encourage Automobile companies to work with the SME auto component manufacturers (as a part of their commitment to the industry) in upgrading their manufacturing facilities and capabilities.1 Availability of Capital and Cost of the Capital
In the wake of entry of global auto component manufacturers in India. which manufactures high quality products for major OEMs. Initiatives to rate the SMEs could help the better SMEs over come this challenge. high technology adoption and professional management of the companies. Many Indian SMEs in auto component sector are facing challenges in getting credit and credit at a low cost. ACMA has started an initiative in this direction by putting up a system in place where in experienced professionals from large auto component manufacturing companies work full time for a year closely with a number of auto component manufacturers guiding them to improve the productivity. technology up-gradation involving huge investments has become a necessity for the SME auto component companies. The finance is available at high interest rate (nearly 12%). meet quality standards and manage cost. The manufacturers feel that the rate of interest for working capital should be less. Inability of these companies in getting credit has led to difficulties for such companies. This initiative is helping small and medium auto component manufacturer’s move up the value chain. The companies need to upgrade their technology in order to remain competitive in global market.4 Finance Related Issues: 5. The rate of interest has relationship with the level of modernization.
5. The challenge of getting credit from banks is not so acute for the companies having processes and advanced technology.
. SMEs in autocomponent sector can also benefit from the scheme.4. Banks have been reported to be open to not only providing funds quickly but also offer good deal on interest rate to SMEs getting better rating by the SME Rating Agency of India Limited (SMERA). which is very high in comparison to other countries.their business adversely.
5. This will help them have enough capital for their requirements thereby reducing the cost of working capital and business expansion. The Government takes a long time to refund duty drawbacks and incentives.000 Crores. Some of the Indian auto components makers are rushing to re-open key supply contracts with their U. Right now it takes anywhere between 3 months to 6 months to get duty drawback amount.3 Currency Fluctuations A recent phenomenon that has impacted export earnings of automotive component manufacturers is the appreciating Rupee. It requires dealing with too many procedures and offices.-based customers as the rising rupee is sending the entire industry into a tailspin. As Indian auto component makers work in a very competitive environment with thin margins. which do not have currency fluctuation clause built into the old
.4. Most automotive component manufacturers working under old contracts are asking their customers to revise pricing based on rupee appreciation. particularly since no one anticipated this kind of appreciation of the rupee.4. For relatively small players. who have entered into fresh negotiations with their customers.2 Duty drawback and incentives Auto component exporters find duty drawback a cumbersome process. exports to US companies are worth over INR 2. The industry is looking for less time in getting duty drawbacks and other incentives/refunds from the government offices.S. The contracts currently under negotiations are building in currency fluctuation clauses. The component manufactures’. many companies. Previously this was not a common practice. have started insisting on building in currency fluctuation clauses to counter further changes in the Indian Rupee. According to the Automotive Component Manufacturers’ Association of India. at times the expenditure incurred on follow-up is higher than the duty drawback amount.
it remains only a notional income. The dual trap of high interests and the appreciating Rupee have squeezed the margins of the exporters. are now trying to re-negotiate the contracts.5Manpower/ Human Resource Related Issues:
. Indian automotive component companies are trying to balance out this impact by focusing on European exports while decreasing its exports to the U. As a result.S. Dollar. there could be hurdles to move away from the U.4 Frequent changes in DEPB rates The duty entitlement passbook (DEPB) scheme is regarded as a positive initiative of the Government.agreements. the Chinese industry is insulated from these fluctuations. The currency fluctuation and the appreciation of the Indian Rupee in comparison to the Dollar have affected the profitability of Indian companies dependent on the U.
5. Since China is not having the floating rate currency system for the Industry.4. 5. Some companies who have their exports in Pounds and Euros have not been impacted due to the appreciating Rupee. The cost of agents and time cost nullifies its benefits. There is also a time lag between applying for it and getting the benefit. Exporters keep the available benefits from this duty in mind while negotiating the orders with the foreign customers and any change in it affects the profitability of the company. Even though the Euro is emerging as the most preferred currency for Indian exports.S. quite often.S market. But there are other manufacturers who are trying to shift their focus to the Euro.
need for skill development and attitudinal training of work force is being increasingly felt by the industry. Under provisions of this act. The quality requirements from the industry are changing with the global requirements and achieving skill development for a new set of employees on a regular basis is a challenge.5.2 Rising wage cost: Minimum wages in several states has gone up by over thirty percent in the last two years. 5.5. the Government is pressurizing companies to make the contract labour
. 5. Retention of skilled manpower is proving to be a challenge. companies can not retrench more than 100 workers with out prior permission from the Government even if the company does not have enough work for them. At few places. Some experts have also echoed similar views. The workforce at lower level spends time less productively during working hours. If companies do not plan ahead.5. For improving productivity. This has severe implications on the profitability of the companies employing low wage earning workers. there may be disruptions in production.5.1 Availability of trained manpower and productivity A large chunk of available manpower from the automotive industry is going to either the service industry or to the new manufacturing units that have come in recent past. The general feeling is that Chapter 5B of the industrial dispute act should be done away with. The implications are equally relevant for automated manufacturing systems because of the cascading effect of minimum wages among the middle level and senior level employees.3 Labour laws: SMEs in auto-component sector feel that the current labour laws have resulted in poor productivity in India. Production heads of auto component manufactures feel that job security has vitiated the work culture at the lower level. These companies expect productivity friendly labour laws.
which the companies cannot afford.permanent. The Government of India is already working on a policy to mitigate the situation.
dedication. The maintenance of the valuable assets. It has helped me in understanding the importance of HRD in an organization. presence of mind and people skills.
.6. the human resource is a tedious task that involves a lot of industriousness. This study has improved my confidence by its successful completion to undertake such studies in the future. Conclusion:
The study was conducted with the view to understand the role of HR department in Pricol and has given us an exposure to the practical applications of the HRM concepts.
Websites: http://www. Excel Books.com/employeewelfarearticle.M.com/companyprofile. (2008) Personnel Management (2nd edition). (2008) Organizational Behaviour.Mamoria. New Delhi. (2008) Human Resource Management.acma.S.org/autocomponentindustry.html
. Himalaya Publishing House.P Rao. New Delhi.html http://www. Prasad. Sultan Chand & sons.html http://citehr.pricol. (4th Revised Edition). V. L.BIBLIOGRAPHY
Text books :