INTRODUCTION TO HUMAN RESOURCE

Behind the production of every product or service there is human mind,

effort and man hours (working hours). No product or service can be

produced without help of human being. Human being is the fundamental

resource for making or constructing anything. Today many experts claim

that machines and technology are replacing human resource and

minimising their role or effort. However machines and technology are

built by the humans; needs to be operated or at least monitored by

humans. Maybe because of this companies have continuously been in

search for talented, skilled and qualified professionals to further develop

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latest machines and technology, which again have to be controlled or

Monitored by humans to bring out products.

Meaning:

Human Resource Management is the process of recruitment, selection

of employee, providing proper orientation and induction, providing proper

training and the developing skills, assessment of employee (performance

of appraisal), providing proper compensation and benefits, motivating,

maintaining proper relations with labour and with trade unions,

maintaining employees safety, welfare and health by complying with

labour laws of concern state or country.

Why name 'Human Resource Management'?

Human: refers to the skilled workforce in the organisation.

Resource: refers to limited availability or scarceness.

Management: refers how to optimize and make best use of such

limited and a scarce resource so as to meet the ordination goals and

objectives.

Altogether, human resource management is the process of proper and

maximise utilisation of available limited skilled workforce. The core

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purpose of the human resource management is to make efficient use of

existing human resource in the organisation. The Best example

at present situation is, construction industry has been facing serious

shortage of skilled workforce. It is expected to triple in the next decade

from the present 30 per cent, will negatively impact the overall

productivity of the sector, warn industry experts.

Every organisations' desire is to have skilled and competent people to

make their organisation more effective than their competitors. humans

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are very important assets for the organisation rather than land and

buildings, without employees ( humans ) no activity in the organisation

can be done. Machines are meant to to produce more goods with good

quality but they should get operated by the human only.

"you must treat your employees with respect and dignity because in the

most automated factory in the world, you need the power of human

mind. That is what brings in innovation. If you want high quality minds

to work for you, then you must protect the respect and dignity. "

Definitions:

Many great scholars had defined human resource management in

different ways and with different words, but the core meaning of the

human resource management deals with how to manage people or

employees in the organisation.

Edwin Flippo defines- HRM as “planning, organizing, directing,

controlling of procurement, development, compensation, integration ,

maintenance and separation of human resources to the end that

individual, organizational and social objectives are achieved.”

The National Institute of Personal Management (NIPM) of India has

defined human resources – personal management as “that part of

management which is concerned with people at work and with their

relationship within an enterprise. Its aim is to bring together and develop

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into an effective organization of the men and women who make up

enterprise and having regard for the well – being of the individuals and of

working groups, to enable them to make their best contribution to its

success”.

According to Decenzo and Robbins, “HRM is concerned with the people

dimension” in management. Since every organization is made up of

people, acquiring their services, developing their skills, motivating them

to higher levels of performance and ensuring that they continue to

maintain their commitment to the organization is essential to achieve

organsational objectives. This is true, regardless of the type of

organization – government, business, education, health or social action”.

An organisation cannot build a good team of working professionals

without good Human Resources. The key functions of the Human

Resources Management (HRM) team include recruiting people, training

them, performance appraisals, motivating employees as well as

workplace communication, workplace safety, and much more. 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

HR managers come up with plans and strategies for hiring the right kind

of people. They design the criteria which is best suited for a specific job

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description. Their other tasks related to recruitment include formulating

the obligations of an employee and the scope of tasks assigned to him or

her. Based on these two factors, the contract of an employee with the

company is prepared. When needed, they also provide training to the

employees according to the requirements of the organisation. Thus, the

staff members get the opportunity to sharpen their existing skills or

develop specialised skills which in turn, will help them to take up some

new roles.

Performance Appraisals

HRM encourages the people working in an organisation, to work

according to their potential and gives them suggestions that can help

them to bring about improvement in it. 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. This is beneficial as it enables them to form an outline of

their anticipated goals in much clearer terms and thereby, helps them

execute the goals with best possible efforts. Performance appraisals,

when taken on a regular basis, motivate the employees.

Maintaining Work Atmosphere

This is a vital aspect of HRM because the performance of an individual in

an organisation is largely driven by the work atmosphere or work culture

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that prevails at the workplace. A good working condition is one of the

benefits that the employees can expect from an efficient human resource

team. A safe, clean and healthy environment can bring out the best in an

employee. A friendly atmosphere gives the staff members job satisfaction

as well.

Managing Disputes

In an organisation, there are several issues on which disputes may arise

between the employees and the employers. You can say conflicts are

almost inevitable. In such a scenario, it is the human resource

department which acts as a consultant and mediator to sort out those

issues in an effective manner. They first hear the grievances of the

employees. Then they come up with suitable solutions to sort them out.

In other words, they take timely action and prevent things from going out

of hands.

Developing Public Relations

The responsibility of establishing good public relations lies with the HRM

to a great extent. They organise business meetings, seminars and various

official gatherings on behalf of the company in order to build up

relationships with other business sectors. Sometimes, the HR

department plays an active role in preparing the business and marketing

plans for the organisation too.

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What Is the Importance of Human Resources

Management?

A good HR department is critical to an employee-oriented, productive

workplace in which employees are energized and engaged. Here are the

reasons why.

 HR monitors the culture. Some organizations say that HR owns

the culture, but as in all other employee relations matters, I

recommend that the ownership is spread across all employees.

 HR owns the overall talent management processes. In

conjunction with other managers, HR leads the way

in management development, performance management,

succession planning, career paths, and other aspects of talent

management. HR can't do it alone and relies heavily on managers

and executive staff to help plan and execute the strategies.

However, HR has to bring new ideas and effective practices into the

organization.

 HR is responsible for the over all recruiting of a superior

workforce. Once again, HR cannot do it alone, but must provide

support to hiring managers who are also responsible for recruiting

a superior workforce. HR must provide leadership, training,

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 scheduling assistance, a systematic hiring process,recruitment

planning processes, interview expertise, selection monitoring, and

more.

 HR recommends market-based salaries and develops an overall

strategic compensation plan. HR provides guidance to managers

as they determine the salary ranges within their organizations.

 HR researches, recommends, and implements employee benefits

programs that attract and retain your best employees. HR is

also responsible for controlling costs and considering various

options before recommending adoption.

 HR is responsible for recommending and instituting strategies

for people and the organization that further the attainment of

the organization's strategic goals.If your organization is changing

direction, developing new products, changing mission, vision, or

goals, HR must lead the way with employee programs and

processes.

 HR makes sure that workplace activities, events, celebrations,

ceremonies, field trips, and team building opportunities are

occurring. Other employees plan and implement the activities with

or without HR's help, but the HR leader is generally responsible for

monitoring the budget and providing committee oversight.

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  HR advocates for employees who have issues or conflict with

management and coaches managers and executives who seek a

more effective approach to working with particular

employees. Not everyone loves each other but they need to

develop effective working relationships for contributions and

productivity. HR can help by knowing the players and taking on

the necessary role of advocate, coach and/or mediator.

 Organisation Significance:

 HRM is of vital importance to the individual organisation as a

means for achieving their objectives.

It contributes to the achievement of organisational objectives in the

following ways:

1. Good human resource practice can help in attracting and retaining

the best people in the organisation.

2. Developing the necessary skills and right attitudes among the

employees through training, development, performance appraisal,

etc.

3. Securing willing cooperation of employees through motivation,

participation, grievance handling, etc.

4. Effective utilisation of available human resources.

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5. Ensuring that enterprise will have in future a team of competent

and dedicated employees.

Social Significance:

 Social significance of HRM lies in the need satisfaction of personnel

in the organisation. Since these personnel are drawn from the

society, their effectiveness contributes to the welfare of the society.

Society, as a whole, is the major beneficiary of good human

resource practice.

i. Employment opportunities multiply.

ii. Eliminating waste of human resources through conservation of

physical and mental health.

iii. Scare talents are put to best use. Companies that pay and treat

people well always race ahead of others and deliver excellent

results.

Professional Significance:

 Professional significance of HRM lies in developing people and

providing healthy environment for effective utilisation of their

capabilities.

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Three New HR Roles

Within this environment, the HR professional, who is considered

necessary by managers and executives, is a strategic partner, an

employee sponsor or advocate and a change mentor.

One of the best thinkers and writers in the HR field today, and a

professor at the University of Michigan.

The HR professionals who understand these roles are leading their

organizations in areas such as organization development, strategic

utilization of employees to servebusiness goals, and talent

management and development.

Strategic Partner

In today‟s organizations, to guarantee their viability and ability to

contribute, HR managers need to think of themselves as strategic

partners.

In this role, the HR person contributes to the development of and the

accomplishment of the organization-wide business plan and objectives.

The HR business objectives are established to support the attainment of

the overall strategic business plan and objectives. The tactical HR

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representative is deeply knowledgeable about the design of work systems

in which people succeed and contribute.

This strategic partnership impacts HR services such as the design of

work positions; hiring; reward, recognition and strategic

pay; performance development and appraisal systems; career

and succession planning; and employee development. When HR

professionals are aligned with the business, the personnel component of

the organization is thought about as a strategic contributor to business

success.

To be successful business partners, the HR staff members have to think

like business people, know finance and accounting and be accountable

and responsible for cost reductions and the measurement of all HR

programs and processes. It's not enough to ask for a seat at the executive

table; HR people will have to prove they have the business savvy

necessary to sit there.

Employee Advocate

As an employee sponsor or advocate, the HR manager plays an integral

role in organizational success via his knowledge about and advocacy of

people. This advocacy includes expertise in how to create a work

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environment in which people will choose to be motivated, contributing,

and happy.

Fostering effective methods of goal setting, communication

and empowerment through responsibility, builds employee ownership of

the organization. The HR professional helps establish the

organizational culture and climate in which people have the competency,

concern, and commitment to serve customers well.

In this role, the HR manager provides overall talent management

strategies,employee development opportunities, employee assistance

programs, gain sharing and profit-sharing strategies, organization

development interventions, due process approaches employee complaints

and problem-solving, and regularly scheduled communication

opportunities.

Change Champion

The constant evaluation of the effectiveness of the organization results in

the need for the HR professional to frequently champion change. Both

knowledge about and the ability to execute successful change strategies

make the HR professional exceptionally valued. Knowing how to link

change to the strategic needs of the organization will minimize employee

dissatisfaction and resistance to change.

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Organization development, the overarching discipline for change

management strategies, gives the HR professional additional challenges.

Consciously helping to create the right organization culture,

monitoring employee satisfaction, and measuring the results of

organization initiatives fall here as well as in the role of employee

advocacy.

The HR professional contributes to the organization by constantly

assessing the effectiveness of the HR function. She also sponsors change

in other departments and in work practices.

To promote the overall success of her organization, she champions the

identification of the organizational mission, vision, values, goals and

action plans. Finally, she helps determine the measures that will tell her

organization how well it is succeeding in all of this.

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 OBJECTIVES OF HRM

Societal objective

To be socially responsible to the needs and challenges of society while

minimizing the negative impact of such demands upon the organization.

The failure of organizations to use their resources for society's benefit

may result in restrictions. For example, societies may pass laws that

limit human resource decisions.

Organizational objective

To recognize that HRM exists to contribute to organizational

effectiveness. HRM is not an end in itself; it is only a means to assist the

organization with its primary objectives. Simply stated, the department

exists to serve the rest of the organization.

Functional objective

To maintain the department's contribution at a level appropriate to the

organisation's needs. Resources are wasted when HRM is more or less

sophisticated than the organisation demands. A department's level of

service must be appropriate for the organisation it serves.

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Personal objective

To assist employees in achieving their personal goals, at least insofar as

these goals enhance the individual's contribution to the organisation.

Personal objectives of employees must be met if workers are to be

maintained, retained and motivated. Otherwise, employee performance

and satisfaction may decline, and employees may leave the organisation.

Nature of Human Resource Management

Human Resource Management involves management functions like

planning, organizing, directing and controlling

 It involves procurement, development, maintenance of human

resource

 It helps to achieve individual, organizational and social objectives

 Human Resource Management is a multidisciplinary subject. It

includes the study of management, psychology, communication,

economics and sociology.

 It involves team spirit and team work.

 It is a continuous process.

Why Is Human Resource Management Important to All Managers? Why

are these concepts and techniques important to all managers? ' Perhaps

it's easier to answer this by listing some of the personnel mistakes you

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don't want to make while managing. For example, you don't want to:

Hire the wrong person for the job

 Experience high turnover

 Have your people not doing their best

 Waste time with useless interviews

 Have your company taken to court because of discriminatory

actions

 Have your company cited under federal occupational safety laws

for unsafe practices

 Have some employees think their salaries are unfair and

inequitable relative to others in the organization

 Allow a lack of training to undermine your department's

effectiveness

 Commit any unfair labor practices

The principal responsibilities of the human resources executive are

these:

Formulate and recommend human resource objectives for inclusion

in the organization overall objectives.

Objectives help the people who are involved in an organization to work

knowing where they want to reach. They are the goals set for people to

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meet and make the organization successful. Here is where the human

resource executive comes in and set these objectives for the staff to

follow. By doing this, they make sure people stay in line and do not get

out of the line to do other things that are not beneficial to the company

or organization.

Identify management problems that can be resolved and

opportunities that can be realized through improved effectiveness

in human resource management.

Every organization has problems that can make it fail if they are not

taken care of. Problems need to be managed and resolved for maximum

profits. The human resource department looks for ways to take care of

these problems. After identification, they take proper steps into resolving

them. An example of a problem would be way of disposing the waste that

is gotten after production. They look for ways in which the waste can be

disposed without interfering with the lives of those that are near the

organizations

Make managers aware of their full responsibilities in the

management of the human resources entrusted to them.

Managers are the people who over look different departments in an

organization. Sometimes they tend to over use their power and hence

they need to be given laid down responsibilities so as to have the very

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best results in the work place. They are an important people because

they put the subordinate staff in line.

They also provide the necessary tools, techniques, and methods which

foster the development of a business climate conducive to employee

innovation and development.

Every organization has specific goals to be achieved depending on what it

is about. With this in mind it is important to know that the tools and

techniques used are different based on what is to be achieved. For

instance road sweeping company would need tools like brooms and dust

pans which would not be useful in a bakery company which would

mainly make use of cookers and baking equipment. The human resource

department spells out the tools, techniques and methods necessary to

make the employees work efficiently and feel comfortable while they are

at it. It becomes easier for the employees to work where all the necessary

tools are provided.

These are just some of the roles of the human resource department in an

organization and through these roles; they make the work place run

smoothly without any trouble

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 MANPOWER OVERVIEW

Manpower Planning

Manpower Planning is also called as Human Resource

Planning. Manpower planning is the process of estimating or projecting

the number of personnel required for a project (with different skillsets)

over a predefined period of time.

It also includes the details like how and when they will be acquired. This

whole process is done keeping in view the goals of the organization

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Manpower planning ranges overall activities of the department including

recruitment, selection, placement, training, education, wage and salary

administration, labour welfare, industrial relations and the like. This

view obviously is considerably broader than viewing manpower planning

as programming the staffing of the organisation.

Manpower planning is the system which ensures availability of men in

terms of quality and quantity as and when they are required over a

period of time. There are organisations which have worked out their

manpower requirements ranging from a period of three years to ten to

fifteen years.

Manpower planning is the first and most important step to be taken with

regard to the effective utilisation of human resources. The system of

manpower planning would lead to better selection of people and effective

job assignment. It would also manage to review performance of its

employees. It would help in matters like transfers and promotions and in

organising proper training activities.

Manpower planning represents an attempt to prepare for the future.

Manpower planning provides the knowledge about present resources that

an organisation must have in order to adopt adequately to sudden

changes in such factors as technological advances, new markets,

political and economic pressure etc.

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Downsizing of manpower gives the correct picture about the number of

people to be employed to complete given task in the predetermined

period. It is used for achieving fundamental growth in the concern. It can

work out the correct man on a correct price by the resource building or

capacity building. It aims at correct place, correct man on a correct job.

Thus manpower planning is must to make the optimum utilisation of the

greatest resource available i.e. manpower for the success of any

organisation.

Dimensions of Human Resource Planning :

(i) At the national or community level, human resource planning has

to deal with population, educational level and facilities, job

opportunities, economic and industrial factors, paramount

national or community objectives,

(ii) At the industrial undertaking level, human resource planning has

to deal with certain very concrete, specific factors of the enterprise,

such as its industrial products, skill requirements, and the time-

frame of its production and marketing activities. But, all the same,

the concern with broader things like the industrial infrastructure,

educational level and facilities, political condition in the

community, job market area wage structure is inevitable.

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More specifically, the important dimensions of human resource

planning

are:

(a) Numerical :

How many men from within the undertaking and how many from outside

and at what levels of skill etc. are, important questions that human

resource planning has to answer. The total number of personnel

available, this could be obtained from the pay rolls

and other personnel record, such as the applications for employment.

The total number has to be classified on some basis, such as manual

worker (i.e. daily rated, weekly rated, or monthly rated); clerical

employees, ministerial staff, managers and other executives, specialists

and skilled and unskilled workers, sexwise distribution etc.

(b) Trades :

What are the trades (traditional or modern ones), which different trades

could be combined to afford flexibility and interchangeability in

operations, etc, have also to be established.

(c) Skill :

Within each trade, what levels of skill are necessary now and later, and

how much later - how much skill, and in which grades, can be generated

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by on the job training within the industry? These are some of the

considerations which are very vital to human resource planning.

(d) Time :

Human resource planning can be rendered meaningless if the time

dimension is not fully considered, and integrated in the planning.

When and at what stage of operation, are the men to be engaged; if

training is required what lead time must be provided- so that the

required number of trained personnel are available at the right time, are

factors which just cannot be ignored.

(e) Motivation :

What use are the men - in right numbers with right skills and at right

time - if they are not willing to give their best? Therefore, human

resource planning in broader sense, must also include recommendations

for proper wages, working conditions and just and fair treatment at the

workplace so as to create and maintain an environment at the workplace

which will motivate the men to give their best.'

(f) Qualification and Experience :

The educational qualification and the professional skill desired, such as

person having experience of 5 years or 10 years in a particular

branch/job; and whether educationally qualified being under-graduate,

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post-graduate, or MBA, or graduates in Science, Commerce, Arts,

Engineering or professional diploma holders, etc.; or with specialised

skill and knowledge in the field of marketing, finance, computer

programming or engineering work.

(g) Job-family :

A detailed job description for each position such as stenographer who

may belong to various departments, e.g. personnel, finance, marketing,

general administration, and public relations etc.

(h) Compensation/salary range/pay-scales,

(i) Age groupings: Employees available in present departments, say in the

age-groups 20-29 years, 30-45 years, 46 years and above.

Manpower /Human Resource Planning Process :

Human resource process starts from planning. Human resource

planning considers matching all jobs and individuals in future. The

organisation can achieve this by taking systematic human resource

planning.

The process of human resource planning entails consideration of several

steps with relevant inputs before human resource demand can be arrived

at on the one hand, and identification of the source of supply to meet the

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demand taking' into consideration the constraints on the other hand.

Various stages involved in human resource planning are given below :

Deciding Goals or Objectives of Human Resource Planning:

Human Resource planning fulfils individual, organisational and national

goals: but, according to Sikula, "the ultimate mission or purpose is to

relate future human resources to future enterprise needs so as to

maximise the future return on investment in human resources The chief

objective of manpower planning is one of matching or fitting employee

abilities to enterprise requirements, with an emphasis on future instead

of present arrangements. Human resource plans need to be based on

organisational objectives. In practice, this implies that objectives of the

human resource plan must be derived from organisational objectives.

Specific requircmenls in terms of number and characteristics of

employees should be derived from the organisational objectives.

Forecasting the Manpower Requirements:

Estimating the future quantity and quality of personnel required. Many

environmental factors affect this estimation. They include business

forecasts, expansion and growth, design and structural changes,

management philosophy, government policy, product and human skills

mix and competition. Forecasting is necessary for various reasons, such

as; (a) The eventualities and contingencies of general economic business

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cycles (such as inflation, wages, prices, costs etc.) have an influence on

the short-range and long-run plans of all organisations (b) An expansion

following enlargement and growth in business involves the use of

additional personnel, and a reallocation of facilities, all of which call for

advance planning of human resources, (c) changes in management

philosophies and leadership skill styles.(d) Very, often, changes in the

quantity or quality of products or services require a change in the

organisation structure. Plans have to be made for this purpose as well.

In determining the requirements of human resources, the expected

losses which are likely to occur through labour turnover - quits,

retirement, death, transfers, promotions, demotions, dismissals,

disability, resignations, lay-offs, and other separations - should be taken

into account. Changes in human quality resulting from the experience

gained in the jobs during the period and the training achieved also need

to be considered. The addition of new projects also influence the demand

estimates of human resources. The basic fact to remember is that the

human resource in an organisation constantly changes in terms of its

present and future size. Additional human resources are gained through

new employment of personnel, promotions, transfers and demotions; but

personnel is lost through voluntary quits, death, dismissals,

terminations and retirements.

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After making adjustments for wastage, anticipated and expected losses

and separations, the real shortage or surplus may be found out. If a

shortage is there, efforts are made to meet it either by new recruitment or

promotion from within, or by developing the existing staff. If there is a

surplus, it is to be decided how it will be dealt with, i.e., whether there

should be transfers, lay-offs, retrenchment or reduction in the hours of

work of all.

The strategic planning process has always played a very vital part in the

success of the company. Its process to define companies future plans,

strategy, future goals, objectives and direction its going to take.

The flow of the strategic planning is as below

Identification of the mission and vision of the company

↓
Setting up of the objectives
↓
Current situation analysis
↓
Formulation of the strategy for meeting the set objectives
↓
Proper implementation of the set strategies
↓
Feedback and control

The process applies to most of the businesses but these days the process

is customized according to the requirement of the business.

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I. Identification of the vision and mission of the company: Proper

mission and vision of the company is very important for effective

planning and setting up of the objectives.

II. Setting up of the objectives: Objectives can be short term medium

term or long term.

III. Current situation analysis: Both the industry and company

analysis is very important for the effective implementation of the

objectives.

IV. Formulation of the strategy for meeting the set objectives: This is

one of the most important step of the planning process and should

be carefully set by the senior management by keeping into

consideration the set objectives of the company.

V. Proper implementation of the set strategies: The implementation

should be in line with the planning that is on papers.

VI. Feedback and control: If the implementation does not meet the set

standards, then the gap should be measured and controlled

accordingly.

During the first part of 20"' century, the focus in human resource

planning was on the hourly production worker for increasing efficiency

with the need to improve productivity and to introduce greater

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objectivity to personnel policies. In the 60s, prevailing view of manpower

planning was that tourism industry forecasted their needs, identified the

gaps between what could be needed and what was available. Manpower

planners planned for recruitment, selection and placement of new

employees, provided for training and development and anticipated

necessary promotion end transfers.

Effective human resource planning now is identified as a process of

analyzing an organisation's human resource needs under changing

conditions and developing the activities necessary to satisfy these needs.

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Manpower planning also refers to the process including forecasting,

developing and controlling by which a firm ensures that it has the right

number of people and the right kind of people at the right places, at the

right time doing work for which they are economically most useful.' Thus,

manpower planning consists of projecting future manpower requirements

and developing manpower plans for the implementation of the projects.

In a well-run organization, management knows about its staff. It should

have access to data on its labour force, especially about recruitment and

turnover rates, as well as being generally informed about the welfare of

its workforce. Good human resource planning and development create a

workforce that is more likely to succeed. Therefore, tourism sector

authorities that are committed to researching, hiring and developing

their personnel by using appropriate human resource development

strategies will be better placed to protect the environment, involve local

communities and share the conservation message with tourists. If the

staff are selected carefully and skillfully trained, tourism industry will

operate more smoothly and tourists will undoubtedly notice, appreciate

and share their appreciation with other potential visitors.

There are general trends in the labour force at large that can be used to

improve human resource planning, recruiting and paying. In most

countries, statistics on employment participation rates are compiled by

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national statistics agencies. This index is a measure of the proportion of

people eligible for inclusion in the labour force who are actually in it, and

can be used to protect labour force availability within different

employment sectors. By comparing the participation rate with population

demographics, a planner is able to identify which segments of the labour

force to target to increase the success of recruitment efforts.

In many countries including India, there are wide variations between the

availability of technically trained manpower and the actual demand for

such personnel. On one hand, there may be severe shortage of

technicians and engineers necessary for development and on the other

hand there may be a surplus of certain types and levels of personnel. The

problem is not confined to developing countries alone. Despite the high

level of their development efforts, the developed countries still have

critical manpower shortages. These are no less serious than the

problems confronting the less developed countries, but they are the

consequences of a different set of imperatives or pressures. HRP differs

from manpower planning - it focuses both on the quantitative and

qualitative aspects.

Thus, at the national level, a proper and comprehensive HRP effort can

help us identify the levels of skills, knowledge and attitude of the young

graduates passing out in different disciplines, make a qualitative

comparison of these with those of other nations, and realize those skills,

33
knowledge and attitudes which are lacking with us or those which are

our strong points.

Systematic analysis of manpower resources have to be continuously

made. For this, databanks have to be set up with all relevant information

regarding personnel in different grades, their educational qualification,

their experience, special aptitude, etc. Forecast of manpower

requirements will have to be made keeping in mind the trends in

productivity and business environment.

The key to effective human resource planning is the analysis of the

factors representing change - change that potentially affects survival,

growth, efficiency and effectiveness, as well as excellence, productivity

and profitability of business.

Meaning and importance of manpower planning:

Manpower planning is determination of right number and right skills of

human force to suit present and future needs. Manpower planning is

defined by stainer “strategy for the requisition, utilization, improvement

and preservation of an enterprise‟s human resource. It relates to

establishing job specifications or the quantitative requirements of jobs

determining the number of personnel required and developing sources of

manpower.” Manpower planning is a process determining requirements

34
of right number and right kind of human force at right place and right

time.

Objectives of manpower planning are to ensure optimum use of human

resources currently employed. To assess future skills requirement, to

provide control measures to ensure that necessary resources are

available as and when required, to determine requirement level, to

anticipate redundancies and avoid unnecessary dismissals and assess

training and development needs.

Each organisation needs manpower planning. An organisational unit is

started to accomplish certain goals. Which requires human resources

with necessary qualification? These are provided through effective

manpower planning.

Comprehensive manpower planning helps to optimise effectiveness of

human resources. In an organisation, employees who have grown old or

who resign, retire, die or become incapacitated because of mental or

physical ailment have to be replaced and new employees have to be

recruited. This can be done through manpower planning. It is also

needed for identifying surplus or shortage manpower areas and there by

balancing manpower. In short manpower planning provides right size

and structure of human resources which provides the basic

infrastructure for smooth functioning of an organisation. It minimizes

35
the cost of employment and nullifies the effects of disruptions in

developing and utilizing the human resources.

Manpower Planning process

Manpower planning process of SMART WHEELS includes three steps

 Anticipating manpower needs.

 Preparing job analysis and job description

 Selecting adequate sources of recruitment

Anticipating manpower needs:

Anticipating manpower needs provide basic premises on which the

manpower planning is built in SMART WHEELS this function is

undertaken by establishment section-GM (HRD)

Under this step manpower requirements are forecasted annually or

sometimes two yearly, for which heads of different units of the SMART

WHEELS are asked to present annually or two yearly data in prescribed

forms about current manpower available of different categories of

personnel number of vacant posts- whether sanctioned or not,

requirement of new posts to be filled with reasons for arising such new

posts etc. to the G.M. (HRD) at head office. In this way an inventory of the

existing manpower of different units, vacant posts and new posts to be

filled is taken.

36
SMART WHEELS has set up various standards for sanction of staff of the

SMART WHEELS various units under G.S.O. issued in establishment

section viz resolution.

In addition to this, as and when there is requirement of manpower, the

concerned unit prepares a proposal of required manpower. In the

proposal, particulars about total manpower requirements place of work,

nature of work, reasons for arising such vacancies etc. are mentioned

and it is sent to G.M. (HRD) if the proposal is as per standards set up for

sanction of staff under G.S.O. it is accepted otherwise rejected. Now the

proposal needs to be sanctioned by the chairman and SMART WHEELS

members.

Planning job analysis and job description:

After having decided how many human resources would be needed, next

important step is planning job analysis and job description. In order to

fill up a post for the job, information about the duties to be performed in

that job is essential. Hence under this step, requirements of the duties to

be performed in a particular job are planned, which demands job

analysis and job description.

Job analysis is detailed and systematic study of information relating to

the tasks, operations and requirements of a specified job i.e. complete

study of nature of job. In other words, it reference to the anatomy of the

job. Job description is a written record of the duties, skills,

37
responsibilities and conditions of a particular job. It contains a statement

describing the job in such terms as its title, location, duties, working

conditions, hazards, and relationship with other departments.

Supervision to be exercised etc. By study of job analysis and job

description selection committee can clearly know the type of person to be

selected. So job analysis and job description provide a realistic basis for

recruitment and selection.

The SMART WHEELS has prepared job analysis and job description for

various categories of job. In job description generally information about

title of job category of job, requirements education and experience pay

scale and allocation at work are described. But it does not contain

information about relationship with other departments and supervision to

be exercised. So job description may not be comprehensive.

Selection adequate sources of recruitment:

After determining manpower requirements and preparing job analysis

and job description, the smart wheels selects different sources of

recruitment.

There are two sources of recruitment:

A. Internal sources: Internal sources refer to the employees who are

already on the pay roll of an organisation. Major internal sources are

promotion, transfer and demolition.

38
B. External sources: Major external sources are advertisement,

employment exchange deputation, educational institution, professional

and trade association, badly workers, friends and relatives of present

employees etc.

Number of new units and posts created

In order to meet the growing demand of electricity in the state, the SMART

WHEELS expands its activity by creating new units of power generation,

transmission and distribution as per requirement. When new units are

created, accordingly new posts are created and sanctioned by the

establishment section.

39
 OBJECTIVE OF STUDY

1. The main objective of this study is to study about Human Resource

Management.

2. To study about the how to manage Human Resource.

3. To study about importance of Manpower Management in any

company.

4. To study about SMART WHEELS Maruti Suzuki Company.

5. To study how manpower management is done in SMART WHEELS

Maruti Suzuki Company.

40
 SCOPE OF STUDY

 This study will help company to manage Human Resource

properly.

 This study will help company to know what is the benefits

and importance of Human Resource/Manpower.

 This study will help company to plan in such a way that there

is best use of human resource in their company.

41
 COMPANY PROFILE

MARUTI SUZUKI INDIA LTD

Type Public (BSE MARUTI, NSE MARUTI)

Founded 1981

Headquarters Gurgaon, Haryana, India

Jagdish Khattar, CEO

Key people
Shinzo Nakanishi, Managing Director

Industry Automotive

Products Cars

Revenue ▲~$2.5 billion

Employees 6,903[2]

Website www.marutisuzuki.com

42
 Maruti Suzuki is one of India's leading automobile

manufacturers and the market leader in the car segment, both in

terms of volume of vehicles sold and revenue earned. Until recently,

18.28% of the company was owned by the Indian government, and

54.2% by Suzuki of Japan. The Indian government held an initial

public offering of 25% of the company in June 2003. As of May 10,

2007, Govt. of India sold its complete share to Indian financial

institutions. With this, Govt. of India no longer has stake in Maruti

Udyog.

Maruti Udyog Limited (MUL) was established in February

1981, though the actual production commenced in 1983 with the

Maruti 800, based on the Suzuki Alto kei car which at the time was

the only modern car available in India, its' only competitors- the

43
Hindustan Ambassador and Premier Padmini were both around 25

years out of date at that point. Through 2004, Maruti has produced

over 5 Million vehicles. Marutis are sold in India and various several

other countries, depending upon export orders. Cars similar to

Marutis (but not manufactured by Maruti Udyog) are sold by Suzuki

and manufactured in Pakistan and other South Asian countries.

The company annually exports more than 50,000 cars and has

an extremely large domestic market in India selling over 730,000

cars annually. Maruti 800, till 2004, was the India's largest selling

compact car ever since it was launched in 1983.

More than a million units of this car have been sold worldwide

so far. Currently, Maruti Alto tops the sales charts and Maruti Swift

is the largest selling in A2 segment.

Due to the large number of Maruti 800s sold in the Indian market,

the term "Maruti" is commonly used to refer to this compact car model.

Till recently the term "Maruti", in popular Indian culture, was associated

to the Maruti 800 model.

Maruti Suzuki India Limited, a subsidiary of Suzuki Motor

Corporation of Japan, has been the leader of the Indian car market for

over two decades.

44
 It‟s manufacturing facilities are located at two facilities Gurgaon

and Manesar south of New Delhi. Maruti‟s Gurgaon facility has an

installed capacity of 350,000 units per annum. The Manesar facilities,

launched in February 2007 comprise a vehicle assembly plant with a

capacity of 100,000 units per year and a Diesel Engine plant with an

annual capacity of 100,000 engines and transmissions. Manesar and

Gurgaon facilities have a combined capability to produce over 700,000

units annually.

More than half the cars sold in India are Maruti cars. The company

is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per

cent of Maruti. The rest is owned by the public and financial institutions.

It is listed on the Bombay Stock Exchange and National Stock Exchange

in India.

During 2007-08, Maruti Suzuki sold 764,842 cars, of which

53,024 were exported. In all, over six million Maruti cars are on Indian

roads since the first car was rolled out on December 14, 1983.

Maruti Suzuki offers 13 models, Maruti 800, Omni, Alto, Versa,

Ritz, Gypsy, A Star, Wagon R, Zen Estilo, Ritz, Swift, Swift Dzire, SX4,

Grand Vitara. Swift, Swift dzire, A star and SX4 are maufactured in

Manesar, Grand Vitara is imported from Japan as a completely built unit

45
(CBU), remaining all models are manufactured in Maruti Suzuki's

Gurgaon Plant.

Suzuki Motor Corporation, the parent company, is a global leader

in mini and compact cars for three decades. Suzuki‟s technical

superiority lies in its ability to pack power and performance into a

compact, lightweight engine that is clean and fuel efficient.

Maruti is clearly an “employer of choice” for automotive engineers

and young managers from across the country. Nearly 75,000 people are

employed directly by Maruti and its partners.

The company vouches for customer satisfaction. For its sincere

efforts it has been rated (by customers)first in customer satisfaction

among all car makers in India for nine years in a row in annual survey

by J D Power Asia Pacific.

Maruti Suzuki was born as a government company, with Suzuki as

a minor partner to make a people's car for middle class India. Over the

years, the product range has widened, ownership has changed hands

and the customer has evolved. What remains unchanged, then and now,

is Maruti‟s mission to motorise India.

Radha krishna Bimal Kumar Ltd was established in 1976 having

registered office at Shree Ganesh Centre , 216 AJC Bose Road, Kolkata

700017, with objective of doing trading Business of Fertilizer, Kerosene

46
oil and petrol pumps in different states like U.P, Bihar, West Bengal . In

1995 Company entered into a Dealership association with Maruti Suzuki

India Ltd (Formerly known as Maruti Udyog Ltd ) and in 2000

Radhakrishna Bimal Kumar Ltd was merged in BKP Ltd and name of the

Company was changed as SMART WHEELS Ltd vide order of honable High

Court Calcutta, In Nov 2000 Company demerged from SMART WHEELS

Ltd and new Company was set up as SMART WHEELS Automobiles Pvt

Ltd .

First showroom and work shop was opened in Gorakhpur , entered

into a dealership with Maruti Suzuki India Ltd .(Formerly known as

Maruti Udyog Ltd), is one of the leading automobile manufacturers and

the market leader in car segment, both in terms of volume of vehicles

sold and revenue earned. Company grew up and new showroom and

work shop opened at Faizabad another new workshop was set up at

Gorakhpur (Bargadwa), new extension

Showrooms are in pipeline at Gonda as well as in Basti . Presently

show rooms & work shops are established at:-

Showrooms

1) Gorakhpur. (Mohaddipur) : Established in oct 1995

2) Faizabad ( Shadatganj) : Established in 1999

47
WORKSHOPS

1) Gorakhpur ( Mohaddipur) : Established in 1995

2) Gorakhpur (Bargadwa) : Established in 2006

3) Faizabad : Established in 1999

4) Basti. : Established in 2004

Showrooms and Workshops are well equipped with latest

technology and skilled manpower, Customer satisfaction is the prime

Moto of the Company and an efficient team of highly experienced

personnel do their best to understand the needs of a customer and then

suggest the models best suited to his/her requirements. Special

attention is given to the models that are popular choices.

Company‟s another business activities under one roof of Maruti

dealership are sales of Maruti Genuine spares Parts (MGP), Maruti

Genuine Accessories (MGA), Consumer Finance through channel

48
partners – Kotak Mahindra, ICICI Bank, HDFC Bank and S B I and

Maruti Insurance ( M I) through channel partner The Oriental Insurance

Co Ltd , National Insurance Co. Under guideline of MSIL, RAPL is also

engaged in Maruti True Value Section which offers and provides

wonderful exchange, Buy and sale of old cars where customers has no

hassle of selling old cars , only old cars are replaced with new one by

paying difference amount.

RAPL also has its workshops as aforesaid which provides wide

range of servicing and maintenance where all maruti segment cars come

for servicing, repairing and accidental repairing. Company has all

modern equipments and skilled manpower which provides complete

satisfaction to the customers by timely performance and delivery.

SMART WHEELS has made a brand and image in the market,

renowned name famous for quality and service and got lot of certificates

from MSIL for their excellence in quality and service towards customers

which is the prime moto of the company.

Company has a QUALITY MANAGEMENT SYSTEM and is an ISO

9001-2000 CERTIFIED COMPANY.

“Customer Satisfaction is the main moto of the Company which

gives an edge in the Market and makes a Brand and Image.”

49
Maruti is the highest volume car manufacturer in Asia, outside Japan

and Korea. It is the one of most successful automobile company since its

inception. The key of the first Maruti car was handed over to Mr. Harpal

Singh of Delhi by the Prime Minister Mrs. Indira Gandhi on 14

December.

Despite there being 11 companies now in the passenger car market in

India, Maruti holds about 60% of the total market share .

AN AERIAL VIEW OF THE GURGAON FACILITY

Maruti factory is situated on old Gurgaon – Delhi Road, at distance

of about 7 km from Gurgaon bus stand.

50
ORGANIZATIONAL STRUCTURE

RAPL has got an edge with other competitors is just because of

strong and efficient team leaded by C E O. Company has made several

departments with department heads for smooth functioning of business

under a certain guidelines and certain set principles for smooth flow of

system .

Maruti Suzuki India Limited (MSIL), Previously Known as Maruti

Udyog Limited (MUL) was established in February 1981, though the

actual production commenced in 1983 with the Maruti 800, based on the

Suzuki Alto kei car which at the time was the only modern car available

in India, its' only competitors- the Hindustan Ambassador and Premier

Padmini were both around 25 years out of date at that point. Through

2004, Maruti has produced over 5 Million vehicles. Marutis are sold in

India and various several other countries, depending upon export orders.

Cars similar to Marutis (but not manufactured by Maruti Udyog) are sold

by Suzuki and manufactured in Pakistan and other South Asian

countries.

MARKETING DEPARTMENT

The most important department is headed by the Sales Manager

and local administration is in the hand of General Manager. Whole sales

51
team are guided and motivated by the C E O of the Company who takes

in principal decision of sales and makes sales policy considering market

situation and other factors which helps sales manger to take decisions.

Strong sales team with well coordination with the sales executives, Car

sales in the market is one step ahead than other competitors and

moreover customer satisfaction is also a key-note for market capture.

DELIVERY DEPARTMENT

Delivery In charge of this department takes care of the delivery of

four wheelers. A Delivery Executive is also appointed to perform the

delivery ceremony and make all efforts to make the delivery process quite

social and memorable for the customer. Delivery department has also got

key role to play.

CUSTOMER CARE DEPARTMENT

Customer care Department is also important and sensetative

department where customer satisfaction is the prime moto of the

company. Company is very much sensitive towards customer

satisfaction. Customer care manager does timely PSF and keeps a track

of all the customers and passes on information about new advancements

from time to time. Customer care manager organizes regular customer

meets and encourages more and more customers participation for

52
sharing their car buying experience, learn more about safety tips and

warranty clause etc.

AUTHORIZED SERVICE STATIONS

Maruti is one of the companies in India which has unparalleled

service network. To ensure the vehicles sold by them are serviced

properly, Maruti has 2628 listed Authorized service stations and 30

Express Service Stations on 30 highways across India.

Service is a major revenue generator of the company. Most of the

service stations are managed on franchise basis, where Maruti trains the

local staff. Other automobile companies have not been able to match this

benchmark set by Maruti. The Express Service stations help many

stranded vehicles on the highways by sending across their repair man to

the vehicle.

MARUTI INSURANCE

Launched in 2002 Maruti provides vehicle insurance to its

customers with the help of the National Insurance Company, Bajaj

Allianz, New India Assurance and Royal Sundaram. The service was set

53
up the company with the inception of two subsidiaries Maruti Insurance

Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited

This service started as a benefit or value addition to customers and

was able to ramp up easily. By December 2005 they were able to sell

more than two million insurance policies since its inception.

Insurance department looks after the new insurance plans that

provide benefits to the customers. Insurance manager maintains record

about new insurance schemes as well as the old ones. Insurance

executive, who works for the renewal of existing insu ance plan, assists

him. This department also has tele-callers to inform customers about the

expiry of the insurance of their four wheeler and also about the

prevailing offers and schemes for insurance renewal through Maruti

insurance.

MARUTI FINA NCE

To promote its bottom line growth, Maruti launched Maruti

Finance in January 2002. Prior to the start of this service Maruti had

started two joint ventures Citicorp Maruti and Maruti Countrywide with

54
Citi Group and GE Countrywide respectively to assist its client in

securing loan.Maruti tied up with ABN Amro Bank, HDFC Bank, ICICI

Limited, Kotak Mahindra, Standard Chartered Bank, and Sundaram to

start this venture including its strategic partners in car finance. Again

the company entered into a strategic partnership with SBI in March

2003.Since March 2003, Maruti has sold over 12,000 vehicles through

SBI-Maruti Finance. SBI-Maruti Finance is currently available in 166

cities across India.

"Maruti Finance marks the coming together of the biggest players

in the car finance business. They are the benchmarks in quality and

efficiency. Combined with Maruti volumes and networked dealerships,

this will enable Maruti Finance to offer superior service and competitive

rates in the marketplace".

Citicorp Maruti Finance Limited is a joint venture between Citicorp

Finance India and Maruti Udyog Limited its primary business stated by

the company is "hire-purchase financing of Maruti vehicles". Citi Finance

India Limited is a wholly owned subsidiary of Citibank Overseas

Investment Corporation, Delaware, which in turn is a 100% wholly

owned subsidiary of Citibank N.A. Citi Finance India Limited holds 74%

of the stake and Maruti Udyog holds the remaining 26%.GE Capital,

HDFC and Maruti Udyog Limited came together in 1995 to form Maruti

55
Countrywide.Maruti claims that its finance program offers most

competitive interest rates to its customers, which are lower by 0.25% to

0.5% from the market rates.

Accounts and finance department is the important department,

headed by Accounts Managers, controls all accounting, Tax and Banking

matter of the Company. In this department support staffs like Accounts

assistant ,Computer operator, Cashier looks after the day to day

punching , Banking transactions and other

financial transaction of the Company.

Accounts department is the controlling

department for company‟s income and

expenses.

MARUTI TRUE VALUE

Maruti True service offered by Maruti Udyog to its customers. It is

a market place for used Maruti Vehicles. One can buy, sell or exchange

used Maruti vehicles with the help of this service in India.

 Helps in exchange sales

 Enhances residual value thereby

reducing cost of Ownership

 Network : 304 True Value Dealers

56
 in 179 cities

 83,107 units new cars sold through exchange in 10 months FY09.

ACCESSORIES

Many of the auto component companies other than Maruti Udyog

started to offer components and accessories that were compatible. This

caused a serious threat and loss of revenue to Maruti. Maruti started a

new initiative under the brand name Maruti Genuine Accessories to offer

accessories like alloy wheels, body cover, carpets, door visors, fog lamps,

stereo systems, seat covers and other car care products. These products

are sold through dealer outlets and authorized service stations

throughout India.

There is an accessory in charges in Accessories Department.

Accessories in charge promote the accessories sale with special focus on

MGA. Work of accessories Executive is to maintain the stock of

accessories purchased and keep a record of the parts that are old he

potential while/after delivery in the car. To do the fitting work, there are

fitters under the Accessories In charge.

57
 Maruti Driving School :

A Maruti Driving School in Chennai

As part of its corporate social responsibility Maruti Udyog launched

the Maruti Driving School in Delhi. Later the services were extended to

58
other cities of India as well. These schools are modelled on international

standards, where learners go through classroom and practical sessions.

Many international practices like road behaviour and attitudes are also

taught in these schools. Before driving actual vehicles participants are

trained on simulators.

"We are very concerned about mounting deaths on Indian roads.

These can be brought down if government, industry and the voluntary

sector work together in an integrated manner. But we felt that Maruti

should first do something in this regard and hence this initiative of

Maruti Driving Schools."

“Over 550,000 commercial drivers trained in Delhi & NCR”

HUMAN ASSETS DEPARTMENT

Human Resource Department is headed by the Human Resource

Manager (H R M). H R Manager has a key role to play in the company

which consists to Hire and retain competent work force to achieve the

goal of the Organization in an effective and efficient manner. Human

resource Manager„s main duty is to look after the overall satisfaction of

the employees. The H R executive helps to develop the potential of

employees fully and motivate them to sharpen and improve their skills

for better performance.

59
ORGANISATIONAL CHART

SMART WHEELS

AUTOMOBILES PVT LTD

 Shree Ganesh Centre, 216 AJC Bose

 Road, Kolkata-700017, West Bengal.

DESIGNATION

Director(whole time)/ C E O:

GENERAL MANAGER

(a) Accounts Manager ( b)Sales Manager ( c) Human Resource Manager

(d) True Value Manager (e) Insurance Manager (f) Work Manager (g)

Accessories Manager (h) Spare Parts Manager

ACCOUNTS MANAGER

 Accounts assistants

 Computer Operators

SALES MANAGER

 Team leaders:

 Dealer Sales Executives (DSE):

 Resident Dealer Sales executives (RDSE)

60
HUMAN RESOURCE MANAGER

H R assistant

True Value Manager:

 True Value evaluators

 Customer Care executive.

INSURANCE MANAGER

 Tele Callers

 Computer operators

 Insurance assistants.

WORKS MANAGER

Supervisors:

Mechanics, Electrician

Asst. Mechanic

ACCESSORIES MANAGER

Accessories Asst staff.

SPARES PARTS MANAGER

Asst in spares parts.

61
DUTIES AND RESPONSIBILITIES OF THE STAFF

The duties and responsibilities of the staff of the dealer SMART

WHEELS Automobiles ltd are-

 To sale maximum vehicles .

 To maintain all the a/c with honesty.

 To create healthy environment in the organisation.

 To co-oporate with each other in the organisation.

 To maintain good relation with the customers.

 To be in the office at right time.

 To provide all the facilities and services to the customers which are

given by Maruti Company to their customer.

 To complete the target of selling cars of dealers.

62
PRODUCT PROFILE

MARUTI SUZUKI CARS

Maruti Suzuki offers 2 new car models in Luxury segment, 2 in

Midsize segment, 7 in Small segment, 4 in Utility segment in India.

Choose a Maruti Suzuki car to know prices, features, reviews and

photos.

Ex-Showroom Price

Car Model (New Delhi)

Maruti Suzuki 800 2.13 - 2.36 lakhs

Maruti Suzuki Alto 800 2.46 - 3.62 lakhs

Maruti Suzuki Omni 2.50 - 2.56 lakhs

Maruti Suzuki Eeco 3.09 - 4.12 lakhs

63
Maruti Suzuki Alto
3.26 - 3.40 lakhs
K10

Maruti Suzuki Estilo 3.50 - 4.40 lakhs

Maruti Suzuki Wagon R

3.61 - 4.50 lakhs
1.0

Maruti Suzuki A-Star 3.85 - 4.74 lakhs

Maruti Suzuki Stingray 4.15 - 4.72 lakhs

Maruti Suzuki Ritz 4.38 - 6.38 lakhs

64
Maruti Suzuki Swift 4.58 - 6.95 lakhs

Maruti Suzuki Swift

5.03 - 7.59 lakhs
DZire

Maruti Suzuki Gypsy 5.87 - 6.01 lakhs

Maruti Suzuki Ertiga 5.99 - 8.77 lakhs

Maruti Suzuki SX4 7.32 - 9.85 lakhs

Maruti Suzuki Kizashi 16.53 - 17.53 lakhs

65
Maruti Suzuki Grand
22.68 - 24.61 lakhs
Vitara

66
 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research

problem. It may be understood as a science of studying how research is

done scientifically. Research Methodology used in this project is

Descriptive Research. This has contained the various steps taken during

the research work to studying the problem along with the logic behind

this.

DATA COLLECTION

Data collection is a term used to describe a process of preparing

and collecting business data - for example as part of a process

improvement or similar project.

Data collection usually takes place early on in an improvement

project, and is often formalized through a data collection plan

which often contains the following activity.

1. Pre collection activity- Agree goals, target data, definitions, methods

2. Collection- data collection

3. Present Findings – usually involves some form of sorting analysis

and/or presentation.

The data has been collected from two sources-

67
 1. Primary source

2. Secondary source

There are two methods of data collection which are discussed

below:

DATA COLLECTION

PRIMARY DATA SECONDARY DATA

(Data collection techniques)

Questionnaire Interview External Internet Internal

PRIMARY DATA

In primary data collection, you collect the data yourself using methods such as
interviews and questionnaires. The key point here is that the data you collect is
unique to you and your research and, until you publish, no else has access to it .I
have tried to collect the data using methods such as interviews and questionnaires.
The key point here is that the data collected is unique and research and, no one
else has access to it. It is done to get the real scenario and to get the original
data of present.

68
DATA COLLECTION TECHNIQUE:

Questionnaire: Questionnaire are a popular means of collecting data, but are

difficult to design and often require many rewrites before an acceptable
questionnaire is produced. The features included in questionnaire are:

Theme and covering letter

Instruction for completion
Types of questions

INTERVIEW:

This technique is primarily used to gain an understanding of the underlying

reasons and motivations for people’s attitudes, preferences or behavior. The
interview was done by asking a general question. I encourage the respondent to talk
freely. I have used an unstructured format, the subsequent direction of the
interview being determined by the respondent’s initial reply, and come to know
what is its initial problem is.

SAMPLING METHODOLOGY

SAMPLING TECHNIQUE

Initially, a rough draft was prepared keeping in mind the objective of the
research. A pilot study was done in order to know the accuracy of the
questionnaire. The final questionnaire was arrived only after certain important
changes were done. Thus my sampling came out to be judgmental and continent.

SAMPLING UNIT

The respondents who were asked to fill out questionnaires are the sampling
units. These comprise of employees of SMART WHEELS Maruti Center, Gorakhpur,
who personality development workshop.

69
SAMPLE DESIGN

 Sample size 25
 Sample unit- SMART WHEELS Maruti

SECONDARY DATA

All methods of data collection can supply quantitative data (numbers,

statistics or financial) or quantitative data (usually words or text).Quantitative data
may often be presented in tabular or graphical form. Secondary data is data has
already been collected by someone else for a different purpose to yours.

NEED OF USING SECONDARY DATA:

1. Data is of use in the collection of primary data.

2. They are one of the cheapest and easiest means of access to information.
3. Secondary data may actually provided enough information to resolve the
problem being investigated.

4. Secondary data can be a valuable source of new ideas that can be explored.
Later through primary research.

70
 DATA ANALYSIS AND INTERPRETATION

What is your age ?

Sr. No. Particulars Percentage (%)

1 18-25 years 15

2 25-35 years 25

3 35-45 years 55

4 More than 45 years 5

5%
15%

25%

55%

18-25 years 25-35 years 35-45 years More than 45 years

Interpretation

According to Survey I found that 15% respondents are of age 18-25 years, 25%

respondents are from 25-35 years, 55% respondents are from 35-45 years and

5% respondents are more than 45 years of age.

71
 What is your Profession ?

Sr. No. Particulars Percentage (%)

1 Servicemen 25

2 Businessman 30

3 Professional 30

4 Other Job 15

15%

25%

30%

30%

Servicemen Businessman Professional Other Job

Interpretation

According to Survey I found that 25% respondents said they are servicemen,

30% respondents said they are businessman, 30% respondents said they are

professional and 15% said they are doing other type of work.

72
 Do you have four wheeler?

Sr. No. Particulars Percentage (%)

1 Yes 85

2 No 15

15%

Yes
No

85%

Interpretation

According to Survey I found that 85% respondents said that they have four

wheeler and 15% respondents said they don‟t have four wheeler.

73
 Are you aware about HR Management?

Sr. No. Particulars Percentage (%)

1 Yes 80

2 No 20

20%

Yes
No

80%

Interpretation

According to Survey I found that 80% respondents said they are aware about

HR Management and 20% respondents said no.

74
 Do HR manager has taken any training to manage manpower in a best

suitable manner in SMART WHEELS?

Sr. No. Particulars Percentage (%)

1 Yes 90

2 No 10

10%

Yes
No

90%

Interpretation

According to survey, 90% respondents said that yes HR manager of SMART

WHEELS has taken any training to manage manpower in a best suitable manner

in SMART WHEELS and 10% respondents said no.

75
 According to you what are the features of effective manpower

management?

Sr. No. Particulars Percentage (%)

1 Forecasting Future 15
Manpower

2 Making an Inventory 25

3 Anticipating manpower 20
problems

4. Recruitment/Selection 20
etc

5. All of the above 20

15%
20%

Forecasting Future Manpower

Making an Inventory
Anticipating manpower problems
25% Recruitment/Selection etc
20% All of the above

20%

76
Interpretation

According to survey, 15% respondents said that main features of effective

manpower management is forecasting future manpower, 25% respondents said

making an inventory, 20% respondents said anticipating manpower problems,

20% respondents said recruitment/selection etc and 20% respondents said all

of the above.

77
 According to you what are the factors which affects manpower

planning ?

Sr. No. Particulars Percentage (%)

1 Inaccuracy 10

2 Economic condition 15

3 Resignation/death etc 25

4 Lack of Top Management 25

support

5. All of the above 15

11%
17%

Inaccuracy

17% Economic condition

Resignation/death etc

Lack of Top Management

28% support
All of the above

27%

78
Interpretation

According to survey I found that 10% respondents said inaccuracy, 15%

respondents said economic conditions, 25% respondents said resignation/death

etc, 25% respondents said lack of top management support and 15% said all of

the above.

79
 How SMART WHEELS motivates his employees ?

Sr. No. Particulars Percentage (%)

1 Free Tour 10

2 Bonous 35

3 Holidays 25

4. Gifts 30

10%

30%

35%

25%

Free Tour Bonous Holidays Gifts

Interpretation

The table shows that 10% respondents said free tour, 35% bonous, 25%

respondents said holidays and 30% respondents said by giving gifts.

80
 Do you think Top management helps in making effective manpower ?

Sr. No. Particulars Percentage (%)

1 Yes 80

2 No 20

20%

Yes
No

80%

Interpretation

From the study, 80% respondents said yes top management helps in making

effective manpower and 20% respondents said no.

81
According to you what is the importance of manpower planning ?

Sr. No. Particulars Percentage (%)

1 Key to Managerial 10
functions

2 Efficient Utilization 10

3 Motivation 10

4. Better Human relations 15

5. All of the above 55

10%

10%

Key to Managerial functions

Efficient Utilization
10% Motivation
55% Better Human relations
All of the above

15%

82
Interpretation

According to survey, 10% respondents said key to managerial functions, 10%

respondents said efficient utilization, 10% respondents said motivation, 15%

respondents said better human relations and 55% respondents said all of the

above.

83
 According to you what is the need of manpower management ?

Sr. No. Particulars Percentage (%)

1 Shortage and surplus of 15

staff

2 Recruitment/Selection 15

3 Reduce Labour cost 15

4. Identify labour talent 10

5. All of the above 45

15%

Shortage and surplus of staff

45% 15% Recruitment/Selection
Reduce Labour cost
Identify labour talent
All of the above

15%

10%

84
Interpretation

The table shows 15% respondents said to manage shortage and surplus of staff,

15% respondents said recruitment/selection, 15% reduce labour cost, 10%

respondents said identify labour talent and 45% respondents said all of the

above.

85
 Are you satisfied with the manpower management of SMART WHEELS ?

Sr. No. Particulars Percentage (%)

1 Yes 95

2 No 5

5%

Yes
No

95%

Interpretation

The table shows 95% respondents said that they are satisfied with the

manpower management of SMART WHEELS and 5% respondents said no.

86
 FINDINGS

 15% respondents are of age 18-25 years, 25% respondents are from 25-

35 years, 55% respondents are from 35-45 years and 5% respondents

are more than 45 years of age.

 25% respondents said they are servicemen, 30% respondents said they

are businessman, 30% respondents said they are professional and 15%

said they are doing other type of work.

 85% respondents said that they have four wheeler and 15% respondents

said they don‟t have four wheeler.

 80% respondents said they are aware about HR Management and 20%

respondents said no.

 90% respondents said that yes HR manager of SMART WHEELS has taken

any training to manage manpower in a best suitable manner in SMART

WHEELS and 10% respondents said no

 15% respondents said that main features of effective manpower

management is forecasting future manpower, 25% respondents said

making an inventory, 20% respondents said anticipating manpower

problems, 20% respondents said recruitment/selection etc and 20%

respondents said all of the above.

 10% respondents said inaccuracy, 15% respondents said economic

conditions, 25% respondents said resignation/death etc, 25%

respondents said lack of top management support and 15% said all of

the above.

87
 10% respondents said free tour, 35% bonous, 25% respondents said

holidays and 30% respondents said by giving gifts.

 80% respondents said yes top management helps in making effective

manpower and 20% respondents said no.

 10% respondents said key to managerial functions, 10% respondents

said efficient utilization, 10% respondents said motivation, 15%

respondents said better human relations and 55% respondents said all of

the above.

 15% respondents said to manage shortage and surplus of staff, 15%

respondents said recruitment/selection, 15% reduce labour cost, 10%

respondents said identify labour talent and 45% respondents said all of

the above.

 95% respondents said that they are satisfied with the manpower

management of SMART WHEELS and 5% respondents said no.

88
 CONCLUSION

 There is an very effective manpower management in SMART WHEELS. The

HR department of SMART WHEELS plan, organize, recruit the talented

staff for their company to improve the efficiency and smooth working of

company.

 HR department of SMART WHEELS put right men on right job, but it also

comprises of motivations programes.

 Several types of Incentives plans gifts are provided to the employees to

appreciate them for good working and also to motivate them to do more

good work for the company and combined effect of all employees will

result in more satisfied customers and thus increase in the market share

of company.

 SMART WHEELS HR department build a very strong relations through

control, clear communications, effective supervision and leadership in a

concern.

 SMART WHEELS HR department also organize staffing function such as

training and development of the work force which leads to co-operation

and better human relations.

 SMART WHEELS, HR department recognize that productivity level

increases when resources are utilized in best possible manner, higher

productivity is a result of minimum wastage of time, money, efforts and

energies.

89
 SUGGESTION AND RECOMMENDATION

 SMART WHEELS HR Department should Formulate plans for job-rotation,

promotions and transfers where warranted and possible.

 SMART WHEELS HR Department should Draw-up training needs, design,

phase out and ensure timely conduct of the training programmes.

 SMART WHEELS HR Department should Determine the time-table for

recruitments and the levels at which the intake should take place.

 Once an HR department of SMART WHEELS should check its human

resources requirements and supply are forecast, the two must be

compared. Such comparison will reveal either deficit or surplus of human

resources in future. Such comparison helps in order that vacancies can be

filled by the right employees at the right time.

 SMART WHEELS HR department should organize various tourand travel

programs for the employees.

 HR department of SMART WHEELS should give bonous, gift, incentives so

that they can motivate the employees of their company and also

appreciate them for their good work.

 HR department of SMART WHEELS should create such a effective

manpower management system that their employees give them their

maximum output which will definitely increase the range of satisfied

customers.

90
 BIBLIOGRAPHY

Books

 PERSONNEL / HUMAN RESOURCE MANAGEMENT

DECENZO & ROBBINS
 HUMAN RESOURCE MANAGEMENT
GARY DESSLER
 PERSONNEL/ HUMAN RESOURCE MANAGEMENT
ROBERT L MATHIS
JOHN H. JACKSON
 HUMAN RESOURCE MANAGEMENT
DEEPAK BHATTACHARYA

91
 APPENDIX

What is your age ?

Sr. No. Particulars Tick Mark

1 18-25 years

2 25-35 years

3 35-45 years

4 More than 45 years

What is your Profession ?

Sr. No. Particulars Tick Mark

1 Servicemen

2 Businessman

3 Professional

4 Other Job

Do you have four wheeler?

Sr. No. Particulars Tick Mark

1 Yes

2 No

92
 Are you aware about HR Management?

Sr. No. Particulars Tick Mark

1 Yes

2 No

Do HR manager has taken any training to manage manpower in a best

suitable manner in SMART WHEELS?

Sr. No. Particulars Tick Mark

1 Yes

2 No

According to you what are the features of effective manpower

management?

Sr. No. Particulars Tick Mark

1 Forecasting Future
Manpower

2 Making an Inventory

3 Anticipating manpower
problems

4. Recruitment/Selection
etc

5. All of the above

93
 According to you what are the factors which affects manpower

planning ?

Sr. No. Particulars Tick Mark

1 Inaccuracy

2 Economic condition

3 Resignation/death etc

4 Lack of Top Management

support

5. All of the above

How SMART WHEELS motivates his employees ?

Sr. No. Particulars Tick Mark

1 Free Tour

2 Bonous

3 Holidays

4. Gifts

Do you think Top management helps in making effective manpower ?

Sr. No. Particulars Tick Mark

1 Yes

2 No

94
According to you what is the importance of manpower planning ?

Sr. No. Particulars Tick Mark

1 Key to Managerial
functions

2 Efficient Utilization

3 Motivation

4. Better Human relations

5. All of the above

According to you what is the need of manpower management ?

Sr. No. Particulars Tick Mark

1 Shortage and surplus of

staff

2 Recruitment/Selection

3 Reduce Labour cost

4. Identify labour talent

5. All of the above

Are you satisfied with the manpower management of SMART WHEELS ?

Sr. No. Particulars Tick Mark

1 Yes

No

95