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Under guidance of

Mr. Vijay Khanna

Sr. Manager HR, IYM, Faridabad


Completing a task is never one mans effort. It is often the result of invaluable

contribution of number of individuals in direct or indirect way in shaping success and

achieving it.

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

guide and mentor, Mr. vijay khanna without whom this compilation wouldn’t have

been possible. His invaluable experience and exceptional mentoring provided us

with gainful insights on practical applications of the topic, which was indispensable

for the successful completion of the project.

I also wish to thank Mr. Chetan Yadav who intelligently provided valuable

knowledge inputs and guidance all through the project incubation period.

I also extend my sincere thanks to all the managers and officers, who spared their

valuable time and helping me out with this project.

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

Lastly, I would like to express my heartfelt appreciation to all those people who

have in their own way contributed towards the compilation of this report with their

suggestions, criticisms and advice .



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

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

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

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


New Delhi


Chapter No. Description Page No.

1 Executive summary 7

2 Introduction 8

3 YMC Products 13

4 Background 15

4.1 Milestones Of Yamaha 16

4.2 Foundation Of Yamaha 19

4.3 Yamaha First Motorcycle 20

4.4 About Logomark 22

4.5 Corporate Philosophy 25

4.6 IYM 28

4.7 Yamaha Mission 30

4.8 Yamaha Vision 31

5 Project of Title 32

6 Rationale of study 43

7 Objectives and scope of study 44

8 Research Methodology 45

9 Analysis and Interpretations 46

10 Suggestions 55

11 Conclusions 56

12 Annexure 57

13 Bibliography 60


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

This project report present the study of HR Planning in IYM and how it is helpful in

retaining the employees in the organization.

It was a research conducted to get the feed back of the employees from different departments
that whether they are satisfied with the policies and practices of the organization or not.

After employees have been hired, trained and remunerated, they need to be retained and

maintained to serve the organization better. Any organization whether it is governmental,

non-governmental, trade unions, or employees association etc. have to maintain good

employee relation for better work place.

In today’s competitive world every organization is geared towards maximum return with
minimum investment. Human Resource Management plays a vital role towards planning &
controlling cost effective manpower support. This is widely affected by implementing
“Effective HR planning” which is the paramount part of this project

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

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


Yamaha Motor was founded on 1 July, 1955. Having started as a motorcycle manufacturer,
YMC has successfully diversified into several utility and leisure product lines. The arrays of
Yamaha products are – Motorcycles, Scooters, all terrain vehicles, Golf cars, Outboard
motors, personal watercrafts, powerboats, Unmanned Helicopters, Industrial Engines, etc.
YMC, Japan is today a multinational Company creating high Quality products in 60
factories across45countries.

India Yamaha Motor subsidiary of YMC Japan and was founded on 1st August 2001. At IYM,
there are two state of the art manufacturing plants in India i.e. Faridabad & Surajpur, where
a wide range of Motorcycles that meet international technology standards are manufactured.
These cater to domestic as well as international markets. The manufacturing unit follows
TPM, 5-S,and have in house machining,welding,electroplating and painting facilities.

In Yamaha Motor's story, you will recognize the spirit of challenge in these early

years that forged the company into the global corporate group it is today, in pursuit

of the perpetual goal of being best in the world market .

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

Environmental Friendly and People Friendly

In product building and promotional efforts YAMAHA takes as one of the fundamental ideals
the concept that products which are people-friendly should also be environment-friendly,
and products that are environment-friendly should also be people-friendly. This concept is
born of our awareness that “It is the Earth and irreplaceable natural environment that
makes human life possible.” YMC supply the “power” that moves people and helps them live
to their fullest as human beings.

Yamaha vehicles have the practical advantage of using the minimum of energy for human
transport that means less negative impact on the environment.

Technological Innovation

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

Energetic Pursuit of Sports

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

Producing Means to an Active Life

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

Pursuing the Ultimate in Personal Vehicles

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

Welfare Activities

Training Activities Medical Facilities

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

Group Accident Insurance Scheme

Employees not covered under ESI are automatically under the Company’s Group Accident
Insurance Scheme.

Provision of Loans

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

Benevolent Fund

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

Service Awards

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


Scholarship is offered to the children of all employees.

Training Activities

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


Subsidized transportation is provided for residents of Delhi and Palwal.


Onroad sports bike

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

Large sized Outboard motors

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

Water pumps
Amusing pools
OES Truss Artificial Reefs
Industrial use unmanned helicopters
Commercial use generators
Automatic feeders
Surface mounters
Wheel chair mounter
Built-in type water purifiers


Ever since its founding as a motorcycle manufacturer on 1st July, 1955,Yamaha Motor
Company has worked to build its products which stand among the very best in the world
through its constant pursuit of quality; and at the same time, through these products, it has
sought to contribute to the quality of life of people all over the world. Following on the
success of our Motorcycles, Yamaha being manufacturing Powerboats and out boards
motors in 1960. Since then, engine and FRP technology were used as a base to actively
diversify and globalize the area of business. Today our fields of influence extend from the
land to the sea and even into the skies as our business divisions have grown Motorcycles
operations to include Marine operations, Power Product operations, Automotive operations,
Intelligent Machinery operations, Aeronautic operations and PAS operations.

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

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

Milestones Of Yamaha

1960 : Indian partners, Escorts Group secured license under technical

collaboration with CEKOP


196 : Obtained 23 acres of land for separate factory.


196 : Assembly and partial manufacturing started in Plant 1.

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

196 : Machinery was installed in the new building


196 : Manufacturing activities shifted from Plant 1 to the

5 present building of YMI Faridabad.

197 : Introduction of scooters.

197 : GTS a small Motorcycle was introduced.


197 : Entered in a technical collaboration with YMC of Japan for

9 manufacturing of 350cc Motorcycles.

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


198 : Letter of intent obtained for manufacture of 100cc

3 Motorcycles.

Launched 350cc Motorcycles in the maekert all over India.

Setting up of CNC CELL in the organization.

198 : On identified scale, manufacturing facilities of various

4 components were improved upon by introduction of 4th
generation machinery equipments.

To cater to the urban population demand for a few

efficient and sleek looking Motorcycles, 175cc Super-D
Model was introduced.

Surajpur plant was established in NOIDA.

198 : Started manufacture of RX-100 cc Motorcycle with

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

198 : Installed ‘UYEMURA’, automatic eltroplatic plant.

Implemented Incentive Scheme to improve upon
productivity.Concentrated on product improvement and
manufacturing facility.

198 : Introduction of Indicators the existing 175cc Rajdoot

9 Motorcycles.

199 : Upgradation of the 175cc Motorcycle by introducing newer

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

199 : Electronic Ignition system of Rajdoot launched.


199 : Started manufacturing 50cc Moped on 31st March 1995.


199 : ISO 9001 was conducted. Joint venture with Yamaha

6 Motors Limited Japan.

199 : Launched of Yamaha RXZ and 175cc Escorts ACE.


199 : YBX 4 – stroke Bi- wheeler was launched.


200 : The share of Yamaha Motor has increased to Yamaha 74%

0 and Escorts 26%.

YD125 4- stroke Bi –wheeler was launched.

200 : YMEL became a total subsidiary of YMC and it’s name

1 changed from YMEL to YMI.

200 Launched Fazer
Launched Gladiator
Launched R 15 & FZ 16


Foundation of “YAMAHA”

Genichi Kawakami (1912-2002)

Founder Yamaha Motor Co. Ltd

It all began when then president of Nippon Gakki, (now Yamaha Corporation,)

Genichi Kawakami , put to use some machining equipment used in the production of

metal airline propellers to develop the first Yamaha motorcycle. It was the YA-1,

nicknamed “Aka-tombo ” which means red dragonfly. With a starting capital of 30

million yen, 274 employees and two single-story wooden factory buildings with a

capacity to turn out 200 motorcycles a month, the fledgling company dared to

confront competition, a will that came to forge the company spirit of challenge.

Yamaha entered the first YA-1 in the Mt. Fuji Ascent Race and won. From there on,

our employees moved with determination from one challenge to the next, working as

a team, sharing victories and setbacks.

Yamaha's First Motorcycle

YA-11955 (1955)

This was Yamaha’s first motorcycle . At a time when motorcycle design was

dominated by imposing all-black styling, the YA-1 with its simple form and modern

chestnut red coloring, quickly became popularly known by the nickname “Aka-

tombo” (the Red Dragonfly). What’s more, it immediately demonstrated its high

performance by winning the 3rd Mt. Fuji Ascent Race in July of 1955 , and then

swept the top places in the ultra-light class of the 1st Asama Highlands Race of the

All Japan Endurance Championships. In an era when the national average starting

salary of a male college graduate was 10,780 yen, this model, priced at 138,000

yen, was a coveted extravagance beyond the reach of most users.

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

Weight: 94kg

Engine-type : Air-cooled 2-stroke 1-cylinder 123cc

Maximum power output : 5.6ps/5,000rpm

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


The YAMAHA brand has its roots in the name of our founder, Torakusu Yamaha.

Familiar with western science and technology from his youth, Yamaha initially

found employment repairing medical equipment. This led to a request to repair a

organ, a project that resulted in the birth of the Yamaha brand. Confident of the

potential of his business, Yamaha struggled against great odds to establish Yamaha

Organ Works. Entrepreneurial spirit, far-sightedness, and determination to

overcome difficulties fueled his passion to succeed. This same spirit formed the

foundation of the Yamaha brand, and is a vital legacy of Yamaha Corporation


The Tuning Fork Mark

The three tuning forks of the Yamaha logo mark represent the cooperative

relationship that links the three pillars of our business -- technology, production,

and sales. They also evoke the robust vitality that has forged a reputation for sound

and music the world over, a territory indicated by the enclosing circle. The mark

also symbolizes the three essential musical elements: melody, harmony, and rhythm.

What is Kando?

Kando is a Japanese word for the simultaneous feeling of deep satisfaction and

intense excitement that people experience when they encounter something of

exceptional value.

At Yamaha MOTOR we believe that Kando can be generalized by the products and

services that surpass customer’s expectations.

Yet for all the emotional evaluation Kando provides, the feeling can be short lived,

and people may be touched only for a moment. Therefore, our challenge is to make

sure that all our products and services genuinely thrill, impress and touch

customer’s heart at the first time and every time. We strive to achieve our corporate

mission by adhering to these principles.

We must remain keenly aware of customer evolving needs company provided them

quality products and services of exceptional value that surpass their expectations.

We can as we will earn a fair profits by putting forth a superior efforts to satisfy our


As a good corporate citizen we act from a world wide perspective and in accordance

with global standards. We will work locally to better the social environment and

think globally in helping and preserve the natural environment.

Corporate Philosophy

Corporate Philosophy

Creating kando with products and services that exceed your expectations .

Yamaha works to realize our corporate mission of creating Kando

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

India Yamaha Motor Pvt. Ltd. (IYM)

Head Office : A-3 Surajpur Industrial Area, Noida-Dadri Road, Surajpur - 201306,

Distt. Gautam Budh Nagar, U.P., India

Foundation : Oct. 17, 2007

Start of operation : April 1, 2008

Headed by : Mr. Tsutomu Mabuchi, Managing Director and Chief Executive Officer

Capital : 1.5 billion rupee (as of Mar. 5, 2008), with plans to eventually increase

capital to 5.6 billion rupee (approx. 16 billion yen)

Capital ratio : 70% by Yamaha Motor Co. Ltd., 30% by Mitsui & Co., Ltd.

Number of employees : 3262 (approx.)

Areas of business : Development, manufacture and sales of motorcycles, spare

parts and accessories. Export of locally assembled motorcycles and parts

Location of YAMAHA Motor


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

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

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

To attain organization excellence by developing and inspiring the potential of

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


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

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

Project Title



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

Organizational issues such as training time and investment; lost knowledge; mourning,
insecure coworkers and a costly candidate search aside, failing to retain a key employee is
costly. Various estimates suggest that losing a middle manager costs an organization up to
100 percent of his salary. The loss of a senior executive is even more costly.

Employee retention is critically important for a second societal reason, too. Over the next
few years while Baby Boomers (age 40 to 58) retire, the upcoming Generation X population
numbers 44 million people (ages 25-34), compared to 76 million Baby Boomers available for
work. Simply stated: there are a lot fewer people available to work.

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

To develop a culture rooted in concern for excellence, leading to outstanding
service to internal as well as external customers.



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

1. Man Power Planning

It is one of the most important functions of the personnel department. Human

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

2. Employment

It is another important operative function of the personnel department and carried

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

3. Induction and Orientation

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

4. Training and Development

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

5. Personnel Research
This is carried out by the personnel department which conducts study and survey

Employment turns over (exit interview)

• Absenteeism
• Wage Survey

6. Personnel Budget

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

7. Compiling Skill Inventory

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

8. Industrial Relations

Industrial relations refer to the dynamic development concept which not only unites
the complex relation between trade unions and management but also refers to the
general web of relationship. It poses one of the most delicate and complex problem
to the modern industrial society. Normally, obtaining between employer and
employee-web much more complex than the labor concept of “labor capital
conflict”. The concept of IR has been extended to denote the relation of state with
employer, worker and their organization. The subject, therefore includes individual
relation and join consultation between employer and worker at their place of work,
collective relation between employer and their organization and trade union, a part
played by state in regulation these relation.
The function of IR is carried out through the following way in IYM.
Labor laws are industrial and statutory registers are maintained according to these
Liaison with labor department and other civic authorities are maintained so as to
carry out different functions relating to industrial peace.
Submission of returns under various labour laws.
Implementation of standing order and Contract Act.

9.Formation of various statutory committees such as:

Workmen Committee

• Canteen
• Safety

10. Negotiation with union

11. Disciplinary Proceeding
12. Attending Conciliation/ labour court
13. Grievance handling/ counseling
14. Conducting workmen classes .



Recruitment: Performance Employee

Compensation • Organization Training &
Benchmark for •
Regular development Development: :
Mgt. System

Probationer • • - • Implement
competitiveness • Org .Restructure In house training Appraisals Best Practices
Trainee. • • • •
Internal equity • Job description External training Increments Improve Employee
Pay for performance Casual . • 37
•On the job • •
Employer Relation
• Promotions
Contractual •training • Engagement
Clear guidelines mapping Overseas Training Performance


Recruitment: Performance Employee

Compensation • Organization Training &
Benchmark for •
Regular development Development: :
Mgt. System

Probationer • • - • Implement
competitiveness • Org .Restructure In house training Appraisals Best Practices
Trainee. • • • •
Internal equity • Job description External training Increments Improve Employee
Casual . • •On the job • •
Pay for performance • Competency Promotions Employer Relation
Contractual •training • Engagement
Clear guidelines mapping Overseas Training Performance




Yamaha Values all its employees for the contributions they make to the

accomplishment of the organization's mission. It believes that all employees can be

developed & groomed to attain their true potential for which, HR Programs &

Services are formulated and delivered to improve opportunities for them to develop:

• Work skill

• Commitment

• Innovation

• Integrity

• Respect

• Teamwork

• Communication








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

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

• The nature of the organization what they should expect from the company

• What the company expects of them how policies and procedures work at your
• What is acceptable and unacceptable behaviour the consequences of
unacceptable behaviour.

• The establishment of policies can help an organization demonstrate that it

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

Reasons for attrition -

Higher salaries: Pay is the number one area in which employees seek change.

Internal pay equity: employees are concerned particularly with pay compression, the

differential in pay between new and longer term employees.

Benefits programs, particularly health and dental insurance, retirement, and Paid Time
Off / vacation days: Specifically, many employees feel that their health insurance costs too

much, especially prescription drug programs, when employers pass part of their rising costs
to employees.

Over-management: Workplaces with less employee empowerment, less employee
enablement, and narrow spans of control by managers, will see more complaints.

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

Human Resources department response to employees: The Human Resource department

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

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

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

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

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

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

Ways to retain the employees

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

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

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

Every employee wants to be treated as same.

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

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

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

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


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

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


To identify variables which have a significant impact on the retention of employees:-

Identify prominent areas of attribution among the employees.

Assessing and improving employee satisfaction

Judge the level of workforce engagement

Gauge and reinforce the organizational culture and climate

Improve the retention levels in the organization

Provide insight and reinforce the organizational values and ethos

Assisting in the optimal utilization of resources

Assisting in managing and incorporating change in the organization

Examine the past objectives and help in setting the same for the future

Improve communication and understanding of employee's issues & expectations


Research is an organized inquiry designed and carried out to provide information to solve

the problem. The fact, search is an art of scientific investigation of a certain problem.

“Research is the process of systematically obtaining accurate answers to significant and

pertinent questions by the use of the scientific methods gathering and interpreting


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


b. Sample design:

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

c. Mode of analysis:

The methods used to analyze the data are as follows:

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

2) Uses of Microsoft excel for preparation of graph.

d. Methods of Data Collection- Questionnaires

e. Tools of Data Analysis - Quantitative and Qualitative tools.

Analysis and Interpretation

Q1: Are you aware of Yamaha’s HR policies ?

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

and 8lyee
Awareness of HR policies that upction.

30% 30%
fully aware

not aware

lly aware

Analysis and Interpretation of question-1

The graph shows 30% employees are fully aware, 30% are partially aware and 40% of the
employees are not at all aware.

Thus, the employees of the company should be fully aware of the HR policies

Q2: Do you know about the retention policies of Yamaha ?
a) Yes
b) Partially
c) Not at all

Knowledge about the retention policies


Not at all


Analysis and Interpretation of question-2

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

Q3: How much cooperative your colleagues are?

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

Cooperation of colleagues

Least cooperative

Non cooperative


Analysis and Interpretation of question-3

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

Q-4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depends on the employees
c) Not at all

Graph4: Does superior gives effective feedback on regular

90 Yes
70 Depends on the
60 employees
Percentage 50 Not at all
Yes Depends on the Not at all

Analysis and Interpretation of question-4

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

Q5: Do you think that performance appraisal is the tool that improves employees’
performance level?
a) To a great extent
b) To some extent
c) Not at all

Performance Appraisal improves Employees performance



21% To a great extent

to some extent
not at all


Analysis and Interpretation of question-5

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

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

a) Consistently
b) Occasionally
c) Never

Graph6: Capability of attaining the set goals







40% Consistently

30% Occassionally


Consistently Occassionally Never
Opinion of em ployees

Analysis and Interpretation of question-6

The graph shows 100% of the employees are consistently capable of attaining their set goals.

The target achieved by the employees may be vis-à-vis the target achieved last year.

Q7: Does your company provide safety measures at your work place?
a) To a great extent
b) To some extent
c) Not provided

Provision of Safety Measures at workplace

To a great extent
to some extent
32% 56% not provided

Analysis and Interpretation of question-7

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

Q8: Does company perform exit interviews?

a) Yes
b) No

Performance of exit interviews




Analysis and Interpretation of question-8

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

Q9: Does your co-workers and superiors help you to cope up with your poor
To a great extent
To some extent
Not at all

Graph 9: Support of co-workers and superiors

Not at all

To some extent
To some extent
To a great extent To a great extent
53% Not at all

Analysis and Interpretation of question-9

The graph shows 53% of the employees say up to great extent their co-workers and superiors
help them to cope up with their poor performance and 47% say to some extent.

Company can also concentrate on designing and implementing proper in-house counseling
program through group discussions/ personal interaction.

Q10: Does your superiors discuss your conflicts and problem?

a) Occasionally
b) Regularly
c) Not at all

Discussion about conflicts and problems

not at all

Analysis and Interpretation of question-10

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


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

2. Setting targets and establishing managerial accountabilities in respect of retention.

3. There should be good communication among the departments.

4. Select more rigorously, based on ‘fit’ to the organization.

5. Emphasize teamwork and employee engagement.

6. Train employees more intensively and broadly.

7. Rewards and benefits should be given to employees for their better performance.


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

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

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


Questionnaire used for data collection


Q1: Are you aware of Yamaha’s HR policies ?

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

Q2: Do you know about the retention policies of Yamaha ?

a) Yes
b) Partially
c) Not at all

Q3: How much cooperative your colleagues are ?

a) Least cooperative
b) Reasonably cooperative

c) Non cooperative

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

Q5: Do you think that performance appraisal is the tool that improves employees’
performance level?
a) To a great extent

b) To some extent
c) Not at all

Q6: Are you capable of achieving the goals set for you?
a) Consistently
b) Occasionally
c) Never

Q7: Does your company provide safety measures at your work place?

a) To a great extent
b) To some extent
c) Not provided

Q8: Does company perform exit interviews?

a) Yes
b) No

Q9: Does your co-workers and superiors help you to cope up from your poor
a) To a great extent
b) To some extent
c) Not at all

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

b) Regularly

c) Not at all


For the purpose of this study, some broad sources of literature were referred to:
• Textbooks
i) Human Resource and Personnel Management- By K.Ashwathappa
ii) The essence of Human Resource Management- By Eugene Mc Kenna
iii) Organizational Theory- By Gareth Jones

iv) Organizational Behavior- By Stephen Robbins

• Internet Portals

 Intranet of Yamaha