A PROJECT REPORT ON FUNCTIONING OF THE HUMAN RESOURCE DEPARTMENT AT FORCE MOTORS LTD.

IN PARTIAL FULFILLMENT OF MASTERS IN PERSONNEL MANAGEMENT UNIVERSITY OF PUNE BY ANJALI ANAND MPM BATCH 2009-11 INDIRA INSTITUTE OF MANAGEMENT,PUNE

PREFACE
This field work is undertaken to study the HR practices followed by FORCE MOTORS LTD., Akurdi , Pune. The human factor is the most critical and dynamic factor in the management of the organization. Indian industry is waking up to the challenges thrown in market economy, to survive in the highly competitive scenario, managers are being pressured to improve quality, increase productivity, cut down waste and eliminate inefficiency. The employer and the employee assume relevance in this context. And this is where Human Resource Management can play a crucial role. This field work report on HR practices is a modest but sincere attempt towards the understanding of organisation human resources perspective. The contents have been logically divided into sections to enable the reader comprehend thoroughly the vital aspects and applications of the various principles of Human Resource Management. In all, this report provides brief information about Management of Human Resources at Force Motors. Ltd.

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ACKNOWLEDGEMENT
Whatever we do, there is someone who helps us to achieve our goals, compete our targets or simply inspire us. This project too has been the result of many such inspirations, a lot of support and helps from my guides. It is a great privilege that I have done my field work in such a well organized and diversified organization. I would like to thank the organization for giving me an opportunity of learning and contributing through this field work report. During my actual project work, Mr. Mohan Kolapkar [Divl. Manager (H.R.M.)] and Ms. Pallavee Godbole has been the source of inspiration through their constant guidance; personal interest; encouragement and help. I convey my sincere thanks to them. In spite of their busy schedule they always found time to guide me through the project. I am also thankful to our Director Mrs.Prachee Javadekar and my project guide Mrs.Gayatri Kulkarni for helping me in completing the project. Last but not least, I am also thankful to my friends for helping me directly or indirectly in my project.

ANJALI ANAND

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ACTIVITIES  INDUCTION  TRAINING  PERFORMANCE APPRAISAL WAGES AND SALARY ADMIN.R. INFORMATION SYSTEM H.R. 5 6 7 13 17 22 22 22 23 24 25 26 27 28 29 30 32 33 34 35 36 37 37 37 39 41 44 45 46 48 52 54 .TABLE OF CONTENT CONTENTS COMPANY PROFILE  INTRODUCTION  HISTORY  MILESTONES AND ACHIEVEMENTS  PRODUCT RANGE  ANNUAL TURNOVER  QUALITY ACCREDITATION  EMPLOYEES STRENGH  BOARD OF DIRECTORS  CODE OF CONDUCT  ORGANISATION STRUCTURE PERSONNEL DEPARTMENT ACTIVITIES  ORGANISATION OF THE PERSONNEL SET UP  MANPOWER PLANNING  RECRUITMENT  SELECTION H. AUDITING CURRENT TRENDS IN HRM  STRESS MANAGEMENT QUALITY CONTROL SYSTEM LABOUR WELFARE WORKERS PARTICIPATION IN MANAGEMENT INDUSTRIAL RELATION 4 PG NO.  WAGES AND SALARY STRUCTURE  TIME KEEPING AND LEAVE RECORDS  PROMOTION AND TRANSFER H.R.

    DISCIPLINARY NORMS/PROCEDURE TRADE UNION GRIEVANCE HANDLING NEGOTIATION AND COLLECTIVE 56 58 58 58 60 61 61 61 62 63 BARGAINING FIELD WORK REPORTING  OBSERVATION  CONCLUSION  LIMITATION BIBLIOGRAPHY QUESTIONNAIRE 5 .

COMPANY PROFILE 6 .

It established its strong presence in the LCV (Light Commercial Vehicle) with the Matador that became synonymous with lcvs in India. a new family of Utility Vehicles. therefore in a new collaboration in July 1982. In 1957 it began the manufacturing of HANSEAT 3 wheelers in a small plant at Goregaon. an enterprise of the Firodia Group.INTRODUCTION Force Motors : Bajaj Tempo Limited has changed its name to Force Motors Limited. It started with import of Tempo three-wheeler. The manufacturing unit is located at Akurdi (Pune) and Pithampur (Indore). Firodia and began its operations in 1950 in collaboration with Vidal and Sohn of Hamburg Germany. Vidal & Sohn merged with Daimler Benz in 1970s.K. new state-of art Tractors. In the last 5 years Force Motors has introduced new Light Commercial Vehicles. 7 . the company produced Mercedes Benz OM 616 engine. and a new range of Three-Wheelers. The Company was set up by Shri N. Mumbai.

.It was Shri N.Jaya Hind Industries Limited in 1946.HISTORY FOUNDER SHRI N.to import Tempo Hanseat 3 wheeler chassis.till 1968.Firodia has already entered into a separate collaboration with M/s. THE BEGINNING… In 1950. The company Bajaj Auto Ltd.A dedicated factory for the production of Tempo Hanseat 3 wheelers – was set at Goregaon.His vision of an independent and industrially strong nation inspired his many achievements. Vidal Sohn of Germany.K. FIRODIA 1910-1997 Shri Navalmal Kundanmal Firodia – freedom fighter and dedicated Gandhian.a suburb of Mumbai.K.Shri N.now FORCE MOTORS LTD.He went on to pioneer the Automotive Industry in India.participated in the freedom struggle.now it is who accepted in the English language Dictionaries. 8 .and for the prosperity of that company from the start of the autorickshaw and scooter project. It was he who established the concept of the low cost public transport– the Autorickshaw. Is the promoter of Bajaj Tempo Ltd.first founding M/s. Was founded in 1958.He was largely responsible for the gradual growth of Bajaj Auto Ltd.He was repeatedly imprisoned.K.joining the Non-Cooperation Movement in 1932 and the Quit India Movement in 1942.Jaya Hind Industries Ltd.and manufacture vehicles with specialized bodies for 3 wheeled Auto Rickshaws and pick-up-trucks.now Bajaj Auto Limited as per a joint venture agreement affecting from 1st December 1947.In fact the word. Firodia developed the autorickshaw and scooter business of Bachraj Trading Corporation Limited.’Autorickshaw’ was coined by him.

with a number of renowned German companies since 1958.The Three Wheeler Tempo Hanseat went on to become an extremely popular.the 'Matador engine' . Tempo Hanseat 3 Wheeler ACCLERETING AHEAD In the 1950's.5 ton GVW Matador vehicle in 1970. This was followed by the diesel engined 3.in various parts of rural India. The factory was Contemporary and ahead of its time.the company produced 517 vehicles with a total sale value of Rs.low cost vehicle.Thus.In 1961.They were later taken over by Henschel. which was ultimately purchased by Daimler Benz.618. The companny have had close partnerships and technical collaborations. in the wave of corporate mergers in Germany.29.14.The first LCV to be introduced in 1964 was the 2 ton GVW Vikinga petrol engined vehicle. for the first time in India. the complete machinery for manufacture of D301E2 diesel engine . In 1972. . Vidal & Sohn merged with a company called Hanomag. 120 acres of land was acquired for building a modern new plant at Akurdi. The Matador proved to be the most popular Light Commercial Vehicle in India.In the very first year . near Pune to manufacture Four-wheeled Light Commercial Vehicles (lcvs).was installed. now known as daimlerchrysler. 1964:viking petrol LCV India’s 9 1972:the Matador- . with high degree of vertical integration adopted in manufacturing. serving the nation for 30 years with efficiency and reliability.

was introduced. This too was a result of the strong in-house R&D.the first of its kind in India.In 1982.NEW PASTURES In 1992.K. Shri H. A new Computer Aided Manufacturing (CAM) tool room was inaugurated . the OM-616 Mercedes engine was introduced. powered the company to great success. the ultra modern Pithampur Plant designed & built to the specification of Mercedes Benz was inaugurated for the production of the Tempo Traveller and the new generation of four-wheelers. one of the most famous models ever built. The Matador diesel vehicle.Firodia 1919-1995 Pithampur Plant NEW VISION . a completely indigenously designed utility vehicle. This year also witnessed the entry of the Trax. diesel became the fuel of choice for all commercial transportation in India. In 1987. to develop and put to production . with its legendary reliability. The collaboration with Mercedes Benz (Daimler Benz) was strengthened with the signing of the collaboration for the Tempo Traveller in 1986. the Research & Development activity of the company was entirely computerized. a full new range of modern tractors. with Horse Power ranging from 25 to 45 HP. 10 .HITTING THE HIGHWAY After the oil shock of 1973. Later. This Mercedes engine. the first of which was the Minidor -a new concept in Auto Rickshaws.new vehicle platforms. gave the company a technological edge and an immense amount of success. This strengthened the engineering capability of the Company.

Rolf The year 1999 was a year of achievements and accolades. built initially for the production of lcvs was fully revamped and remodeled in 1997. Tempo had established 4 product lines: 3 Wheelers (Minidor). Mercedes Benz asked the company to produce engines for the production of their Mercedes cars in India. over 10. This initiative culminated in the company winning the famous Mercedes Quality Award twice. for powering Mercedes cars.Research & 11 . Abhay Firodia introduced 1999:Tempo Excel LCV GEARING UP FOR THE FUTURE At the turn of the millennium. To date. The 4 areas of excellence are being .The Akurdi plant. The company's commitment to maintain and modernize its plants and processes and to simultaneously provide employment to old existing employees was expressed through this effort. to produce the Tractor and the Minidor 3-Wheeler. Dr.000 engines have been supplied to Daimlerchrysler India. supported by 4 areas of excellence. A new plant was set up and was dedicated to the assembly and testing of these machines. lcvs (Excel and Traveller). muvs (Trax). & Tractors (Balwan and OX).

Engine Manufacturing & Vehicle Meanwhile by an amicably negotiated arrangement. strength in Technology & in Manufacturing. This alliance enables it to produce trucks that not only have the latest technology. the company formed a new alliance. We signed new agreements with them.00. Energy in Product Development.000 valued customers. but more. THE NEW FORCE The traditional values of Ethical Business. Production Engineering. And ZF Germany – have collaborated. when the two companies . over last 40 years.Development. in their close and mutually beneficial relations.’ In its 12 . for the state-of-the-art common rail (CRDI) engines & modern gear boxes. When force makers took steps to rechristen the company. The inventor of the Diesel Engine Mr.with MAN. Daimlerchrysler. and the array of new Technological Alliances . Rudolf Diesel built the world’s first Diesel Engine at MAN’s Augsburg factory in 1897. In 2002. It is also the 'binding force. it was decided to add a 5th product line of Heavy Commercial Vehicles to the Company's business portfolio. but also possess the most reliable engines. yet continuing the close business relations. Enabling the company to acquire latest product and processes technology for heavy duty Truck & Bus Gearboxes. today enable it to reposition itself in the Indian and the Global markets. which reflects not only their Values. Strengths and Vision for the future.Bajaj Tempo Ltd. In a historic agreement with MAN . gave its name a meaning and a character. for sourcing technology. This new agreement is the 5th occasion.world leaders in engine and truck technology. hundreds of suppliers and other close ‘Business Associates. The Company MAN is the world’s most respected Diesel Engine Manufacturers. Manufacturing. with over 5.In October 2004. Daimlerchrysler exited from the share holding in the company. over 500 dealers. the Company took another momentous step by entering into a comprehensive 'Technology Agreement' with ZF the world leaders in transmission technology. and ZF. along with a 5th area of excellence in 'Marketing' to Strengthen the company for the future.

company will be henceforth known as FORCE MOTORS LTD. it is the definition of the way they conduct their enterprise. But to them. in engineering terms the product of mass & acceleration. FORCE is the Dynamism with which the company ventures into the Future of its business. Prasan Firodia 13 . The word FORCE denotes.new avatar.

K.K. N.Firodia. Mr. starting in 1950. He established.Firodia signed a collaboration with Vidal & Sohn Tempo Werke gmbh for 14 . a dedicated Gandhian and Visionary was the Industrialist. Germany the and manufacture in India of the Tempo 3August 1957. participated in the freedom struggle for India in 1932 and 1942 was determined to achieve Industrial modernization for India. FounderHaving Managing Director of the company. later Hamburg. On 15th in Vidal Collaboration & Sohn. the 10th anniversary of Indian independence. with import progressive Wheeler.MILESTONES AND ACHIEVEMENTS Late Shri N.

the Company took up the production of the TEMPO TRAVELLER. to cater to the growing mechanization of passenger transport in rural India. The collaborator company in Germany. The licensed capacity was increased to 6000 vehicles per year. The initial licensed capacity granted by the government was 1000 per year and 80 vehicles per month. In July 1982. The TEMPO TRAX Vehicle.000 diesel engines for other purposes. under license from DaimlerBenz. the company in a new collaboration . in addition to 6.with the then Daimler Benz . The production of Matador commenced in 1969. in the wave of mergers during the 70 s merged eventually with Daimler-Benz. The VIKING vehicle subsequently was upgraded with a diesel engine and the MATADOR was born. the manufacturing capacity of the company was increased to 12.000 vehicles per year. Bombay. A new Plant was set up 15 . the Company acquired about 150 acres of land in Akurdi near Pune. The manufacture of TEMPO VIKING 4-Wheeled Trucks & Vans commenced in November 1964. Expanding the business in 1961. The production was transferred to Pune by the end of 1964. specifically designed for the rough roads of rural India was developed by the Company's Research & Development department.phased manufacturing of TEMPO 3WHEELER & manufacturing was started in a small plant at Goregaon. To further modernize its LCV product range.produced the Mercedes Benz OM 616 engine under license for fitting on its line of vehicles. In 1975. Ambitious plans for producing Light Commercial Vehicles for the growing industrial economy of India were drawn up.

pick up and auto rickshaw. During 2002. Germany. Austria and hydraulics technology from Bosch. the OX 35 was introduced in 1999. The tractor was designed using Transmission technology from ZF. the company introduced a new range of Three Wheelers MINIDOR . and technical assistance for engine from AVL. The plant is equipped with a modern conveyorised body welding and Electrophoretic dip painting shop. The Plant has been expanded to house a new Press Shop in 1997. These vehicles were completely designed in house using its own modern Computer aided Design and Computer In 1997. A 35 HP version of the tractor.in 1987. This modern developed facility in close was co- operation with Daimler-Benz. 25 HP OX-25 16 . In 1996. a the company Aided Manufacturing facilities conceived technologically superior tractor. as a diversification and the OX 45. the OX. a 45 HP tractor was introduced. on a Greenfield site in Central India at Pithampur in Madhya Pradesh.

the company in the year 2000 introduced two new . all metal body..Trax JUDO and Trax GAMA.was added to its range. The EXCEL range of state of the art Light Commercial Vehicles was introduced. The GAMA is thus the Ideal People Carrier. The company launched Balwan range of tractors in 2003. Trax JUDO.specially designed for the Indian market. for rural as well as urban transportation needs. excellent fit and finish is the All Rounder multi utility vehicle. with both air conditioning and power steering as standard options. 17 . now with a Euro II compliant engine. with a most economical DI engine. In 1999. These vehicles with their superb ergonomics and superior aggregates represent the latest generation of LCV s in India that can carry payloads upto 4 tonnes.highly refined vehicles . Continuing with the efforts to introduce new products. Trax GAMA also features a full metal body and fine fit and finish.

the Pithampur plant and its Mercedes Engine facilities received the prestigious ISO 9002 certification for quality systems.  MUV  LCV  3 WHEELER  SCV  TRACTOR MUV Force motors produces two types of MUV’s: (i) MUV ( Goods Carrier) 18 . the entire Akurdi plant and Pithampur Plant were certified to ISO 9001: 2000. On 3rd Dec 2008 another agreement was signed between Man AG and Force motors to the effect that both will hold equal (50:50) stake in the JV company Man Force trucks pvt. In year 2003. PRODUCT RANGE The company produces so many types of vehicles.In the Year 2000. Ltd. the industrial hub of Madhya Pradesh in Indore. Recently the company has firmed up a joint venture with MAN AG of Germany for manufacturing of trucks at Pithampur.

Trax Hospital Waste Incinerator Trax Ambulance Trax Recovery Van Trax Troop Carrier (ii) MUV Passenger  GAMA  Gurkha black beauty  Cruiser classic  Toofan classic  TRAX ambulance  Challenger Trax Cash Van Trax Vaccine Carrier LCV (i) LCV (Goods Carrier) 19 .

Commuter Mobile Laboratory Excel 2Wheeler Carrier Excel Cash Van Excel Cash Van Excel Cylinder Carrier Excel Delivery Van Excel Delivery Van Excel Laboratory Excel Recovery Van Excel Side Delivery Van Excel Tea Supply Van Excel Water Tanker (ii) LCV (Passenger) 20 .

Commuter Mobile Clinic Excel Ambulance Excel Bus Traveller Police Van Traveller Mobile ATM 3 WHEELER Minidor Ice Cream Parlour Minidor Burger Shop Minidor Coffee Van 21 .

Minidor Soft Drinks Minidor Demo Carrier Carrier Minidor Gas Cyl Carrier Minidor Tipper Minidor Ambulance Minidor 2Wh Demo Vehicle Minidor High Deck Pick Up Minidor School Bus SCV  M4 SUPER  M4 SUPER CNG TRACTOR 22 .

is Rs. 23 . Balwan 500  Balwan 400  Balwan 450  Balwan 330  Orchard ox25 ANNUAL TURNOVER The annual turnover of the Force Motors Ltd. is ISO certified company. QUALITY ACCREDITATION Force Motors. EMPLOYEES STRENGTH The strength of pay roll employees in the company is 5400.1300 crore.

BOARD OF DIRECTORS

No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12.

Name Mr. Abhay Firodia Mr. S. N. Inamdar Mr. Bharat V. Patel Mr. Pratap G. Pawar Mrs. Anita Ramachandran Mr. S. Padmanabhan Mr. L. Lakshman Mr. Sudhir Mehta Mr. Vinay Kothari Mr. Prasan Firodia Mr. S. A. Gundecha Mr. R. B. Bhandari

Designation Chairman & Managing Director Director Director Director Director Director Director Director Director Director Director Director

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CODE OF CONDUCT

 Applicability – This Code of Conduct is applicable and binding on the Directors and Senior Management Personnel of the levels of Presidents, Vice Presidents, who are Members of the Senior Management Team of the Company.  Code of Conduct – The Board Members and Senior Management shall– o Always act in the best interest of the Company; o Adopt highest standards of personal ethics and integrity in their dealings with the Company; o Make disclosures, to the Board of Directors, relating to all material financial and commercial transactions in which they have personal interest, and may have a potential conflict with the interests of the Company; o Ensure security of all confidential information made available to them in the course of discharge of their duties or otherwise; o Follow all prescribed safety and environmental norms; o Not engage with any member of the Press or Media in the matters connected with the Company or its business unless specifically permitted by the Board of Directors of the Company or the Chairman & Managing Director of the Company; o Conduct themselves and their activities outside the Company in such a manner as to not adversely affect the image or reputation of the Company; o Accept and act according to this Code of Conduct and affirm compliance with this Code on annual basis.

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ORGANISATION STUCTURE

Management (7 Grades)

Supervisory Level (6 Grades)

Clerks

Operators

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PERSONNEL DEPARTMENT ACTIVITIES 27 .

R. selection 28 .the whole personnel set up is divided into two departments.HRD department looks after the activities like Recruitment. . MANAGER EXECUTIVES DIVL. PERSONNEL HRM DEPT. DIVISION GENERAL hrh MANAGER HRD DEPT. MANAGER HR OFFICERS In Force Motors LDT.ORGANIZATION OF THE PERSONNEL SET UP H. SENIOR EXECUTIVE SENIOR DIVL. the first one is HRD department and the other one is personnel HRM department.

 To foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies. at the right place .. 29 . doing things which are economically most suitable.  To assess the surplus or shortage of human resources and take measures accordingly.training and development. Manpower Planning In Force Motors. and performance appraisal of the human resources.  To meet the needs of the programmes expansion .  To minimize imbalances caused due to non –availability of human resources of the right kind. skills.at the right time .(i) IR system (ii) Discipline and grievance management (iii) industrial disputes management. right number in the right time and right place. and controlling – by which a firm ensures that it has the right number of people and right kind of people . Objectives of HRP:  To recruit and retain the human resources of required quantity and quality.induction . diversification etc .  To make the best use of its human resources  To estimate the cost of human resources. MANPOWER PLANNING Manpower planning also called as human resource planning is the process – including forecasting . discipline etc.  To foresee the impact of of technology on work existing employees and future human resources requirements. implementing . ability.  To improve the standards. The other department takes over the work of Industrial Relations. knowledge. developing .

Edwin B. The process begins when new recruits are sought and when their applications are selected. These activities are done on monthly basis. recruitment is done.In Force Motors Limited.  To induct outsiders with a new perspective to lead the company  To develop an organizational culture that attracts competent people to the company  To anticipate and find people for positions that do not exist yet Sources of recruitment:  Internal sources of recruitment • • • 30 Present permanent employees Present temporary or casual employees Retrenched or retired employees .  To infuse fresh blood at all levels of the organization. Flippo defined recruitment as “the process searching for prospective employees and stimulating them to apply for jobs in the organization. RECRUITMENT Recruitment is a process of finding and attracting capable applicants for employment. After their approval.” Objectives of recruitment:  To attract people with multi-dimensional skills and experiences that suits the present and future organizational strategies.  To search for talent globally and not just within the company. If there are any requirements of human resources or vacancies then this is reported to the higher authorities. a separate Industrial Engineering department has been provided for Manpower planning. They review that if there are vacancies and requirements in any department of the company.

Thus Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. searching for prospective employees and stimulating them to apply for jobs in an organization. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. the management has to perform the function of selecting the right employees at the right time. Recruitment is mostly done through employee referrals. The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates’ specifications are matched with the job specifications and requirements or not. Selection involves both because it picks up the fits and rejects the unfits.•  • • • • • • Employee referrals External sources of recruitment Walk – in Campus recruitment Consultancy firms Public employment exchanges Professional associations Trade unions Recruitment In Force Motors. or rejecting the unfit candidates or a combination of both. It is choosing the fit candidates. SELECTION After identifying the sources of human resources. In Force Motors Limited. through private employment agencies /consultants. jobsites and also through websites. 31 . The obvious guiding policy in selection is the intention to choose the best qualified suitable job candidate for each unfilled job. recruitment is done from both the types of sources –internal as well as the external sources of recruitment.

Human resources is most vital resource in producing quality products and rendering the best service to the customer. etc. machine. Customization can be possible only with the commitment and multi –skills of human resources  Human resources is the knowledge. The candidates have to go through two rounds of interviews – core interview and preliminary interview. in the software industry. marketing. The shortlisted candidates are then called for the interview.Role of selection in organizational efficiency:  Organizational efficiency is mostly determined by productivity. first of all shortlisting is done by going through the CV’s of the candidates. In Force Motors Ltd. 32 .  Globalization and international competitiveness led to the customization in production and distribution. technology. The appropriate candidates those who pass these two rounds of interviews are then selected and offered the job. Selection Process In Force Motors. finance. rendering superior services to the customer. after the application pool is obtained through recruitment. Productivity in its turn is mostly influenced by the employees’ contribution  Organizational efficiency is influenced by production of high quality products. Company.

R.H. ACTIVITIES 33 .

On the first day of induction all the new employees are introduced to company. This process is also called as orientation. induction to the new employees is given for five days. policies and purposes of the organization. It is a technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices. On the second day about the functioning of the 34 .INDUCTION Induction is a process of introducing a new employee to the organization and the organization to the employee by providing him relevant information. Company. In Force Motors LTD. Need and importance of induction:  For overcoming employee anxiety  Overcoming reality shock  Accommodating employees to the new environment Induction In Force Motors. its milestones and achievements.

35 .  To prevent obsolescence. They are also introduced to the Board of Directors and the whole staff of the company. TRAINING Training is the act of increasing the knowledge and skill of an employee for doing a particular job. In other words. training improves changes and moulds the employee’s knowledge. behavior and aptitude and attitude towards the requirements of the job and the organization. both new and old to meet the present as well as the changing requirements of the job and the organization.company. On the third.  To prepare employees for higher level jobs tasks. skill. Training In Force Motors. Objectives of training:  To prepare the employee. After that they are placed on to the jobs in their respective departments. fourth and fifth day the new employee is inducted related to the functions of his/her department concerned and what his/her work would be.  To ensure economical output of required quality.  To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite job.

Behavioral training 3. New employees as well as old employees are given training as per the requirements. i. Objectives of performance appraisal:  to help a manager decide what increase of pay shall be given on grounds of merit. qualities or status of some object. 36 . Technical training 2. demoted or dismissed. e. The trainees have to go through atleast seven critical training procedures.This company has a training centre. PERFORMANCE APPRAISAL Performance appraisal is the key ingredient of performance management. This training is given to the employees throughout the year.  To indicate training needs. Functional training The trainees are given freedom to choose atleast seven training procedures they want to go through.g. It is a process of evaluating an employees’ performance of a job in terms of its requirements.. person or thing. excellence. promoted. The trainees are first of all given a TNI (training needs identification) form. Performance appraisal is the process of evaluating or judging the value.e.  To determine the future use of an employee. areas of performance where improvements would occur if appropriate training could be given. whether the employee shall remain in his or her present job or be transferred. The whole training procedure is divided into three types: 1.

is done on annually basis. 37 . Performance Appraisal In Force Motors. or transferred WAGES AND SALARY ADMIN. employees are promoted. according to which they are given training in their respective Accordingly. To motivate the employee to do better in his or her present job by giving the worker knowledge of results . Performance appraisal in the Force Motors Ldt. area of improvement. A KPI (key performance index) set is maintained for every employee. The performance of every employee is recorded and then evaluated.recognition of merits and the opportunity to discuss work with his or her manager.

seniority. And salary refers to the remuneration paid to white. Wages and salary are paid on the basis of fixed period of time and normally not associated with productivity of an employee at a particular time. hourly. or whether the employee is skilled. or unskilled.skilled. and merit. However. the wages and salary are given to the employees according to the type of job. TIME KEEPING AND LEAVE RECORDS 38 . They differ from employee to employee and depend upon the nature of job.rated payment.collar employees including managerial personnel.WAGES AND SALARY STRUCTURE Wage is referred to as remuneration to workers particularly. The company did not reveal anything about the wages and salary structure of their employees. level of seniority. semi. Wages and salaries are subject to annual increments.

Registers are maintained for attendance and then these are fed into the computer.  To build loyalty. Another difference is that transfers are regular and frequent as in banks and other government establishments. PROMOTIONS AND TRANSFER Promotion: Promotion means an improvement in pay.  To attract and retain the services of qualified and competent people. position and responsibilities of an employee within his/her organization. A mere shifting of an employee to a different job which has better working hours . prestige. 39 .Generally this is done manually. Leave records are also put into the computers and proper records are maintained. Transfer: A transfer involves a change in the job (accompanied by a change in the place of the job) of an employee without a change in responsibilities or remuneration. but promotions are infrequent.  To fill up higher vacancies from within the organization. Objectives of promotion:  To motivate employees to higher productivity.  To recognize and reward the efficiency of an employee.better location and more pleasant working conditions does not amount to promotion. status and income occurs but all the elements are stagnant in the former. morale and a sense of belongingness in the employee. The new job is a promotion for the employee only when it carries increased responsibilities and enhanced pay. if not irregular. A transfer differs from a promotion in that a latter involves a change in which a significant increase in responsibility.

If there is a vacancy for a post and performance of any employee is extraordinarily good. after approval by the higher authoritities. INFORMATION SYSTEM 40 . inter – departmental transfers occur in the company sometimes.R. In the Force Motors. he/she is promoted to that post. Transfers are also done and it depends on the internal requirements of the company. recently a person from one department was transferred to another department as it was found that his skills and expertise were more suited to the other job. promotions are given on the basis of results of performance appraisal. Also.Promotion And Transfer In Force Motors. H. for example.

HUMAN RESOURCE INFORMATION SYSTEM The Human Resource Information System (HRIS) is a software or online solution for the data entry. payroll. hundreds of companies sell some form of HRIS and every HRIS has different capabilities. management. Normally packaged as a data base. Pick your HRIS carefully based on the capabilities you need in your company Human Resource Information System (HRIS) merges human resource management with information technology to not only simplify the decision making process. data tracking. but also aid in complex negotiations that fall under the human resource umbrella. The basic advantage of a Human Resource Information System (HRIS) is to not only computerize employee records and databases but to maintain an up to date account of the decisions that have been made or that need to be made as part of a human resource 41 . and data information needs of the Human Resources. and accounting functions within a business.

calculating various deductions and taxes on salaries. and all the information is just a click away. The advantage of a Human Resource Information System (HRIS) in payroll is that it automates the entire payroll process by gathering and updating employee payroll data on a regular basis. payroll records. The four principal areas of HR that are affected by the Human Resource Information System (HRIS) include. 42 . without any hitch. generating automatic periodic paychecks and handling employee tax reports. employee benefits and HR management. The H. payroll.R. These four basic HR functionalities are not only made less problematic. and benefits information. but they are ensured a smooth running. to personal details. Information System. department of the company makes use of SAP and ORACLE for maintaining H.R. A Human Resources Information System (HRIS) thus permits a user to see online a chronological history of an employee from his /her position data.management plan. It also gathers information such as employee attendance. time and labor management. With updated information this system makes the job of the human resource department very easy and simple as everything is available on a 24x7 basis.

functions to operating managers and H. 43 . The audit may include one division or an entire company.R. In short. It also provides feedback about how well managers are meeting their H. AUDITING HR AUDIT An H. activities in a division or a company and an evaluation of how these activities support the organization’s strategy.R.R. audit is a tool for evaluating the personnel activities of an organization. duties.R.H. specialists. the audit is an overall quality control check on H. It gives feedback about the H.R.R.

 Reduction of H.HRM OBJECTIVES HRM ACTIVITIES Organizational Objectivess HRM OUTCOMES HRM AUDIT H. audit system.R.R.  Encouragement of greater responsibility and professionalism among members of the H. policies and practices.R.R.  Finding critical personnel problems.R. The company does not have H.  Classification of the H. audit:  Identification of the contributions of the H. 44 .R.R. department.R. department’s duties and responsibilities. AUDIT Benefits of H. department to the organization.  Stimulation of uniformity of H. costs through more effective personnel procedures.

CURRENT TRENDS IN HRM 45 .

Stress management involves making emotional and physical changes. Emotional stress usually occurs when situations are considered difficult or unmanageable. different people consider different situations as stressful. The degree of 46 .STRESS MANAGEMENT Stress is defined as a feeling of emotional or physical tension. Stress management refers to various efforts used to control and reduce the tension that occurs in these situations. Therefore.

various exercises and yoga classes are conducted in the morning which as a part of stress relieving programme.. Also competitions are organized time to time to reduce the stress of work. achievements and milestones of the company. 47 . On every Sunday employees are invited and they are shown 2 to 3 films regarding how company has travelled so far.stress and the desire to make the changes will determine the level of change that will take place. In Force Motors. Recently force Motors won first prize in BHAJAN COMPETITION organized by Maharashtra Labour Welfare department. how manufacturing is done. Stress Management In Force Motors.

QUALITY CONTROL SYSTEM QUALITY CONTROL SYSTEM TQM -Total: Everyone should be involved -Quality: customers should be provided with an uniform quality product that meets their expectations 48 .

49 . In the company there is a separate TQM (Total Quality Management) cell. • The second objective of TQM is continuous improvement of quality. They train the employees of different departments and the workers to improve the quality. The TQM cell does internal Audits also from time to time. every department.-Management: the way Total Quality is conducted TQM is an approach to improving the effectiveness and flexibilities of business as a whole. TQM aims at developing the relationship of openness and trust among the employees at all levels in the organization. TQM ensures that the management adopts a strategic overview of the quality and focuses on prevention rather than inspection. Force Motors Limited is ISO Certified Company. • Third. The management should stimulate the employees in becoming increasingly competent and creative. It is essentially a way of organizing and involving the whole organization. every activity and every single person at every level. TQM In Force Motors. Objectives of TQM: • Meeting the customer's requirements is the primary objective and the key to organizational survival and growth.

Labour welfare refers to all those efforts of 50 . It refers to the physical. mental. moral and emotional well-being of an individual.LABOUR WELFARE LABOUR WELFARE Welfare means faring or doing well.

 Welfare of employees may help to minimize social evils such as alcoholism. 1946  The Factories Act. Types of welfare activities:1. gambling. drug addiction etc. it deals with the provision of opportunities for the worker and his/her family for a good life as understood in its most comprehensive sense. prostitution. voluntary organizations and governmental agencies which help employees feel and perform better.  Welfare facilities provided by the organization for the workers helps to improve local image and goodwill of the organization as good employers and thus assist in recruitment.employees. Advantages of labour welfare: Welfare facilities help to motivate and retain the employees. On the negative side. In force motors. 1947  Standing Orders Act. Labour welfare has two aspects –negative and positive. 1948 51 . so far as India is concerned – on the personal/family. labour welfare is concerned with counteracting the baneful effects of the large –scale industrial system of production –especially capitalistic.  Welfare facilities help to develop loyalty towards the organization. and social life of the worker. various statutory provisions are there for the welfare of labours. trade unions. Different acts which are applicable there are: Industrial Dispute Act. Statutory provisions 2. On its positive side. Non –statutory provisions STATUTORY PROVISIONS IN FORCE MOTORS.

works in a team. Other provisions are: Drinking water  Washrooms NON –STATUTORY PROVISIONS PROVIDED BY THE COMPANY ARE: Transport facilities  Safety shoes  Summer caps  Sweaters  Raincoats  Subsidized canteen facilities -2 teas. come out with innovative ideas. Working hours should not exceed nine and the total number of hours spent in a factory is not to be more than 10 ½ hours per day. Payment Of Wages Act  Payment Of Bonus Act These acts stipulate that no adult worker should be allowed to work for more than 48 hours a week. Weekly. has 100% efficiency.the employee who is very punctual and have zero absent record in a month.  Man of the month award. 52 . and give wonderful suggestions is awarded with man of the month title. has good relations with his/her co –workers. In the force motors. 1 lunch and 1 snack. Sunday is a working day but instead Thursday is holiday. 2000.  Kids of the employees who come out with flying colours in examinations are given scholarship award of Rs. one day should be declared as a holiday.5000.

WORKERS PARTICIPATION IN MANAGEMENT WORKERS PARTICIPATION IN MANAGEMENT 53 .

54 . SCOPE AND WAYS OF PARTICIPATION: There are three groups of managerial decisions which have a direct impact on the workers of any industrial establishment. personnel. Improved performance is the outcome of three variables: removal of conditions of powerlessness. WAYS OF PARTICIPATION  Participation at the board level  Participation through ownership  Participation through complete control  Participation through staff or works council  Participation through joint councils and committees  Participation through collective bargaining  Participation through job enlargement and job enrichment  Participation through suggestion schemes  Participation through quality circles  Empowerment teams  Total quality management  Financial participation Workers Participation In Force Motors. enhancement of self –efficacy and employee perception of empowerment. Participative management results in improved performance. and economic decisions. They are social.Participative management refers to the process of involving employees or employee representatives at all levels of decision making. Workers can participate in these three groups. Co-determination is another term for participative management.

In Force Motors. there is a canteen committee where workers and the management both decide about the menu and improvement steps that should be taken. In the company three committees have been made:• • • Canteen committee Safety committee Apex committee These committees include workers as well as management people. they check for ventilation and other safety related things. They meet once in a quarter and both involve in decision making. 55 . There is a safety committee which includes management and workers and they meet once in a week and check whether the machines are in safe position or not. workers participation in the management is through total quality management. Apart from these. Apex committee contains top management people and some workers who are experienced and skilled. participation through suggestion schemes and participation through joint councils and committees.

INDUSTRIAL RELATIONS INDUSRIAL RELATIONS 56 .

trade unions and management are the three major players in industrial relations. Gandhian and systems approach. socio-ethical. With the liberalization of the economy industrial relations in India have changed over the last 10-15 years. The employees. The government also has a key role to play. The government also provides the basic framework for industrial relations through its legislation. and the institutions and associations through which such interactions are mediated. sociological. Some of the basic requirements for prevention of industrial disputes are an effective grievance redressal system. worker participation in management and collective bargaining. Industrial relations are the relationships between employees and employers within the organizational settings. Industrial relations concern the relationship between the management and the employees of an industry. 57 . human relations. Industrial relations are basically the interactions between employers. but steps in only when the major players fail to maintain harmonious industrial relations. There are different approaches to industrial relations.” The term industrial relations explain the relationship between employees and management which stem directly or indirectly from union-employer relationship. By “relations” we mean “the relationships that exist within the industry between the employer and his workmen. particularly groups of workers represented by a union. The field of industrial relations looks at the relationship between management and workers. employees and the government. The industrial disputes prevention machinery helps in averting situations of conflict between the management and the workers that might lead to a strike or a lock-out.The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. psychological.

suspension. The Government of India enacted the Industrial Employment Standing Orders Act in 1946 to ensure uniform and stable conditions of employment. The various disciplinary actions that are administered are verbal warning. Handling these discipline problems is a sensitive and challenging task for a human resource manager. Employees of an organization are expected to conduct themselves in accordance with the organization's rules and standards of acceptable behavior. pay cut. and positive discipline – to discipline the employees. dishonesty. The disciplinary problems faced by the HR managers can be classified into four categories – attendance. demotion. written warning. and off-the-job behavior. Employees who cannot be motivated to maintain such discipline require some degree of extrinsic disciplinary action. There are three approaches – incorrect discipline. The primary objective of disciplinary procedure is to motivate an employee to conform to the organization's performance standards. The severity of the disciplinary action is in accordance with the severity of the misconduct. on-the-job behavior. preventive discipline. job design. create discipline problems for the management. TRADE UNIONS 58 . performance standards and reward practices. In Force Motors. regardless of an organization's efforts at selection. socialization. Disciplinary Norms In Force Motors. and dismissal. boards (on which disciplinary norms are written) are there at different places so that workers can read and follow them.DISCIPLINARY NORMS/PROCEDURE Some employees.

Their presence is felt in all H. or (ii) for imposing restrictive conditions on the conduct of any trade or business. activities of an organization. The Trade Unions Act. formed (i) primarily for the purpose of regulating the relation between (a) workmen and employers or (b) between workmen and workmen.  To replace managerial unilateral actions by mutually –agreed upon actions. They are – (i) organizing campaign. and includes any federation of two or more trade unions. Employees join unions because of job dissatisfaction and they perceive that the unions can remove such dissatisfaction. Trade Union In Force Motors. They communicate with management on weekly basis. or (c) between employers and employers. They have the right to nominate its representatives on canteen committee. The Trade Unions Act 1926 defines a trade union as a combination.Trade unions are voluntary organizations of workers or employers formed to promote and protect their interests through collective action. has 33 sections and has they contain provisions starting from registration of trade unions to penalties for non –compliance of any clause. They can raise an issue and enter into collective agreements with employers. 1926. unions are not meant only to organize strikes. 59 . There exist only one trade union in Force Motors Limited and it is Bhartiya Kamagara Sena. safety committee. and apex committee. Unions have political affiliations. Objectives Of Trade Unions: To defend or improve the level of wages and working conditions for their members. Unions use at least tactics to manage the managers. Contrary to popular perception.R. whether temporary or permanent. (ii) strike and (iii) political support.

bonus and other benefits. compromise and problem solving. smoothing and playing down the difference.. Conflict occurs when two or more people or parties perceive an incompatibility in their goals or expectations. There are seven methods for achieving reconciliation of conflict. An employee or a trade union protests against an act or policy of the management that they consider as violating employee's rights. Grievances generally arise out of the day-to-day working relations in an organization. employee working conditions. arbitration. 60 . collective bargaining procedure etc. The National Commission on Labor suggested a Model Grievance Procedure. grievance redressal procedure. One of the effective ways of minimizing and eliminating the source of an employee's grievance is by having an ‘open door policy'. mediation. NEGOTIATION AND COLLECTIVE BARGAINING A collective bargaining refers to a process by which employers on the one hand and representatives of employees on the other.GRIEVANCE HANDLING A grievance is a sign of an employee's discontentment with his job or his relationship with his colleagues. which lays down the sequence of steps to be taken whenever a grievance is expressed. Collective bargaining is the most effective method of resolving industrial disputes. An ‘open door policy’ facilitates upward communication in the organization where employees can walk into a superiors’ cabin at any time and express their grievances. It is the process of negotiation between the management and the worker representatives for resolving differences related to wages. These methods are win-lose withdrawal and retreat from argument. Of all these methods ‘problem-solving’ method is most likely to bring about a win-win situation. attempt to arrive at agreements concerning the conditions under which employees will contribute and be compensated for their services.

There is a negotiation committee here in the Force Motors. At last the agreement is signed and implemented.  It helps resolve disputes when they occur. For negotiating with the management if some disputes arises.Importance of collective bargaining: Collective bargaining offers the following benefits to both employers as well as employees:  It helps increase economic strength of both the parties at the same time protecting their interests. then negotiation phase begins with each side presenting its initial demands. The company has adopted the method of collective bargaining for the settlement of disputes. The negotiation goes on until the final agreement is reached.preparation for negotiation. preparations are made and issues are identified.  It helps establish uniform conditions of employment with a view to avoid occurrence of industrial disputes. The process of collective bargaining has three steps . First of all. Collective Bargaining In Force Motors.  It helps usher in democratic principles into the industrial world.  It lays down rules and norms for dealing with labour. There are 11 people in the negotiation committee nominated by the trade union –Bhartiya Kamagara Sena. negotiation and contract administration. 61 .

Field Work Reporting 62 .

in manufacturing and energy in product development. The word 'Force' to them is not just the product of 'mass' and 'acceleration'. It is also the binding force in close and mutually beneficial relations with their customers. suppliers and business associates. Their policies and HR initiatives clearly indicate that it is an employee centered organization. There are 150 departments in the company.e. A fully vertically integrated automobile company. They have a brand name in the market. salary structure as per the post of the employees. Development and Manufacture of the full spectrum of Automotive Components. has a very good HR department. The company is spread to a large area. Development and Manufacture of the full spectrum of Automotive Components. Aggregates and Vehicles. Infrastructure of the company is also very good. It is an automobile company. special benefits for the workers at the production site. They believe in believing their employees and their capabilities and potential. 63 .OBSERVATION Force Motors is a company which has reinvented itself. with expertise in Design. Therefore proper treatment is given to the employees. with expertise in Design. CONCLUSION The experience of seeing for myself the application of the textbooks contents in actual organizational climate was an eye opener in itself. LIMITATIONS • It is very tough to extract all the information due to shortage of time and busy schedules of HR managers. Force Motors Ltd. This is a company that has reinvented itself. their strength in technology. dealers. Sunday is a working day for them and Thursday is off. Aggregates and Vehicles. i. It reflects their values of ethical business. proper training.

BIBLIOGRAPHY The books and web site which helped me a lot are as follows: • • • • K ASWATHAPPA – HUMAN RESOURCE AND PERSONNEL MANAGEMENT P. MARORIA – PERSONNEL MANAGEMENT L.forcemotors.com www.com www.com www..org …………………………………………………………. 64 .M.wikipedia.SUBBA RAO – PERSONNEL AND HUMAN RESOURCE MANAGEMENT C.google. PRASAD – HUMAN RESOURCE MANAGEMENT WEB SITES • • • • www.citemanhr.V.

QUESTIONNAIRE • • • • • • • • • • • • • • • • • • • Who was the founder of the company? What are the products that the company manufactures? What is the annual turnover of the company? What is the employee strength? How manpower planning is done? What are the sources of recruitment procedure/ How selection is done? How induction is given to the new employees? Do you provide training to the new employees and old employees as well? What is its procedure? Promotions and transfers are done or not? On what basis? Which H. Information System is used in this company? Do you have H. Auditing? VRS is applicable in this company or not? What do you do for reducing the stress of the employees? Do you have quality control system in your company? Which are the non statutory provisions of labour welfare that the company provide to its workers? Is there workers participation in management? What is the level and scope of participation? Is there any trade union in this company? What is its name? How negotiation and collective bargaining is done? 65 .R.R.

66 .

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