Contents

Title
Certificate Declaration Acknowledgement Preface

Page No.
i ii iii iv

Particulars
Chapter-1 Chapter-2 Chapter-3 Chapter-4 Chapter-5 Chapter-6 Chapter-7 Introduction Company Profile Research Methodology Analysis of Data Conclusion Limitations Suggestions Bibliography Questionnaire 2 16 50 53 60 64 66

1

Chapter-1

Introduction

2

Job Involvement
Job Involvement defined as "the degree to which a person identified psychologically with his/her work or the importance of work in his/her total self image". Lodhal and Kejner(1965) Job involvement has emerged an important variable in organizational research. It has drawn the attention of management scientist and organizational psychologists. This variable is being studied with different prospective in the organization. It has great importance and significance in organizational development. Large numbers of studies have been conducted to see the job involvement among organizational employees. Lodhal and Kejner(1965) defined job involvement as "the degree to which a person identified psychologically with his/her work or the importance of work in his/her total self image". A person psychological identification with his work may be outcome of his early socialization process during which the individual may internalized the values about the goodness of work. Kanungo (1982) describe job involvement as a cognitive state of uni-dimensional psychological identification from a motivational approach. Kanungo (1982) defined job involvement as individual as individual as individual's perception or belief that he is identified with his/her job. He further clears the difference between job and work. He stated " a job means an individual's present work, while work means work in genera". Similar job involvement definition of kanungo were presented by Guion (1958), Dubin(1956,1968) and Siegel (1969). Saleh and Hosek (1976) have proposed four definitions for job involvement. These were "the job is of critical importance in personal life", "the individual will be actively involved in his/her own job", "the individual will be cognis the influence of personal performance into self esteem and , "the congruence between work performance and self concept". They further suggest that whenever these four definitions are satisfied, the individual will be involved in his/her own job. According Lawler and Hall,1970, and Blau,1985 Job involvement involves only a single aspect, namely the three degree to which a person perceives the

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1977). This is based on the rudimentary concept that inclination for an individual's action is determined by possible expected results and the relationship between the results and the action adopted. 4 .total work situation to be an important part of life. 1964). which results in incentives for action. when expectations are higher than the inducement provided by the organization then job involvement will decrease. Multidimensional model Yoshimura(1996) . Multidimensional model Expectancy Theory suggests that administrators should make good use of personal expectancy to inspire employees. The results of this interaction are displayed in Figure 1. Figure 1: The Expectancy Theory Model of Vroom (1964). On the other hand. If expectations are lower than the inducement provided by the organization. 1996). Expectancy Theory 2. 1982) and Causality Theory (Brown. Integrated Theory 3. and to be central to their identity. because of the opportunity to satisfy important needs. To take a different approach. Relevant Theoretical Models For Understanding Job Involvement Relevant models for understanding the relationship between job involvement and its antecedent and outcome variables include Expectancy Theory (Vroom. Causality Theory Model 5. job involvement for an employee is determined by his/her expectancy level. Motivatitional Approach 4. the Motivational Approach (Kanungo. job Involvement will increase. Integrated Theory (Rabinowitz & Hall. 1.

and thus it is never changed easily within an organization (Rabinowitz & hall. Two such work attitudes are job involvement and job satisfaction. approach held by the individual. dispositional and situational variables are abutting equally important in explaining job involvement (Rebinowitz & Hall. and the Protestant work ethic will ensure individuals hold different work attitudes and behaviors. gender. Figure 2: Figure 2:The Job Involvement Theory Model of Rabinowitz and Hall (1977). The integrated theory model of job involvement is depicted in Figure 2. the dispositional. The individual is thought to own a certain amount of desire or value. job involvement in viewed as dependent on individual personalities. job seniority. 1977). For Rabinowitz and Hall (1977). the intensity of high-level work demands in terms of time and responsibility. the situational determined approach held and the influence of the interaction between these approaches. external and internal control features. That is. dwelling locations. and the demand or value will drive them to work harder or impede them from job involvement (Sekaran & Mowday. In the dispositional approach. Job involvement is also a personal characteristic. job involvement is related to three classes of working variables. 1981). The influence Exerted by some stable personal characteristics such as age. In this model no single class of variables shows a stronger relationship to job involvement than any other.Integrated Theory Model Rabinowitz and Hall (1977) reviewed and integrated previous research in this field and used this basis to develop three major conceptualizations. 1977). marital status. In a situation-determined approach 5 .

the opportunities the individual has to be involved in decisionmaking. When personal characteristics and the situation reach congruence.(Rabinowitz & Hall. Motivational Approach The motivational approach of Kanungo (1979. personal characteristics and the environment in interaction are used to explain personal work attitudes and behaviors. Kanungo (1979. job involvement depends on employees' needs (both extrinsic and intrinsic). as well as their perceptions of the job's potential to satisfy those needs. The interaction between disposition and situational approaches is labeled the dispositional situation. In this conceptualization. In this approach. the individual will develop high job involvement.1982) integrates the different approaches to job involvement. using the basic concept that job involvement is affected by the potential for personal socialization experience and the likelihood that the work environment can satisfy personal demand. job involvement will be affected by leadership style. Values are thus internalized with job attitude. Consequently. social factors. Causality Theory Model 6 . 1977. 1982) hypothesizes that employee perceptions concerning a job's potential to satisfy their needs their needs represents a more proximal influence on job involvement. Kanungo contends that individuals develop beliefs that a job's context potentially provides an opportunity for them to satisfy their most important future needs. including both psychological and sociological factors. job features and other conditional influences. job involvement can be viewed as the personal attitude towards the particular job.

the antecedents and products of job involvement have been extensively studied. Emotional job involvement indicate how strongly the worker is interested in his/her job or how much the worker likes his/her job. personality variables-concept of work ethic). the pivotal mediator role of job involvement.. and its consequences such as organizational commitment. Job involvement is also an important factor in other work related attitudes. And behavioral job involvement indicates how often the worker usually takes extra-role behavior such as taking an evening class to enhance job related skills or thinking about the job after leaving the office. Available evidence supports the argument that personal and situational factors and strong influences on job involvement. This model also depicts the relationships between job involvement and organizational commitment.. Cognitive job involvement indicates how strongly the worker wants to participate in his/her job related decision making or how important the job is in his/her whole life. work ethic is shown to play a significant role in job involvement. cognitive job involvement and behavioral job involvement.e. In summary. emotional job involvement. The multidimensional job involvement model. job involvement concept consist of three dimension viz. In addition. and is linked to work behaviors. This model includes antecedents (i. Multidimensional model of job involvement: Yoshimura (1996) presented a multidimensional model of job involvement in his conceptual model he stated that the job involvement is not uni-dimensional concept.The causality theory of job involvement theory proposed by brown (1996) incorporates the findings of previous research . As shown in the figure below. Figure:3 Attachment Emotional job involvement Cognitive job involvement Interest liking Psychological Self state esteem 7 .

Active participation Behavioral Behavioral job involvement Extra-role Voluntary learning intention behavior This multidimensional model of job involvement helps us to understand how job involvement has evolved and how the concept has changed over the time. and organizational commitment. Figure 4: Hypothetical process model of job involvement. 8 . And the non organizational includes non-organizational involvement and family involvement. job characteristics and human resource management and organizational attitude variable such as job satisfaction. organizational variables and non-organizational variables. organizational satisfaction. According to this model the individual variable which affect the job involvement are classified as individual personality such as locus of control. Organizational variables are those variables which affect job involvement are work related variables such as job type. Yoshimura (1996) further in his multi-dimension model of job involvement classified the antecedents of job involvement into three categories namely. growth needs. and individual career such as career stage and successful job experience. working values and the way of being socialized. These antecedents of job involvement are shown in the figure below. individual personality variables.

Srivastava and Krishna (1992) compared the level of job involvement and mental health on employees in the private and public sector organization. Singh and Nath (1991) explored the effect of organizational role stress on job involvement on the bank employees. Study revealed that job involvement and participation where positively to job satisfaction. Gandhi (1992) assessed the impact of job enrichment characteristics on identification and involvement among junior and middle level managers of textile mills. They found that employees of private sector organizations where significantly more involved in their jobs as compared to public sector organizations. exhibited lower job involvement than those low on role stress. They found that employees of private sector organization. They found employees high on role stress. Result 9 .Review of the literature: Singh and Pestonjee (1990) explored the effect of job involvement and sense of participation on job satisfaction of bank employees. Study further revealed that organizational role stress was found to be the most powerful predictor of job involvement.

work involvement and job involvement and not job level work involvement and job involvement and not job on job satisfaction. Role ambiguity and role conflict were low. The type of organizations in which the employees are working significantly influenced the job satisfaction but not on work and job involvement. The results showed that the significant influence on job level. Aminabhavi (1996) found in his study that the professionals with high job involvement have significantly higher quality of life in comparison to the low job involvement.showed that job characteristics and task identify were significant predictors of organizational involvement. Venakatachalam and Reddy (1996) conducted a study to find out the impact of job level. Job satisfaction.. Job tenure and type of organization on job involvement. The subset organizational values representing consideration for employees was the only variable that consistently predicted all four criterion variables they contributed to increased job. Role overload. The result further revealed that the job tenure do not show significant impact on job involvement. 10 . Furthermore autonomy and skill variety were significant predictor of total organization identification. The result showed that motivation and alienation emerged as significant predictors of work performance but motivation was found strongest predictors of performance. job involvement and organizational commitment were higher. Mishra and Gupta (1995) investigated that the predicting effect of motivation. Task identify was the most significant predictor of organizational involvement. and government officers. The data obtained on these scale were analyzed by means of analysis of variance. And job satisfaction among employees working in three organization Viz. alienation and job involvement on performance of blue collar industrial workers. job involvement . Chhokar (1995) assessed the role and organizational correlates of job satisfaction. organizational commitment and psychological strain among bank employees. and formalization and the subset of organizational values representing contribution to the organization were fairly low. school. participation in decision making hierarchy of authority and the subject of organizational values representing consideration of employees were moderate. work involvement and job satisfaction. banks.

The results was interpreted that the professional who choose their occupation and expressed higher job satisfaction and the professional who came from upper middle stratum of sociocultural background showed higher job involvement than their counter parts. Result revealed significant positive correlation between job involvement and several areas of occupational stress. The results also showed significant interaction effect of age and gender. It was hypothesized that job involvement should be positively and significantly correlated with the relevant care job dimensions the 11 .cultural background that contributed significantly job involvement of the professionals. Results showed that the selection of occupation expressed with regard to job satisfaction and socio. lawyers and teachers. organizational commitment and personality types. Job involvement and job satisfaction were highly significantly negative partial correlation between private and public school teachers on job involvement. The age group of the subjects varied between 30-60 years. Nair (1997) examined the relationship of the of job involvement as a personal out came variable in the job characteristics model of hack man and old man. organizational commitment and job involvement and personality of lower and middle level managers working in electrical manufacturing company in western India. job involvement. Jaswant and Naveen (1997) conducted a study to examine the interactive effects of age. Aminabhavi etal (1997) conducted a study to identify the factors that contribute to job involvement among doctors. Bhatt (1997) studied the job stress. job satisfaction of male and female primary school teachers the sample were selected from public and private schools. engineers. type –A behaviors and gender for job stress.Dauftuar and Anjali (1997) explored the influence of occupational stress. The results indicated that the public school teacher's job stress was high and significantly negatively associated with job involvement. The sample of the study was consisted of non. gender and type – A behavior pattern of job stress and job involvement of bank employees the results indicated that the two independent variable is gender and typeA behavior also significantly influenced the job involvement of bank employees.supervisory level of employees engaged in technical and administrative work.

organizational identity on job involvement and job satisfaction. Job involvement and work involvement. job involvement questionnaire and the perceived organizational questionnaire. The results revealed that the performance. schools and government offices subordinates.results yielded that predicted relationship indicating that the job involvement may be considered of personal outcome variable. Joshi (1998) compared the private and public Job involvement and work. The result showed that psychological 12 . threat and frustration emerged significant predictors of organizational commitment. Job Involvement scale and work Involvement scale were administration.performance. The results showed that supervisors were more job involved and more satisfied from their job in comparison to their subordinates. Venakatachalam etal. supervisors and workers of large and medium public and private sector organization. (1998) carried out study banks. The study was aimed to find out the effect of job level. Yadav etal (1999) studied job involvement and family involvement as determinants of job satisfaction and marital satisfaction. Involvement of job Satisfaction. threat and physical damage on organizational commitment and job involvement of managers. consisted of publish and private sector employees. Results also revealed that the employees working in banks were more job involved show greater level of job satisfaction than those working in schools and government officers. life style stressors questionnaire. The workers showed greater performance stress. On whom Job satisfaction scale. Personal data sheets were also used to collect information regarding sex. age. Whereas none of the stressors emerged as predictor of job involvement the result also indicated that managers scored high on job involvement as compared to the supervisors and workers. They also reported that the significant effect of job level on job involvement and job satisfaction and the organizational identity significantly influenced job satisfaction but not the job involvement. length of result indicate that the public and private sector employees differ significant in term of their Job satisfaction. The subjects were asked to complete the discography information schedule. Biswas (1998) studied the influence of life style stressors. frustration.

Result indicated that the skill variety in one of the component. job experience and monthly income were 13 . Patel (1999) conducted a study to find out the influence of age. Joshi (1999) studied the relationship between the age. The study also investigated reputed the relationship between job satisfaction. job experience. The result revealed that employees age. The sample consisted of 200 employees (100 in each group). The data obtained on their scale were analyzed by means of product moment correlation. Monday's Organizational commitment scale was administered on the sample. The result revealed that the younger employees both nationalized and co-operative bank employees differ significant with their middle age group employees. job involvement and work involvement. Naaz (1999) studied the job involvement of textile mill workers in relation to job characteristics and demographic variable. But organizational commitment when some age group of employees were compared the significant difference user found between the employees of middle age group and the employees from nationalized bank showed higher commitment then those of the employees of cooperative bank.identification with the job involvement and family involvement found positively correlated. The result revealed that the employee's age. Joshi (1999) studied the job satisfaction. monthly income and education level of industrial employees of public and private sector with their job 2 nd involvement and work involvement. It was also find out that the monthly income to be significant associated. The result did not yield significant relationship between employees work involvement and job satisfaction. Organization commitment on job involvement of nationalized and co-operative bank employees. job involvement and work involvement of industrial employees. The younger employees were found less job involved and showed less organizational commitment than middle and elderly age group of employees belonging to some age did not differ significant from each other on job involvement. The result also indicated that the task identity and skills variety were found predictors of job involvement. job experience and monthly income were significantly related to job involvement and work involvement.

The result revealed that the job anxiety. On the other hand when involvement is high the relationship stays strong even at low level of satisfaction. Haridwar division text of achievement motivation scale by Mishra and Srivastava and job involvement scale by 14 . Further more while establishing the relationship between committed and involvement he observed that on committed employees in marketing were low the involvement factors. The relationship one has with the company cannot by really strong. Shah and Praveen (1999) examined the Interrelationship between skill. Allam (2002) examined job involvement of bank employees in relation to job anxiety. age and tender were significant related to job involvement. The result further revealed that employees job satisfaction and job involvement are significant associated. Srivastava (2001) Conducted a study to examine job involvement and mental health among 60 executive and 15 Supervisor with work experience ranging from 8 to 30 years result revealed that executives felt more involved in the job than the supervisor. Employees monthly income was found to be significant correlated with job satisfaction. There was a significant association between job involvement and mental health. Job involvement and work involvement. Ashok (2002) found that when involvement is low. age and tender. Barkat. Further the results revealed that work involvement and job satisfaction were not significantly related but have inverse relationship. The sample consisted of 150workers from Bharat heavy Electrical limited. Correction analysis revealed positive but insignificant inters correlation between skills job performance were found to be inversely but not significant related. job burnout. Srivastava (2003) conducted a study to investigate the relationship between job involvements among high and low achieving person.significant associated with their job. Ahman and Ansari (2000) conducted a study on craftsman from various small scale industries and noted that job involvement was influenced by the interaction between income and job tenure. Personality Characteristics. Job burnout. job involvement and work performance in a sample of 100 weavers employed in various carpet manufacturing enterprises.

Ouyang (2009) conducted a study to explore the caused relationship among the job uncertainty. Challenging job delegation of authority & responsibility were found to be potential factors for job involvement. Result indicate that there is significant relationship between job involvement and need for achievement motivation and high achieving person feel more involvement with their job as compared o low achieving person. Job involvement. were administered on a sample of 200 prison officers. support. Allam (2007) conducted a study on bank employees and observed that personal accomplishment one of the facets of job burnout was found significant related to job involvement among the bank managers. Furthermore job instability has a significant positive influence on job stress. job stress has a positive influence on job involvement and job performance.Singh were administered on each worker. stepwise multiple regression analysis suggest that overall serial support is a significant predictor of job involvement his prison officers. The mediating effect of job stress and job involvement can positively influence job performance the result further revealed that the most important factor is job performance is job involvement and second factor is job stress. The results showed that serial support. 15 . Further they pointed out that reward. The other predictors are belonging. Work culture & environment. job stress and job performance of banking service personal under the economic depression. Mishra and shyam (2005) conducted a study to find out the relationship of social support and job involvement in prison officers. Job involvement scale developed by Kappor and Singh and serial support scale developed by Cohen ital. The empirical result of his study found that job instability of banking service personnel has negative influence on job performance and job involvement. and belonging support have significant positive relationship with job involvement. Two groups of executives differ significant on mean score. appraisal support and tangible support. Mishra and Wagh (2004) conducted a study and public and private sector executive on job involvement dimension.

Chapter-2 Industry Profile 16 .

Also there are many more firms in tractor industry now. which is growing at a rate of more than 2% per annum. For enlistment of agriculture farmers are using tractors. much of the population does not get enough food grains even to meet their biological needs. Continuous population growth and stagnating cultivable land has made it imperative to shift the focus to efficient and adequate irrigation high yield seeds and farm mechanization to encourage outcropping and timely sowing. acceleration in the overall growth rate of agriculture is essential to meet of food and fiber for the increasing population. 17 . The industry now-a-days is also in the mood of collaborations. This industry is vital economy as agriculture is main focus for rural India. The points which we will discuss under this chapter are:Industry scenario Major players Demand/supply Outlook Industry basics Factors favourable in the growth of tractor industry Sales of last five years of main players Industrial Scenario In spite of increase in food grain production. Therefore. So. Agriculture is a major sector in the Indian economy currently contributing about 30% of the net domestic product and to provide employment to about 70 % of the population. That’s why HMT which is a PSU has to face competition.Industry Profile In industry profile we will discuss about the tractor industry. the competition is more and a company has to satisfy he consumers to have a good market share.

From mechanization has played a very important role in agriculture sector of Indian economy. This is evident from the fact that modest level of 880 tractors in 1960-61 the output has touched a record of 4.40 lacs in 2009-10. Today India has emerged as one of the leading tractor manufacturing country in the world. The demand for tractor in /India is likely to increase because dry land farming constitutes 70% of the cropped area and accounting only for 30% of food production, which clearly indicates a potential for acceleration in growth of agriculture production, Dry land farming would require much higher power input, about 2-3 times than irrigated area which will result in expansion of demand for tractors. A tractor is a product which has maximum utility in agricultural sector. The tractor industry is segmented on the basis of the power of the tractor engine measured in terms of horsepower (HP). The maximum consumption is for 31-40 HP tractors. With the increase in the availability of low cost finance for longer tenures & the better wealth generation of farmers in certain regions, the usage of tractors is expected to go up. The new trend observed in this sector is the shift in consumption from majority in the northern states other parts of the country, too. The soil in the northern states is alluvial in nature and thus requires a low powered tractor for tilling it.

Major Players
In the tractor industry, following are the key manufacturers: Mahindra & Mahindra Ltd. (M&M) VST Industries Ltd Eicher, Escorts Ltd Punjab Tractors Ltd (PTL) (Taken over by M & M) International Tractors Ltd Bajaj Tempo Ltd ESCORTS Limited New Holland JOHN DEREE TAFE Group

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Demand and Supply
Over a period of time, the demand for tractors has witnessed a declining trend. The total tractor sale during the financial year 2009-2010 has increased to 4.40 lakhs against the total sale of 3.47 lakhs tractors during the corresponding financial year 2008-09. The continued shift towards HP tractors is due to the demand from the southern states which are characterized by hard soil conditions. The tractors sales increased in the eastern states of the country due to ongoing construction activities & irrigation in progress. In nutshell, demand of tractors from all regions of the country is increasing day by day and it is good sign for future prospectus of tractor industry.

Outlook
The demand in the tractor industry is expected to grow mainly due to the agricultural sector with the expected increase in agriculture production. HP tractors is expected to continue. This will be further strengthened by the launch of several new models. In next 2-3 years, demand is expected to increase significantly in the eastern states where traditionally tractors usages has been low. Exports are expected to increase significantly as several Indian players are targeting the “hobby farming” segment in the U.S., which is considerably large. Also, tractors of most Indian manufacturers comply with the emission standards accepted in the U.S. most exports are likely to be through overseas partnership or joint ventures.

Factors Influencing Tractor Industry
Financing and credit policies of Government, RBI & NABARD in general Government fiscal policies. NABARD refinancing policies.

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Factor favorable for Growth and Demand of Tractor
The phenomenon growth of tractor in respect years is mainly due to: Timely wide spread monsoon throughout the country. Increased revenue of farmers with the enhancement of procurement prices of crops. Continuous support from the financial institution with the liberal financing for purchasing of tractors and implements.

The production and sales of HMT vis-à-vis Tractor Industry are given below: HMT Versus Tractor Industry Production Analysis (Figures in Numbers) YEAR TRACTO R INDUSTR Y HMT 7902 6401 5302 3651 4652 200506 2960 00 200607 36000 0 200708 34576 2 200809 34352 0 200910 43320 7

Graph Showing Comparison in Production of HMT & Tractor Industry

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450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2005-06 2006-07 2007-08 2008-09 2009-10 TRACTOR INDUSTRY HMT Sales Anlysis YEAR TRACTO R INDUSTR Y HMT 7903 6522 4687 4109 4901 200506 29288 3 200607 35278 1 200708 34650 1 200809 34701 0 200910 44023 0 Graph Showing Comparison in Sales of HMT and Tractor Industry 21 .

450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2005-06 2006-07 2007-08 2008-09 2009-10 HMT TRACTOR INDUSTRY Sales of Last 5 Years of Various Tractor Companies COMPANIES HMT ESCORTS M&M GROUP 200506 7903 28297 11917 200607 6522 50236 13522 6 36223 19718 3858 19369 1495 200708 4687 47213 12926 0 30920 28528 2092 23240 1714 200809 4109 43286 13351 4 29520 31402 1065 21002 2329 200910 4901 54037 176790 38603 37008 614 22950 3761 3 ITL(SONALIKA) 32017 JHON DEERE BAJAJ TEMPO NEW HOLLAND VST 19951 4461 13214 1200 22 .

The main points we will discuss in this chapter are: The profile of HMT Ltd. mission and objectives Various units of HMT Awards over the years HMT Milestones HMT Major Projects Events (Year Wise) Organization Structure HMT Unit Pinjore Location 23 . innovation. The factory has been designed. HMT is at 7th position where in 198687 it had 2nd position in the Tractor Industry. In the present . it should be good in all aspect like good in product. the Pinjore unit was established as the third machine tool factory. customer satisfaction. Corporate vision. So if a company want to get success.SAME TOTAL 29288 3 35278 1 34650 1 4174 34701 0 3631 440230 Interpretation Above table shows that now there is huge competition among various companies/ groups in Tractor Industry. relationship building etc. After establishing two machine tools factories and a watch factory in Bangalore. It went into production on 1st October 1963. marketing. M&M is the big market player. built and commissioned entirely by Indian talent in a record period of 17 months of breaking the ground on the may 2. It has occupied first position in the Tractor Industry. 1962.

24 . HMT’s commitment to the development of the machines technology is clearly reflected from the fact that HMT has as many as eleven ISO 9000 certified exclusive tools units spread across the country. The constantly growing demand for machine tools promoted the company to conceive a planned approach to diversification and expansion. was set up to handle the international marketing of HMT’s own products and technical services. Wristwatches were taken u for production as first stop towards diversification in the early 1960’s. Pioneering the concept of CNC technology in India. is a public sector undertaking with its head office at Bangalore and having units and subsidiaries in various corners of India. MHT has the distinct of being the first company to successfully manufacture its own CNC systems. Printing machines. in association with Semen’s. by the technical collaboration with OBSERVIKONBUHRLE holding and machine tools works. The product mix for each factor has been evolved to produce specific families of machine tool. HMT machine tool expertise has been developed to such an extent that it can design any kind of machine. HMT precision manufacturing capabilities led the company to watch manufacturing. HMT is organized in the under mentioned business group of which Machine Tools (MTP) AND Tractor Business Group (TRP) are located at PINJORE. Over the years HMT has also diversified into manufacturing of other engineering products like Tractors. In 1975. Switzerland. which resulted in setting up new units spread all over India. Die-casting and Plastic screws & Electronic gauging. This lead to the birth of HMT at Bangalore in 1953. HMT’s International Ltd. The six machine tool factories of HMT together with horological machinery division now produce a very wide range of machine tools.SWOT Analysis Products and Services Human Resource Position In 1949. Presses. HMT Ltd. the idea of the major public sector tool proved to be a corner stone for the country’s industrial development plans.

to meet the growth needs and the aspirations of our stakeholders To present an active.Corporate Vision. pleasant and productive working environment Various Units & Divisions of HMT Un its Product/division Location/state Year 25 . Mission & Objectives Our Corporate Vision Our Corporate Mission To establish ourselves as one of the world’s premier companies in the engineering field having strong international competitiveness To achieve market leadership in India through ensuring customer satisfaction by supplying internationally competitive products and services To achieve sustained growth in the earnings of the group on behalf of shareholders Corporate Objectives and Goals To encourage the modernization of Indian Industry through the supply of engineering goods and services of world class excellence To maintain technological leadership through continuous efforts to update product technology and manufacturing methods To globalize our operations by developing a mix of international markets and businesses To ensure a satisfactory return on capital employed.

VI II. V. II. Machine Tools Die casting ball screws Machine Tools & Tractors Machine Tools Printing Machings Machine Tools Presses Machine Tools Wrist Watches Banglore (Karnataka) Banglore (Karnataka) Pinjore (Haryana) Kalamessery (Kerala) Hydrabad (Andhra Preadesh) Ajmer (Rajasthan) Banglore (Karnataka) Srinagar (Jammu & Kashmir) Tamkar (Karnataka) Ranibagh 1953 1971 1963 1971 1965 1972 1967 1972 1973 1962 1975 1972 1982 Hierological Machines Wrist Watches Wrist Watches Wrist Watches Awards over the Year YEAR 196061 1961AWARD Outstanding Performance Outstanding Performance INSTITUTED BY President of India President of India 26 . IV.I. IX. III. VI. VI I. X.

79 EEPC Ministry of Commerce PMT & FIE Best Export Performance EEPC Best Product at IMTEX .82 FIE Foundation Export Excellence Meritorious Performance in the field of Export EEPC Ministry of Commerce Harvard Business & Economic 1983 Best Corporate Performance School Association of India Times 198384 1983- Foundation Most Effective Organization (FORE) Best Productivity for Organization Research Organization Research 27 . of Mysore Outstanding Export Performance National Award for Outstanding Export Performance Best Product at IMTEX .62 197071 197172 197172 197576 197879 198182 198182 198283 198283 Excellence Performance in Exports Govt. of Mysore Outstanding Export Performance Govt.

PMT Trust Best Product at IMTEX .86 FIE Foundation National Productivity Council EEPC Best Productivity Export Excellence Export Excellence EEPC Excellence in Productivity CEI National Productivity Council EEPC National Productivity Best Productivity Export Excellence Best Productivity 28 .84 198384 198485 198485 198485 198586 198586 198586 198586 198687 198687 198687 198788 1987Export Excellence (FORE) EEPC National Productivity Council EEPC Best Productivity Export Excellence Meritorious Performance in the field of Export Best Product at IMTEX .86 Ministry of Commerce CMTI .

Development for Machine Tools. Bangalore 29 . of Scientific and Industrial Research Mechanical Industrial Sector Valuable 198990 Contribution & Significant Encouragement to the cause of the Industrial Engineering Profession in India H.88 198889 198889 198889 198889 198889 198889 Company Standards Council Bureau Standards CMTI .THADANI 199091 199091 Best Productivity National Productivity Council Directorate General of Technical Development National Productivity Council Tech.PMT Trust of Indian Best Product at IMTEX – 89 Best Product at IMTEX – 89 Outstanding Performance in FIE Foundation National Council National Productivity Council CEI Safety Industrial Safety Best Productivity Best Company for HRD Practices National Award for R&D Efforts 1990 in Industry - 1990 in the Dept.N.

Export Council.Services 2001 Best Product at IMTEX – 2001 30 . Region.PMT Trust Award Engineering Promotion Southern Chennai FIE Foundation Export Council.PMT Trust Award FIE Foundation Engineering Regional 'Top Exporters Shield' Promotion Chennai Regional 'Top Exporters Shield -Project Exporters' Engineering Promotion Chennai Engineering Promotion Kolkata FIE Foundation CMTI . Safety National Safety Best Performance in Company Standardizations Best Products at IMTEX – 95 Best Product at IMTEX – 95 1994 1995 1995 199596 199697 199798 1998 1998 All India Trophy for Highest Exporters Best Product at IMTEX – 98 Best Products at IMTEX – 98 199899 Regional Exporter Trophy for Highest Exporters in the Group . Export Council.199192 1992 Best Productivity National Council Sir Jahangir Ghandy Trophy CMTI . Export Council.

2001 Best Products at IMTEX .PMT Trust Award HMT's Milestones YEAR 1953 1961 1962 1963 1965 1967 1971 1971 1972 1972 1973 UNITS/DIVISIONS Machine Tools I Machine Tools II Watch Factory I Machine Tools III Machine Tools IV Machine Tools V Tractor Division Die Casting Division Printing Division Watch Factory II Precision Division Machinery Machinery LOCATION Bangalore Bangalore Bangalore Pinjore Kalamassery Hyderabad Pinjore Bangalore Kalamassery Bangalore Bangalore STATE Karnataka Karnataka Karnataka Haryana Kerala Andhra Pradesh Haryana Karnataka Kerala Karnataka Karnataka 31 .2001 CMTI .

gas meters and regulators in Algeria. OVERSEAS  Manufacture of water meters. Watch Factory III Watch Factory IV HMT Bearings Limited Quartz Analog Watches Watch Factory V Specialized Watch Case Division Stepper Motor Division Ball Screw Division CNC Systems Division Central Re-conditioning Division Ajmer Bangalore Srinagar Tumkur Hyderabad Bangalore Ranibagh Bangalore Tumkur Bangalore Bangalore Bangalore Rajasthan Karnataka Jammu Kashmir Karnataka Andhra Pradesh Karnataka Uttar Pradesh Karnataka Karnataka Karnataka Karnataka Karnataka & Major Projects in India  Wheel & Axle Plant project for Indian Railways.  Nigeria Machine Tools. Mauritius and Senegal. 32 . Kenya. Nigeria. Maldives.  Alloy Steel Foundry.1975 1975 1975 1978 1981 1981 1982 1982 1983 1985 1986 1991 Machine Tools VI HMT (International) Ltd.  HAPP Project for Defence. Malaysia.  Flexible Manufacturing System for I C Engines.  Training Centre in Indonesia.

 Agricultural Development Project in Senegal. Ltd. The Watch Factory at Srinagar was set up for the manufacture of 3 lakh hand winding watches.The Watch Factory at Bangalore had two operating divisions the Watch Factory Division set up during the year in technical collaboration with Citizen Watch Co. Automatic Day and Date. was the oldest manufacturing unit of the Company and the product lines consist of 16 types of metal working machines. this division started with manufacture of hand winding watches. Priya. Metal forming presses and press brakes. Events of HMT Year (Year wise…. The Machine Tool Division at HMT Bangalore. Switzerland. Some of the trade names of the watches manufactured are Janata. Czechoslovakia.  Gulf Metal Foundry .) 1953 . Chinar. Common Facility Centre in Tanzania and Ghana. The Machine Tool Division was set up during theyear. Lamps and Lamp making machines. Nutan. Jawhar. Machine Tool Division and Tractor Division. The Company was converted into a Public Limited Company on May 13. 1963 . Avinash and Kohinoor.. pressure die. 1977.a Joint Venture in UAE. 1961 . viz. of West Germany. watches. Prasha. 33 . Tractors 25/35/55 HP. The Die Casting Division was set up for the manufacture of Die Casting and Plastic Injection Moulding machines in technical collaboration with Reifenhaeuser & Co. Pilot. Nishat.. Printing Machinery. Sona. Paper cutting machines. The Tractor Divisions was set up in technical collaboration with Mototov ForeignTrade Corporation. casting machines and automatic plastic injection moulding machines. A new plant was set up to manufacture self-winding watches in collaboration with the same Japanese firm and Horological Machinery Division was established for the manufacture of sliding headstock automatics in technical Collaboration with M/s.The company was incorporated in Bangalore. The main objects of the Company is Manufacturing of the Machine Tools. Tokyo.The HMT.. Jos Petermann. in Pinjore have two operating divisions attached to it. Tarun. Rakhee.

Ltd. 1975 .The HMT at Ajmer was set up by the Govt. for the Manufacture of precision measuring instruments. with effect from 1st April. Tesa SA. The Press Division was set up in technical collaboration with M/s. Trier. of India.50 crore in the watch factory to be established at Tumkur in Karnataka State for the manufacture of 2 million watch movements. Budapest. the Machine Tool Division primarily for the manufacture of special purpose machine tools. U.S. a subsidiary of Brown & Sharpe Manufacturing Co.A.All shares issued to Govt. (Tungsram). 1976 . Verson Allsteel Press Co. 1978 . The following collaborations agreements were concluded during the year: With the Cross Company. The Govt. West Germany. Fraser.S. A MOU with M/s. U.. Creusot . Ltd. for the manufacture of special purpose machines in Hyderabad. U. of India as the unit of Machine Tool Corporation of India. were the Machine Tool Division and the Printing Machine Division set up in collaboration with Societa Nebiolo. approved a total investment of Rs 24.A.The manufacture of critical components like hair spring and main spring were also taken up by setting up a new plant by the Watch Factory Division at Bangalore. Italy.. Chicago. With M/s.A.The Two operating divisions attached to HMT. 1965 .The Company undertook a scheme to expand the capacity of Watch Factory to 4 lakh watches in 1979 and 5 lakh watches in 1980. The Company undertook to diversify into the field of precision metrological and measuring instruments at Srinagar. approval was obtained during 1979-80 and negotiations 34 . Paris. for the manufacturing of rotary web offset printing machines. Rhode Inland. Kalamassery. Switzerland.S. Turin.1964 . Michigan. The Company undertook to set up a project for the manufacture of 4 million fluorescent tubes per annum in collaboration for assembly line with Tungsram of Hungary at a capital outlay of Rs 3. Govt. With M/s..Werke AG..19 crore. Hungary. Laeis .Loire. 1977 . The Lamp Division was established for the manufacture of lamps and lamp components in collaboration with United Incandescent Lamp and Electrical Co. for the manufacture of refractory presses. the unit was merged with HMT. Renens.The HMT at Hyderabad had 3 operating divisions.

for the manufacture of dairy machinery.. 1979 . for the manufacture of electronic watches. .The company received an industrial licence for the production of one million stepper motors required for electronics watches. two new brands viz. 504.The Company has decided to convert Lamp Division into a separate wholly owned subsidiary.The Company proposed to manufacture silver oxide miniature batteries in collaboration with Hitachi-Moxcell Ltd. a backward area in Maharashtra. 35 . Ltd. The company entered into an agreement with the Federal Govt. A new company under the name Nigeria Machine Tools. The Company undertook to set up a factory in Aurangabad..A. was incorporated in Lagos. These would be used in electronic and quartz watches. to HMT Ltd. 1993 . The Company submitted a feasibility report to Govt. of Nigeria to set up a plant for the manufacture of machine tools in Nigeria. changed its name to HMT Bearing Ltd.All shares issued to Govt.000 to 15. Punjab. the name of the Company was changed from Hindustan Machine Tools. `Ramani' for gents and `Utsav' for ladies were launched. of India.19. on 1st December. All shares issued to Govt. of India.000 per annum. 1980 . 1995 . In order to increase the capacity of tractor manufacture from 12.To capture the growing urban market for fashionable watches. Industrial licence was obtained and a technical collaboration agreement was entered into with Fortschritt Landmaschinen Export-Import of German Democratic Republic (FLM).400 shares issued to Government of India. Ltd. 1981 . 1996 . of Belgium for adding new models to the existing range of Horizontal boring machines. the Company undertook to set up a second line of assembly operations at Mohali. The Company concluded a MOU with Hitachi and Citizen of Japan.were in progress for foreign collaboration.The Company entered into a collaboration agreement with Pegard S. The subsidiary formerly known as Indo Nippon Precision Bearings Ltd. With effect from 12th September. Equity shares subdivided. Japan. of India.All shares issued to Govt.. The Company offered technical collaboration to Industrial & Commercial Development Corporation of Kenya (ICDC) to set up a plant for the manufacture of machine tools in Kenya.

HMT has signed a memorandum of understanding with the Union government under which it is expected to increase its turnover to Rs.25.160 crore and post a net profit of Rs. HMT International has already set up successfully training Algeria and the Maldives.1. 1985.A 59 HP model tractor with Power Steering was also launched during the year. . of India.000 tractors at a cost of Rs 110 crores in the next two years. Modernization cum Expansion plan for the Tractor division was chalked out for increasing the production capacity of Tractor division to 30. On August 15 the company launched Swarna series. The company board has reference was made to BIFR as a sick company under the 36 . The public sector HMT has indigenously manufactured four-colour offset printing press for the first time in the country in its unit at Kalamassery. All shares issued to Govt.45 crore for the year ended March 1998. a wholly-owned subsidiary of HMT. The entire net worth of this subsidiary was eroded and a SickIndustrial Companies (Special Provisions) Act.The HMT has introduced three new models the HMT 3022. HMT would issue 41. 1998 . HMT introduced ADD and dater watches priced at Rs.13-crore Order for setting up an Entrepreneur Technical Development Centre (ETDC) at Dakar in Senegal. .750/900 in September.HMT International Ltd.1997 .000 ordinary shares of Rs. Italy. A batch of 17 Senegalese instructors has already undergone training at HMT's international training centre in Bangalore. HMT 3522 and HMT 4511 coastal special have been fitted with fuel efficient engines and heavy duty transmission. has bagged a Rs. The company is launching 15 new models in the automatic day/date range. This range of products will be built for the first time in the country. The Tractors Group launched a 45 HP Coastal Special model tractor For application in coastal areas on Commercial basis. Orchard Special model tractor in 25 HP range was developed and was under test marketing. .Production also suffered due to slowdown in the economy coupled with stiff competition From imported machines. for the manufacture heavy duty CNC lathes for the defence sector. The machine tools division of HMT has entered a new area of manufacturing with press tools and dies.10 each to the government.The Machine tools division has also entered into a joint working arrangement with MS Giana.10.

HMT Ltd today announced a special voluntary retirement scheme (VRS) for its lamp division employees under which those who opt for it can remain at home with half their pay till such time that the public sector behemoth receives its due from the National Renewal Fund. HMT International Ltd.165 equity shares of Rs.. design and aesthetic appearance of a product at IMTEX '98.An MoU (memorandum of understanding) signed between the Government and HMT has delegated power to HMT to sanction schemes for incentives cum rewards.45. The company has introduced 350 range of Citizen watches in Mumbai along with its latest Eco-Drive models. HMT has been ranked as the top seventh brand among the main brands in the annual survey that covers 60 brands from all over the country. HMT is also the only public sector company whose brand has features among the top ten in the survey. . The brand has emerged as seventh from the 22nd position held last year. which absorb power thorough any source of light. which is a trading company and HMT (Bearings) Ltd. 37 . The HMT division has a capacity of manufacturing 18. HMT Ltd has been named as one of the top ten brands in India by a recent survey conducted by A&M-ORG-MARG.06. The Government is making a fresh bid to privatize HMT Tractors. A total of 10. and a new lady watch Preeti. which has recently diversified into software exports has entered into a strategic alliance with Alpha data LLC of Abu Dhabi.10 are listed with the bourse. a wholly owned subsidiary of HMT Ltd. HMT has two fully-owned subsidiaries now – HMT (International) Ltd. a profit-making unit under the fold of public sector major HMT Ltd.. HMT Ltd has bagged the FIE award for the best quality.recently approved the allotment of these shares. Machine tools giant HMT is in touch with world’s number one MT manufacturer Yamazaki Mazak to enter into a possible alliance to manufacture the latter's machine cutting tools under a buy-back arrangement. The union minister of state for industry released a new HMT automatic day date watch Ranjit incorporating euro-style dial.000 tractors. which manufactures ball and roller bearings. The company had already approached the Bangalore Stock Exchange for issuing these shares to the government.

Chairman & Managing Director (Acting) and Director (Organization & Management) has been appointed as Chairman & Managing Director of the Company for a period of 5 years from the date he assumes charge of the post or till the date of his superannuation or until further orders. HMT (International) Ltd. Chandigarh. 2002. Tractor. Manohar Joshi.Icra has assigned an LAAA (SO) rating and an MAAA (SO) rating to the Hindustan Machine Tools (HMT) bonds of Rs 469 crore 10-year tenure and Rs 40. whichever is earlier.Mr. upon resignation by Mr. The shareholders of Hindustan Machine Tools Ltd (HMT) approved a proposal to increase the company’s authorized share capital to Rs 200 crores from the present Rs 135 crores. Pinjore Unit of HMT at Chandigarh is facing a financial crisis and turnover has dropped to 50. UCO Bank and State Bank of Mysore and has launched SBM. has unveiled the HMT 4922 tractor at a launch ceremony organised at Pinjore.HMTAgri Farm Scheme to promote Agriculture mechanization in south India. 2003 -HMT Ltd has informed BSE that pursuant to Order dated January 9.M. 2003 from the Department of Heavy Industry. After Kenya and Nigeria.1999 . Shri M. Organization & Management has taken additional charge of the post of Chairman & Managing Director. 2000 . New Delhi.HMT Ltd has informed that consequent upon relinquishing of the charge of Chairman & Managing Director.. 2003. Tractor of the Company. Director. With the introduction of the new actor. Shri. HMT had signed a MoU for setting up a watch assembly unit Zimbabwe. Zahed. Shri 38 . a wholly owned subsidiary of HMT Ltd.The Industry Ministry has directed the state-owned Hindustan Machine Tools to Explore possibilities of joint venture formation for its watch division. has been awarded the EEPC trophy for its achievements in export of technical services during the year 1998-99.S Zahed assumed charge of the post of January 09.43 two-year tenure. R A Sharma on July 04. 2001. Union Minister for Heavy Industries and Public Enterprises.S. The company has Tied up with Tennmax of Hong Kong and is currently marketing the HMT-Tennmax brand in India. Government of India. 2002 Mr. HMT enters into Memorandum of Understanding with PNB. M S Zahed.60 cr.. Ministry of Heavy Industries & Public Enterprises.

has informed that the equity shares of the Company have been delisted from the Bangalore Stock Exchange Limited.No. 2006. with effect from October 30. Department of Heavy Industry. HMT Ltd. HMT signs agreement with UK-based Trantor for high power tractors HMT Bags CMTI-PMT Trust Award. HMT in dialogue with Japanese co for MUV.S. 2007 and until further orders vice Shri. Department of Heavy Industry. Additional Secretary & Financial Adviser.HMT Ltd. 2007. with effect from January 22. would set up Indo-Zimbabwe Technology Centre (IZTC) in Harare and India Technology Centre (ITC) in Bulawayo HMT Ltd has informed that the Company has established a high tech Engine Emission Testing Laboratory in R&D Centre at its Tractor Division. 2008 . R Asokan. until further orders with effect from March 06. Shri Navin Kumar. Dr. Signs MoU with State Bank of India (SBI) for tractor finance 2005 -HMT inks agreement with ONGC. R Asokan. Surajit Mitra has been appointed as Part-time Official Director on the Board of the Company vide Presidential Order F. HMT enters into a Technology Collaboration Agreement with M/s Trantor Vehicles Ltd. MRPL. as Part-time Official Director on the Board of the Company vide Presidential Order dated January 22. 2004 -HMT Ltd. 2006 -HMT Ltd has Shri. 2006. Director (Finance).K. Joint Secretary to GOI has been appointed as Part Time Official Director on the Board of Directors of the company. 2007. Meena has been appointed as Part-time 39 . N Gokulram. Ministry of Heavy Industries & Public Enterprises. 2007 -HMT Ltd has appointed Shri. U. has informed that Shri B. 2004.II) dated March 06. HMT Ltd. Director (Finance). Bangalore.X (Vol. the wholly owned Subsidiary of HMT Limited. Pinjore at an investment of Rs 50 million. New Delhi.5(35)/1995-PE. with effect from January 3. enters into a Technology Collaboration Agreement with Trantor Vehicles Ltd. New Delhi has been appointed as Part-time Official Director on the Board of the Company vide Presidential Order dated October 30. 2007. has informed that HMT (International) Limited.Naresh Chaturvedi has been appointed as a part time official Director on the Board of Directors. the Regional Exchange for HMT Limited.

No. General Manager (Technical). 5 (35)/ 1995. X dated January 25. until further orders with effect from October 14. Organization Structure Organization structure of the top management shows with the help of the diagram. as Director (Operations) on the Board of the Company with effect from December 15. Behuria. 40 . HMT Ltd has appointed Shri S G Sridhar. 2010 . vide Presidential Order dated October 22.HMT Ltd has informed that Shri Harbhajan Singh has been appointed as Parttime Official Director on the Board of the Company with effect from January 11. Further the Company has submitted the List of Directors of the Company as on October 14. New Delhi. 2010. HMT ltd has appointed Shri S. Hindustan Latex Ltd. 2008.X dated October 14. until further orders with effect from January 25. 2008. 5(35)/1995-PE. 2008. Additional Secretary & Financial Adviser to Government of India. No. Ministry of Heavy Industries & Public Enterprises. 2008.PE. 2008. 2008. as Part-time Official Director on the Board of HMT Limited vide Presidential Order F. 2008.Official Director on the Board of HMT Limited vide Presidential Order F.

Structure of HMT Tractors HMT TRACTORS MANUFACTURING UNITS HMT TRACTORRS PINJORE HARYANA HMT TRACCTORS MOHALI. PUNJAB MARKETING DIVISION HMT TRACTORS HYDRABAD. A.P. 41 .

Tractor Division Pinjore 42 .Board of Director Managing Director Chief General Manager General Manager Marketing Departmen t Processing Departmen t Production Departmen t Quality Control Departmen t Training and Development department HR Departmen t Finance Departmen t Repair and Maintenance Department Wage and Salary department Labour Welfare department Recuirtment and Selection Department Various Departments of HMT Ltd.

6096 has since been made for the Tractor project. generously gifted by the govt. built and commissioned by Indian talent without any foreign collaboration in record period of 17 months. it is 250kms from New Delhi and only 20kms from Chandigarh. 750 persons were employed in the machine tool division and 2250 in the Tractor Business Group. Later in 1971. Pinjore is in the hub of highly mechanized market and is in close proximity to the thriving ancillary industry in North India. Pinjore was chosen as the ideal plant site as it is centrally located and well connected by both rail and road. Apart from easily accessible. the symb India. At a capital investment of Rs. 900 acres. of Punjab. As on 31-03-2005. 75 lacs (including a township) and formally inaugurated by Pandit Jawaharlal Nehru. A further investment of about Rs. Location Located at the foothills of the Himalayas at Pinjore in the north Indianstate of Haryana is HMT’s state of the art of manufacturing facility. the prime minister of India. The factory is spread over an area of approx. but to the entire nation.HMT Limited Pinjore October 23rd 1963 was a great day not only to those who have the proud privilege of belonging to HMT. 43 . India took another step forward on the road to industrialization when prime minister Pandit Jawaharlal Nehru declared open the 3rd unit of HMT factory at Pinjore situated 22kms away from Chandigarh on the national highway linking Shimla & Delhi. HMT Tractor project commenced here. This factory was designed. Situated close to the legendary Grand Trunk Road.

if supply is made as according to the demand and prices are made reasonable. There is no machine replacement policy. some machines are too old. So in that field HMT has vast opportunities. 44 . is facing the problem of financial inflow and because of this they are not able to meet the industrial demand in time. Expansion of the tractor industry creates new threats for the existing players. It is not able to meet its competitors in the market. which the company is not availing. Strengths Strong brand equity Highly skilled professionally qualified workforce Well-established manufacturing base Extensive marketing network Strong technological base Unit accredited with ISO 9000 certificate Weakness HMT Ltd. HMT wants to manufacture jeeps also. Threats Its competitors are availing opportunities.SWOT Analysis of HMT Ltd. which attract the customers towards other competitors. Opportunities HMT has become a generous name of tractors. In production dept. So the company has great opportunities in this market.

Good as Gold .Products and Services WATCHES The Mechanical Range Hand wound Gents & Ladies . For those who value Money .Absolutely Modern.The Watch that lasts & lasts Series of Quartz Watches Elegance .Sign of Good Times .ONLY For MEN .For cute faces .Value for Money.Desh Ki Dhadkan Automatic Day-date.Its all about YOU .The Well Dressed Watch .A gift of time to the blind Roman Utsav Sangam Lalit Pace Swarna Shreyas Chandan Braille & Also Customized watches for Institutions Special Clocks Tower Clock Solar Clock Population Clock Display Clock 45 . Absolutely Indian .The fragrance watch .

Floral Clock International Clock Master slave Clock Tractors MODEL 2522 3022 3522 5022 6522 7511 2522 OS 3522 CS 3522 DX 6522 CS 4922 EDI HP RANGE 25 30 35 50 65 75 25 35 35 65 49 MAIN FEATURE AVL fuel efficient engine & New Style Bonnet Fuel efficient engine (HMT Design). New Style Bonnet AVL adapted fuel efficient engine & New Style Bonnet HMT Design Heavy Duty Tractor HMT Design. Power steering & ROPS Low height and width for orchard applications Wetland cultivation Direct Axle Drive Wetland cultivation AVL adapted fuel efficient engine & New Style Bonnet 46 .

P ranges. 45 H. 35 H. 59 H.03. GHANA etc. MANAGER FOREMAN SUPERVISOR WORKMAN (TOTAL) GRADE PS-X PS-IX PS-VIII PS-VII PS-VI PS-V PS-IV PS-III PS-II TOTAL WG-I to WS-I GTOTAL STRENGTH 1 3 16 21 33 76 55 73 57 335 1561 1896 47 . CROATIA. HMT also manufacturing and marketing Industrial Product. 45 & 58 CS: Coastal Special DX: Direct Axle OS: Orchard Special At present. Out of these. the 35 H. MAURITIUS. Though HMT was virtually the last one to enter the tractor industry.A. the product of the Tractor Division has been well received.P. for six models in the range of 25 H. SRILANKA. Like the product of the Machine Tools Division. it enjoys sizeable market share and is the manufacture of the widest range of tractors in spite of competition from old and established manufacturers. SLOVANIA.GENERAL MANAGER ASSTT. ENGINES 30. engines (stationery engines) of different configurations. and 45 H.25.P. Gen-set & Commercial applications 35. NEPAL. it has received and executed export orders from U. HMT has on its production line. Manpower Position as on 31.P models were developed by HMT’s own efforts. ZAMBIA. HMT tractor have also received over whelming response in the international market. GENERAL MANAGER MANAGER DY.P. and 75 H.P.2010 DESIGNATION EXECUTIVE DIRECTOR GENERAL MANAGER JOINT GENERAL MANAGER DY.S. AUSTRALIA.P.

Chapter-3 Research Methodology 48 .

Primary data – The data which is collected by the survey.Research Methodology Research is a common word which is generally used for the search of knowledge. 49 . area office. the population is the employees of HMT Ltd. Because this study is based on cause and effect. So this is diagnostic or causal research design. head office and different web sites. newspaper.The data which is collected by technical reports. continuous observations.This study is based on the primary and secondary data. Pinjore Tractor Division. Pinjore Tractor Division. Easily available from the departments. Survey of Population and Sample:For primary data. Accuracy of the data is more. Research Design: . We have used the data which is provided by consumers and the company both. Secondary data. Fewer efforts required to collect the data. Collection cost is less. We are finding the effect of work stress in their ocupation. journals. The size of sample is 50 employees in HMT Ltd. The secondary data have various advantages over the primary data. Collection of Data:The data which is collected in this report is generally of two types. It is a scientific and systematic search on a topic. interviews and questionnaires etc. The sample is taken on the random basis.

I have prepared some tables and charts for the analysis of the data.Data analysis and interpretation Data analysis:I classified the raw data into some purposeful and usable categories. Data Interpretation:Data will interpret and inferences drawn and transformed to meaningful information so that accurate decision can be taken. 50 .

Chapter-4 Analysis of Data 51 .

I prepared my result on findings. 30 25 20 15 10 5 0 SA A N D SD Series1 52 . 10 to 13th Aug. Of Participants/Respondent: 50 Top Level: 10 Middle Level: 20 Lower Level: 20 As my questionnaire has fourteen questions. 10. I find my job motivating. So.Analysis of Data Name of the Study: Job Involvement of Employee Duration: From 05th July.. now every question with findings is presented by bar diagram and result is explained after graphical presentation: Q1. I studied each and every respond question wise. No.

I identify with my job. 30 25 20 15 10 5 0 SA A N D SD Series1 53 . 35 30 25 20 Series1 15 10 5 0 SA A N D SD Q3.Q2 My job is important for me.

Q4. I find my job interesting. 35 30 25 20 Series1 15 10 5 0 SA A N D SD Q5. 35 30 25 20 Series1 15 10 5 0 SA A N D SD 54 . My job is important for me.

I care for my job 40 35 30 25 20 15 10 5 0 SA A N D SD Series1 55 .Q6. I like my job 35 30 25 20 Series1 15 10 5 0 SA A N D SD Q7.

40 35 30 25 20 15 10 5 0 SA A N D SD Series1 56 .Q8. My work is not burden for me. 25 20 15 Series1 10 5 0 SA A N D SD Q9. I enjoy my work.

Q10. Whenever I complete some work. I feel happy. 40 35 30 25 20 15 10 5 0 SA A N D SD Series1 57 .

Chapter-5 Conclusion 58 .

job burnout. job level and type. There must be job involvement training programs in all organizations. Organizational role stress.A behavior pattern. job characteristics. Thus.Conclusion Understanding the Survey results After reviewing the literature of job involvement in Indian context it may be concluded that job involvement is positively correlated with organizational climate. age turnover. mental health. alienation. social support has emerged as a strong predictor of job involvement. task identity. Furthermore younger employees were fewer jobs involved as compared to middle and elder age employees. job anxiety. tenure. Reward. organizational commitment. performance. Executives were more job involved as compared to their supervisors. family involvement. these increase efficiency of the employees. job involvement must be studied in all organizations. 59 . occupational stress. In one study job stress is highly negatively correlated with job involvement. challenging job. skill variety . Such programs not only enhance the level of job involvement. job satisfaction. work culture and environment. Job involvement is influence by income. gender. Private sector employees were found more job involved as compared to public sector employees. delegation to authority and responsibility were found as potential factors of job involvement. sense of participation. In one study job involvement is partial correlated with job satisfaction. Future researches must be done in highlighting job involvement by comparing national and multinational companies in Indian context. belonging support and need for achievement motivation. social support. personality type.

Overall Satisfaction percentage of Participants/Employees 8% 3% 4% 23% 62% SA A N D SD SD=Strongly Disagree D=Disagree U=Undecided A=Agree SA=Strongly Agree 60 .

Overall Efficiency of the Management Top Level 24 10 Middle Level 50 20 Lower Level 26 20 Percentage Sample Size 26% 24% 50% To p L e ve M id d le L e ve lo w e r L e ve l l L 61 .

Chapter-6 Limitations 62 .

I wanted to use observation method also. It needs some equipment also which was not possible for me to arrange those equipments.Limitations Limitations are following: In every field there are some resources: monetary and non-monetary. so I couldn’t sit there regularly for observation because of time management. with these methods. 63 . But. as I was trainee there. So. I could do much better. But employees short time and resources also.Limitations which I studied at HMT Tractor Division Pinjore are following: • have • I wanted to conduct this research by interview method also.

Chapter-7 Suggestions 64 .

it is more useful for a organization. regular and at exact time. • Employees should be given opportunities to execute or carry out that job which they can perform greatest and finest. But still there is some lacking. 65 . This will definitely convert in high rate of productivity. so that healthy relationships can be made between organization and its employees. It will be beneficial for the productivity of organization. It will make easier for all to work together.Suggestions Suggestions are following: • Proper information and equipments are given to employees to get the job done. Because master is an expert who will not make any inaccuracy. It is always good that only the master of that art is performing. It should be accurate. • Employees should be given more freedom to decide how to get their job done. • Employees should be given regular and timely chances to express their views & feelings. Because it will increase employee’s involvement and commitment. And resources will not be wasted. If an employee is appropriate freedom to perform his activity or work in his method.

................... Length of Service…………………………………………............... Organization………………………….......... Q1..... Age.......................................... (a) Strongly Agree (b) Agree (c) Neutral 66 .................... Designation ………………………………………………..... (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q3 I identify my present job. (a) (b) (c) (d) (e) strongly Agree Agree Neutral Disagree Strongly Disagree Q2 My job is important for me... I find my job motivating..Sex………… …………………………….Annexure Questionnaire on the Job Involvement Please provide the following information:Name Employee ………………………………………............................... Note: Any information provided by employee or management related to the topic of training report will always be remain confidential...............

(d) Disagree (e) Strongly Disagree Q4 I find my job interesting. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q6 I like my job. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q5 My job gives me satisfaction. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q8 My work is not burden for me. (a)Strongly Agree 67 . (a) (b) (c) (d) (e) Strongly Agree Agree Neutral Disagree Strongly Disagree Q9 I enjoy my work. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q7 I care of my job.

I feel happy. (a)Strongly Agree (b)Agree (c)Neutral (d)Disagree (e)Strongly Disagree 68 .(b)Agree (c)Neutral (d)Disagree (e)Strongly Disagree Q10 Whenever I complete some work .

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