90853516 Human Resource Planning Tata

SUMMER TRAINNING PROJECT REPORT ON

“HUMAN RESOURCE PLANNING’’ PLANNING’’

MOTORS &GENERALS SALES PVT.LTD

SUBMITTED TO

SUBMITTED IN PARTIAL FULFILMENT FOR THE REQUIREMENT OF THE AWARD FOR THE DEGREE OF MASTER IN BUSINESS ADMINISTRATION BATCH 2010-2012 BATCH 2010-2012

S. S. INSTITUTE OF MANAGEMENT CORPORATE GUIDE MISS. POONAM YADAV

SUBMITTED BY SHALINI SHRIVASTAVA

HR HEAD

MBA III SEM

MGS AUTO FAB PVT.LTD PVT.LTD

ROLL NO.1066270021

LUCKNO

UNDER THE SUPERVISION OF MISS. SHETA SA!SNA FACULTY FACULTY OF SSIM" LUCKNO

S .S. INSTITUTE OF MANAGE MENT

MGS GROUP OF TATA MOTORS HUMAN RESOURCE PLANNING

ACKNOWLEDGEMENT It’s not a single man effort, which is sufficient for the accomplishment of a research. arious arious fact factor ors, s, situ situat atio ions ns an! an! pers person ons s inte integr grat ate! e! to pro" pro"i! i!e e me the the #ac$ #ac$gr grou oun! n! for for the the accomplishment of this tas$. I e%press a !eep !e#t of gratitu!e to SHETA SA!ENA &m' research super"isor(, in S.S I)SITIU I)SITIUTE TE O* M+)+E M+)+EME) ME)T T -uc$n -uc$now ow,, who who was was there there to gui!e gui!e me throu througho ghout ut m' research. I am euall' #ehol!en to m' parents for their co/operation an! support. -ast #ut not least, I woul! li$e to than$ m' frien!s for their e%tremel' useful suggestions an! "alua#le gui!ance in ma$ing this pro0ects a success. R#$%'(" SHALINI SHRIVASTAVA MBA III SEM



ACKNOWLEDGEMENT It’s not a single man effort, which is sufficient for the accomplishment of a research. arious arious fact factor ors, s, situ situat atio ions ns an! an! pers person ons s inte integr grat ate! e! to pro" pro"i! i!e e me the the #ac$ #ac$gr grou oun! n! for for the the accomplishment of this tas$. I e%press a !eep !e#t of gratitu!e to SHETA SA!ENA &m' research super"isor(, in S.S I)SITIU I)SITIUTE TE O* M+)+E M+)+EME) ME)T T -uc$n -uc$now ow,, who who was was there there to gui!e gui!e me throu througho ghout ut m' research. I am euall' #ehol!en to m' parents for their co/operation an! support. -ast #ut not least, I woul! li$e to than$ m' frien!s for their e%tremel' useful suggestions an! "alua#le gui!ance in ma$ing this pro0ects a success. R#$%'(" SHALINI SHRIVASTAVA MBA III SEM



TABLE OF CONTENT 

INTRODUCTION 1. ORGAN ORG ANIZATIO IZATION N PROFIL PRO FILE E 2. BR BRIE IEF F HIST HISTORY ORY 3. MISSION AND CORE CO RE BUSSINESS/ FUNCTION FUNC TION 4. BACKG BACKGROU ROUND ND OF THE STUDY STU DY



OBJECTIVE OF THE STUDY STUDY



SCOPE OF THE STUDY STUDY



THEORETICAL ASPECT OF HUMAN RESOURCE MANAGEMENT

 HUMAN

RESOURCE PLANNING-:

1. MANPOWER PLANNING 2. RECURITMENT 3. SELECTION 4.TRAINING&DEVELOPMENT



5.PERFORMANCE MANAGEMENT AND APPRAISAL

 PRACTICAL ASPECT

OF HUMAN

RESOURCE MANAGEMENT-: 1.POLICIES & SYSTEM 2.STRATEGY COMPALIANCE & LEGAL WORK 3.EMPLOYEE RECORD  RESEARCH

OBJECTIVE

1.RESEARCH METHODOLOGY 2.RESEARCH DESIGN 3.RESARCH TOOL -: UESTIONNAAIRE  DATA INTERPRETATION  FINDINGS  CONCLUSION  SUMMARY  BIBLIOGRAPHY



INTRODUCTION OF MGS GROUP TATA MOTORS





INTRODUCTION

In!ia1s largest compan' in the automo#ile an! commercial "ehicle sector with upwar!s of 234 cumulati"e Mar$et share in the Domestic 5ommercial "ehicle segment, an! a mi!si6e! pla'er on the worl! mar$et with 3.784 mar$et share in 9332 accor!ing to OI5+ !ata. The OI5+ ran$e! it as the 8:th largest automa$er ; #ase! on figures for 9332. an! the secon! largest manufacturer of commercial "ehicles in the worl!. The compan' is the worl!’s fourth largest truc$ manufacturer, an! the worl!’s secon! largest #us manufacturer. In In!ia, Tata ran$s as the lea!er in e"er' commercial "ehicle segment, an! is in the top < ma$ers of passenger cars. Tata Motors is also the !esigner an! manufacturer of the iconic Tata )ano, which at I)= 833,333 or appro%imatel' USD 9<33, is the cheapest car in the worl!. Esta#lishe! in 8:>?, when the compan' #egan manufacturing locomoti"es, the compan' manufacture! its first commercial "ehicle in 8:?> in a colla#oration with Daimler/Ben6 +, which en!e! in 8:@:. Tata Motors is a !ual/liste! compan' tra!e! on #oth the Bom#a' Stoc$ E%change, as well as on the )ew Aor$ Stoc$ E%change. Tata Motors in 933?, was ran$e! among the top 83 corporations in In!ia with an annual re"enue e%cee!ing I)= <93 #illion. In 933>, Tata Motors #ought Daewoo1s truc$ manufacturing unit, now $nown as Tata Daewoo 5ommercial ehicle, in South orea. It also acuire! Cispano 5arroceraS+, now a



full'/owne! su#si!iar'. In March 9337, it acuire! the aguar -an! =o"er &-=( #usiness from the *or! Motor 5ompan', which also inclu!es the Daimler an! -anchester #ran! an! the purchase was complete! on 9 une 9337. Tata Motors has auto manufacturing an! assem#l' plants in amshe!pur , antnagar , -uc$now, +hme!a#a! an! une in In!ia, as well as in +rgentina, South +frica an! Thailan!.

!"#$%'( (')'*"+#',-'*,'( '/+'(%,0' " ,' ,0, ( ,' !"#+%' #"0, ," "0( 4 +' !', " ,' ', +"%, " ** ,' T, !"#+%' ,5' ,"6','. G"%6 "7(8 T, % "!0%6 " '7 ,'!"*"6%' ( %"),%" ," (%)' %, $0%' % I(% ( %,',%"**9. T' N" ! % "' '/#+*'8  % ,' E5 0+'!"#+0,' (')'*"+'( $9 ",' T, !"#+9;8 7%! % 2<<= 7 5'( ,' 7"*(> "0, ,',. A!"'( % I(% ( 7'(('( ," ,(%,%"* )*0' ( ,"6 ',%!8 T, !"#+%' ' $0%*(%6 #0*,%,%"* $0%'' ,, 7%** !%')' 6"7, ,"06 '/!'**'!' ( %"),%"8 7%*' $*!%6 ,' %,'', " '"*('8 '#+*"9'' ( !%)%* "!%',9



HISTORY

Tata Motors is a part of the Tata roup manages its share/hol!ing through Tata Sons. The compan' was esta#lishe! in 8: after forming a 0oint "enture with Daimler/Ben6 + of erman'. Despite the success of its commercial "ehicles, Tata reali6e! his compan' ha! to !i"ersif' an! he #egan to loo$ at other pro!ucts. Base! on consumer !eman!, he !eci!e! that #uil!ing a small car woul! #e the most practical new "enture. So in 8::7 it launche! Tata In!icia, In!ia1s first full' in!igenous passenger car. Designe! to #e ine%pensi"e an! simple to #uil! an! maintain, the In!icia #ecame a hit in the In!ian mar$et. It was also e%porte! to Europe, especiall' the U an! Ital'. In 933> it acuire! Tata Daewoo 5ommercial ehicle, an! in late 933? it acuire! 984 of +ragoniteCispano 5aracara gi"ing it controlling rights of the compan'. It has forme! a oint enture with Marco polo of Bra6il, an! intro!uce! low/floor #uses in the In!ian Mar$et. =ecentl', it has acuire! British aguar -an! =o"er &-=(, which inclu!es the Daimler an! -anchester #ran! names.



CERTIFICATE OF MOTORS GENERALS SALES LIMTED

ORGSANI?ATION PROFILE -:



Tata Motors - Commercial Vehicles

M"' , *  !',09 " %#+'%)' +''!' ( T, M"," !",%0' ," +")%(' I(% 7%, ,"+ " ,' *%' !"##'!%* )'%!*'. T, M"," % I(%@ *6', ( #"6 ,' 7"*(@ ,"+ %)' #'(%0# ( ')9 !"##'!%* #0!,0'. W' )' ")' 13< #"('* +")%(%6  7%(' )%',9 " !"##'!%* ,+", "*0,%". A )'%!*' " ')'9 ++*%!,%" - 9"0 #' %, 7' )' %, F"# 2 ," LCV ," 4< ," ,!," ,%*' ( $0' ,, ! ', 1 +'"+*' ,"  #9  . F"# T%++' ," S+'!%* P0+"' V'%!*'8 ," /4 ( 4/4 " "( )'%!*' ( D''' )'%!*' - 7' !")' ,' ',%' 6#0,

T, M"," L%#%,'( % I(%> *6', 0,"#"$%*' !"#+98 7%, ')'0' " R. 31.4= !"' USD =.= $%**%"; % 2<1<-11. I, % ,' *'(' % !"##'!%* )'%!*' % '! '6#',8 ( #"6 ,' ,"+ ,'' % +'6' )'%!*' 7%, 7%%6 +"(0!, % ,' !"#+!,8 #%(%' ! ( 0,%*%,9 )'%!*' '6#',. T, M","> +''!' %(''( !0, !" ,' *'6, ( $'(, " I(%. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. [2! The company"s manufacturin# $ase in India is spread across %amshedpur &%har'hand(, )un &*aharashtra(, +uc' no &-ttar )radesh(, )ant a#ar &-ttara'hand( and harma &/arnata'a(. 0olloin# a strate#ic alliance ith 0iat in 25, it has set up an industrial oint venture ith 0iat roup utomo$iles at anan#aon &*aharashtra( to produce $oth 0iat and Tata cars and 0iat poer trains. The company is



esta$lishin# a ne plant at 6anand &uarat(. The !"#+9> ('*'%+8 *'8 ')%!' ( +'

+, ',7"5 !"#+%' ")' 3<< ,"0! +"%, T, M"," *" (%,%$0,' ( #5', F%,

$('( ! % I(%.



HEIRARCHY OF MGS GROUP OF TATA MOTORS

MOTORS & GENERAL SALES L,(. DIRECTOR M. RAHUL GUPTA;

MGS AUTO FAB P),.L,( DIRECTOR Mr. DIVAS GUPTA

MOTOR FAB SALES P),. L,(. DIRECTOR

MGS FABEUIPMENT

Mr. RAGHAV GUPTA

Mr. DIVAS GUPTA

MGS AUTO FAB PVT.L,(. DIRECTOR RAHUL GUPTA; GENERAL MANAGER !SCV" MR. VIKRAMJEET SINGH CARGODIVISIO  N SAURABH MATHUR !P.H"

PASSENGER DIRECTOR M#. AMBER SA$ENA !P.H.



DSM DSM R$ DSE

R. DSE

ACE

PSM DSE

MAGIG

DSM WINGER

DSE /VENTURE DSE

MANAGEMENT OF MGS TATA MOTORS AUTO FAB PVT. LTD.

AIM )MISSION) VISION OF MGS GROUP OF TATA MOTORS*+



A,-F C(/-# ,#/#' %3,/4 P'5/.

O0 M%%" -:T" #'', ,' 7"*( " ,' 0,0' 6"7,8 ,' 6"0+ 6',', ', % %, ,",* !"##%,#', ," 9"0 ,%!,%" "7 ( % ,' 0,0'. O0 V%%"-:T" (%)'%9 %"#,%" )%"0 0+!"#%6 '!," 7' " ," 6"0+ 0+ 7%, ,' 6*"$* *%$'*%,%".

O0 )*0' -: - D'*%6, !0,"#'. D'*%)' " !"##%,#',. D')'*"+ +'"+*'. D'+'( " '! ",'.



OBJECTIVE OF THE STUDY To identify and descri$e the factors hich are critical to the functionin# of a particular o$ 7 or' so that a match can $e esta$lished $eteen the s'ills re8uired to perform a o$talentof,o$holder..

T08 ,' #% "$'!,%)' " ,' ''! ': efinin# the factors of success in or's  or' role ithin the or#ani:ation.  ssessin# the current performance and future development need of staff holdin#

o$s and roles.  ssi#nin# compensation #rades and levels to particulars o$s and roles.  6electin# applicants for open positions usin# a$ility $ased on interviein#

techni8ue.

THEORETICAL ASPECT OF HUMAN RESOURCE MANAGEMENT



HUMAN RESOURCE MANAGEMENTHRM; ;uman resource< personnel mana#ement may $e defined as the art of procurin#, developin#, and maintainin# competent or'force to achieve or#ani:ational #oals efficiently.

MEANING & CONCEPT OF HRM A!!"(%6 ," FLIPO8 H0# '"0!' +'"'* #6'#', % ,' +*%68 "6%%6 8(%'!,%6 ( !","**%6 " ,' +"!0'#',8 (')'*"+#',8 !"#+',%"8 %,'6,%"8 #%,'!' ( '+,%" " ,' 0# '"0!' ," ,' '( ,, %(%)%(0*8 "6%,%" ( "!%* "$'!,%)' ' !!"#+*%'(.>> popular perception, invites your attention toards a reality chec'. Tal' to select ; e=ecutives and discover the truth.

RESPONSIBILITY OF HRM

HRM

ADMINIST RAIVE ROLE

OPERATIV E ROLE

STRAEGIC ROLE

ADMINISTRATIVE ROLE-:



POLICIY MAKER ADMINISTRATIVE ADVISOR COUNSELOR WELFARE OFFICER LEGAL CONSULT OPERATIVE FUNCTION REUCRITER TRAINER DEVALOPER MOTIVATOR COORDINATOR MEDIATOR EMPLOYEE CHAMPON EVALUATING MAINTINING RELATIONSHIP MANAGING CHANGE INTERIGATION STRATEGIC RESPONSBILITY OF HRM TECHNIUE& METHOD WORK PROCESS EMPLOYEES



B' strateg' we mean future /oriente! plan for interacting with the competiti"e en"ironment to achie"e organi6ational goals. Strateg' is a frame wor$ for managerial !ecision. It effects a firm’s awareness of how, when an! whereat shoul! complete an! for what purpose it shoul! compete .

FUNCTION OF HR MANAGER-:

;* department can initiate the recruitment and selection process ;) is su$ system in the total or#ani:ational plannin#. Or#ani:ational plans and determines the appropriate means for achievin# those o$ectives.



MANAGERIAL FUNCTION STRATEGIC OF HRM-: .

O R R G A N I Z Z I N



O%&#'()*+ F,*-()*  HRM

O#+'*)9'() *'

HR P'**)*+

J0 D&)+* &','()*

HR D&&%

R&-#,)(&*( M()'()*

C%&*'() *

P&##'*-&

H,'* R&'()*

J0

A%%#')' J0 A*'5) ''#5 T#')*)*+

S&&-()*

W'+& '*6

A6)*)(#'()*

M#'&

J0

S'()'-()* I*6,-()* M'*'+&&*( B&*&7(

F#)*+&

P'-&&*( D&&%&*( 8 G#)&'*-&  D)-)%)*'#5 C'#&&# P#-&6,#& D&&%&*(

C,*)-'()*



:,')(5  )&

HUMAN RESOURCE PLANNING ;uman resource plannin# is a system of matchin# the supply of people openin# the or#ani:ation aspect over a #iven time frame or, e can say 8uantity <8uality of the person is re8uired for or#ani:ation is ; )+>>I> .

I %#+*' 7"(8 HRP % 0(',""(  ,' +"!' " "'!,%6  "6%,%"> 0,0' ('#( " ( 0++*9 "8 ,' %6, ,9+' " +'"+*' % ,' %6, 0#$' .I, % "*9 ,' ,% ,, '!0%,#', &'*'!,%" +"!'.

MANPOWER

PLANNING

?uantity< ?uality of the person is re8uired for or#ani:ation is ;).

E,%#,%" " HR & $', 0,%*%,%" " 0# '"0!'>> I,> !**'( M+"7' P*%6>

Its first step of ;  ) and important role play or#ani:ation.



MANPOWER PLANNING PROCESS SECON

HRNEEDS

HRSUPPLY&FORCAST

SHORTA GERECRUIRTMEN TSELECTION', 8 !.

HRNEEDS

SURPLUSRESTRICTEDHOURSVRS8LAYOFF

HRSUPPLY&FORCAST

SHORTA GERECRUIRTMEN TSELECTION8',!.

SURPLUSRESTRICTEDHOURSVRS8LAYOFF

D STEP OF HR PLANNING RECRUITMENT:-

R'!0%,#', %  +"+'!,%6 "$ 7'' "6%,%" #5' '! " +"+'!,%6 '#+*"9''. R'!0%,#', %)"*)' ,,!,%6 ( "$,%%6  #0! ++*%!,%"  +"%$*' "# '*%6%$*' "$-''5'. R ecuritment



it is useful to note that hirin#, contratry to popular perception, is an on#oin# process and not confined to the formative sta#es of an or#anisation. @mployees leaves the firm in search of #reener pastures A some retire and some die in the saddle.*ore importantly, an enterprise #roes, diversifies, ta'es over other units Aall necessitatin# hirin# of ne men and omen. ecuritment represents that contact that a company ma'es ith potential employees,

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2. T&-<*+)& )* (&-<*)=,&. 3. E>%'*'()*  ?0 6&-#)%()*  '*'59)*+  #&=,)#&&*(. 4. S,#-)*+  %#7& # %#('. @. S-#&&*)*+  %#7& ' %&# (<& #&=,)#&&*(. . C')*+ (<& -'*6)6'(&. . F#'(()*+  %#7&. . M')*(&*'*-&  6'(' 0'&.



ONLINE RECRUITMENT WEBSITES 6uch sites have to main features, o$ $oards and a resume< Burriculum Citae &BC( data$ase. %o$ $oards allo mem$er companies to post o$ vacancies. lternatively, candidates can upload a resume to $e included in searches $y mem$ers companies. 0ees are char#ed for o$ postin#s and access to search resume.

HEADHUNTERS

;eadhunters are third party recruiters often retained hennormal recruitment efforts have failed. ;eadhunters are #enerally more a##ressive than inDhouse recruiters. They may use advanced sales techni8ues, such as initially posin# as clients to #ather employee contact, as ell as visitin# candidate offices. They may also purchase also e=pensive list of name and o$ title, $ut more often #enerate their on lists.

SELECTION SELECTION & INTERVIEWEDccordin# to 6BOTT, Fn intervie a purposeful e=chan#e of ideas, the anserin# of 8uestion and communication $< to or more person."" FThe intervie is a selection techni8ue hich ena$les the employer to vie the total individual and directly appraise him and his $ehavior.G

COMMON PITFALLS IN SELECTION INTERVIEW-:

1-; Too much tal'in# and too little listenin#, resultin# in s'etchy information

PERCEPTION:- Our ina$ility to understand others accurately is pro$a$ly the most fundamental common pit full to selection the ri#ht candidate. FAIRNESS:- 0airness in selection re8uire that no individual should $ediscriniorated a#ainst on the $asis of reli#ion re#ion, race or #ender.

RELIABILITY:- relia$le method is one hich produce consist result hen repeated in similar situation. +i'e a validated test, a relia$le list may fail to predict o$ performance ith precision. )@+I*I>H I>T@CI@ED J6@+@BTIO> T@6TED



@*)+OH*@>T I>T@CI@ED @0@@>B@  KB/ O-> >+H6I6ED 6@+@BTIO> @BI6IO>ED );H6IB+ @L*I>TIO>ED %OK O00@ED @*)+OH*@>T BO>TBTED @C+-TIO>ED STEPS INVOLVED IN THE SELECTION

PROCESS8; 1.BLANK APPLICATION FORM 8; B'* '%%)-'()* # '#& (<& %#)*(&6 #  (<& #+'*)9'()*. I( )*-,6& :,')7-'()* P&#*' )*#'()* W# &>%&#)&*-& M)*), '--&%('0& R&&#&*-&

2. TESTS 8; T<&& (&( '#& 6))6&6 )*( (<& )*+ (<#&& -'(&+#)&. A-<)&&&*( (&(. A%()(,6& (&(. P&#*')(5. 3. INTERVIEW8; I*(&#)& ) (<& ( -#)()-' ('+& )( &*,#& (<'( (<& #)+<( -'*6)6'(& ) &&-(&6 # (<& ?0 )*(&#)& %'**)*+ ) ,(.



4. MEDICAL E$AMINATION 8; I( )*-,6& I( %<5)-' 7(*& # (<& ?0 -*-&#*&6. T %#(&-( (<& #+'*)9'()* # )*&-()* 6)&'&. T -<&- &>-&)& &>%&*6)(,#& * (<& (#&'(&*(  (<& &%5&&. REFERENCES CHECKING8; T<& ')* ')  #&&#&*-& -<&-)*+ ) ( +'(<&# )*#'()* '0,( (<& -'*6)6'(& 7*' &&-()* * (<& -'*6)6'(& 7*' &&-()*



TRAINING & DEVELOPMENT >o industrial or#ani:ation can lon# i#nore the trainin# and development needs of its employees ithout seriously inha$itin# its performance. The development of hi#h potential or'ers ith the support of continuous trainin# and retrainin# is no AaDday seen as a core element in the development of competitive advanta#e of the or#ani:ation.

A!!"(%6 ," E(7% B. F*%+"" , FIt is a or#ani:ed procedure $y hich learn 'noled#e and s'ill of an employee for doin# a particular o$G It refers to instruction in technical and mechanical operations it is desi#ned primarily for non man#er.

T%%6 ( (')'*"+#', "' !"#+',%,%)' (),6' ,"  %# $9 '#")%6 +'"#!' ('%!%'!%' #5%6 '#+*"9'' ,9 *"6 #%%#%%6 !!%(',8 !+ ( #'',%6 0,0' '#+*"9'' ''(.

IMPORTANCE OF TRAINING :I. II. III. IC. C.

educin# in cost of production. *a=imum utili:ation of material man. *inimum possi$ility of accident. 6ta$ility in or#ani:ation. ;i#h moral. J*@T;O6 O0 %OK TI>I>J



JO> T;@ %OK TI>I> J

JO00 T;@ %OK TI>IJ

PERFORMANCE APPRAISAL:n or#ani:ation"s #oals can $e achieved only hen people put in their $est efforts. ;o to ascertain hether an employee has shon his or her $est performance on a #iven o$M Of ;*

FPERFORMANCE

INDIVIDUAL>S BENCHMARKS.

APPRAISAL IS AN OBJECTIVE ASSESSMENT OF AN PERFORMNCE AGAINST WELL DEFINED

)erformance m#t refers to the entire process of appraisin# performance #ivin# feed$ac' to the employees and offerin# reards or the employees and offerin# reards or punishment to them.

HOW PERFORMANCE APPRAISAL COMPETITIVE ADVANTAGE

CAN

CONTRIBUTE

FIRM>S



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S,,'( *6'$%!**9 ,' +%!%+* %. PERFORMANCE  F ABILITY  MOTIVATION; To $e motivated means to $e en#a#ed in a #oalDdirected $ehavior.  #oal directed $ehavior alays $e#ins ith individual feelin# certain needs. hat should a mana#er do to improve employee performanceM @very o$ is made up of three BomponentsE )lannin#, doin#, controllin#. %o$ enrichment increases the proportion and plannin# and controllin# component and reduces. The proportion of the doin# components. This can $e accomplishment in several ays such as $yE



&(.@liminatin# a layer of supervision.

B;.I!'%6 7"5'> 0,""#9 ( 0,"%,9. '.6.-hen to start and stop or', hen to have a $rea', to plan or'. C;. G%)%6 7"5'  !"#+*',' ,0* 0%, " 7"5. D;. G%)%6 (%'!, ''($!5 ," ,' 7"5' 7%,"0, ,' 0+')%" !"#%6 % $7 7"5' F''* ++%' 7' ,'9 '!'%)' !"##', "# !*%', (%'!,*9. E;.I,"(0!%6 '7 ( #"' (%%!0*, ,5 ", +')%"0*9 (*'(.

PRACTICAL ASPECT OF HRM IN MGS GROUPOFTATA MOTORS POLICIES & SYSTEM -: Our focus on employees and or#ani:ation effectiveness is differential $y our commitment to #o $eyond practically implementa$le F$est practice"" to focus on Bustomi:ed solution and our e=ecution that creates impact e desi#n and implement ; policies $ased upon researched and implement. ; team is constantly interactin# ith ; professional"s ideasN learn a$out the latest trends, useful ; practices and the practical implement of the policies.

LIST OF POLICIES OFFERED IN THE POLICY PACKAGE:-



POLICY PACKAGE -: P"*%!%' ' *%,'( $9 '#+*"9' ( ",'( $9 +"*%!9 ,9+'>> " !"#+9 !")'%'!' .

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%3,/4 P3,54 ) P5#((#( Gualit' olic' He en"isage TOT+- 5USTOME= S+TIS*+5TIO)’ #' engra"ing following traits on our fa#ric.

Hi g hpe r f or ma nc ewo r ks y s t em ( HPWS)i sal s oa no t h erme t h odt oe x pl a i nt h es i t u at i oni n mo t o r s &g en er a l ss a l e s .Au t o no mo uswo r kt e ams ,o pe ns y s t e msa ndpe r f o r ma nc e b as e dp a yar ek no wn c o l l e c t i v e l ya shi g hp er f o r ma nc ewo r ks y s t e ms ( Ro us e ,2 00 0) .HPWSh av eal s o“ c o met obek no wnas h i g hi n v o l v e me ntwo r ks y s t e ms ,fl e x i b l ewo r ks y s t e msa ndhi g hc o mmi t me ntwo r ks y s t e ms ”( Ag ha z ad eh &Seedi ng,2004)I not herwor ds ,t he yar es i mpl ywor kpr ac t i c et hatc anbedel i ber at el yi nt r oduc edi n o r d ert oi mpr o v edor g an i z at i on al p er f o r ma nc eTh ema i nf o cu so fHPWSi sor g an i z i n gwo r ks ot h att h e



empl o yeespar t i c i pat ei ndec i s i onst hataff ec tt heev er y da yoper at i onsofanor gani z at i on.Ther ear et hr ee po t ent i al f a ct or st hatc anaff ec thi ghper f or man cewor ksy s t em i nGener al Mo t or s ;r et r enc hme ntof wo r k e r s ,t e ch nol o gyus eda ndl a y ou td es i gn .

STRATEGY COMPALINCE & LEGAL WORK -: OUR STRATEGY-: e ill increase profita$ility throu#h allocation of capital toards opportunities offerin# more consistent and hi#her returns. +evera#e the *6 $rand and our core competencies in automo$ile, education, healthcare, entertainment, e=port and to #ro in selected cate#ories and #eo#raphic Kuild partnership ith 'ey customers and splicer $oth in the $usiness AtoD$usiness and $usiness Ato Acustomers areas stren#th our leadership competencies.

EMPLOYEE RECORD-:



R P S E T E S M P C R A U S F L R A F O  I N R T  A D E M L E E O V S N R F L T E O P C P E R O M I R P N F D L G O N O R  E O R M W F E A N E C E O C M R E D P E L C R O E  R C O E D E R D R E C O R

E#/( P%/,5,%/, ?3 Aears 5ele#ration 5ustomer Meet 2 th +ugust 933? -uc$ now T+T+ Motors -TD Motorsfa# sales&( -TD Motors J general sales -TD

TYPES OF NON MONETARY REWARD-:



SCOPE OF SERVICES



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GLOBAL IN MOTORS &GENERALS SALES PVT LTD. M/( & G##%3( (%3#( C-%4 &)ASEF M, TSKF MM.U(, commonl' $nown as M/( & G##%3

or MG, formerl' incorporate! &until 933:( as M/( & G##%3 (%3#( C%/, , is an +merican multinational automoti"e corporation hea!uartere! in Detroit, Michigan an! the worl!1s secon!/ largest automa$er .L<; MGS emplo's 93:,333 people in e"er' ma0or region of the worl! an! !oes #usiness in some 8?2 countries. MS On Star su#si!iar' pro"i!es "ehicle safet', securit' an! information ser"ices. On une 7, 933:, l MotorJ enerals sales file! for reorgani6ation un!er the pro"isions of 5hapter 88, Title 88, Unite! States 5o!e. On ul' 83, 933:, with financing partiall' pro"i!e! #' the US o"ernment,

MS is hea!uartere! at the =enaissance 5enter in Detroit. It emplo's appro%imatel' 93:,333 people aroun! the worl!. In 933:,



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MS =OU O*T+T+ Motors, a 8334 su#si!iar' of the US 8@ #illion *or#es lo#al 9333 an! Business Hee$ +sia Top 83 technolog'/!ri"en engineering an! !esigning ma0or, Tata Motors, offers comprehensi"e, en!/to/en! software solutions an! ser"ices. -e"eraging the heritage an! !omain e%pertise of the parent compan', its ser"ices encompass a #roa! technolog' spectrum, catering to lea!ing international companies across the glo#e. Tata Motors, a 5MM -e"el ? compan', has a successful C= s'stem. =ecruitment, training, 0o# rotation, succession planning an! promotions/all are !efine! #' C= s'stem )earl' all C= inter"entions are lin$e!. +ll people who ha"e gone through 0o# rotation un!ergo a transformation an! get a #roa!er perspecti"e of the compan'. *or instance, a



person lac$ing in negotiation s$ills might #e put in the sales or purchase !epartment for a 'ear to hone his s$ills in the area. Hhen the compan' starte! competenc' mapping the whole process too$ eight months for si% roles an! two "ariations. E"entuall', 8@/87 profiles were wor$e! out. Two appraisals are !one su#seuentl'N e"er' pro0ect/en! for s$ills, an! annual for #eha"ioral in s'stem.There was resistance from the line people, #ut when the num#ers starte! flowing the' sat up. E"er' uarter, an SBU/#ase! s$ills portfolio is pu#lishe!. +s far as training an! !e"elopment is concerne!, instea! of as$ing people to atten! classes, the' themsel"es get pulle! to the classes. Intro!uction of MS has also in"ol"e! intro!ucing s$ill appraisals in performance appraisals. This has also le! to training people on how to assess su#or!inates.



RESEARCH METHODOLOGY

DE*I)ITIO) O* =ESE+=5C

A55',$ /" /8# A'%5#' L#%#’( D,5/,%4 9 C#/ E$3,(8

“ + careful in"estigation or inuir' speciall' through search for new facts in an' #ranch of $nowle!ge. 

To gain familiarit' with a phenomenon or to achie"e new insights into it.



To portra' accurac' the characteristics of a particular in!i"i!ual, situation or a group.



To !etermine the freuenc' with which something occurs or with which it is

associate! with something else.





To test a h'pothesis of a casual relationship #etween "aria#les.

TYPE OF RESEARCH The research !esign for m' research is '#(5,/,# in nature where the en! o#0ecti"e is pre!etermine! an! the o#0ecti"e of m' research is to fin! out the solution of pre!etermine pro#lem. D#(5,/,# #(#%58 is that research which is concern with !escri#ing the characteristic of

a particular in!i"i!ual or of a group. In !escripti"e research must #e a#le to !efine clearl' what we want to measure an! must fin! a!euate metho! for measuring it along with a clear cut !efinition of which he want to stu!'. It inclu!es sur"e's an! fact fin!ings enuiries of !ifferent $in!s.

TYPE OF UNIVERSE F,,/# ,#(# is use! for !ata collection #ecause the no. of items is certain.

SAMPLING UNIT The sampling unit which is use! for collecting !ata a#out C= S'stems is the no. of emplo'ees wor$ing in the MGS GROUP OFTATA MOTORS :L5;<=.

SI>E OF SAMPLE



2? emplo'ees were consi!ere! for !ata collection. This inclu!es lower le"el managers,

mi!!le le"el managers, high le"el managers J non/managers, engineers, technicians an! operators.

SAMPLING TECHNIUE D#3,@#%/# (%-3,$ techniue is use! in the report. Deli#erate sampling metho! in"ol"es

purposi"e or !eli#erate selection of particular units of the uni"erse for constituting a sample which represents the uni"erse.

D,99##/ T4#( O9 S%-3# D#(,$

There are !ifferent t'pes of sample !esigns #ase! on two factors, i.e., the representation #asis an! the element selection techniue. On representation #asis, the sample ma' #e pro#a#ilit' sampling or it ma' #e non/pro#a#ilit' sampling. On element selection #asis, the sample ma' #e either unrestricte! selection techniue or restricte! selection techniue. Thus, the sample !esigns are #asicall' of two t'pes, i.e., *@%@,3,/4 (%-3,$ an! @%@,3,/4 (%-3,$.



M&(<6 O S'%)*+

P#0'0))(5 S'%)*+

N*8P#0'0))(5 S'%)*+

s

R'*6

J,6+&*(

S(#'()7&6

:,('

C,(&#

P'*&

S5(&'()-

C*&*)&*-&

S .S. INSTITUTE OF MANAGE MENT M,()8('+&


T4#( 9 D%/% A' M#/8'( 9

Err!r> Reere(e 0!re (!t !(&

D%/% C33#5/, T+e !//et$!( ! &'t' re?$re& t+r!)+>

@ :UESTIONNAIRE @ OBSERVATION The most important part of an' research is collection of !ata. The tas$ of !ata collection #egins after the research pro#lem has #een !efine!. Hhile !eci!ing a#out the metho! of !ata collection to #e use! for the stu!', the researcher shoul! $eep in min! that the !ata are of two t'pesF

P,-%4 D%/%+ rimar' ma' #e !escri#e! as those !ata that ha"e #een o#ser"e! an! recor!e! #' the researchers for the first time to their $nowle!ge, an! thus happen to #e original in character. S#5'%4 D%/%+ Secon!ar' !ata are statistics not gathere! for the imme!iate stu!' at han! #ut for some other purposes. R#(#%58 D#(,$ There are three types of research J@=ploratory esearch Jescriptive esearch J Basual esearch e have used

D'!%+,%)' ''! ('%6



The $asis of my research as primary data hich I collected from 5 peoples i.e. sample si:e in the service centre throu#h F?uestionnaireG.

M%, A(#5/( 8,3# P#%,$ #(/,%,# ?uestionnaire is often considered as the heart of survey operation. It is the method of o$tainin# specific information a$out a defined pro$lem so that the data, after analysis and interpretation, results in $etter appreciation of the pro$lem. ;ence #reat care has to $e ta'en in constructin# it. This re8uires studyin# main aspects of the 8uestionnaire F 1. F- 9 /8# #(/,%,#+ *ainly the #eneral form of the 8uestionnaire is concerned it can $e either structured or unstructured. The 8uestionnaire preferred $y me as structural in nature I preferred this format $ecause all the 8uestions ere definite, concrete, and preD determined, comments in the respondents on ords as held to $e minimum.

2. D#/#-,# /8# T4# 9 #(/, / (#+ Kefore or'in# on the ordin# of each 8uestion, they must decide on type of 8uestion to use. There are three main types of 8uestions from least structured to most structured areE

Open Guestions Multiple uestions Dichotomous. 3. D#5,',$  ',$( 9 #(/,+ ordin#s of each 8uestion 6hould $e thorou#hly e=amined. 0olloin# points should $e 'ept in mind hile preparin# 8uestionnaireE •

Define the issue

•

Shoul! the uestion #e su#0ecti"e or o#0ecti"e



•

ositi"e or negati"e statement

•

Use simple wor!s

•

+"oi! am#iguous uestions

•

+"oi! lea!ing uestions.

. D#5,'#  #(/, S##5#+ Once the ordin# has $een determined. it is necessary to set them up in some order. The se8uence can influence the results o$tained.  8uestionnaire has three maor sectionsE •

Basic information

•

5lassical information

•

I!entification Information

I paid proper attention to the ordin#s of 8uestion as ell as on the se8uence of the 8uestions since relia$le and meanin#ful returns depend on it, to the lar#e e=tent. The important steps that I too' in choosin# the ords are as follosE •

Simple wor!s, which are familiar to all the respon!ents, were emplo'e!.

•

Hor!s with am#iguous meanings were a"oi!e!.

•

Danger wor!s catch wor!s or wor!s with emotional connotations were also a"oi!e!.

•

5aution was e%ercise! in the use of phrases, which reflect upon the prestige of respon!ent.



MOTORS &GENERALS SALES PVT. LTD. PROJECT REPORT TITLE HUMAN RESOURCE PLANNING UESTIONNAIRE

>ame

E



Occupation

E



Bontact >o.

E



ddress

E



? 1E hat do you thin' a$out your BompanyM PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP



PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP ? 2E hat do you li'e most in this BompanyM PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

?3E hat is your preference in +ifeED

&a( *oney

&$( Bareer

&c( Koth

? 4E id you #et any )romotion in the BompanyM

&a( H@6

&$( >O

? 5E ;o ould you rate your performance in the BompanyM

T%!5  "*9 "';



a( @=cellent

$( ood

c( vera#e

d( )oor

? E o you )articipate in ecision *a'in# in your area of OperationE D

T%!5  "*9 "';

a( lays

$( Often

c( >ever

? QE hile or'in# if you ma'e any mista'e, do you #etE

T%!5  "*9 "';

a( )unishment

$( Bhance to improve

c( Koth

? RE o you li'e the or' hich is assi#n to youM

T%!5  "*9 "';



a( H@6

$( >O ? 9E o you #et e#ular and )roper support from your seniorsM

a( H@6

$( >O

? 1E To hom ould you consider your ole *odelM PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

? 11E If you have or' pressure ho do you mana#e itM

T%!5  "*9 "';

a( @asily $( iscussin# ith seniors

c( @scape


MGS GROUP GR OUP OF TAT TATA MOTORS MOTOR S HUMAN RESOURCE PLANNING

? 12E urin# @=treme )ressure ith hom you discuss 0irstE 6eniors

0amily *em$ers

>one

? 13E ;o do you $alance $eteen or' or' and )ersonal +ifeM PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

? 14E part from f rom a#es, a#es, do you #et any Tar#et Tar#et IncentivesM PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

? 15E If you are promoted, hat ill $e your esponsi$ilitiesM PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

?1E hat chan#es you ant in the Or#ani:ation



PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP

? 1QE o you have any 0uture )lan 1. 2. 3.

? 1RE re you satisfied to or' ith the Or#ani:ationM T%!5  "*9 "';

a ( H@ 6

$( >O

 7 <> S))e0t$!( !r rt+er &e%e/!#"e(t

a( PPPP PPPPPP PPPP PPPP PPPP PPP. P.

$( PPPPPPPPPPPPP...

B(PPPPPPPPPPPPP

DATA DATA INTERPRE INTE RPRETA TATION TION


MGS GROUP GR OUP OF TAT TATA MOTORS MOTOR S HUMAN RESOURCE PLANNING

7889 389 389 ;89 ;89 :89 :89

Re0#(0e Re0#(0e ! e"#/!*ee0 #er!"'(e

=89 =89 89 RES PONDENT

NOT RES PONDENTT

E%5&& E%5& & P&##'*-& P&##'* -& R'() A%&-(  MGS TATA MOTORS INTERPRETATION> Re0#!(&e(t- 389

N!( re0#!(&e(t- =89.



The top most le"el of the organi6ation i.e. >?4 managers fin! new opportunities to ta$e MS =OU O* T+T+ MOTO=S to a higher le"el. Hhile <34 #eing optimistic, 834 creates J communicates "ision J !irection, an! 8?4 inspires J moti"ates others with enlightene! insights.



>34 managers who are wor$ing in

MS =OUT+T+ MOTO=S pro"i!es rewar!s,

fee!#ac$ J recognition to the emplo'ees an! other staff. Hhile 834 onl' empowers J trains people. =emaining 8?4 J


.

The $nowle!ge e%ecuti"e managers is much more satisfactor'. +t least ?34 people who are wor$ing o"er here are $now a#out organi6ation



+t the engineer’s le"el, the le"el of information collection is a#out 234, which is uiet goo! from an organi6ation point of "iew. 8?4 engineers ha"e anal'tical competenc', 834 are creati"e people an! ?4 engineers are technical e%pertise in their rele"ant fiel!s.



The interpersonal J lea!ership competencies of engineers in MS =OU O* T+T+ MOTO=S is a#out 34 engineers are organi6ing.



+t the technicians J operators le"el competencies, @?4 people who are wor$ing ha"e !etaile! $nowle!ge of materials J tools, 8?4 ha"e operational $nowle!ge of machines J tools, P?4 people ha"e #oth pro!uct stan!ar! an! testing $nowle!ge.



FINDINGS 8. In my analysis the performance of *6 O-) O0TTD*OTO6 is varyin# from area to $e $ecause of its advertisin# strate#y and many other facilities are different.

2. In my analysis around more then 9S people says that *6 O-) O0 TTD *OTO6 service is #ood and rest is people say no comment.

3. *6 O-) O0TTD*OTO6 provided its service to its customer henever they need and also here ever the need ith the help of customer cares.

4. In case of telecommunication customer are very choosy and economical.

4.

S'/e0 0t'B0 're %er* 't$%e $( 'ter 0'/e0 0er%e.



CONCLUSION fter analy:in# various function of the or#ani:ation the social, technical and education $ac'#round of the employees, policies and strate#ies adopted $y *6 O-) O0 TT *OTO6, $enefits and services provided $y the company to its employee, I concluded thatD *6 O-) O0TT *OTO6 is presently laid to #reat e=tent for adoptin# super$ recruitment process to that the selection of $est employee is possi$le. It is successful in inte#rated utili:ation of human resources for achievin# the or#ani:ational o$ective. It is clear from the perform of the since from its esta$lishment it is consistently increasin# its profit and #roin# rapidly. The main reason the performance of the company that since form its esta$lishment it is consistently increasin# its profit and #roin# rapidly.  @ffective recruitment procedure.  @ffective employee participation.  @ffective communication.  i#ht for e=pression  encoura#ement.  @ffective identification of trainin# needs.  @ffective performance appraisal system.

This study shos that e=pecta$le trust and lon# terms relationship in employees  employers.

MOTORS & GENERALS SALES OF TATA MOTORS

SUMMARY-:



In my proect I have learnt a lot a$out the mar'et need, ;o a company"s or's ta'es place, hat are the re8uirement, or'in# condition ion. In short my proect is related to ; )+>>I>6, as e 'no ; is $ac' $one of company. *y report consist recruitment, selection, process, performance appraisal, compensation $enefits.

BIBLOGRAPHY-:

)6, +*, )@6O>+ *>@*@>T, >@ @+;I, 6-+T> B;>  6O>6,

22. /, sathappa, ;-*> @6O-B@ *>@*@>T, >@ @+;I.



/othari B., esearch *ethodolo#yN >e #e )u$lication, 2 nd @dition >e elhi 2Q.

WEBSITES;

.#oo#le .com. .motors#enralsales limited.com.

www.tatamotors.com .livesearch.com. .i'ipedia.com.






90853516 Human Resource Planning Tata

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