A Project Report On
“Employee and Employer Relationship in “Employee Atmaram Enterprises Enterprises at agra”
In Partial Fulfillment of the requirement for
M BA DEGREE DEGREE PRO PROGR GRAM AM M E Of G.B.T.U. Lucknow (Session 2009-11) Under the Esteemed Guidance of:
Jaswant Wittke (Manager HR) Submitted to :
Submitted By:
Miss Gagan Deep Faculty (HR)
Shilpi Kulshrestha rd MBA III Sem. Roll No.0961770042
UTTAM INSTITUTE OF MANAGEMENT STUDIES RUNAKTA KIRAWLI ROAD,AGRA
DECLARATION
I, Shilpi Kulshrestha student of Masters of Business Administration , UTTAM INSTITUTE OF MANAGEMENT STUDIES, AGRA (U.P.), hereby declare that I have completed Summer Internship on “EMPLOYEE
AND
EMPLOYER
RELATIONSHIP
IN
ATMARAM ENTERPRISES AT AGRA” as part of the course
requirement. I further declare that the information presented in this project is true and original to the best of my knowledge. Shilpi Kulshrestha rd
MBAIII SEM. Date: Place: AGRA
Roll. No.0961770042
DECLARATION
I, Shilpi Kulshrestha student of Masters of Business Administration , UTTAM INSTITUTE OF MANAGEMENT STUDIES, AGRA (U.P.), hereby declare that I have completed Summer Internship on “EMPLOYEE
AND
EMPLOYER
RELATIONSHIP
IN
ATMARAM ENTERPRISES AT AGRA” as part of the course
requirement. I further declare that the information presented in this project is true and original to the best of my knowledge. Shilpi Kulshrestha rd
MBAIII SEM. Date: Place: AGRA
Roll. No.0961770042
ACKNOWLEDGEMENT
Behind every achievement lies a unfathomable sea of gratitude to those who have extended their support and without whom it would never have come into existence. To them we say our words of gratitude. I would like to express my deepest sense of gratitude to Mr. Jaswant Wittke (Manager-HR) Atma Ram Auto Enterprises at Agra for giving
me this opportunity to undergo Summer Training at Atma Ram Auto Enterprises at Agra. I would also like to extend my heartfelt gratitude to him for his constant encouragement and valuable insight, guidance and facilities at all phases of the project. I would also like to acknowledge the support and guidance of Manager HR, Mahindra & Mahindra, without his help and encouragement it would have been practically impossible to complete this project. Last but not least I am also thankful to Miss Gagan Deep (Faculty HR) of UTTAM INSTITUTE INSTITUTE OF MANAGEMENT MANAGEMENT STUDIES and the entire Summer Placement Team who helped me in getting my Summer Internship at Outlook Group. Shilpi Kulshrestha MBA IIIrd SEM.
PREFACE I have great pleasure in doing my project on “EMPLOYEE AND EMPLOYER RELATIONSHIP
IN ATMARAM ENTERPRISES
AT AGRA”
Need of this project arises because summer training with project is a part of my syllabus. Another reason is that one of the important aspect of an MBA student‘s career. It is basically to strengthen our knowle dge with
the latest technologies and recent development.
My project title is “Employee and Employer Relationship
in
Atmaram Enterprises at Agra” in Atma Ram Auto, Agra‖ reason for
choosing this particular topic is that India has also opened which provide tremendous opportunities.
As an MBA student it is necessary to know deeply about human resources and its various aspects.
This project is an indispensable vide-mecum for the students who are in relation with Employees and Employer.
EXECUTIVE SUMMARY
The Project “Employee and Employer Relationship Enterprises at Agra”
in Atmaram
is an attempt to find out new areas of
development through which business can be generated for the company. Lets understand the meaning of the of the project title, employee and employer base means the group of employees and/or employer that a HR relation in the company. A future aspect means something that will exist or happen in times to come which will an appearance to the eye or mind. Auto industry is going a long way in developing, formulating and implementing promotional strategies to cope up with the tough competition. Strategies are formulated not only keep up with cut throat competition but also to meet the highly volatile consumer preferences. The analysis revealed that most of the customers were motivated by the gifts provided by the subscriptions rather than the price reduction. Thus it brought out that gifts play a key role in the success of promotional schemes. The market survey was conducted to confirm the facts revealed by the sales data analysis vindicated that the speculations were true since most respondents agreed to that they were motivated by the gifts, especially by the brand value and utility of it Hence from the findings of the Human Resources Department and by different analysis performed effective strategies has been formulated and proposed which might be useful in devising the future strategies for Hero Honda two wheeler sale and promotion at Agra.
Table of Contents Executive Summary Introduction Company Profile – Vision, Mission History Personal Development & Training SOWT Analysis Organization Structure Objective of the Study Definition of Employee & Employer Methods Process Research Methodology Object Area of Study Sample Size Method of Data Collection Hypothesis Data Analysis & Interpretation Findings Limitations Suggestion & Recommendations
Conclusion Bibliography
Introduction
INTRODUCTION
“EMPLOYEE AND EMPLOYER RELATIONSHIP IN ATMARAM ENTERPRISES AT AGRA”
at Mahindra and
Mahindra Limited ( Automotive Div.)
The Atma Ram Group is involved in the retailing of Automotive
Vehicles and its allied in the Agra region since the past 6 decades. Known for its originality and prestige the group owns 5 showrooms in home town Agra , besides Mathura and Etah. Founded by Late Sh. Atma Ram Ji Dudwewala in the year 1945 the group procured various stars
and honours under the leadership and guidance of Late Sh. Ram Gopal Ji.
Late Sh. Atma Ram Ji Dudwewala (Founder)
Late Sh.Ram Gopal Ji (Inspirator)
Key Activities :
Authorized Dealers of Hero Honda Motors Limited Mahindra and Mahindra Limited ( Automotive Div.) Hindustan Motors Limited Spares Parts Tyres & Tubes
ADDRESSES Registered & Corporate office Atma Ram Auto Mathura RoadArtoni , Agra. Ph : +91-562-2641355 , 2641537 Email :
[email protected]
Contact Person : Mr. Anil Dudwewala
Atma Ram Auto Enterprises 37/1 Bhagwan Talkies Agra - Delhi Bye Pass Road Agra. Ph : +91-562-2851468 , 2850184 Email :
[email protected] Contact Person : Mr. Ramesh Agarwal
Atma Ram & Sons 33 , Pratappura Agra - 282001 Ph : +91-562-2363061 Fax : +91-562-2268361 Email :
[email protected] Contact Person : Mr . Sanjay Agarwal, Mr . Sunil Agarwal
Company Profile Mahindra and Mahindra Limited ( Automotive Div.)
Mahindra & Mahindra Limited Type
Public (BSE: 500520)
Industry
Automotive Farm Equipment
Founded
1945
Headquarters Mumbai, Maharashtra, India
Key people
Keshub Mahindra (Chairman), Anand Mahindra (ViceChairman & Managing Director)
Revenue
▲ 31,568.54 crore (US$7.17 billion) (2010).
Net income
▲ 2,871.49 crore (US$651.83 million) (2010).
Employees
16,000+ [1]
Parent
Mahindra Group
Website
Mahindra.com
[1]
[1]
Company History Mahindra & Mahindra Limited (BSE: 500520) is part of the Indian
Industrial Conglomerate Mahindra Group based in Mumbai. The company was set up in 1945 in Ludhiana as Mahindra & Mohammed by brothers K.C. Mahindra and J.C. Mahindra along with Malik Ghulam Mohammed. After India gained independence and Pakistan was formed; Malik Ghulam Mohammed moved to Pakistan where he became the nation's first finance minister. Now, with the Mahindra brothers as the whole sole of the company, its name was changed to Mahindra & Mahindra in 1948. Initially set up to manufacture general-purpose utility vehicles, Mahindra & Mahindra (M&M) was first known for assembly under licence of the iconic Willys Jeep in India. M&M introduced Jeeps to India and in no time they established themselves as the Jeep manufacturers of India. The company later branched out into the manufacture of light commercial vehicles (LCVs) and agricultural tractors, rapidly growing from being a manufacturer of army vehicles and tractors to an automobile major with a growing global market presence. At present, M&M is the leader in the utility vehicle segment in India with its flagship UV Scorpio. In recent times the company is engaged in spreading its reach beyond its traditional markets. They entered into the two-wheeler segment by taking over the Kinetic Motors in India. M&M also has controlling stake in REVA Electric Car Company. M&M has also been selected as the preferred bidder for the acquisition of South Korea's SsangYong Motor Company.
Our Group > Group Overview Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India and is now a US $7.1 billion Indian multinational. It employs over 1,00,000 people across the globe and enjoys a leadership position in utility vehicles, tractors and information technology, with a significant and growing presence in financial services, tourism, infrastructure development, trade and logistics. The Mahindra Group today is an embodiment of global excellence and enjoys a strong corporate brand image.
Mahindra is the only Indian company among the top tractor brands in the world. It is today a full-range player with a presence in almost every segment of the automobile industry, from two-wheelers to CVs, UVs, SUVs and sedan. Mahindra recently acquired a majority stake in REVA Electric Car Co Ltd. (now called Mahindra REVA), strengthening its position in the Electric Vehicles domain.
The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading global business and information technology services company, Satyam Computer Services. The company is now known as Mahindra Satyam.
Our Group > The Group at a Glance
Automotive
Domestic Operartions
International Operations
Mahindra Renault Private Limited (MRPL)
Mahindra Navistar Automotives Limited (MNAL)
Mahindra Navistar Engines Private Limited (MNEPL)
After-Market Sector
Mahindra Spares Business
Mahindra First Choice
Mahindra First Choice Wheels Ltd.
Farm Equipment Sector
Domestic Operartions
International Operations
Mahindra Gujarat Tractor
Mahindra Agribusiness
Mahindra Powerol
Mahindra USA
Mahindra Australia
Mahindra China Tractors
Business
Mahindra Scorpio Second Generation
Mahindra Scorpio First Generation
Mahindra Scorpio Pick Up
Mahindra Jeep CJ 340
Mahindra AXE
Mahindra Pick Up (old version) Mahindra & Mahindra grew from being a maker of army vehicles to a major automobile and tractor manufacturer. It has acquired plants in China and the United Kingdom, and has three assembly plants in the USA. M&M has partnerships with international companies like Renault SA, France and International Truck and Engine Corporation, USA. M&M has a global presence and its products are exported to several countries. Its global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. M&M is one of the leading tractor brands in the world. It is also the largest manufacturer of tractors in India with sustained market leadership of over 25 years. It designs, develops, manufactures and markets tractors
as well as farm implements. Mahindra Tractors(China) Co. Ltd. manufactures tractors for the growing Chinese market and is a hub for tractor exports to the USA and other nations. M&M has a 100% subsidiary, Mahindra USA, which assembles products for the American market. M&M made its entry into the passenger car segment with the Logan in April 2007 under the Mahindra Renault joint venture. M&M will make its maiden entry into the heavy trucks segment with Mahindra Navistar, the joint venture with International Truck, USA. M&M's automotive division makes a wide range of vehicles including MUVs, LCVs and three wheelers. It offers over 20 models including new generation multi-utility vehicles like the Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India Private Limited to build passenger cars. At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an aggressive product expansion program that would see the launch of several new platforms and vehicles over the next three years, including an entry-level SUV designed to seat five passengers and powered by a small turbodiesel engine.[17] True to their word, Mahindra & Mahindra launched the Mahindra Xylo in January 2009, and as of June 2009, the Xylo has sold over 15000 units. Also in early 2008, Mahindra commenced its first overseas CKD operations with the launch of the Mahindra Scorpio in Egypt, in partnership with the Bavarian Auto Group. This was soon followed by assembly facilities in Brazil. Vehicles assembled at the plant in Bramont,
Manaus, include Scorpio Pik Ups in single and double cab pick-up body styles as well as SUVs. The US based Reputation Institute recently ranked Mahindra among the top 10 Indian companies in its 'Global 200: The World's Best Corporate Reputations' list. Mahindra & Mahindra has controlling stakes in Reva electric and has submitted letter of Intent for South Korea's Ssangyong Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in North America [23] through an independent distributor, Global Vehicles USA, based in Alpharetta, Georgia. Mahindrahas announced it will import pickup trucks from India in knockdown kit (CKD) form to circumvent the Chicken tax. CKDs are complete vehicles that will be assembled in the U.S. from kits of parts shipped in crates. On 18 October 2010, however, it was reported that Mahindra had indefinitely delayed the launch of vehicles into the North American market, citing legal issues between it and Global Vehicles after Mahindra retracted its contract with Global Vehicles earlier in 2010, due to a decision to sell the vehicles directly to consumers instead of through Global Vehicles. Awards
1. Bombay Chamber Good Corporate Citizen Award for 2006-07 2. Businessworld FICCI-SEDF Corporate Social Responsibility Award – 2007 3. Deming Prize Japan 4. Quality Medal in 2007
Latest News about Mahindra & Mahindra
Our Group > Awards & Recognition 2010I2009I2008I2007I2006I2005I2004I2003
2010 • Nashik Plant was awarded the prestigious CII National Award for Excellence
in Energy Management 2010 for the 3rd Consecutive Year on September 2 2010. The Award was conferred on the basis of Nashik Plant‘s various Energy
Conservation initiatives and considering the last 3 years‘ performance on Energy Management and Energy Efficiency. The National award is instituted by CII (Confederation of Indian Industry) for various industrial sectors, for their outstanding contribution in Energy Conservation and Management.
Mahindra & Mahindra Ltd. received the prestigious NDTV Profit Business Leadership Award 2010 in the Automobile – Four Wheelers category. Dr. Pawan Goenka and Mr. Rajesh Jejurikar received the award on behalf of the company, at a glittering ceremony in Mumbai on September 1, 2010, which was
attended
by
leading
lights
of
the
corporate
world.
Mahindra & Mahindra Ltd. bagged the Intelligent Enterprise Awards 2010 in the Industrial Production (Manufacturing) category for Project Harmony. The company received the award on August 27, 2010, amongst the gathering of distinguished
IT
leaders
from
Indian
industry.
Mahindra has been honoured with the PCQuest Best IT Implementation Award with the citation Project with the Maximum Business Impact for Project Harmony
in
July
2010.
www.mahindrarodeo.com received the Gold in the Best Website in Automotive Category at the prestigious Campaign India Digital Media Awards India 2010 held in Mumbai on July 29, 2010. The award recognises digital marketers and
their agencies for outstanding work in promoting products and services. Entries are
judged
by
an
independent
panel
of
industry
experts.
Mahindra Finance receiver top honours at the IDC Enterprise Innovation Awards 2010, India at a ceremony on July 27, 2010. IDC Enterprise Innovation Awards recognizes Asia's top organizations in IT innovation, application and business excellence. Mahindra Finance was shortlisted from over 2000 companies for its innovative approaches in leveraging emerging technologies and IT processes to rejuvenate, sustain and empower business growth has garnered results that have contributed in making it a highly successful organization.
Mahindra & Mahindra received the Talent Management award from Asia‘s Best
Employer
Brand
Awards
on
July
23
2010.
Mr. Rajeev Dubey, President (HR, After-Market & Corporate Services) and Member of the Group Executive Board was honoured with the prestigious ‗Hall of Fame Award‘ by Asia‘s Best Employer Brand Award s and was mentioned as
one of the "Most Powerful HR Professional of India". He received the award on July
23,
2010.
Mr. Ramesh Iyer, MD, Mahindra Finance received the ‗CEO with HR Orientation Award‘ on July 23 from Asia‘s Best Employer Brand Awards.
They are presented to Individuals and Organizations, who have surpassed several levels of Excellence and set an example of being a Role Model & Exemplary Leader. Individuals behind organizations who care, building these Organizations as Institutions through Organization Development; Leadership; Innovation & Change management approach and a Supreme objective of building
future
leaders.
Mahindra & Mahindra received the Indo American Corporate Excellence (IACE) Awards on July 2, 2010. The award was presented in the category ‗Overall best Indian Company operating in the US‘. The event recognized the
best U.S. companies in India & the best Indian companies operating in the US. Mr. Rajeev Dubey, President (HR, After-Market & Corporate Services) and Member of the Group Executive Board accepted the award on behalf of the organisation.
Mahindra Defence Systems was honoured with the 2009 Frost & Sullivan India Customer Value Enhancement Award in Land Combat Systems Market on 18 May 2010. The award was presented in the category of ‘Land Combat Systems Market‘. This award recognises companies that go beyond simply good service,
leading to improved customer retention levels and ultimately, customer base expansion.
Mr. Uday Phadke, President (Finance, Legal & Financial Services Sector) and Member of the Group Executive Board, Mahindra & Mahindra Ltd., was honoured with the Business Today Best CFO Award 2010 in the category of Best Transformation Agent (Large Company) for the year 2008-2009. Mr. Phadke received the award from Shri Pranab Mukherjee, the Honourabl Finance Minister of India at a glittering ceremony held in the Capital on April 22, 2010. This is a special category award which recognises companies that not only managed the recession well but used it strategically so that they benefited from it. Basically, this is a special recognition for a CFO who has seized opportunities in adversity.
•
Roma Balwani has been honoured in Delhi on April 3, 2010 with the prestigious Hall of Fame 2010 award by the Public relations Society of India (PRCI). PRCI is the National body of Communication, Advertising, Media, academics & PR professionals in the country. Apart from providing a common platform to enrich professional development, PRCI is also involved in the field of PR Education & accreditation to PR professionals.
•
The Mahindra Group has won the following awards from Public relations Society of India (PRCI), the National body of Communication, Advertising, Media, academics & PR professionals in the country. Overall performance for the Year – Silver, Online
Newsletter - Mahindra Spectrum – Gold, External Magazine - Refresh – Silver, Tabloid - Inside Information – Bronze, Table Calendar - Mahindra Navistar – Bronze, Diary 2010 - Mahindra Navistar – Appreciation, Multimedia Campaign Sustainability Campaign – Silver, Corporate Advertisement - Mahindra Navistar – Bronze. The awards were presented in New Delhi on April 3, 2010. •
Anand Mahindra was honoured with the Business Man of the Year Award by NDTV at a star studded ceremony in New Delhi on February 24, 2010. The awards honour outstanding Indians who helped build Brand India through excellence in their fields.
•
Mr. Anand Mahindra was named the Ernst & Young Entrepreneur Of The Year 2009 at a function in Mumbai on February 16, 2010. ―We have honoured Mahindra for
taking his business to the next level, creating a visible impact both in local and global markets, and for the sheer value his businesses have provided to all stakeholders,‖ said a statement from Ernst & Young. ―Mahindra and his entrepreneurial vision have truly
set a higher benchmark for the Made in India brand, and hence we have honoured him with the award.‖ •
Mr. Arun Nanda has been honoured with the Lifetime Achievement Award at the ‗Golden Star Awards 2010‘ ceremony in the category ‗Food, Hospitality & Services‘
on February 10, 2010. This award recognises people/organizations for the quality of service and excellence in the Food, Hospitality, Services & Retailing sector in India today. The award salutes professionals who have made a significant difference to their organizations. •
Mr. Rajeev Dubey has been awarded the 1st Late Jagdeep Khandpur Award for Outstanding HR Leadership at the Global HR Excellence Awards 2009 – 10 at the World HRD Congress, held in Mumbai on February 10, 2010. This is the first year that the Award has been instituted, and the criteria for the Award included "Trust, Integrity and Credibility", which are important pillars of the Mahindra culture and heritage.
•
Mr. Arun Nanda, Executive Director, Mahindra & Mahindra was honoured with the CA Business Achiever Award in the category – Corporate at the ICAI Award 2009 ceremony held in Mumbai on January 21, 2010 at Mumbai. The award acknowledges Chartered Accountants who have demonstrated excellence in the way in which they conduct their profession, are exemplary role models in the industry and who have created value to their company's stakeholders on a sustainable basis.
•
Farm Equipment Sector was awarded the prestigious ‗Golden Peacock Innovative
Product / Service Award - 2010‘ for YUVRAJ 215, the first of its kind in the Indian tractor industry. The award was conferred by Shri Salman Khurshid, Honourable Minister for Corporate Affairs, at a specially organized gala awards night on January 16, 2010 in the presence of eminent business and political leaders of the country. •
Mahindra Xylo was conferred the ‗UV of the year‘ award from CNBC TV18 Overdrive awards on January 5, 2010. Mahindra XYLO is perhaps India‘s first Sedan
Plus vehicle that offers the ultimate combination of luxury and power. •
Mahindra Duro was awarded the Best Scooter of the year by NDTV Car & Bike awards on January 7, 2010. The Duro, with its stylish good looks and powerful engine offers the best value for money product in its category.
•
Mahindra Xylo was decorated as MPV of the Year by NDTV Car & Bike awards on January 7, 2010.
•
M&M received the Auto Bild India Golden Steering Wheel for Technology of the Year for its path-breaking FuelSmart system with Micro Hybrid technology on January 2, 2010. This technological innovation developed by the Mahindra Research & Development team with the support of M/S BOSCH, is not only environment friendly but also fuel efficient and very affordable.
Models
Mahindra Bolero Mahindra Bolero Camper Mahindra Bolero Inspira Mahindra Bolero Stinger Concept Mahindra Scorpio Mahindra Scorpio Getaway Mahindra Scorpio First Mahindra Xylo Mahindra Legend Mahindra MM550 XD Mahindra-Renault Logan (in cooperation with Renault)[30] Mahindra Axe Mahindra Major Mahindra Souvenir Concept Mahindra Commander Mahindra DI Mahindra Cab Chassis[31]
Mahindra Group Core Business Activities
Automotive Farm Equipment Systech Financial Services Information Technology Infrastructure Development After-Market Two-wheelers Mahindra Partners Division Specialty Services
Community Initiatives
Mahindra United World College of India Mahindra United, a football club based in Mumbai, Maharashtra Mahindra Foundation K. C. Mahindra Education Trust: Nanhi Kali
H.R. POLICIES IN ATMARAM AUTO 1. Office timing are as follows: morning office starts at 9.30 AM. Staff has to report at 9.30AM . A grace time of 15 minute is given at 9.45AM, the sheet will be removed. 2. After every 3 late one day attendance will be cut. 3. Two days casual leave is permissible in a month. These two days casual leave will not be adjusted in late attendance. 4. All staff members have to come in their uniforms. Those who do not possess get it sanctioned from MD or undersigned. Black shoes, socks and Mahindra tie to be worn, male staff to come properly shaved and haircut. If these rules are not obeyed one day salary will be cut. 5. Proper discipline to be followed in the office no shouting or abusing will be tolerated, staff to be found sitting in their respective places and starts their daly work. 6. Mannerism in staff respective you senior address them as sir or madam. 7. Show your mannerism to the customer wish them as they enter the showroom ask them for water and tea. See to their query and satisfy them, while going back see them off till the gate, say thank you for coming to the showroom and have a nice day or evening. 8. If any customer comes with workshop complaint go to the workshop and get it solved , if it is beyond you put the matter up to undersigned of MD. 9. Atmaram Auto Property, is your property handle it properly, do not misuse it ,do not split or throw panmasala rapper inside or on the drive or plant. 10. Work is workshop and honest always pay you back. Do not cheat or take money from the party, if it comes in the notice of the management, serious action will be taken, it can be to the extent of sending the person to the police custody. 11. Day to day new policies are being introduced in Mahindra eg. ISO try to follow up and improve your knowledge. 12. All staff/customers problems to be solved personally or with the undersigned. No matter should go to the Managing Director.
13. All data/enquiries to be fed into the computer system (AGN) on daily basis. The follow-up of the enquries also need to be entered in the computer as well as on the CDIF form. 14. The enquiries/data of vehicles sold enquired are the intellectual property of Atmaram Auto Enterprises. Incase of termination of duties the same has to be handed to the employer. Misuse of the data owned by the dealership shall attract legal action. 15. It is the duty of the employee to maintain the assets like furniture/computers/electrical equipments and other gadgets belonging to the Atmaram Auto. Misuse or loss shall be financially settled by the responsible person for the loss. 16. The employee shall have to work in amendamence to the principal M/S Mahindra & Mahindra Ltd. And Atmaram Auto as per guidelines set from time to time. 17. Code of secrecy to be followed with the important information about the employer known by the employee, misuse of the same shall not be permissible
ATMA RAM AUTO ENTERPRISES RULES 1.
Morning Timing: 9.30AM the office starts a 15 minutes grace period (9.45AM) attendance sheet will be removed.
2.
Two casual leaves per month which can be adjusted in leave you take.
3.
On every 3 late one day attendance will be cut. No casual leave will be adjusted in late attendance.
4.
No one should be found chewing panmasala. A fine of Rs 50 will be charged from the defaulter.
5.
Those who have been issued uniform have wear except on Saturday. If you do not possess please ask for.
6.
Male staff manager should come properly shaved. Now winter is set in please wear your ties, shoes polished.
7.
Sale staff should show mannerism to your elder staff and specially to the customers Who come in the showroom
8.
Be policies to the customer on the phone and after work say thank you for calling and have a nice day.
9.
Welcome the customers when they come inside the showroom by saying Good morningon as the time is in your watch and see them off till the gate while going back and ask I hope you are satisfied with your enquiries .
10.
Customer coming with complaints not to be attended in the workshop, go personally and get the matter sorted, if beyond your control inform the MD.
11.
Atamram property is youyr property handle it properly.
12.
No cheating or burglary will be tolerated. Serious punishment will, be given to the person found guilty and further the matter can be send to the police.
13.
Lady staff to leave the office latest by 6.30PM. If anything happens, after that company will not be responsible.
14.
In case of sickness medical certificate to be given with in 3 days
15.
If the staff goes on leave he or she should give an leave application, in emergence case inform on phone and the very next day give an application
16.
If an individual goes on leave with out informing or application a fine of rs. 500/will be put.
17.
Those going in the field inform their immediate in - charge about there where abouts.
18.
No official dot phone or mobile be used for personal use on suspection the MD/Manager admin has got the right to check your mobiles and if found guilty, serious action will be taken.
MONTHLY PERFORMANCE REPORT IN ATMARAM GROUP ENTERPRISES 1 .KNOWLEDGE OF VHICLE 2.knowledge of selling
3con convience customer 4weekly vehicle sold 5.monthly vehicle sold 6.field report daily 7.sold how many vehicles in the field 8.feed back form the customer 9.customer comments abouts sales personal who attended 10,over all performance report form the in charge 11 .net monthly target
I- leave application II-Notice other department a)PDP b)holidays c)promotion, transfer, leave A.K.Datta -work manager
ADMINISTRATION BLOCK 1) HR S Mohasin - General Manager Sales 2) HR Rajesh Sharma - Showroom Manager 3) HR Alok Sharma - Team Leader 4) HR Jaswant Wittke - Adminstrator + HR Manager 5) HR Vikrant Jain - Team Leader 6) HR Mohan Singh - Branch Head 7) HR Sanjeev Singh -Team Leader 8) Ms Anita Chaudhary - Team Leader 9) HR Nishikant Tiwari - Team Leader 10) HR Dharmendra Singh - Team Leader
34
INCENTIVES Set the Target Sell the Vehicle ((Most) We give incentives 500 per vehicle
Incentive Distribution 500 /- per vehicle , 50% salesman, 20% Product Head, 10% Sales Manager & 20% Back Office.
EMPLOYEE PULSE SURVEY PARAMETERS
1) About dealsherip 2) About Dealership Culture 3) About Managers/Supervisor 4) About Compensation, Reward,Recognition 5) About Objectives, Setting, Performance Review & Growth 6) About Customer Focus 7) About Overall Satisfaction
1) A. Dealership treats employers well B. provide Healthy Working Condition C. Cares for Retaining Good Employers D.Most emplotee are happy to work here E. Good dealer owner F. have a good image in market 2) About dealership culture A)Dealership values importance of training B)departments corporate to get the job done effectively and efficiently C)feel comfortable going to management with questions or concerns or views D)there is a disciplinary code of conduct E)women employee are safe working here F)employee treated with diginity and respect
35
3) About Managers/Supervisor A)managers and staff employee understand each other B)managers praise staff for doing a good job C)my manager treats me with diginty and respect D)managers are concern about quality of output. 4) About Compensation, Reward,Recognition A) pay is comparable when compare to similar job in other dealership B) salary payment is dispursed timely C) Insentives schemes are announced at appropriate times D)I am happy with incentive schemes which are announced E) Good performers are rewarded and recognized F) Timely increments are received as performs 5) About objectives, setting, performance, review and growth A) Objectives are agreed in writing and measurable B)I am happy with the objective C) Setting process D) Review is based on objectives E) Reviews are a combination of objectives and qualitative F) Reviews are used for promotion or pay increase for deserving employees G) There are apportunities for advancement in this dealership 6) About Customer Focus A) Believes in long term relationship with customers B) Managers are highly concerned about customer satisfaction C) Employee are valued like guesty and get treatment D) Management reviews customers satisfactions related areas/scores 7) About Overall Satisfaction A) I feel proud to work here B) I receive management support when arequired C) I would always give my best for the dealership benefit D) I would stay with this dealership even if offered a similar job with slightly higher pay E) I would recommended the dealership products and services if asked 36
General Manager He is the key persue of the organization , the primary role of a General Manager (Sale or Service) is to manage the entire dealership or either sale or service operation and achieve the overall dealership objective of cusdomer satisfaction and business results. His duty is to develop dealership business plan and departmental objective. Ensure all dealership target are a chieved as per plan should be able to look at operation from macro prospective. Able to guide his managers a nd provide them proper direction. Insure all customer who come in contract with any dealership staff has a experience. Able to create a customer friendly culture in the organization . Have a good contracts in the industry and business circle.
Skill Requirements of Employee 1 Should be strategish 2 Need to be analytical 3 Good communication 4 Should be very good leader 5 Must be a good modivator 6 Should be good in PR 7 Need to be good organization 8 Must be business acumers
ATMA RAM GROUP The Atma ram group is involved in the retailing of automotive vehicles and it's allied in the Agra region since the past 6 decades. Known for its originality and prestige the group owns 5 showrooms in home town Agra, besides Mathura and Etah founded by Late Sh. Atma Ram Ji(founder) Dudwewala in the year 1945 the group procured various stars and honours under the leadership and guidance of Late Sh. Ram Gopal Ji
37
FAMILY •
Sh. Hariprasad Agrawal
•
Sh. Kashi Prasad Agrawal
•
Sh. Nawal Kishore Agrawal
•
Sh. Ramesh Agrawal
•
Sh. Sanjay Agrawal
•
Sh. Anil Dudwewala
•
Sh. Sunil Agrawal
TERRITORY MAP Mathura Firojabad Agra Etah ATMARAM GROUP Atmaram Auto Entp. Dealers: Mahindra & Mahindra Ltd., Proper Channel-UV, Mahindra Renaul + PV + Ltd. Personal Channel Scorpio / Logan Mahindra International L.P Atmaram Auto Entp Dealers : Hero Honda Motors Ltd. Atmaram Enterprisese Dealers : Hindustan Motors Ltd. Mahindra & Mahindra wheelers Atma Ram Cars Franchisee : Automart India Ltd. Atam Ram & Sons: Spare Parts Shoppe Rama Automobiles Tyre Shoppe 38
ORGANISALIONAL CHART DEALER FACILITY •
Vehicle pick and drop faculty team within Agra city limits.
•
24 hr Helpline - dedicated team with Mobile Service Van an cell phone 9927041133
•
Capturing and Redressal of customer through post service contacts.
•
Operating Hours 8 Am - 8 Pm (2 Shifts ) 7 days open.
•
He up with ICICI Lombard, Reliance & Oriental Insurance for cashless Insurance claims.
•
Scorpio shield and scorpio Armor.
•
Privileged facilities to preferred customers.
•
Fully Automated workshop.
OVERVIEW OF VEHICLES
INDUCTION PROCESS Once the candidate joins the dealership it is critical to organize a Quick 7 effective induction for him / her. A conscious effort must be made to ensure that the first few days of experience for a new Employee is made pleasant, informative & memorable.
As the saying goes "First impression is the last impression" this experience goes a long way in retaining the Employee for a longer period of time in the origin. Hence we need to have a process in place for orientation of new Employees. We have listed some steps for the same and also Enclosed and Employee handbook which you can share with the new Employees.
STAGE 1 : Pre-arrival-prior to Employees first day. 1. Provide information about new Employee, in order to update dealership files, such as, •
Phone Directory
•
Computer Files
•
Personal Files
39
2. Advice those concerned of new Employee & scholarship arrival ( other supervisor, coworkers etc.) 3. Assign a mentor to provide help and guidance to new Employee. 4. Prepare physical work area ( supplies, equipment etc.)
STAGE 2 : Employee's first Day- with the sales Manager. 1. Provide a brief history of dealership, the dealership Mission and vision and an original chart of the dealership. 2. Review the Employee benefits. 3. Have the Employee review and complete the appropriate Employment and benefit forms.
4. Supply the new Employee with the following. •
Employee handbook ( signed receipt required ) Review with Employee
•
Any necessary dealership identification
5. Explain general information regarding the following •
Payday and overtime pay.
•
Introductory period terms and purpose. 6. Give a brief tour of the dealership
•
Introduce the new Employee to Managers office Administrators, cashiers, service advisors etc.
•
Point out the location of the break room / lounge, restrooms, parking areas. 7. Review safety and first-aid procedures. 8. Introduce the new hire to his / her mentor.
•
Review the job description and performance Expectations with the new hire and his / her mentor. • Allow the Mentor to take over the rest of this Employee's orientation.
STAGE 3:
Employee's first day with his / her Mentor. 9. Explain and demonstrate Job tasks and processes for example Sales process. Vehicle Demonstration process. Documentation process. Collecting cash / arranging finance. Phone prospecting or follow up. Vehicle delivery process etc. 40
STAGE 4 : Follow up. 10. Check new Employee's outputs and counsel as appropriate. 11. Update Manager on Employee's progress 12. Conduct a 30 day "check-up" motively with supervisor, Mentor and Employee. 13. A Review meeting with the Employee, their Mentor, and supervisor should be held at either the end of the 60 or 90 day introductory period, the Employees & performance should be reviewed and objectives set ( see the performance management on how to set objectives)
41
R ESEARCH OBJECTIVE
I have tried to systematically and objectively look into all important aspects. A combination of primary and secondary data has been used. The former, though limited, has helped us give first hand information on the utility of information technology in HR department. The latter has been used to understand the theoretical aspects.
Strategic information has been given to both current and past trends and I have tried to correlate both in a manner to gain maximum insight.
This document has been designed to serve a two fold purpose. The first which is also the main objective of the research report is to reflect the significance of IT in human resource department. The second is to provide detailed information of the scope of It in HR department.
Another objective of this research is to analyze the contribution of information technology in improving the overall performance of the organization.
42
Definition of Employee under various Acts
Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959
2B Any person who is employed in an establishment to do any work for remuneration Employee's Provident Fund and Miscellaneous Provisions Act, 1952
2F Any person who is employed for wages in any kind of work, manual or otherwise, in or in connection with the work of an establishment, and who gets his wages directly or indirectly from the employer, and includes any person- (i) employed by or through a contractor in or in connection with the work of the establishment; (ii) engaged as an apprentice, not being an apprentice engaged under the Apprentices Act, 1961, or under the standing orders of the establishment
2FF Exempted Employee: An employee to whom a Scheme or the Insurance Scheme, as the case may be would, but for the exemption granted under Section 17, have applied
Employees Provident Fund Scheme, 1952 2F Excluded Employee (i) an employee who, having been a Member of the fund, withdrew the full amount of his accumulations in the Fund under clause (a) or (c) of sub-paragraph (1) of Paragraph 69; (ii) an employee whose pay at the time he is otherwise entitled to become a Member of the Fund, exceeds five thousand rupees rupees per month; Explanation.-"Pay" includes basic wages with dearness 43
allowance, retaining allowance (if any) and cash value of food concessions admissible thereon (iii) (iv) an apprentice; Explanation.-An apprentice means a person who, according to the certified standing orders applicable to the factory or establishment, is an apprentice, or who is declared to be an apprentice by the authority specified in this behalf by the appropriate Government Employee State Insurance (General Provident Fund) Rules, 1950
2(e) "Employee" means a person appointed to or borne on the cadre of the staff of the Corporation, other than persons on deputation;
Employee State Insurance Act , 1948 2(10) Exempted Employee: An employee who is not liable under this Act to pay the employee's contribution;
2(9) Employee Any person employed for wages in or in connection with the work of a factory or establishment to which this Act applies and- (i) who is directly employed by the principal employer on any work of, or incidental or preliminary to or connected with the work of, the factory or establishment, whether such work is done by the employee in the factory or establishment or elsewhere; or (ii) who is employed by or through an immediate employer on the premises of the factory or establishment or under the supervision of the principal employer or his agent on work which is ordinarily part of the work of the factory or establishment or which is preliminary to the work carried on in or incidental to the purpose of the factory or establishment; or (iii) whose services are temporarily lent or let on hire to the principal employer by the person with whom the person whose services are so lent or let on hire has entered into a contract of service; and includes any person 44
employed for wages on any work connected with the administration of the factory or establishment or any part, department or branch thereof or with the purchase of raw materials for, or the distribution or sale of the products of, the factory or establishment or any person engaged as an apprentice, not being an apprentice engaged under the Apprentices Act, 1961 (52 of 1961), or under the standing orders of the establishment; but does not include- (a) any member of the Indian naval, military or air forces; or (b) any person so employed whose wages (excluding remuneration for overtime work) exceed such wages as may be prescribed by the Central Government a month: Provided that an employee whose wages (excluding remuneration for overtime work) exceed such wages as may be prescribed by the Central Government a month at any time after and not before the beginning of the contribution period, shall continue to be an employee until the end of the period;
Minimum Wages Act , 1948
2I Any person who is employed for hire or reward to do any work, skilled or unskilled, manual or clerical, in a scheduled employment in respect of which minimum rates of wages have been fixed; and includes an out-worker to whom any articles or materials are given out by another person to be made up, cleaned, washed, altered, ornamented, finished, repaired, adapted or otherwise processed for sale for the purposes of the trade or business of that other person where the process is to be carried out either in the home of the out-worker or in some other premises not being premises under the control and management of that other person; and also includes an employee declared to be an employee by the appropriate Government; but does not include any member of the Armed Forces of the Union.
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Payment of Bonus Act, 1965
2(13) Any person (other than an apprentice) employed on a salary or wage not exceeding three thousand and five hundred rupees per mensem in any industry to do any skilled or unskilled manual, supervisory, managerial, administrative, technical or clerical work of hire or reward, whether the terms of employment be express of implied
Payment of Gratuity Act, 1972
2E Any person (other than an apprentice) employed on wages, in any establishment, factory, mine, oilfield, plantation, port, railway company or shop, to do any skilled, semiskilled, or unskilled, manual, supervisory, technical or clerical work, whether the terms of such employment are express or implied, and whether or not such person is employed in a managerial or administrative capacity, but does not include any such person who holds a post under the Central Government or a State Government and is governed by any other Act or by any rules providing for payment of gratuity.
The Sales Promotion Employees (Conditions Of Service) Act , 1976
2D Sales promotion Employees Any person by whatever name called (including an apprentice) employed or engaged in any establishment for hire or reward to do any work relating to promotion of sales or business, or both, but does not include any such person- (i) who, being employed or engaged in a supervisory capacity, draws wages exceeding sixteen hundred rupees per mensem; or (ii) who is employed or engaged mainly in a managerial or administrative capacity Explanation.---For the 46
purposes of this clause, the wages per mensem of a person shall be deemed to be the amount equal to thirty times his total wages (whether or not including, or comprising only of, commission) in respect of the continuous period of his service falling within the period of twelve months immediately preceding the date with reference to which the calculation is to be made, divided by the number of days comprising that period of service Working Journalists and Other Newspaper Employees (Conditions of Service) and
Miscellaneous Provisions Act , 1955
2(c) Newspaper Employee "newspaper employee" means any working journalist, and includes any other person employed to do any work in, or in relation to, any newspaper establishment; Employer and Employee Relationship
When employers start a business (or open a branch of an existing business), they require employees to produce, administer, organize, publicize, sell, transport, maintain, repair, etc. They advertise job openings, conduct interviews, and hire individuals based on qualifications, requirements and wages. They usually provide training to newly-hired employees and make them aware of the company's policies, rules and goals. They assign tasks according to the job positions and employee profiles, and may offer vacations, health insurance coverage, workers‘
compensation, and other benefits. But one day, sooner or later, the employer may serve an employee the dreaded pink slip, and terminate his/her employment without any valid reason or cause. The employee becomes an ex-employee and, usually but not always, is eligible for unemployment insurance. And his/her employment process begins again. 47
From the beginning of the employment to the end, the employee may have been treated unlawfully, discriminated against, harassed, denied his/her due wages or benefits, made to work in unsafe conditions, or wrongfully terminated.
Years ago, the relationship between employer and employee was governed by the assumption that employers were like kings and were free to offer any terms of employment and treat their employees in any way they dictated, and the employees were free to either accept or reject those terms (i.e., take it or leave it). There were few laws and protections available to employees that would safeguard their interests at times of manipulation, shabby treatment, defamation, discrepancies, retaliation, unfair practices, etc. Employees did not have a platform to voice theirprotests. Initially, it was the unions that protested employers' unfair practices and demanded that employees be provided rights. In the 1930s, the federal government enacted the National Labor Relations Act (NLRA), which called for fair wages and safe workplaces. The NLRA set off a deluge of new laws governing the workplace. With the Civil Rights Movement of the 1960's, the federal government, followed by many state governments, began to enact laws prohibiting discrimination against women and minority group members and barring discrimination against older employees. In 1970 the federal government enacted the Occupational Safety and Health Act (OSHA), setting minimum workplace safety standards. By 1990 Congress had enacted laws prohibiting discrimination against disabled workers, and requiring employers to reasonably accommodate such workers if the accommodation did not cause undue hardship on the employer.
48
Today, employees and job applicants are protected by various federal and state laws. Many state courts have recognized additional employee rights that have not been set out in written statutes, but instead are part of common law, based solely upon earlier court rulings. Employers no longer have the right to treat their employees any way they desire. Employees have the right to protest, make claims, file litigation, and seek damages, if they believethey have been mistreated at any stage of the employment relationship.
DEFINITION OF THE TERM „EMPLOYER‟
The Supreme Court has given a wider definition of the term ‗employer‘ in its
recent judgement. The term embraces not only a person who employs another permanently or on a temporary basis, but also those who are in control of the workman temporarily lent or let on hire to the employer, the Supreme Court has ruled with reference to the Workmen‘s Compensation Act, 1923.
In the judgement Zila Sahakari Kendriya Bank vs Shahjadi Begum, the government had requisitioned a jeep owned by the bank. The driver of the jeep, while obeying the orders of the government officers, died in an accident.
The widow filed a claim petition under the Act. The commissioner of compensation held the bank liable to pay the compensation. The Madhya Pradesh High Court upheld that view. The bank appealed to the Supreme Court, which set aside the high court judgement and took a contrary view.
49
According to the Supreme Court, the definition of employer under the legislation is broad. In this case, the jeep was requisitioned under law and the bank had no choice but to provide it to the government. Under this contract, therefore, the driver became the workman of the requisitioning authority as he was under its complete control. Thus the state is liable to pay the compensation, the court held.
Recognition of unions
The Supreme Court has directed the industrial court in Mumbai to decide as soon as possible the dispute between two rival trade unions regarding recognition under the Maharashtra Recognition of Trade Union and Prevention of Unfair Labour Practices Act, 1971.
The two unions are the Vegetable Vitamin Foods Employees‘ Union and Sarva
Shramik Sangh. Recognition is given to the union which has at least 30 per cent membership in the industry in the six months immediately prior to the application for recognition. The inquiry should be conducted by the industrial court.
The Bombay High Court directed the industrial court that the membership in the case of one union should be done according to the 1988 figures while in the case of the other, it should be done according to the 2003 figures.
The Supreme Court stated that this would clearly create confusion in the matter. Therefore, it directed the industrial court to dispose of the applications taking the cut-off date as January 1 this year.
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Award by industrial tribunal
The Supreme Court has stated that when an award is passed by an industrial tribunal at the national level, all employees, whether members of the unions or not, would be covered by it. No person can argue that he was not heard before passing the award. This ruling was made in the judgement Punjab National Bank vs Manjeet Singh.
In this case, deposit collectors of New Bank of India, which was merged with Punjab National Bank, were required to be absorbed as regular staff after passing the qualifying exam.
The Punjab and Haryana High Court set aside the direction of the tribunal to absorb them as regular staff, as they were not heard by the tribunal. The Supreme Court stated that according to Section 18(3)(d) of the Industrial Disputes Act, the award would be binding on all employees.
Employee An employee is any person hired by an employer – typically, a worker hired to perform a specific "job". Typical examples include accountants, solicitors, lawyers, photographers, among many other worker classifications. There are differing classes of employee. Some are permanent and provide a guaranteed salary, other employers hire workers on short term contracts or rely on consultants.
51
The employee contributes labour and expertise to an enterprise. Employees perform the discrete activity of economic production. Of the three factors of production, employees usually provide the labor. Some companies feel that a happier work force is a better one and thus offer extra benefits to improve morale and performance. However, other employers try to increase profits by providing low wages and few benefits. To resist this, employees can organize into labor unions (American English), or trade unions (British English), who represent most of the available work force and must therefore be listened to by the management. This is the source of considerable bad feeling between the two sides, and sometimes even violence.
Alternatives An individual who entirely owns the business for which he labours is known as self-employed, although if a self-employed individual has only one client for whom he performs work, he may be considered an employee of that client for tax purposes. Workers who are not paid wages, such as volunteers, are generally not considered as being employed. Someone who works under a threat of physical force is known as a slave and slaveowners are also not considered employers. Some historians suggest that slavery is older than employment, but both arrangements have existed for all recorded history.
52
How to Improve Employee Employer Relationships What's This? The relationship between an employer and its employees is an important factor in the company's success. Employers will treat their employees with respect and visa versa if they all want to succeed and achieve goals. Some companies forget to focus on employee retention and appreciation, and then they lose productivity. Find out how you can improve employer and employee relationships and keep your team motivated for the long haul.
Instructions 1 Motivate employees by giving them incentives within the workplace. Treat all of your employees equally and give them all the chance to win a free trip, a free dinner or tickets to the next theatre production. Reward your employees for their improved hard work. 2 Spend time with your employees. Many bosses and owners forget the 'little people' that make it all happen. Sit down and talk with each one of your employees when you have time and ask if they are happy with their jobs and what improvements they think the company should make. 3
53
Plan a team building event and ask all your employees to attend including upper, middle and lower management. Get everyone together as a team and allow them to undergo various team building and trust creating activities. 4 Invite all of your staff and managers to an event or a BBQ in your back yard. If you are an owner or the CEO of the company, then what better way to warm up to your employees then homemade BBQ chicken! 5 Ask your managers to work closely with their teams and to support any issues that come up, or mistakes that might occur. Get everyone working together on finding a solution that everyone agrees on. If you have to, create a problem and ask everyone to work on it to find the answer.
Employer and Employee Relationship When employers start a business (or open a branch of an existing business), they require employees to produce, administer, organize, publicize, sell, transport, maintain, repair, etc. They advertise job openings, conduct interviews, and hire individuals based on qualifications, requirements and wages. They usually provide training to newly-hired employees and make them aware of the company's policies, rules and goals. They assign tasks according to the job positions and employee profiles, and may offer vacations, health insurance coverage, worker s‘ compensation, and other benefits. But one day, sooner or later, the employer may serve an employee the dreaded pink slip, and terminate his/her employment without any valid reason or cause. The employee becomes an exemployee and, usually but not always, is eligible for unemployment insurance. And his/her employment process begins again.
54
From the beginning of the employment to the end, the employee may have been treated unlawfully, discriminated against, harassed, denied his/her due wages or benefits, made to work in unsafe conditions, or wrongfully terminated. Years ago, the relationship between employer and employee was governed by the assumption that employers were like kings and were free to offer any terms of employment and treat their employees in any way they dictated, and the employees were free to either accept or reject those terms (i.e., take it or leave it). There were few laws and protections available to employees that would safeguard their interests at times of manipulation, shabby treatment, defamation, discrepancies, retaliation, unfair practices, etc. Employees did not have a platform to voice theirprotests. Initially, it was the unions that protested employers' unfair practices and demanded that employees be provided rights. In the 1930s, the federal government enacted the National Labor Relations Act (NLRA), which called for fair wages and safe workplaces. The NLRA set off a deluge of new laws governing the workplace.
With the Civil Rights Movement of the 1960's, the federal government, followed by many state governments, began to enact laws prohibiting discrimination against women and minority group members and barring discrimination against older employees. In 1970 the federal government enacted the Occupational Safety and Health Act (OSHA), setting minimum workplace safety standards. By 1990 Congress had enacted laws prohibiting discrimination against disabled workers, and requiring employers to reasonably accommodate such workers if the accommodation did not cause undue hardship on the employer. Today, employees and job applicants are protected by various federal and state laws. Many state courts have recognized additional employee rights that have not been set out in written statutes, but instead are part of common law, based solely upon earlier court rulings. Employers no longer have the right to treat their employees any way they desire. 55
Employees have the right to protest, make claims, file litigation, and seek damages, if they believethey have been mistreated at any stage of the employment relationship.
Employer-employee relations Category: People in business Employers and employees need to have some system for communicating their views and requirements to each other. Employee-employer relations take place at two main levels: 1.
Individual
relationships
2.
Collective
relationships.
An individuals relationship is with their employer and relates to their contract of employment and conditions of work. Sometimes an individual employee may have a dispute with their employer leading to a tribunal case.
Trade unions
Collective relationships typically involve groups of employees and often involve trade unions like Unison and an individual employer or group of employers. The body that represents trade unions in this country at a national level is the Trades Union Congress (TUC). The body that represent employers collectively is the Confederation of British Industry
(CBI).
In this country the number of disputes is remarkably low when compared with other countries. The vast number of trade unionists have never been on strike.
Trade union representatives help to ensure the smooth running of industry. Wherever people work or meet together, disputes and grievances will occur, and in industry the 56
problems of new technology, complicated payment systems and work that lacks stimulation are bound to create dissatisfaction. Many of these everyday problems are easily
dealt
with
by
meetings,
discussion
and
bargaining.
It is the trade union representative of an organisation like Unison who expresses the views of the employees.
Collective bargaining
Collective bargaining involves representatives of employers and employees getting together to discuss and bargain. At one extreme negotiation may just involve two people. This is a very common arrangement - the human resource manager and a representative of each trade union at a place of work will probably have short meetings every week. Most collective bargaining over major issues, however, involves inter-party negotiations. These can range from fairly small groups on each side of the bargaining table to over 20 representatives from management and a similar number from different trade unions. It is important to remember that talk and discussion is the major tool of employment relations.
One of the reasons why we have had such good employment relations in this country is because of the work of the Advisory, Conciliation and Arbitration Service (Acas). The job of Acas is to create harmonious working relationships by encouraging employees to develop best practice in this field and by providing codes of conduct, training and guidelines for employers and employees and their representatives to follow.
The bodies that represent groups of trade unions and employees are:
57
Th e Tr ades Uni on Congr ess
Every year delegates from the various unions meet together at the Annual Congress to debate and discuss general union policy. The TUC also has a permanent body of national officials
under
the
leadership
of
a
president.
The TUC puts forward the unions' point of view to the government, the CBI and other major groups, and has a major interest in employment laws, training and conditions at work.
Th e Conf eder ation of Br iti sh I ndustr y
This body was set up to provide a national organisation giving the view of employers. The CBI acts as a mouthpiece for the employers to present their opinions and feelings to trade
unions,
government,
the
media
and
other
interested
parties.
The CBI collects and makes known information about a wide range of matters. Its Industrial Trends survey is published quarterly giving up-to-date information about the state of business. CBI News gives employers up-to-the-minute information on a wide range of business issues. The CBI has a permanent staff involved in collecting statistics, processing information, publishing articles, and dealing with queries from industrialists. The CBI is led by a Director General. EMPLOYER - EMPLOYEE RELATIONSHIPS
Employees make or break a business. You should be familiar with the basic requirements that ensure good relations and compliance with federal and state regulations. Your concern as an employer should center around three basic needs:
58
Keeping records about wages/salaries, injuries and illnesses;
Complying with anti-discrimination requirements; and
Complying with OSHA Standards - assuring safe and healthful working conditions.
Each of these issues is a major piece of legislation in itself. Each one is the subject of both federal and state legislation. Don‘t underestimate state legislation. Often it is stricter
than federal legislation and it puts additional obligations on you and your business. Beyond these three areas, you should be familiar with many other requirements. In particular, you should be aware of the following subjects and distinctions:
The difference between worker and employee;
The difference between salaries and wages;
Persons exempted from minimum wage/maximum hours requirements;
The definition of overtime and its compensation;
Child Labor Laws - employment of minors. Generally, minor refers to any person under the age of 18; notwithstanding certain exemptions (employing family members) the minimum age for hiring is age 16 or as low as 14 within certain very stringent limitations. The list of prohibited occupations for minors is a major aspect of the various child labor laws. This is most relevant in the areas of manufacturing, mining, restaurants and entertainment;
The Civil Rights Act of 1964 (applicable for any employer of 15 or more persons). Massachusetts State Law applies to any employer of more than 5 employees;
The Age Discrimination in Employment Act (applicable for employees between ages 40 and 70);
The Americans With Disabilities Act;
The Federal Unemployment Tax Act (unemployment compensation regulation);
Workers‘ Compensation Laws (covering financial benefits for employees with
work-related disabilities, illnesses or fatalities); 59
Income Tax Laws (regulating computation and withholding procedures); and
Social Security Tax Laws (regulating computation and withholding procedures).
As long as you operate inside this framework, you are free to make any employment decisions. Of course, you know that the days of management tyranny are gone. Although legal requirements are extensive, they leave many areas of the employer-employee relationship untouched.
As long as you don't discriminate, no one will interfere with your hiring and firing procedures. Make sure you know the legal definition of discrimination as provided by the various laws. It virtually covers all minority groups, not only racial minorities.
Don‘t operate in a vacuum. You may have compet itors who treat their employees
better, foster a more pleasant work environment and/or offer better salaries. Then there are the unwritten social laws of ethics, etiquettes and other norms and conventions an employee might successfully appeal to should problems or litigation become imminent.
Social security is a federal matter. Unemployment compensation is regulated by both federal and state governments. You will have to check on the appropriate regulations for each.
Workers‘ compensation, for the most part , is regulated on the state level. You should check with the appropriate state agencies. In some states, for example, it‘s
up to the individual employer to make arrangements with insurance companies. A group insurance policy may be obtained from any private company that is authorized by the state to provide such coverage. Do not forget to get this coverage. It is mandatory if you have any employees and there are heavy fines for failure to obtain the insurance.
Providing health care and life insurance is a strictly voluntary matter. For competitive reasons, however, you might need to offer at least some coverage. In
60
fact, many employers do so. Since this is the domain of private insurance companies, it takes more than a few pages or hours of work to come up with sensible answers. Rates and conditions vary and numerous combinations between life and health coverage limits are available. Your sense or social responsibility to provide these benefits will not, unfortunately, shield you from bureaucratic headaches. Once you have opted to provide this type of insurance, many states stipulate certain standards be maintained.
How to use Employee Relationship Management Employee relationship management is directing relations between the employee and employer to increase employee satisfaction--which is directly related to employee productivity. Employee relationship management can improve the overall business culture and includes such things as communication, conflict management, employee growth, company growth and increased productivity.
Difficulty: Moderate
Instructions 1 Communication Establishing effective communication between employee and employer is the first step in employee relationship management. A work environment in which employees feel heard and respected greatly enhances morale. Communication can be in the form of an open door policy, an anonymous suggestion or complaint box, e-mail and instant messaging, for example. 2
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Conflict
Management
Employee issues can be handled efficiently and effectively by anticipating possible conflicts and creating a procedure for resolving them. This procedure could include a hierarchy for airing grievances and a formal process to do so. Conflict management is directly related to communication and the current methods in place can be used to control conflict. 3 Employee
Growth
Employee relationship management offers incentives for employees to become greater assets to the company. Incentives can include employee work reviews, goals and rewards for met goals. Employees that feel valued and rewarded will be better workers. 4 Company
Growth
Company growth is directly related to employee growth: When employees are given the opportunity to grow, the company as a whole can grow. Effective employee relationship management can create better employees and draw in a higher caliber applicant. Happy employees increase company moral, which in turn create a better product or service. 5 Increased
Productivity
Coupled with company growth is increased productivity. The incentives for employees to grow are typically coupled with goals that are higher than the current standard. The standard productivity for one employee will increase, possibly resulting in fewer employees doing the same amount of work. 62
How to Create Policies for Results
Policies that bring change to the workforce create satisfaction and goal achievement. Companies implement employment policies to improve the employer-employee relationship. Solid workplace relationships result in great job satisfaction and employee engagement. Employers who create policies that really work help their employees achieve professional development and organizational goals. HR experts utilize various methods to create policies that bring results and address workplace needs. Some key elements of workplace policies are based on employee opinion, consensus and human resources best practices. Many forward-thinking employers are reconstructing policies according to employment trends. One current trend is how generational differences change the workforce.
Instructions 1 Request an employee census from your human resources information system expert or IT manager; the census should be sorted by age, salary, race, sex and job category. Sorting the data enables you to analyze workforce statistics to ensure there exists no disparate workforce treatment based on characteristics unrelated to job performance. 2 63
Examine sorted reports very closely, noting patterns which may suggest imbalances or disparities within your workplace. Determine how many of your employees represent each of the four generations in today's workforce. Online resources contain a wealth of information related to generational breakdowns. The employee census sorted by age will contain important data for analyzing the types of job categories filled by workers in certain age groups. 3 Conduct research on how each generation functions in the workplace. Older workers-referred to as traditionalists--prefer a structured working relationship based on respect for authority. Baby boomers are noted for attaching personal identity to professional accomplishments. Generation X and Generation Y--unofficially and collectively referred to as the "Facebook Generation"--have experience, education and values that are shaped by technology and social networking capabilities. 4 Administer a confidential employee opinion survey to elicit responses about job satisfaction, employee engagement and suggestions for improvement. In your analysis, you will likely notice similarities among workers from each of the generations. Traditionalists may suggest that tenure and experience should be better utilized. Baby boomers may want greater rewards for exceeding performance standards. Employees in the Facebook generation--Gen X and Gen Y workers--might want more flexibility for improving productivity and job satisfaction. 5 Deliver the employee opinion survey results to the executive leadership team with research, documentation and a full explanation of employment trends related to matters such as generational differences in the workforce. Describe how policies that address the needs of four distinct generations can improve morale, increase productivity and reduce 64
turnover. These are the results you can almost promise with the development of policies based on employee opinion. 6 Draft new policies or revise current policies that modify working conditions; provide options for employees who want flexibility, formality or greater rewards for performance. These policies may include options for implementing a dress code based on rank, position or frequency of the employee's presence in the office. Create policies that provide options for flexible work arrangements such as telework, telecommuting or work share. 7 Convene a directors meeting to discuss and finalize the policies. Schedule presentations during all-staff meetings to announce changes and expanded options to your workforce. After implementing policies and publishing them in your employee handbook, monitor changes among employees and schedule annual employee opinion surveys to track improvement.
Benefits of employer and employee co-operation
Employer /employee relations refer to the communication that takes place between representatives
of
employees
and
employers.
Much of the employee relations involve employees and employers working together. Indeed, part of the aim of the European Union's social policy today is to create a system of shared responsibility of employers and employees for working practices, conditions and
other
areas
of 65
working
life.
This
policy
of
shared
responsibility
is
called
co-determination.
Discussions between employers and employees typically cover the following areas or rights: *pay *bonuses *the
work
environment
*disputes *work
schedules
*grievances *health
and
safety
*hours
of
work
*production
targets.
The Advisory, Conciliation and Arbitration Service was set up in 1974 to try and create more harmonious working relationships in this country. It negotiates in disputes between employers and employees as well as establishing codes of practice and principles for harmonious relationships. It has been tremendously successful in its work because today there are relatively few major employment relations disputes in this country. Where problems start to arise in a company, it is an easy process to consult with ACAS to find ways of improving relationships. Because ACAS has experience of dealing with so many workplaces it is able to suggest guidelines for harmonious relationships in nearly all situations.
Employer/employee relations
Successful employer/employee relations involve striking a balance of interests. From the
66
employer's point of view, industrial relations is about having the right to manage - the ability to plan for the future so that a company can continue to be a success, to make profits for its shareholders and to keep its employees motivated. From the employee's point of view, it is all about securing the best possible conditions and living standards for employees.
Where employees are not happy with working conditions this frequently leads to high labour turnover, bad timekeeping, and high levels of absenteeism. It may also occur in the form of slackness by individuals, poor working, deliberate time wasting and similar practices. Other evidence of discontent will be revealed in complaints, friction, ignoring rules
and
apathy.
There are a number of forms of organised 1.withdrawal
trade union action, including:
of
2.a
goodwill
go
slow
3.working strictly to the rules set out in work rulebooks and sticking rigidly to only doing tasks
set
out
clearly
4.refusing
to
a
job
description
work
5.going
overtime
on
All
of
these
*they
reduce
company
*they
harm
employment
*they *they
in
cause
problems
actions
profitability,
lead
strike.
prospects,
and
its'
and
reduce
to for
are ability
undesirable: to
wages
fulfil of
festering
customers
and
the
economy
orders
employees discontent
as
a
whole.
Thus it is very important to create harmonious workplaces for the benefit of all concerned. The work of ACAS therefore is primarily concerned with outlining good practice and models of harmonious working practice. 67
Employer Vs Employee
There has always and will continue to be a certain push/pull between owners and workers. Each sees his position differently. The owner has considerations that the worker does not ever have to have as a concern. He is responsible for the whole business, not just the finishing department. He takes on all the risk of doing business. He must pay the taxes and insurance, and worry about the lawsuits and losing everything. He has much more at stake than just how good the finish is on the cabinet going out. If the finisher loses his job, he can go to another shop and if he is good, can pick up another job without much loss of income. If the business goes under, the owner loses much more than a job. Therefore, the business owner has the right to a larger share than those that work for him, otherwise they would assume the risk themselves and be in business for themselves instead of working for someone else. A good percentage of those I have seen go into business for themselves were back looking for a job as soon as they found out the hassles of owning a business (usually the first time they had to pay taxes and set up an accounting system). I am not saying that a finisher should not be paid adequately for his skill. I do believe in paying a skilled person for his services. However, he should not be paid more than is justifiable by what he produces. No skill is worth more than it brings in revenue back to the company. I know many business owners who put in half again the hours that any of their men work in a week. Over the years I have found more people who think they are better than the reality they show in their work, and of course they want more compensation than is justifiable from their performance! Somewhere each has to understand the balance of things. The owner cannot do all the work himself and the worker cannot do the job without a company and business owner to provide the necessary work and place of employment. Each should be compensated fairly for his investment of skill, time, risk, and involvement. 68
Mark Twain commented that if you took a hungry dog and made him prosperous, he would not bite you, and that was the fundamental difference between a man and dog. He also went on to say that when he was a young man he could remember things whether they happened or not. (As he aged he could only remember the things that didn't.) That being said, you won't elicit a whole lot of response on this (or any other) forum when you want to discuss employee/employer relationships. This is probably the most complicated part of our business but it seems to get the least amount of attention. The complexity lies in the fact that money has very little to do with motivating people, but they would not come back to work if you stopped paying them. I would recommend that you give this guy a whole bunch of money every time there is extra prosperity to pass around. I would only pay pa y this money as a bonus on top of wages. I would not raise guaranteed wages. Increases in hourly pay do not cause a whole lot l ot of extra effort. If you raise r aise a guy's wages it won't be long before he concludes you are paying him on the margin because that is what he is worth. That same amount of money distributed as a bonus tends to get noticed. Particularly if you let him know it was because he did a really good job *last* week. When a lot of employees get together and chat up their jobs they always say "The pay sucks but the benefits are great." This is another big clue. Put the money in a wrapper that they will notice. Start with the assumption that these people are as good or better a capitalist than you are. If you don't believe this, try forgetting to pay them for a couple of hours and see if they don't notice this in a nanosecond. The trick is to make them recognize their own self interest in what they do for you each day.
69
In a lot of ways you have answered your own question. But I can add my two cents on this one. Perhaps what each is looking for is a successful business relationship. That really forces one to look at what will be successful. That is different for each of them as individuals, but similar for them as participants in the company. Each may be forced to make decisions personally that will impact their success that may have a negative impact on the others' success. Neither one is without vulnerability. I spoke with a gentleman a while back who was selling and managing an average of 5-6 million dollars annually for the company that employed him. He operated at a 20% profit margin. Do the math on that one and see what was happening to the owner of that company financially. I asked him why he did not just go out on his own. He said 'I can perform at these high levels here because I have a very capable secretary, very skilled people in the field, two powerful lawyers to keep that side of the business going, a very trusting boss and a lot of resources in the way of computers, software, transportation, et cetera.' Each of these guys was successful in their jobs. They do have intense discussions about compensation and each is trying to leverage their own benefit, but when that is done each one understands the symbiotic nature of the their business relationship. A finisher or a cabinet maker or a floor sweeper has the same tension and there is the same symbiosis that happens on that level, only with smaller dollar signs. In my experience, mutual respect goes a long way to keep the relationship civil. And if they are unwilling to discuss matters, the relationship will predictably sour quickly.
Very early in my career a wise manager told me that we were all part of a profit sharing scheme called "salary." If there was no profit, it was only a matter of time before there would be no salary. 70
What is occasionally depressing about the "tension" between labour and capital is that capital often makes no effort to educate labour about the realities of economics. I really believe that given a reasonable, frank explanation of the economics, most people support sensible decisions. I have experienced this many times in my career. Just
a
few
other
random
thoughts
around
this
issue…
1 - The owner of a business will (may) be able to realize a financial advantage at some point in the future by selling all or part of a successful business. He (She) is effectively deferring immediate gratification (more income) in favour of later gratification (capital appreciation). The employee cannot participate in this (except where enlightened owners offer specific schemes). Basically, the owner might be able to sell his business but the employee cannot sell his job. 2 - The owner is the only person in the business who is not able to hand in his resignation and leave. Now I know that he can shut down the business but I would contend that they are not the same thing. Therefore, the owner has to set a compensation level which entices the employee to keep coming back. Unless he doesn't want him to come back, in which case the compensation level should reflect that desire. The owner's compensation level is a factor of the market he is in. If there is insufficient income available in that market, then capital should desert the market, restricting supply and raising price. Simple supply and demand says that, basically, if you can't make a living from running your business, you should move on to something something else. 3 - The owner has the opportunity to dictate his own working style to a far greater extent than the employee. That is just one of the intangible benefits that he enjoys. My basic point is that everybody is taking differently and giving differently. Regrettably, the comparison of apples and oranges can mean that everybody convinces themselves they are hard done by.
71
Employee Rights & Responsibilities
Treating employees with respect and fairness is essential for two reasons. First, it establishes a company's reputation for fairness and impartiality which is carefully scrutinized by individuals both within and outside the organization, and is a vital factor in keeping and attracting desirable employees. The second, but equally important reason is that identifying and safeguarding employee rights reduces the possibility that the company becomes entangled in charges of discrimination, lengthy litigation, and costly settlements. Employee rights fall into categories, one of which is the right to fair treatment by the employer. In this paper, I will defend Werhane and Radin‘s argument advocating the removal of EAW. In the article ―Employment at Will, Employee Rights, and Future Directions for Employment‖ by Tara J. Radin & Patricia H. Werhane, they address the ―employment at will‖ (EAW). This provides for minimal regulation of employment practices. It allows either the employer or the employee to terminate their employment relationship at any time for virtually any reason or for no reason at all (Werhane, Radin 343). They start off by laying out the arguments and critiques against EAW and why it is a downfall.
How to Write an Employee Performance Evaluation
Employee performance evaluation 72
With employee performance evaluations there's always room to improve-on both sides. But how does the employer accurately convey those things that need to be improved without offending the employee? It can be tough to maintain the delicate balance between employees and their supervisors during these employee performance evaluations. These steps will help you to write employee performance evaluations and build stronger business and working relationships. working relationships.
Difficulty:Easy
Instructions 1 Write about Performance and not personality. In an employee performance evaluation obviously it's important to offer your suggestions and point out improvements that the employee can make. Avoid criticism that might be viewed as offensive or a personal. For example, you wouldn't want to tell an employee you don't like the way they do something unless it conflicts with a company policy. When you write write employee performance reviews reviews remain unbiased. 2
Review and set goals. During an employee performance evaluation, it's important to review the goals set during the previous evaluation. Evaluate progress on the employee's goals, and set new goals. Try to set goals that are realistic, but goals that will push the employees to succeed.
73
3
Review the good and the bad. An employee performance evaluation can be disheartening-especially for the employee. It's important to find 2-3 things that the employee often does that are commendable. Start out by telling the employee some things they can work on and then letting them know you've noticed some more desirable aspects as well. 4
Finally, ask for self evaluation. An employee performance evaluation can seem awfully one sided; it's important that your employees recognize that you're not perfect either! Be Be sure to ask for areas in which you you can improve.
In the past, the relationship between employer and employee was based on the assumption that employers were like owners and were free to dictate any terms of 74
employment. There were few laws and protections available to employees that would protect their interests interests at times of poor treatment, treatment, manipulation, unfair practices, practices, etc.
The employer did not value the employee loyalty and the employee benefits. The employer did not seek ways for the employee satisfaction and as a rule they did not intend to build better employee relationship. This terrible situation could not last too long. At first, it was the labor unions that made pro test s against the unfair relationships between employers and employee, and called for the government to provide rights, better employer and employee relationship , and the employee satisfaction. In the 1930s, the federal government of The United States enacted the National Labor Relations Act (NLRA), which called for better and fair employee wages and safe workplaces. This was only the beginning. In 1960's, the federal government began to enact laws forbidding discrimination against women and older employees. In 1970, The U.S. Government enacted the Occupational Safety and Health Act (OSHA), which set minimum standards of workplace safety. By 1990 Congress had enacted laws which forbid discrimination against disabled employees, and require employers to accommodate such employees if the accommodation did not provoke excessive difficulties on the employer. And today, the employee relationship with the employer is protected by various laws. The laws provide the employee satisfaction and give the employees the right to pro test, make claims and seek damages if they have been mistreated. This history outline briefly demonstrates that the employees did not always have better standards of workplace safety, labour legislation and wages. We cannot be sure that today we have perfect laws and terms of employment. However, we are sure that today's employers give better workplace and employee benefits which increase employee loyalty and empl oyee oyee sati sati sf action .
75
Consider all points to win subordinate's favor If employers want to be successful managers, they needs to carefully learn the history of employee management and consider all points to win your subordinates' favor. When the employers start a business, they employ workers to produce, organize, sell, transport, repair, maintain, etc. They publish job openings, hold interviews, and hire individuals based on qualifications, requirements and wages. The employers try to provide best terms of employment to meet employee loyalty and attract more skilled and qualified employees. To be better managers and to decrease employee turnover, the employers should consider the following major points:
Provide training to newly-hired employees and make them aware of the company's rules and goals
Assign tasks according to the employee profiles and job positions
Offer health insurance coverage, compensation, and other employee benefits
Develop the ability to reveal an issue beforehand
Make regular meetings with the subordinates
Demonstrate concern to the problems of the subordinates
Be confident and non-conflict managers
Maintain and develop corporate spirit and corporate culture
Award the successful employees
Each of these points is a major part of successful employee management. The main goal is to reduce, increase employee loyalty and collect the employee list with the most skilled people. Since you are a manager you gain managerial experience and know more about employee management. To increase your managerial skills, you can use VIP Task 76
Manager application, which provides you with employee management solutions and
allows to better organize and control your employee list
77
R ESEARCH METHODOLOGY This research is exploratory in nature. I collected data from various primary and secondary sources. The choice of sample scheme was guided by the fact that a reasonable amount of information was available and representing true picture of application of information technology in HR department.
The methodology adopted for the completion of this project was divided into four stages:
The first stage included understanding the Concept, Application and Contribution of IT in HRD department to perform its function effectively and efficiently. Secondary data for this purpose was collected through various books, magazines, journals and various sites.
Second stage included the input stage in which various types of information data were collected related to application of IT in HRD. The data was collected through discussion and interviews with the representatives of the company.
In the third stage all the gathered data were arranged and tabulated to arrive at the necessary conclusion. All the information was correlated into tabulation, charts and in figures to make the preparation of tool like Questionnaire to evaluate the significance of It in HR department.
The last stage, i.e. the output stage included analyzing of the processed information in final findings and then arriving of final conclusions.
78
I) DATA COLLECTION METHOD: BY THE SURVEY METHOD, QUESTIONNAIRE AND INTERVIEW. II) DATA SOURCE: -
o
Primary data.
o
Secondary data
Pri mary Data:-
PRIMARY DATA IS ONE WHICH IS COLLECTED A FRESH AND FOR THE FIRST TIME AND THUS HAPPENS TO BE ORIGINAL IN CHARACTER. THERE ARE DIFFERENT METHODS OF DATA COLLECTION. IMPORTANT ONES ARE: -
OBSERVATION METHOD
INTERVIEW METHOD
THROUGH QUESTIONNAIRE
THROUGH SCHEDULES
THROUGH DISCUSSION
79
Secondar y Data: -
SECONDARY DATA ARE THOSE WHICH HAVE
ALREADY THROUGH THE STATISTICAL PROCESS. SECONDARY DATA MAY EITHER BE PUBLISHED DATA OR UNPUBLISHED DATA. USUALLY PUBLISHED DATA ARE AVAILABLE IN:
BOOKS, MAGAZINE AND NEWSPAPERS
EARLIER REPORT AVAILABLE
TECHNICAL AND TRADE JOURNALS
PUBLIC RECORDS AND STATISTICAL.
Samplin g Plan: - All the people of Agra region who uses a Mahindra &
Mahindra Products and bike of Hero Honda Sampling Unit : A person of Agra region who use a motor bike Hero Honda Sample Size: -
Sample size will be of 100 peoples. A)
Sampling Method: -
Judgment and Convenience Area of Study: - Atma Ram Auto, Bhagwan Talkies Xing, Agra
Agra region
80
RESEARCH METHODOLOGY AT A GLANCE
Primary data was collected through a Questionnaire; which was served to 40 respondents. The design of the present study is presented as under: Research Design
Descriptive
Data Source
Primary and secondary
Sample size
The sample size is 40
Sample Definition
HR manager and employees of HR department
Contact Method
Personal
Survey Technique
Questionnaire Administration
Types of Questions
Structured and close ended
Data processing
Table processing and charts
81
LIMITATIONS
1. Research work was carried out in one region of U.P. (MUTHRA-AGRA) only the finding may not be applicable to the other parts of the country because of social and cultural differences.
2. The sample was collected using connivance-sampling techniques. As such result may not give an exact representation of the population.
3. Shortage of time is also reason for incomprehensiveness.
4. The views of the people are biased therefore it doesn‘t reflect true picture.
82
The Changing Employer-Employee Relationship Bad times affect expectations on both sides. But managers can turn downturns into an opportunity to build employee loyalty
The public is all too aware of the controversy surrounding AIG's (AIG) collapse due to its exposure in credit default swaps, the scope of the government investment to bail out the company, the outrage over generous bonuses paid to many of the same executives responsible for the poor business decisions that derailed the company, and the efforts from many quarters to recover those bonuses. Beyond these executives, however, are thousands of AIG employees in more than 100 countries who can't entirely avoid being tarred with the same brush. In the U.S., employees have been advised not to display the company logo while out of the office. In advance of a planned demonstration at the New York headquarters, employees with offices on low floors were advised to close the shades on their windows for their protection. Angry, even threatening e-mails have been sent to the company. A Challenge for Leaders
A company that until recently was portrayed on Web sites such as vault.com as a very solid employer — now faces a situation where the company's relationship with its employees has fundamentally changed. Negative comments outpace the positive on jobvent.com by a 2 to 1 margin. Clearly, the team that will be assembled to lead forward faces a tremendous challenge. However, the recession has similarly affected the employer-employee relationship at all companies — not just those grabbing headlines.
83
To attract, retain, and motivate employees, employers made promises that really could be kept only if the pace of growth in the business continued. Expected growth in profitability and in opportunities were the fuel that fed the "deal" that employers were able to offer employees. At many companies growth plans have since been shelved in favor of retrenchment plans. This recasting of the employment context raises a number of important questions, among them: • How should we expect the nature of the employer -employee relationship to
evolve? • How have the tools employers have to attract and reward employees changed,
and what does that mean for how managers must manage? One way to characterize the exchange between employers and employees is as a series of promises. Employers promise some level of safety and security, adequate resources to perform jobs, opportunities for development and advancement, and so on. In return, employees promise their experience and effort. The recession effectively has forced employers to defer delivery of all sorts of promises to employees. Economic uncertainty is creating a situation where employees no longer see a direct link between how hard they work today and how their employer will respond. The resulting challenge for managers is to find ways to stay credible and trustworthy in an environment where promises may be seen as empty. Effectively this means employers find themselves more frequently asking employees to trust the company — assuring employees that better days are ahead and their efforts today will not be forgotten tomorrow. Of course, if the recession is a fairly short one, then less forgetting will occur. Employees can be expected to endure a rough 84
patch. When emotions like fear and frustration become a new normal, though, it is tiresome. How long can employers rely on "trust me" as a way to encourage employee engagement? Loyal Workers in Bad Times
What can employees fairly expect from their employers in times like these? In tough times true character is revealed — this is just as true for companies as it is for individuals. The way employees are treated when the chips are down says a great deal about what really matters to employers. Ironically, these difficulties provide opportunities for employers to earn tremendous loyalty from their workforce. Of course, if the cards are misplayed, the damage in employee relations can take years to repair. Employers need to communicate tirelessly and strive for transparency. It may be all they have to offer employees in such resource-constrained times. The Changing Employer-Employee Relationship Management
When the iPad Is the Only Computer Your Employees Need — or Want Employee Reciprocity Pimco‘s McCulley to Leave Investing for Think Thank
UBS Says Naratil to Replace Cryan as CFO, Ermotti to Run Europe
PepsiCo CEO Taps Cold War Hero to Seal Latest Russian Takeover
Unfortunately, some employers are resorting to fear-based tactics in an effort to reinforce employee engagement. In the short run employees may respond to such heavy-handed approaches, but such a practice is not likely to be sustainable. 85
So what are employers to do? The first recommendation is that employers work diligently to create a "no surprises" environment. In managing this way, they build employee perceptions of the company's trustworthiness. Doing what is planned when it is planned creates trust. A second recommendation is to work to find out and then to protect what really matters to employees. There will be elements of work that truly are cherished — and they may be surprising. In one instance, a headquarters cut a fairly inexpensive perk — afternoon cookies in the break room. The impact on morale was so strongly negative that one executive commented the "cookies were the costliest savings we ever achieved." The third recommendation is to be certain you fully understand how the cuts and other changes being made around the workplace affect each employee's ability to do his job well. If tools, full-time employees, and other resources are being more carefully managed (as they should be), make sure first that employees' capabilities to perform are not threatened. Make adjustments as needed, such as ensuring that there is enough time available to complete work, so that the employee doesn't lose confidence that he or she can deliver to the company's expectations. These three steps will generate a sense that a company is trying to be sensible, trustworthy, and transparent in managing through the recession. Some employers are managing today as if employees have no options — that they should simply be thankful they have a job. This may be true today, but as things improve, the way you manage through these rough times will send a signal to employees about whether or not you remain an employer of choice when things improve. Chief executives must remember that they will get the culture they deserve, and much of what they do in this downturn will define "what they deserve" going forward. 86
Stephen A. Miles is managing partner-Americas for Heidrick & Struggles' Leadership Consulting practice. Nathan Bennett is the Wahlen professor of management at the Georgia Institute of Technology.
87
Data Analysis Category 1: Behavior
Factors Associated: Behavior of the Security Staff, Staff at Reception, HR Department
0.00
36.59 1 2 48.55
3 4 5
1.09 13.77
Strongly
Strongly
Moderately
Disagree(1)
Agree (2)
Agree (3)
Cumulative
0
134
38
3
101
Percentage
0
48.55
13.77
1.09
36.59
88
Disagree
(4)
Agree to a large extent (5)
Behavior of the security staff towards the candidates who appear in the interview is satisfactory
to a large extent. 78.14 % are satisfied with the behavior of the security staff. Mahindra & Mahindra being a service sector could improve it further. It should be communicated to their respective agencies. Agencies should either undergo training or they should have a system of feedback from the respective buildings where they report. This way the staff will have a pressure to perform accordingly. Moreover, the security sometimes have the feeling that the candidates who comes for the interview cannot complaint against them. Security should be supportive enough to help the candidates in the very possible manner.
Behavior of the staff at reception was satisfactory. There is definitely a scope of improvement.
Staff at reception should be well aware of the events and functions. They should be provided with adequate information regarding the functions. If they have not been informed at the right time then they might end up with something else. This will then hamper the communication between the candidates and the staff. Moreover they should try to help the candidates to make them comfortable.
HR Department in Mahindra & Mahindra
was helpful and provided them with relevant
information. HR department no doubt was able to built relationships with the candidates. This implies that the people in the HR department are efficient as they know that ―To recruit an efficient candidate is a difficult job‖. Therefore, they don‘t want to loose any such c andidate
because of this reason. 96.74 % of the candidates agree that the HR was helpful. 89
Category 2: Environment Factors Associated: Ambience of the Office, Seating Arrangement,
Interview Conducted
0.00
31.88 1 2 3 52.90
4 5
2.17
11.96
Strongly
Strongly
Moderately
Disagree(1)
Agree (2)
Agree (3)
Cumulative
0
146
33
6
88
Percentage
0
52.90
11.96
2.17
31.88
90
Disagree
Agree to a large extent (5)
(4)
71.74 % of the candidates agree that the ambience of the office was appealing. In addition, seating arrangement was good according to their standards. Approx 58.70 % candidates strongly agree that they have been provided the better seating arrangements. 29.35 % candidates agree to large extents that were comfortable with the seating arrangements. I think the percentage could have been much better as this is totally in the hands of the management. This could also prove to be a barrier in recruiting an efficient employee as one needs to be relaxed while waiting for the interview. Before this gets too worsen, management should consider and work upon it.
Interview was conducted in a professional manner. This shows that the panel of judges for the
interview was experienced and well versed with the interview techniques. This implies that the management very well knows the value of the time and money that is being spent at the time of recruitment.
Note: The percentage mentioned in the interpretation is individual question’s percentage. The table shown after the pie chart is the cumulative percentage of 3 questions.
91
Category 3: Communication Factors Associated: Information on Mahindra & Mahindra website, Interview Panel, Job
Profile Explained
1.81
25.72
1 2 3
45.29
4 5
7.25
13.77
Strongly
Strongly
Moderately
Disagree(1)
Agree (2)
Agree (3)
Cumulative
5
125
38
20
71
Percentage
1.81
45.29
13.77
7.25
25.72
92
Disagree
Agree to a large extent (5)
(4)
35.87% of the candidates strongly agree that the Mahindra & Mahindra website helped them in their interview and approx 29.35 % agree to a large extent that Mahindra & Mahindra website was informative and helped them. Information in the Mahindra & Mahindra website should be updated as and now so that it is fruitful to the candidates at the time of interview.
Candidates were pretty much comfortable with the Interview panel . Panel of the judges made them comfortable during the interview process. Sometimes the efficient employee is not selected if the panel of the judges failed to make them comfortable. This way, the candidate gets frustrated and unable to give their 100 percent. Interview Panel at Mahindra & Mahindra realizes this fact as they don‘t want to loose the efficient candidate at any cost.
Note: The percentage mentioned in the interpretation is individual question’s percentage. The table shown after the pie chart is the cumulative percentage of 3 questions.
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Category 4: Perception Factors Associated: Interview Experience, If offered will join Mahindra & Mahindra
Recommend Mahindra & Mahindra
0.00 21.01
1 0.36
2
5.43
3 4 5
72.46
Strongly
Strongly
Moderately
Disagree(1)
Agree (2)
Agree(3)
Cumulative
0
200
15
1
58
Percentage
0
72.46
5.43
0.36
21.01
94
Disagree
(4)
Agree to a large extent (5)
50% of the candidates strongly agree that the interview was a satisfying experience for them. 33.70 % of the candidates largely agree to the same extent. It was satisfying as the panel made them feel comfortable and relaxed. There is always a difference in the candidate experience. This is totally up to the candidates how they take and interpret it. Every candidate wants to work in this organization. There is a lot of growth and scope if one enters into this organization. Mahindra & Mahindra has a market value and once worked with this organization will give them the exposure. Every candidate wants to take advantage of the Mahindra & Mahindra ‘s market value.
Similarly, every candidate agrees that they will recommend Mahindra & Mahindra as a preferred employer to their friends. This shows that Mahindra & Mahindra is a good organization to work with.
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Suggestion & Recommendation Employees are encouraged to contribute to society and their communities during their leisure time.
The success of this Code lies in its implementation and periodic review. The Compliance Officer and the Board of Directors of the Company will be responsible for ensuring that these principles are properly communicated to and understood by all to whom these are addressed.
As these are broad guiding principles, detailed procedures will be laid down by each Business Unit within the Company to suit its individual needs. Every employee of the Company to whom this Code applies will be required to formally acknowledge that having received and understood the Code, he/she will abide by its prescriptive principles.
There will, most certainly, be doubts, for which clarifications will be required. Employees are encouraged to seek these clarifications from the Compliance Officer, and be watchful of situations that could result in an impropriety. The Compliance Officer will be responsible for monitoring compliances with the provisions of this Code. The Compliance Officer shall review the provisions of the Code from time to time and suggest such amendments as it considers necessary for the Code to be relevant in changing circumstances. Employees are expected to report any non-compliance or potential non-compliance to the Compliance Officer, who promises complete confidentiality in respect of matters referred to him.
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Compliance with the Code is mandatory at all levels. Cases of non-compliance will be referred to the Compliance Officer, which shall recommend the nature of punitive action.
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Conclusion Employees will display the highest level of ethics and integrity in every sphere of activity and will abide by the rules and regulations of the organization. Every employee will be given an assignment that best suits the employee‘s
capabilities and will be sufficiently empowered to function at an optimal level. Adequate opportunities will be provided to our workforce to upgrade their skills. Every employee is entitled to equal consideration for any open job opportunity within the Company and due importance will be given to Succession Planning. Innovation and well-reasoned risk taking shall be supported, but performance will be demanded. Employees shall have no rights or lien over any inventions that arise in the course of employment. Suggestions from the workforce for the betterment of processes and practices will always be welcomed.
Employees are expected to devote their full time attention to the business of the Company and not take on any competing assignments either directly or indirectly without proper authorizations.
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Frequently Asked Questions about Employee & Employer‟s Relations Work Sample
1. Is there a software application for time study or work measurement on the market? No, there is not an application to perform the study for you, nor to plug in information and generate work measurement results. There is software to allow you to use a PDA for studies.
The variables in operations, across many businesses and functions, are different, as are the methods, work and its requirements, materials, specifications, work flow. The variation means that each project is different, and software apps are not written to include all of the differences. Direct observation of work is required.
In addition there are several work measurement techniques; time study, work sample, predetermined times for instance which have different characteristics and capabilities. 2. Is there a simple way for untrained, inexperienced people to perform successful time study and work measurement? No. Training and experience are necessary in order to recognize and deal with routine variations. Work measurement is a statistical process; operators to be studied have different training and skill; they will react differently. Only an
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experienced observer will be able to develop an accurate set of time values to define and quantify normal, expected operating times. 3. Can a consultant recognize the differences in operations? Yes, an experienced consultant can successfully apply work measurement techniques, which tend to be similar across different businesses, functions and technology. 4. What are the most important benefits from work measurement? a. Expectations. Work measurement quantifies objectively what is expected of an individual,
or
team,
or
work
group,
or
process.
b. Reporting. Reporting of actual performance compared to objective expectations provides a benchmark, an understanding of how an operation is doing, and a basis for
planning
any
corrective
action
necessary.
c. Balance of work. It is possible to balance workloads, based on objective timestudy, to equalize the amount of work and to even the flow of materials. Balance individuals, progressive assembly lines, equipment. Recognize constraints. 5. What improvement is typically expected after work measurement and reporting? My experience indicates that unmeasured work is usually about 60% productive. When an objective expectation is engineered, the previous performance against that rate generally was about 60%.
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6. Is all of the low performance because people are not working hard? No, although that occurs. Work measurement will also point out potential savings where time is lost; because of constraints elsewhere; improper balance of assignments; delay for materials, or direction, or a previous step; machine downtime; low quality or rework; poor scheduling; poor methods and insufficient training; inadequate documentation; etc. This waste, once identified, can be corrected. 7. Can work measurement resolve contested situations, differences of opinion? Yes. There may be a difference of opinion about workloads between union and management, or just an internal difference in a company which objective work measurement by an outside consultant can define. 8. Is work measurement just for the production floor? Not at all. Time study, time and motion study, work sampling, and methods study are just as effective in the office, the lab, the maintenance shop, the field, customer service, and the warehouse as on a production floor. Just about anywhere your organization had a presence. 9. Are incentive systems useful to increase motivation and performance? Yes. From my experience, incentives are effective motivators because most people go to work for money in the first place, and incentives offer an opportunity for them to increase their pay by their own efforts both physical and mental.
Incentives also cause a company to pay closer attention to labor performance, to measure it and relate it not only to costs but also to output, and calendar 101
performance, and customer service, and capacity. Good performance in these factors will benefit the company balance sheet, P&L, and corporate image.
Good company performance will also motivate employees subjectively because people want to feel that their contribution matters. 10. How can JPR assist to measure work? JPR consults at your location, measures work, identifies improvements, creates reporting mechanisms. JPR will also train operators on site, both classroom and on-the-job experience.
JPR will observe a contested situation, a difference of opinion, and provide an independent, objective quantification.
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Bibliography
Website
www.mahindra.com
BOOKS: -
KOTLER, PHILIP: MARKETING MANAGEMENT 2005, PHB PUBLISHING HOUSE, NEW DELHI. KOTHARI C.R., RESEARCH METHODOLOGY 1998,
PUBLISED BY VIKAS PUBLICATION
HOUSE PVT. LTD, NEW DEHLI. SAXENA RANJAN, MAEKETING MANAGEMENT 2000, PUBLISHED BY TATA MCGRAWHILL PUBLISHING COMPANY LTD., NEWDEHLI. SCHIFF MAN, KANUK, CONSUMER BEHAVIOR 2003, PUBLISHED BY ASHOK K. GHOSH, PRENTICE-HALL OF INDIA PVT. LTD., NEW DEHLI.
JOURNALS: -
NEWS-PAPERS
ARTICLES
BUSINESS TODAY
Websites:
www.google.com
www.wikipedia.org
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