Summer Training Report

On

HUMAN RESOURCE PRACTICES AT SKODA, NEW DELHI

M/S JAI AUTO VEHICLES PVT. LTD.

Submitted in Partial Fulfillment

Of the Requirement

Of Bachelor of Business Administration

Training Supervisor Submitted By

Name: Mr. Sanjive Mago Name of the student: Srishti Handa

Designation: General Manager ENR No.: 40750501715

Batch: 2015-18

Submitted To:

Banarsidas Chandiwala Institute of Professional Studies, Dwarka, New Delhi

(Affiliated to Guru Gobind Singh Indraprastha University)

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 CERTIFICATE

This is to certify that the project work done on HUMAN RESOURCE PRACTICES AT SKODA, NEW
DELHI submitted to Guru Gobind Singh Indraprastha University, Delhi by SRISHTI HANDA in partial
fulfillment of the requirement for the award of degree of Bachelor of Business Administration, is a bonafide work
carried out by her under my supervision and guidance. The work was carried during ______to ______ in M/S
JAI AUTO VEHICLES PVT. LTD.

During the training period, her behavior & performance was satisfactory.

Date: Name of the guide: Mr. Sanjive Mago

Seal/Stamp of the Organization Address: A-38/ a-10, Mohan Co-operative Industrial
Estate, Mathura Road, New Delhi.

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 DECLARATION

I hereby declare that this Project Report titled HUMAN RESOURCE PRACTICES AT SKODA, NEW
DELHI submitted by me to Banarsidas Chandiwala Institute of Professional Studies, Dwarka is a bonafide work
undertaken during the period from _______to________ by me and has not been submitted to any other University
or Institution for the award of any degree diploma / certificate or published any time before.

(Signature of the Student) Date: / / 2017

Name: Srishti Handa
Enroll. No.: 40750501715

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 BONAFIDE CERTIFICATE

This is to certify that as per best of my belief the project entitled HUMAN RESOURCE PRACTICES AT
SKODA, NEW DELHI is the bonafide research work carried out by SRISHTI HANDA student of BBA,
BCIPS, Dwarka, New Delhi during June-July 2017, in partial fulfillment of the requirements for the Summer
Training Project of the Degree of Bachelor of Business Administration.
She has worked under my guidance.

--------------------
Name: Dr. Shyama Kumari
Project Guide (Internal)
Date:

Counter signed by

-------------
Name:
Director /HOD
Date:

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 ACKNOWLEDGEMENT

An undertaking of work life, this is never an outcome of a single person; rather it bears the imprints of a number
of people who directly or indirectly helped me in completing the present study. I would be failing in my duties
if I dont say a word of thanks to all those who made my training period educative and pleasurable one.

I am thankful to M/S Jai Auto Vehicles Pvt. Ltd. for giving me an opportunity to do summer training in the
company. I have gained enriching experiences, learned a lot and become more matured as an individual. I am
deeply indebted to my project guide Mr. Sanjive Mago (General Manager-Sales), for giving me his valuable
time, advice, guidance, encouragement and help during the course of my project.

My heart full thanks to the whole staff of M/S Jai Auto Vehicles Pvt. Ltd. who gave me continuous support in
every possible manner to gain practical knowledge in Industry.

Finally, I would like to thank all lecturers, friends and my family for the kind of support and to all who directly
or indirectly helped me in preparing this project report.

SRISHTI HANDA

Enroll.No.:40750501715

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 TABLE OF CONTENTS

Chapter no. Title Page no.

Executive Summary
Chapter 1 Plan of Research
1.1 Research Objective
1.2 Chapter Scheme
1.3 Literature Review
Chapter 2 Company Profile
2.1 Industry in India
2.2 Major Players in Industry
2.3 About the Company
S.W.O.T Analysis
HR Variables
Chapter 3 Research Methodology
3.1 Meaning of Research Methodology
3.2 Statement of Problem
3.3 Objective of study
3.4 Scope of study
3.5 Managerial Usefulness of study
3.6 Research design
3.7 Data source

3.8 Sampling Unit

3.9 Sampling Technique
Chapter 4 Data Analysis
Chapter 5 Findings & Limitations
Chapter 6 Recommendations/Suggestions
Chapter 7 Conclusion
Bibliography
Annexures

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 EXECUTIVE SUMMARY
The Human Resources are the most important assets of an organization. The success or failure of an organization
is largely dependent on the caliber of the people working therein. Without positive and creative contributions
from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an
organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While
doing so, they have to keep the present as well as the future requirements of the organization in mind.

The introduction provides the company background, operational & other important information provided by the
company which would assist in taking the decision for the right human resource practices.

This study throws light on the analysis of the human resource polices adopted by Skoda. The sources of report
with regard to research of human resource practices are collected from primary source as well as secondary
source. The primary source of information was an interaction with companies existing employees and asking
them to fill the questionnaire. Secondary sources provide necessary theoretical back up to the study which is
collected from published and unpublished sources. There were 20 respondents and convenience sampling
technique is used.

Findings of the Study:

The organization has clearly defined responsibilities to all its employees
The employees are very much satisfied with the work environment provided to the employees.
The organization was capable of providing work-life balance to its employees.
Limitations of the study:
Less availability of time limit.

Some of the employees were unwilling to fill the questionnaires.

Information was confidential.

Due to lack of time with authority, I could not get full information about HR policies in the company.

Through this study it is concluded that human resource practices followed at Skoda are quite satisfactory.

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 CHAPTER-1

PLAN OF RESEARCH

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1.1 RESEARCH OBJECTIVES
Following are the objectives of my study.

To study the human resource practices being followed in SKODA.

To know about the effectiveness of the various human resource practices being followed in SKODA.

1.2 CHAPTER SCHEME

This project is an attempt to give knowledge about SKODA. It aims to make its reader well versed with
each and every aspect of SKODA.

It throws light on the following: -

1. 1st Chapter there is Objectives of my study, the chapter scheme and literature review.

2. 2nd Chapter of this report is the Background Information. It includes information regarding the industry
i.e. Automobile industry in India, Major Players in the Automobile Industry, Information about the company
and Human Resource variables at SKODA.

3. 3rd chapter is about Research Methodology. It includes the data sources through which the data has been
collected.

4. 4th Chapter is about Data Analysis. It includes interpretation of data into pie charts.

5. 5th Chapter there are Findings and Limitations. It throws light on the findings of the study as well as
limitation of the study.

6. 6th Chapter - There are some Recommendations.

7. 7th Chapter - There is Conclusion of the project.

This project is overall an attempt to make you aware or to cover every possible aspect of SKODA in India.

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1.3. LITERATURE REVIEW

Success of every business enterprise depends on its human resource. Money, material and machines are
inert factors; but man, with his ability to feel, think, conscience and plan is the most valuable resource. At the
same time, human elements are most difficult to be inspired, controlled and motivated. The upcoming competition
in India, will demand high motivational level of its employees. Growth of an enterprise is vital for the economic
development of the country. This is possible only by maintaining the enthusiasm and motivation of the employees,
which is vital for carrying out the operations in most efficient manner. The most successful companies, all over
the world have designed their business policies to achieve higher productivity by using potentiality and strength
of people. The basic aim of human policies is the genuine concern for the people. Proper design of human policies
is based on the higher responsibilities, personal and positive approach in the total perspective of organisational
interest. The world's best companies have established their strength with their people. The employees identify
themselves with the company they are working for. This also helps in building up their spirit, morale and espirit-
de-cops which becomes strength of the company. The culture of excellence thus nurtured contributes to growth
with stability and continuous improvement in productivity. Finding the right man for the job and developing him
into a valuable resource is an indispensable requirement of every organisation. Human resources are capable of
enlargement i.e. capable of providing an output that is greater than the sum of the inputs. Proper recruitment helps
the line managers to work most effectively in accomplishing the primary objective of the enterprise. In order to
harness the human energies in the service or organizational goals, every manager is expected to pay proper
attention to recruitment, selection, training, development activities in an organization. Proper promotional
avenues must also be created so as to motivate employees to peak performance. Thus, personnel functions such
as recruitment, selection and training, when carried out properly, would enable the organization to hire and retain
the services of the best brains in the market. The human resource management is very crucial in respect of
information technology services than other manufacturing or marketing enterprises.
1.3.1 Factors affecting HRM Practices

HRM practices differ from one country to another and the factors which affect the HRM practices include external
and internal factors. Some of the major potential influences are as follows:

External Factors

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1. Economic Factors:
Economic factors include all those economic forces which affect the HR function. Highly relevant economic
factors are suppliers, customers, competitors, and globalization.

(i) Suppliers:
As regards the HR department, the suppliers are those who provide human resources to the organization. The
suppliers include the universities, colleges, employment exchanges, training institutes, consultancy firms etc. The
quality of inputs of employees depends upon the suppliers.

(ii) Customers:
Customers of the organization also influence the HR functions. Now-days, customers are considered the kings.
They want high quality products at reasonable prices. Each and every employee in the company must contribute
towards achieving the quality of goods. It is the responsibility of every employee to ensure that their work is of
the highest standard. Sales are affected by the product quality which is directly related to the skills and
qualifications of the employees.

(iii) Competitors:
Competition in a particular industry plays a very important role in the HR functions and activities. If several
companies make job offers to one individual, the organization with more attractive terms and conditions will win.
As the number of competitors increases the importance of staffing function and compensation practices also
increases. When due to competition, employees with particular skills are hard to obtain the organization will have
to train their own employees through proper planning, training and development activities.

(iv) Globalization:
Due to globalization, the HR managers are required to play challenging roles and create competitive advantage
for their concern. Global firms have to continually reorganize their operations and refocus their energies around
their crucial areas of competence. Today the business environment has become highly volatile in nature.

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Changes of various kinds hit the firms from all angles. Successful managers are those who anticipate and adjust
to such changes quickly rather than being passively swept along or caught unprepared. If firms hire people who
cannot adjust to changes, then they are hiring the wrong persons.

Agility is the name of the game now-days, if the firms have to survive. The HR managers have an important role
in creating a favorable work climate to initiate and implement changes quickly. They have to anticipate important
and crucial changes in advance and initiate proactive steps immediately. In the long run, how effectively a
company uses its human resources can have a dramatic impact on its ability to compete or survive in an
increasingly competitive environment.

2. Political-Legal Factors:
The political-legal environment covers the impact of political institutions on the HRM department. All activities
of HRM are in one way or the other affected by these factors. To be specific, HR planning, recruitment and
selection, placement, training, remuneration, employee relations and terminations are governed by the
constitutional provisions. The HRM cannot manage the personnel unilaterally because it has to abide by the rules
and regulations imposed by the Government from time to time. HR managers have to be aware about the
legislations enacted by the governments at the center and the states.

3. Social and Cultural Factors:

Now-days the society at large has become more demanding. Firms cannot operate in isolation; they are stuck with
the society. Social impacts have to be evaluated before taking any action programme. Society therefore includes
the firms own employees, their friends, relatives and neighbours also.

A firm has to operate by public consent to satisfy societys needs. Considerable pressure can be exerted on the
firm to alter its practices, if the public believes that it is not operating in the best interests of the society. HR
managers have to understand the relevance of conducting their business in a socially relevant and responsible
manner.

Cultural factors affect the HR functions in the following ways:

i. Culture creates different types of people who become members of an organization. Culture trains people

along particular lines tending to put a personality stamp on them. HR managers have to deal with people keeping
in mind their cultural values.

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ii. The attitudes of the workers toward work are the result of their cultural background. In some culture people
are dedicated towards their work, whereas in some cultures people have a deep apathy towards work.

iii. Time dimension, which influences HRM, has its roots in culture. In some cultures, people are oriented towards
the past, in others they tend to be more focused on the present. Still some others are futuristic in nature. For
example, Japanese have a futuristic society.

They have long term future oriented time horizons. They believe in retaining the employees for long periods of
time, with a strong mutual commitment on both the sides. American society, on the other hand, is present oriented.
Employees are hired and maintained so long as they are useful to the organization. After that they are just
dispensed with.

iv. Work ethics which determine the individual behavior in the organizations, is the result of culture.

v. Ethics in a work environment implies hard-work and commitment. Strong work ethics ensure motivated
employees and the reverse is true in case of weak work ethics.

vi. Achievement needs acquired by people from their culture also affect their behavioral patterns. People, with
high achievement needs, tend to seek high degree of personal responsibility, set realistic goals, take moderate
risks and use performance feedback in satisfying their need to achieve.

4. Technological Factors:
In the present competitive world, technological developments can dramatically influence an organizations
environment. Technological advancements can create new competitive advantages that are more powerful than
the existing ones.

5. Unions:
Trade unions constitute one of the major power blocks in many countries. With the formation and recognition of
unions, the issues relating to employee interests are no longer determined by the unilateral actions of the
management. These have to be discussed with union representatives. Thus, the scope of managerial discretion in
HR decisions has been narrowed down.

6. Professionalism:
Job holders and seekers have become highly professionalized and knowledgeable now-a-days. On the one hand,
such organizations can boast of a progressive and modern outlook of its personnel; but on the other, the problems
faced are also serious.
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Internal Factors

1. Mission:

Mission is the very purpose and justification for the existence of a firm. An organizations mission statement tells-
what it is, why it exists and the unique contribution it can make. At various levels, people must carry out assigned
tasks keeping the overall mission of the firm in mind. The HRM functions are also affected by the mission of the
organization.

2. Policies: Policies are the guide maps in the organization. Policies tell people what they may or may not do.
These direct the manner in which the objectives of the organization are to be achieved. Objectives show the
destination but the route towards that destination is shown by policies.

3. Organizational Culture:
Organizational culture is the sum total of shared values, beliefs and habits within an organization. It depicts the
personality of the organization. The HR managers have to adjust positively to the culture of the organization.

Understanding the type of culture that prevails within a firm is important in order to formulate appropriate HR
policies and strategies. HR managers have to choose the paths that best reflect the culture of the firm and the
attitudes of the people.

4. Organizational Conflicts:
There is often conflict between organizational culture and employees attitudes.

Conflict arises because of the following qualities:

i. Personal goal vs. organizational goal.

ii. Personal ethics vs. organizational ethics.

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iii. Rights vs. duties.

iv. Obedience vs. Self-respect

v. Discipline vs. autonomy

vi. Self-confidence vs. arrogance

vii. Feedback vs. Abuse

viii. Authority vs. Responsibility

ix. Leadership vs. Followership

x. Delegation vs. Abdication

5. Organizational Structure:
Basically, there are two types of organizational structurestall and flat. Tall or Pyramid type of organizational
structures are suitable to companies that are labor oriented. Here the authority is vested at the top and the pyramid
shows the hierarchy of positions. Flat organizations are suitable to technology oriented companies.

Flat organizational structures indicate decentralization of authority. Most of the modern organizations are
technology based and endowed with capital and highly educated employees. These organizations tend to have an
organizational structure where the number of employees at the operating level is relatively few. In modern
organizations, the job of HR managers is a very challenging and significant one.

6. HR Systems:

The survival, development and performance of an organization depends heavily upon the quality of its personnel.
In view of the importance of HR, organizations today are creating HRD departments, introducing participative
management and quality circles, providing free flow of upward communication and enhancing the status of the
employees. These changes are not the end but a humble beginning to the status of the HR function in the years
ahead.

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 CHAPTER 2

COMPANY PROFILE

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2.1 AUTOMOBILE INDUSTRY IN INDIA
The Indian automobile industry is one of the largest in the world. The accounts for 7.1% of the countrys Gross
Domestic Product. As of financial year, 2014-15, around 31% of small cars sold globally are manufactured in
India. The two-wheeler segment with 81% market share is the leader in Indian automobile market owing to a
burgeoning middle class and a young population ready to spare their purse.

In April-January 2016, export of commercial vehicle registered a growth of 18.35%. The Indian automobile
market is expected to make India a leader in the two-wheeler and four-wheeler market in the world by 2020.

Factors that will drive growth in the sector

Rising incomes among Indian population will lead to increased affordability, increasing domestic demand for
vehicles, especially in the small car segment.

Fuel economy and demand for greater fuel efficiency is a major factor that affects consumer purchase decision
that will bring leading companies across two-wheeler and four-wheeler segment to focus on delivering
performance-oriented products.

Product innovation and market segmentation will channelize growth. Vehicles based on alternative fuels will
be an area of interest for both consumers and auto makers.

Focus on establishing India as auto-manufacturing hub is reigning in policy support in form of Governments
technology modernization fund.

Industry will seek to augment sales by tapping into rural markets, youth, women and luxury segments.

Upcoming Trends & Opportunity India

India is emerging as a strong automotive R&D hub with foreign players like KODA, Mercedes-Benz Hyundai,
Suzuki, BMW, MARCRISE General Motors setting up base in India. This move is further enhanced by
Governments support towards setting up centers for development and innovation. Tata Nanos successful entry
in the Indian market has steamed up the opportunities of growth available in alternative segments like electric
cars, vehicles run on natural gas, etc.

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Job Opportunities in Automobile Sector

According to the Confederation of Indian Industry, auto sector currently employs 787, 7702 people, 58 percent
of who are in the passenger car segment. However, there is an increasing demand for skilled professionals in the
domain of effective service delivery, spares management and support functions. ITIs and Polytechnics provide
530,000 graduates every year, but there is an urgent need for updating courses to keep up with changing trends in
technology, manufacturing, and processes.

2.2. MAJOR PLAYERS IN AUTOMOBILE INDUSTRY IN INDIA

Hindustan Motors:

One of the oldest car manufacturing companies in India, it has produced cars like Ambassador and Contessa.
Having collaborated with foreign companies like Mitsubishi, and General Motors Corporation of USA, it has
made an irrefutable mark in the manufacturing cars like the Lancer. Apart from this, the company has impressive
manufacturing statistics in the field of passenger Cars, utility vehicles, and earthmoving equipment.

Mahindra and Mahindra:

Established in the year 1945, this company has given a cutting-edge dimension to the Indian automobile industry.
It began as a general-purpose utility vehicle manufacturing unit and expanded its business to automative, tractor,
MSL and inter trade. Presently, the largest company in the private sector, this company boasts of an advanced
technological infrastructure and manpower.

Bajaj Auto Limited:

Established in the year 1945, Bajaj Autos started off as a trading company. It was responsible for marketing two-
wheelers from Italy in India. Presently, one of the front runners in market capitalization, Bajaj Autos attained its
license to produce two wheelers in the year 1959. With the help of technical collaboration from Piaggio of Italy,
the company now boasts of being the top five automobile companies when it comes to annual turnover.

As the company's contract with Piaggio expired in the year 1971, it became the sole manufacturer of two and
three wheelers under the 'Bajaj' tag. Its manufacturing hub in Maharashtra has an annual production of 1.35
million.

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Maruti Udyog Limited:

The first ever Indian company to manufacture low cost cars, in collaboration with Suzuki of Japan, Maruti is
considered to be the largest automobile company in India. The company is known for producing high quality,
fuel-efficient cars with Japanese technology, but adaptive to Indian roads. The company has attained the annual
production mark of 3,20,000, which is a trend setter for any Indian company. Among the cars it has manufactured
are the Maruti 800, Zen, Maruti Omni, Wagon R, Baleno and the like.

Tata Motors:

India's biggest manufacturer of commercial vehicles, the company boasts of an annual turnover of Rs 101.3
billion. It is counted among the top ten vehicle manufacturing companies of the world in 5-15 tonnes segment.
Among its chief productions are light commercial vehicles, commercial vehicles, multi-utility vehicles, and
passenger cars.

TELCO has launched numerous car brands in collaboration with foreign companies like Cummins Engine
Company, USA, Daimler Benz A.G.and Holset Engineering Company, U.K. Using technology that not only cuts
out on the pollution but also the cost, the company has manufactured vehicles like Tata Safari, Tata Sierra, Tata
Estate, and Tata Mobile.

Presently, the company has a market share of 6.4 % in the luxury car section and 31.2% in the manufacturing
segment of multi-utility cars.

Brand name, adaptability to Indian roads, and fuel-efficiency are the key factors that have led to the growth and
development of the Indian automobile industry. Moreover, liberalization of government norms and policies for
foreign investment, technology and easy loans have added to the advancement of this industrial sector.

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2.3 COMPANY OVERVIEW
Skoda Auto, more commonly known as Skoda, is an automobile manufacturer based in the Czech Republic.
Skoda became a wholly owned subsidiary of the Volkswagen Group in 2000, positioned as the entry brand to the
group.

Vision

Skoda Auto vision is to have the biggest market share in Europe and also a strong market presence in the rapidly
growing Asian market by the year 2018.

Aim

They aim to do this by Looking for extraordinary solutions to satisfy the transport need of customers. Being an
environmentally friendly car company through their new green-line models. Having a record of total customer
and employee satisfaction. Being a car brand associated with good value to quality relationship.

Mission

To provide quality sales, service and transportation needs for our customers. This is and will be accomplished
through a dedicated team of employees whose number one goal is customer satisfaction along with a management
team whose responsibility is to ensure employee satisfaction, and customer enthusiasm.

An Eventful Company History

KODA is one of the most tradition-rich automobile makers in the world. 117 ago, founders Vclav Laurin and
Vclav Klement set up their business in the city Jungbunzlau, Bohemia, present-day Mlada Boleslav. It all began
in 1894, when Vclav Klement, a bookseller by trade, saw reason to complain about shoddy workmanship with
his new bicycle. The fairly rude response of the producer prompted Klement to repair bicycles himself, teaming
up with cycle mechanic Vclav Laurin, since December 1895. In the first years, Laurin & Klement build and
repair bicycles under the Slavia brand name. Four years later they started to build bicycles with an auxiliary
engine, the so-called Motocyclette. These motorcycles soon became very popular and won several awards in
racing competitions. It was in the year 1905, when the company presented its first automobile, called Voiturette
A. The success of the first car provided a stable position in the rapidly growing international car market. In 1925,
fusion with the Skoda works Pilsen was accomplished, marking the end of the Laurin & Klement Company.

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Since then the company lived an eventful history which after the political and economic changes of that times led
to the integration into the Volkswagen Group in 1991. Today, KODA is one of the most successful automobile
brands, offering nine model lines and having established a presence in more than 100 countries worldwide.

Skoda Auto India Private Limited

Skoda Auto India Private Limited has been operating in India since November 2001 as a subsidiary of Skoda
Auto a. s. Czech Republic (Volkswagen Group), one of the fastest growing car manufacturers in Europe. It has
set up a state-of-the-art manufacturing facility in Shendra near Aurangabad, Maharashtra. The facility is spread
across 300,000 sq. meter. Skoda Auto India has 5 models on sale in India Superb, Laura, Fabia, Yeti and the
recently launched Rapid. Skoda Auto India has a network of 106 outlets across the country. The company sold
30,005 units in 2011, which represented an increase of 50% over the preceding year.

History

Introduced to the market early in 2002, the Octavia was the first domestically built Skoda to be launched in India.
Targeted at the Indian premium segment, its handling, fuel efficiency, and low initial price (compared to other
products then available in the Indian market) made the Octavia an instant hit with the Indian car user. Its
Turbocharged Direct Injection (TDI) diesel engine version, in particular, delivered a high level of fuel
efficiency and (for the Indian market) power and torque, resulting in higher level of drive ability when compared
to existing products available in the Indian market.

Manufacturing Facilities

Skoda Auto India Private Limited has its manufacturing plant located at Shendra on the outskirts of Aurangabad
which has an annual capacity of 40,000 vehicles. This Aurangabad plant is also shared by Audi India to
manufacture the Audi A4 and Audi A6 models. It also uses the Volkswagen India Private Limited plant at
Chakan, Maharashtra to manufacture the Skoda Fabia and Skoda Rapid.

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Green Line Technology

The Green Line models represent the perfect choice for drivers who put frugality and environmental friendliness
on the first place. With economic engines and whole range of modern space saving technologies, like brake energy
recuperation, start-stop system or low rolling resistance tiers represent the way to help both your wallet and
environment.

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 S.W.O.T ANALYSIS

STRENGTH

Skoda is available in a wide range of variants, both petrol and diesel.

Spacious interiors and passenger space both front and rear legroom as well as headspace in Skoda cars.
Includes technological innovations like telescopic power steering, EBS, MSR, EBS, anti-skid braking and
much more.
High brand recall in markets of UK and Europe.
Skoda has a production output of over 850,000 cars per annum and has over 24,000 employees globally.
A high-performance car in many international racing events.
Excellent advertising and branding makes Skoda a global name in automobiles.
The company has received several awards for the cars in various segments.

WEAKNESS

High maintenance cost.

Extremely stiff competition in the segment means limited market share growth for Skoda.
Still trying to establish itself in the emerging economies

OPPORTUNITIES

Collaborations with automobile entities to penetrate deeper in the market through distribution and
servicing network.
Augmenting automobile market can be beneficial for Skoda.
Augmenting manufacturing capabilities to produce more cars.
Cheaper variants and hybrid cars can help Skoda increase its market reach.

THREATS

Rapid technological innovations implemented in upcoming cars.

Intense competition from international car manufacturers can reduce Skoda's market share.

New hybrid fuelled and concept cars.

Skoda needs a strong product range to compete in India and also globally.

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HR VARIABLES
Human Resources are the most important and valuable resource in any organization in development of employee
competencies, dynamism, motivation and effectiveness in a systematic. The following are the HR variables:

1. Organizational development
2. Human resource planning
3. Performance appraisal
4. Rewards and incentives
5. Recruitment and selection
6. Career development
7. Goal setting
8. Interpersonal relationship
9. Training and development
10. Management policies
11. Job rotation

ORGANISATIONAL DEVELOPMENT

Organization development has taken a renewed importance today. Organization development as a longterm
strategy for organizational change plays a key role in organizational improvement. OD attempts to bring
comprehensive change in the organization, it is quite suitable for improving organizational performance on a
long-term basis. The main aim of an organizational development is to increase openness of communication among
the members and 6 the level of trust and support among employees. It enhances the personal enthusiasm and
satisfaction levels. It helps to develop strategic solutions to problems with higher frequency and it also improves
the organization's capability to cope with change & ensures proper resolution of organizational conflicts.

PERFORMANCE APPRAISAL
The performance appraisal weaknesses in terms of the job. It is an ongoing (or) continuous process wherein the
evaluations are arranged periodically according to a definite plan. The main purpose of performance appraisal is
to secure information necessary for making objectives and correct decisions on employees. Performance appraisal
is a significant element of the information and control system in the organization. It can be put to several uses
concerning the entire spectrum of human resource management functions.

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REWARD & INCENTIVES
The reward management system tool includes financial and non-financial rewards which are also called as
extrinsic and intrinsic rewards. Financial rewards are salary increase, bonus system, perquisite etc. on the other
hand, there are non-financial rewards which are: promotion and title, authority and vacation time, the comfort of
working place, social activities, feedback, flexible working hours, design of work, recognition, social rights etc.
The allocation of rewards for productive and non-productive staff was designed, in order to increase employee
productivity and satisfaction. The term incentive is used without any prefix or suffix, it is used in monetary term.
Therefore, many human resource academicians and practitioners treat incentive in a narrow sense and include
only monetary aspects in monetary

RECRUITMENT
Recruitment is an important part of an organizations human resource planning and their competitive strength.
Competent human resources at the right positions in the organization are a vital resource and can be a core
competency or a strategic advantage for it.

The objective of the recruitment process is to obtain the number and quality of employees that can be selected in
order to help the organization to achieve its goals and objectives. With the same objective, recruitment helps to
create a pool of prospective employees for the organization so that the management can select the right candidate
for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate
at the right place at the right time. Using and following the right recruitment processes can facilitate the selection
of the best candidates for the organization.
In this is competitive global world and increasing flexibility in the labor market, recruitment is becoming more
and more important in every business. Therefore, recruitment serves as the first step in fulfilling the needs of
organizations for a competitive, motivated and flexible human resource that can help achieve its objective.

INTERNAL SOURCES OF RECRUITMENT

1. TRANSFERS: The employees at Skoda are transferred from one department to another according to their
efficiency and experience.

2.PROMOTIONS: The employees are promoted from one department to another with more benefits and greater
responsibility based on efficiency and experience.

25
3.Others are Upgrading and Demotion of present employees according to their performance.

4.RETIRED AND RETRENCHED EMPLOYEES: They may also be recruited once again in case of shortage
of qualified personnel or increase in load of work. Recruiting such people save time and costs of the organizations
as the people are already aware of the organizational culture and the policies and procedures.

5. The dependents and relatives of deceased employees and disabled employees at Skoda are also done by many
companies so that the members of the family do not become dependent on the mercy of others.

EXTERNAL SOURCES OF RECRUITMENT

1. PRESS ADVERTISEMENTS: Advertisements of the vacancy in newspapers and journals are a widely used
source of recruitment at Skoda. The main advantage of this method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES: Various management institutes, engineering colleges, medical Colleges etc.
are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for
campus interviews and placements. This source is known as Campus Recruitment.

3. PLACEMENT AGENCIES: Several private consultancy firms perform recruitment functions on behalf of
client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process Outsourcing)

4.EMPLOYMENT EXCHANGES: Government establishes public employment exchanges throughout the

country. These exchanges provide job information to job seekers and help employers in identifying suitable
candidates.

5. LABOUR CONTRACTORS: Manual workers can be recruited through contractors who maintain close
contacts with the sources of such workers. At Skoda, this source is used to recruit labor for construction jobs.

6. UNSOLICITED APPLICANTS: Many job seekers visit the office of well-known companies on their own.
Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent
pool or the database of the probable candidates for the organization.

7. EMPLOYEE REFERRALS/ RECOMMENDATIONS: Skoda have structured system where the current
employees of the organization can refer their friends and relatives for some position in their organization. Also,

26
the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these
leaders for suitable jobs. In some organization, these are formal agreements to give priority in recruitment to the
candidates recommended by the trade union.

8. RECRUITMENT AT FACTORY GATE: Unskilled workers may be recruited at the factory gate these may
be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill
permanent vacancies.

SELECTION

It is the process of searching the potential candidate. It is negative in nature in the Indian context. But it is positive
in the US context.
Steps in Selection Process
Selection process consists of a series of steps, at each stage, facts may come light which may lead to the rejection
of the applicant. It is a series of successive hurdles or barriers which an applicant must cross. These hurdles or
screens are designed to eliminate an unqualified candidate at any point in the selection process There is
no standards selection procedure to be used in all organizations or for all jobs. The complexity
of selection procedures increases with the level and responsibility of the position to be filled.

1} Preliminary Interview (screening applications): At Skoda, initial screening is done to weed out
totally undesirable/unqualified candidates at the outset. It is essentially a sorting process in which prospective
candidates are given the necessary information about the nature of the job and the organization, at
the same time, the necessary information is also elicited from the candidates about their education, skills,
experience, salary expected and the like. It helps to determine whether it is worthwhile for a candidate
to fill up the application form.

2} Application Form: Application form is a traditional and widely used device for collecting information from
candidates. It should provide all the information relevant to selection, where reference for caste, religion, birth
place, may be avoided as it may be regarded an evidence of discrimination.

3}Selection Test: Psychological tests are being increasingly used in employee selection, where a test may
involve some aspect of an individuals attitudes, behavior and performance. Tests are useful when the
number of applicants is large, as at best it reveals that the candidates who scored above the
predetermined cutoff points are likely to be more successful than those scoring below the cutoff point.

27
4} Employment Interview: Interview is an essential element of selection and no selection procedure is
complete without one or more personal interviews, where the information collected through application
letter or application forms and tests can be cross-checked in the interview, where candidates demonstrate their
capabilities and strength in relevant to their academic credentials. selection in interview serves three purposes:
a) obtaining information about the background, education, training, work history and interests of candidate.
b) giving information to candidates about the company, the specific job and human resource policies; and
c) establishing a friendly relationship between the employer and the candidate so as to motivate the
successful applicant to work for the organization.
However, in practice interview becomes a one-sided affair serving only the first purpose.

5} Medical Examination: Applicants who have crossed the above stages are sent for a physical examination
either to the companys physician or to a medical officer approved for the purpose. Such examination
serves the following purposes:

a) It determines whether the candidate is physically fit to perform the job, where those who are
physically unfit are rejected.

b) It reveals existing disabilities and provides a record of the employees health at the time of selection.
This record will help in settling companys liability under the workmen compensation Act for claim
for any injury.

c) It prevents the employment of people suffering from contagious diseases.

d) It identifies candidates who are otherwise suitable but require specific jobs due to physical handicaps and
allergies.

6} Reference Checks: The applicant is asked to mention in his application form, the names and addresses of
two or more persons who know him well. These may be his previous employers, heads of education
institutions or public figures. These people are requested to provide their frank opinion about the
candidate without incurring any liability. In government and public-sector organizations, candidates are
generally required to route their applications through their present employers, if any. The opinion of referees
can be useful in judging the future behavior and performance of candidate, but is not advisable to rely
exclusively on the referees because they are generally biased in favor of the candidate.

28
(a)Most candidates are employed at the time of their application, and do not wish their employers to know
they are looking elsewhere.

(b) Because of a prospective employer would be breaking a confidence if he or she asked for a
reference before an offer of a job had been made and accepted.

(c) By the time an offer has been accepted, selection is over and the reference is too late to affect it.

(d) An offer may be made subject to satisfactory references, but as most references are received after the
candidate has started work, they can only be used to warn managers of possible faults in the candidate which
in serious cases may eventually lead to warnings followed by dismissal.

(e) Employers giving references are usually extremely cautious; many references merely state the job title,
the date of employment, and reasons for leaving.

(f) References are occasionally biased, giving a good reference to hasten an employees departure or
a poor one because of a grudge.

Therefore, the best references are obtained in person, where there is a chance to see whether nonverbal
behavior matches what is said. If such a meeting cannot be arranged, telephoning is the next best
alternative.

7} Final Approval: At Skoda selection process is carried out by the human resource department, where the
decisions of the department are recommendatory. The candidates shortlisted by the department are finally
approved by the executive of concerned departments or units.

8} Employment: Employment is offered in the form of an appointment letter mentioning the post,
the rank, the salary grade, the date by which the candidate should join and other terms and conditions in
brief. In some organizations, a contract of service is signed by both the candidate and the representative of the
organization. It is at this point where a selected applicant is handled with a letter of offer for a job:
a) The wage or salary offered must not only be appropriate to the job and attractive to the candidate but
consistent with the earnings of present employees.

29
 b) The job must be named and any special conditions stated, for instance, the first year you will be
under training at the head office, then you will be transferred to up-country branches.

c) The candidate must know the essential conditions of employment, such as hours of work, holidays, bonuses
and fringe benefits.

d) Any provisos must be clearly stated, for example, your employment will be subject to satisfactory
references and medical examinations. Appointment is generally made on probation of one or two years, where
upon satisfactory performance during this period, the candidate is finally confirmed in the job on the terms
employed with, whether permanent or contractual basis.

9} Induction: The process of receiving employees when they begin work, introducing them to the
company and to their colleagues, and informing them of the activities, customs and traditions of the
company is called induction. At Skoda, various induction courses are done to new recruit in order to
acclimatize them with the new working environment.

10} Follow up (Evaluation): All selection should be validated by follow-up, it a stage where employee is
asked how he or she feels about progress to date and the workers immediate supervisor is asked
for comments, which are compared with the notes taken at the selection interview. If a follow-up is
unfavourable it is probable that selection has been a fault; the whole process from job specification to
interview is then reviewed to see if a better choice can be made next time.

CAREER DEVELOPMENT

Career development is an ongoing, dynamic process, employees may need encouragement and support in
reviewing and re-assessing their goals and activities. HR practice is the need to recognize that career
development and self-management is a process and not an event. The most important requirement of career
development is that every employee must accept his/her responsibility for development. The career
development process involves needs assessment, opportunity identification, alignment and monitoring.

30
GOAL SETTING

Goal setting works as a motivational process because it creates a discrepancy between current and expected
performance. This results in a feeling at tension, which the employee can diminish through future goal
attainment. Meeting goals also help satisfy a persons achievement drive, contributes to feelings of
competence and self-esteem, and further stimulates personal growth needs individuals who successfully
achieve goals tend to set even higher goals in the future. One review of research concluded that employee
performance improved about 16 percent after the implementation of a goal-setting program a success rate that
many firms would be happy to achieve

INTERPERSONAL RELATIONSHIP

The interpersonal relationship which means dealing with subordinates includes administration,
communication, interpersonal; leadership and motivation skills are five grouping of managerial skills, which
is essential for a manager to be successful. Out of five groupings of managerial skills are needed for dealing
with subordinates required for good interpersonal relations with them and the identification of managerial
skills and roles, that interpersonal skills are essential skills, and that proficiency in those skills is what and
good.

TRAINING & DEVELOPMENT

Training & Development of employees is an essential activity for any organization to ensure
its entrepreneurial superiority and excellence in its field.
Training & Development focuses on ensuring the timely availability of qualified and
motivated employees with requisite skill sets to discharge their existing responsibilities, to
take up higher responsibilities and to fill up the Competency gaps by continuously developing
their skills and attitudes.
The company objectives on Training and Development are:
a. To bridge the skill and competency gaps
b. To create and maintain excellence oriented work environment
c. To develop employees skills so as to successfully meet the challenges of competition
d. Retraining of employees to impart new skills required to fight obsolescence and to
perform under changing business conditions.

31
JOB ROTATION

Job rotation refers to the systematic movement of employees from one job to another or any change in assignment,
job content or department within the organization. It implies to a systematic change of employee by transferring
employee between various areas of responsibility on the premise to enhance the employee experience in the job.
From the view of human resource management, job rotation in broader perspective. Job rotation as opportunities
for employee to gain an overall appreciation of organizational goals, to generate a broader knowledge of different
functional areas, to develop a network of organizational contacts and to enhance employee skills. This is based
on the argument that employees can use the information and skills acquired at one task to improve their
performance at other tasks

32
 CHAPTER 3

RESEARCH METHODOLOGY

33
3.1 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. Research methodology constitutes
of research methods, selection criterion of research methods, used in context of research study and explanation of
using of a particular method or technique so that research results are capable of being evaluated either by
researcher himself or by others. Why a research study has been undertaken, how the research problem has been
formulated, why data have been collected and what particular technique of analyzing data has been used and a
best of similar other question are usually answered when we talk of Research methodology concerning a research
problem or study. The main aim of research is to find out the truth which is hidden and which has not been
discovered as yet.

3.2 STATEMENT OF PROBLEM

This study arises from the need to manage the human resources of the firms more effectively. The rapid growth of
manufacturing firms, increase in environmental variability and degree of competition, acute shortage of labor and the
corresponding increase in labor turnover and costs of employee replacement have forced firms to aggressively compete for
employees. These industry issues and problems demand that firms continually assess its internal processes and capabilities
if it is to remain competitive. It is known that HRM can positively affect organizational performance. Numerous studies
have shown a positive relationship between HRM practices and organizational performance. This study examines the HR
practices at Skoda, how to motivate their employees.

3.3 OBJECTIVES OF THE STUDY

To study the human resource practices being followed in SKODA.

To know about the effectiveness of the various human resource practices being followed in SKODA.

3.4 SCOPE OF THE STUDY

Extensive survey on Human Resource practices will provide lot of valuable information about the how effective
are the Human Resource policies being adopted and practiced in Skoda.

3.5 MANAGERIAL USEFULNESS OF STUDY

The study highlights the effectiveness of various HR policies being followed in SKODA and also helps the
executives to know the discrepancies if any associated with the current human resource practices being
followed in SKODA and provides a scope for improvement if needed.

34
3.6 RESEARCH DESIGN

Research design is considered as a "blueprint" for research, dealing with at least four problems:

i. which questions to study,

ii. which data are relevant,

iii. what data to collect, and

iv. how to analyse the results.

The best design depends on the research question as well as the orientation of the researcher.

3.7 DATA SOURCE

The data can be collected from two sources, i.e. Primary and Secondary.

PRIMARY DATA:
Primary research entails the use of immediate data in determining the survival of the market. The popular ways
to collect primary data consist of surveys, interviews and focus groups, which shows that direct relationship
between potential customers and the companies.
SECONDARY DATA:
Whereas secondary research is a means to reprocess and reuse collected information as an indication for
betterments of the service or product. Both primary and secondary data are useful for businesses but both may
differ from each other in various aspects.

3.8 SAMPLING UNIT

As this research is mainly conducted To Determine the HR practices in Skoda it consists of 20 employees.

3.9 SAMPLING TECHNIQUE

The sampling technique used in this research in simple convenience sampling technique.

35
 CHAPTER-4

DATA ANALYSIS

36
 DATA ANALYSIS

Human Resource Variables:

I. Human Resource Planning:

i. Firm forecast personal requirements on a timely basis.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 5 25%

3 Neutral 4 20%

4 Agree 6 30%

5 Strongly Agree 5 25%

INTERPRETATION: As per the survey most of the employees of the company are Satisfied with this
statement.

ii. firm has spent a great amount of money on selecting staff.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 6 30%

2 Disagree 8 40%

3 Neutral 2 10%

4 Agree 4 20%

5 Strongly Agree 0 0%

INTERPRETATION: As per the survey most of the employees of the company are Dis-satisfied with this
statement.

37
 iii. a large number of people are involved in human resource planning in firm.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 7 35%

4 Agree 5 25%

5 Strongly Agree 8 40%

INTERPRETATION: As per the survey most of the employees of the company strongly agree that a large
number of people are involved in human resource planning in firm.

iv. structured and standardized interviews have been used in the firm.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 0 0%

4 Agree 6 30%

5 Strongly Agree 14 70%

INTERPRETATION: As per the survey most of employees Strongly agree that the structured and
standardized interviews have been used in the firm.

38
II. Staffing Practices:

i. Firms adopt selectivity in hiring.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 5 25%

3 Neutral 3 15%

4 Agree 5 25%

5 Strongly Agree 7 35%

INTERPRETATION: As per the survey most of the employees of the company Strongly agree that the firm
adopts selectivity in hiring.

ii. The focus of staffing in firm is for following:

a. Manual and physical skills.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 5 25%

4 Agree 10 50%

5 Strongly Agree 5 25%

INTERPRETATION: As per the survey most of the employees of the company are Satisfied that the focus
of staffing in firm is for manual and physical skills.

39
 b. Technical skills.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 4 20%

4 Agree 10 50%

5 Strongly Agree 6 30%

INTERPRETATION: As per the survey most of the employees are Satisfied that the focus of staffing in firm
is on technical skills.

c. Problem solving skills.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 6 30%

2 Disagree 4 20%

3 Neutral 4 20%

4 Agree 6 30%

5 Strongly Agree 0 0%

INTERPRETATION: As per the survey most of the employees of the company are Strongly Satisfied that
the focus of staffing in firm is on problem solving.

40
III. Incentives Practices:

i. Firm has favorable incentives practices to encourage employees to achieve the firms
objectives.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 2 10%

4 Agree 6 30%

5 Strongly Agree 12 60%

INTERPRETATION: As per the survey most of the employees Strongly Agree that the firm has favorable
incentives practices to encourage employees to achieve the firms objectives.

ii. Firm has very fair incentive practices aimed at rewarding people who accomplish their goal.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 5 25%

3 Neutral 2 10%

4 Agree 8 40%

5 Strongly Agree 5 25%

INTERPRETATION: As per the survey most of the employees are Satisfied that firm has very fair incentive
practices aimed at rewarding people who accomplish their goal.

41
 iii. Firm has incentive practices which really recognize people who contribute the most to the firm.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 5 25%

3 Neutral 2 10%

4 Agree 8 40%

5 Strongly Agree 5 25%

INTERPRETATION: As per the survey most of the employees are Satisfied that firm has incentive practices
which really recognize people who contribute the most to the firm.

IV. Performance Appraisal:

i. Firm uses performance based appraisal.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 2 10%

3 Neutral 3 15%

4 Agree 5 25%

5 Strongly Agree 10 50%

INTERPRETATION: As per the survey employees strongly agree that firm uses performance based appraisal.

42
 ii. Firm uses employees self-ratings on performance.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 5 25%

4 Agree 10 50%

5 Strongly Agree 5 25%

INTERPRETATION: As per the survey most of the employees Strongly agree that firm uses employees
self-ratings on performance.

iii. Superiors in firm frequently discuss performance with sub-ordinates.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 3 15%

4 Agree 10 50%

5 Strongly Agree 7 35%

INTERPRETATION: As per the survey most of the employees Agree that superiors in firm frequently
discuss performance with sub-ordinates.

43
 V. Training Programme:
i. Extensive training programmes are provided for employees in firm.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 3 15%

4 Agree 7 35%

5 Strongly Agree 10 50%

INTERPRETATION: As per the survey most of the employees Strongly agree that extensive training
programmes are provided for employees in firm.

ii. Employees normally go through various training programme every year.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 3 15%

4 Agree 7 35%

5 Strongly Agree 10 50%

INTERPRETATION: As per the survey most of the employees Strongly agree that employees normally go
through various training programme every year.

44
 iii. Firm provides formal training to promote skills to new hirers as well as to promoted or existing
employees.

SL. No. CRITERIA IN NUMBER IN PERCENTAGE

1 Strongly Disagree 0 0%

2 Disagree 0 0%

3 Neutral 0 0%

4 Agree 5 25%

5 Strongly Agree 15 75%

INTERPRETATION: As per the survey most of the employees Strongly agree that firm provides formal
training to promote skills to new hirers as well as to promoted or existing employees.

45
 CHAPTER-5

FINDINGS & LIMITATIONS

46
5.1 FINDINGS

The company has weak organizational climate

The organization has clearly defined responsibilities to all its employees
There is a negative effect found of the organizational policies. This might appear to be
contradictory to the general management practice. But this might be interpreted as indicating as
various new initiatives are being taken and new policies made, this is taking its toll on the affected
people or work areas. This may also mean that the staff is not fully identifying with these changes.
The employees are very much satisfied with the work environment provided to the employees.
The organization was capable of providing work-life balance to its employees.

5.2 LIMITATIONS

Less availability of time limit.

Some of the employees were unwilling to fill the questionnaires.

Information was confidential.

Due to lack of time with authority, I could not get full information about HR policies in the
company.

47
 CHAPTER-6

RECOMMENDATIONS

48
6.1 RECOMMENDATIONS:

Management can improve the satisfaction of workers by ensuring impartiality and fairness in the
disciplinary action proceedings.
It should also share information in more open way with staff and reach out to the staff members
by making the communication channels more effective.
Encouragement by superior and superiors owning up the development of subordinates.
The management should focus on imparting training to develop leadership skills among the
employees.
The management should benchmark the pay and benefits with the competitive industries.
Wants to make an immediate impact on the staff satisfaction, it has to ensure:
Retaining talented people.
Communication by the management needs to reach out to the staff at all levels.

49
CHAPTER 7

CONCLUSION

50
7.1 CONCLUSION

Human Resource in a company has a lot of variables that are dependent on it. These variables either
directly or indirectly have an effect on the overall performance of the organization.

Since it is an important function the employees need to have a good knowledge as to how they are being
appraised. From this study, we are able to understand that the employees of SKODA PVT. LTD. have a
positive feeling about the system that is being followed, this shows that the performance appraisal
techniques (Important Function) undertaken in Skoda Pvt. Ltd. are of international standards.

51
BIBLIOGRAPHY
http://www.skoda-auto.co.in

https://www.volkswagenag.com/presence/investorrelation/publications/annual-
reports/2017/skoda/skoda-annual-report-2016.pdf

http://www.indianmirror.com/indian-industries/2016/automobile-2016.html

52
 ANNEXURE
QUESTIONNAIRE

Name:

Department:

Rate the following Human resource variables on scale of 1-5 (1 for strongly disagree
and 5 for strongly agree)

1. Human Strongly Disagree Neutral Agree Strongly

resource disagree agree
planning
Firm forecasts
personnel
requirement on a
timely basis.

Firm has spent a

great amount of
money on selecting
staff.

A large number of
people are involved
in HR planning in
firm.

Structured and
standardized
interviews have
been used in a firm.

53
 2. Staffing Strongly Disagree Neutral Agree Strongly
practices disagree agree

Firm adopts
selectivity in hiring.

The focus of
staffing in firm is
for:

a) Manual &
physical
skills
b) Technical
skill
c) Problem
solving
skills

3. Incentives Strongly Disagree Neutral Agree Strongly

practices disagree agree

Firm has favourable

incentives practices to
encourage employees
to achieve the firms
objectives.

Firm has very fair

incentive practices
aimed at rewarding
people who
accomplish their goal.

Firm has incentive

practices which really
recognize people who

54
contribute the most to
the firm.

4. Performance Strongly Disagree Neutral Agree Strongly

appraisal disagree agree

Firm uses performance

based appraisal.

Firm uses employees self

ratings on performance

Superiors in firm
frequently discuss
performance with
subordinates.

55
 5. Training Strongly Disagree Neutral Agree Strongly
program disagree agree

Extensive training
programs are
provided for
employees in firm.

Employees
normally go through
various training
program every year

Firm provides
formal training to
promote skills to
new hirers as well as
to promoted or
existing employees.

56