CHAPTER-1

STUDY ABOUT HUMAN RESAOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT

INTRODUCTION Human Resource Management (HRM), through a new nomenclature as a field of study in todays context existed in some form with the evolution of human organization. This has evolved out of different terms such as personnel management, personnel administration, staff management, manpower management, labour relation, industrial relations and lately some experts have coined a new term knowledge management. Therefore, it is desirable to conceptualize personnel management and HRM and differentiates the two subsequently. CONCEPT OF HUMAN RESOURCE MANAGEMENT: Human resource management is defined in terms of its proactive approach to managing people in the organization. For example Karen legge has specified three elements of HRM as follows: Human resources policies should be integrated with strategic business planning and used to reinforce appropriate (or change an inappropriate) culture. Human resources are valuable and a source of competitive advantage. Human resources can be tapped most effectively by mutually consistent policies which promote commitment and Foster a willingness in employees

to act flexibility in the interest of the adaptive organization in pursuit of excellence. STRATEGIC HUMAN RESOURCES MANAGEMENT In management literature and practice, the concept of personnel management has yielded Way to human resources management. After the popularization of the concept of strategic Human resources management both in terms of practice and literature, many practitioners and academicians treat strategic HRM different from HRM while others take the view that HRM is a broader concept and strategic HRM is its part. Therefore before proceeding further, it is desirable to sort out this controversy. Miller says that All issues associated with the management of human resources should be defined issues.Strategically speaking, these must flow from and be dependent upon organization corporate strategy. Similar stand has been taken by box all who has proposed a model known as matching model. According to this model, Organizational effectiveness is achieved by ensuring a tight fit between the corporate and business strategy on the one Hand and the HRM strategy on the other. Thus, strategic HRM contains only those aspects of HRM which ensure Linkage between corporate strategy and HRM. In terms of decision-focused dimension there are three levels of decisions in HRM: Strategic (top) Managerial or administrative (middle ) and Operating (lower)

HRM at strategic level is known as strategic HRM in terms of content focused dimension. HRM in certain elements and in every such element, there are some strategic aspects are known as strategic HRM. BASED ON THE ABOVE DISCUSSION ABOUT STRATEGIC HRM, THE FOLLOWING CONCLUSION CAN BE DRAWN: There is a semantic problem between HRM and strategic HRM that Theoretical efforts. Every HRM function has both strategic and non strategic aspect Strategic HRM is one of the two broad areas of HRM, the other being If any element of HRM is fettled with or derived from corporate

may be resolved with time and sustained

strategic aspects of HRM may be called as strategic HRM. non- strategic or functional HRM. strategy it becomes strategic HRM. OBJECTIVES OF HRM The basic objectives of Human Resources Management are to ensure that there are right people at right time and right place. The basic objectives generates several objectives of HRM like proper staffing at all level of the organization, development personnel at all levels , creating high performing work life , and creating and sustaining competitive advantage for the organization through human resources.

The basic objective of HRM has generated significance of HRM in three contexts in the present situation significance of HRM in three contexts in the present situation. These are organization, social, and professional. FUNCTIONS OF HUMAN RESOURCES MANAGEMENT The function of human resources management may be classified under Managerial function. Operative function.

MANAGERIAL FUNCTIONS The managerial function of human resource management is as follows: Planning Organizing Directing Controlling PLANNING Planning is deciding in advance what should be done. It helps to work in a systematic manner and eliminates the need for working at random. Planning involves the determination of objectives, policies, procedures, rules,

strategies, programmes and budgets. In the context of human resources management planning is necessary to determine the manpower needs of the enterprise, this ensures that at any given point of time the right number and type of person are employed in the different department of the enterprise and there is no problem of either surplus or shortage of labour. Human resources planning also vital for formulating suitable Personnel policies and programmers. ORGANIZING Organizing involves the performance of the following tasks: Division of work among employee (assignment of duties ) Delegation of authority ( transfer of official rights by a superior to his subordinate ) Creation of accountability ( the subordinate, to whom work has been assigned and authority Has been delegated, is made answerable for the progress of work) DIRECTING Directing the human resources does not mean the process of issuing mere orders and instructions to the subordinate Staff. It is, in fact, the process of supervising, guiding and motivating the employees in order to get the best out of them.By performing the direction function, the human resources manager will also be able to get the whole- hearted support and co-operation of all his

subordinate staff. This helps in the effective attainment of the enterprise objective. CONTROLLING If planning is looking ahead, controlling is looking back. The objective of the control function is to ensure that what has been planned has been successfully achieved. Planning without control is useless and control without planning is meaningless. The process of control involves the following stages: Establishing standards. Measuring actual performance. Comparing already. Measuring deviations Taking corrective actions. Controlling, in the context of human resources management, is performed by means of direct observation, Supervision, reports, records and audit. OPERATIVE FUNCTIONS The operative functions of human resource management consist of the following: the actual performance with the standards laid down

 Procurement Development Compensation Integration Maintenance The scope of each of these operative functions is given briefly below. PROCUREMENT Procurement of human resources is concerned with the following : Job analysis. Human Resources Planning. Recruitment. Selection. Placement. Transfer. Promotion. DEVELOPMENT Development of human resources is concerned with the following Performance Appraisal.

Training. Executive Development. Career Planning and Development. Organizational Development (OD). COMPENSATION It deals with the following:

Job Evaluation. Wage and salary Administration Incentives. Bonus. Fringe Benefits. Social Security Scheme INTEGRATION It is concerned with the performance of all those activities which brings about reconciliation between individual interest and that of the organization. These include: Motivating employees to work better Boosting the morale of the staff. Ensuring effective communication. Enhancing leadership qualities. Providing scope for collective bargaining. Redressing grievance.

 Managing conflicts. Handling disciplinary cases. Providing counseling to get rid of stress. Improving quality of work life of employees. MAINTENANCE This function deals with the following: Promoting job satisfaction among employees. Tackling the problem of labour turnover. Human resources, accounting, audit and research.

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE

To analyze the job satisfaction of the employees in Sundaram Clayton limited, Padi, Chennai.

SECONDARY OBJECTIVES
To study the attitudes of the employees. To analyze the interpersonal relationship among the employees within the organization. To know job satisfaction & rewards & incentives provided by the company. To study job satisfaction among the training facilities provided by the organization.

LIMITATIONS OF THE STUDY

LIMITATIONS OF THE STUDY

Due to time constraint the sample size was limited. Due to busy working schedule of the employees it was difficult to get response from the employees. Employees in different shifts were not accessible as such ideal opinion could not be collected.

The employees are not willing to spend their time in filling the questionnaire.

CHAPTER-2

REVIEW LITERATURE

REVIEW LITERATURE

This report is based on A STUDY ON JOB SATISFACTION AMONG EMPLOYEES In SUNDARAM CLAYTON LTD, PADI. The term job satisfaction was brought to limelight by Hoppock. He reviewed 32 studies on job satisfaction conducted Prior to 1933. According to him, job satisfaction is the Combination of psychological, physiological, & environmental Circumstances that causes a person to truthfully say I am Satisfied with my job. This definition points to the factors Affecting job satisfaction but does not indicate the nature of job Satisfaction.

CONCEPT OF JOB SATISFACTION

Job satisfaction is the end feeling of a person after performing a task. To the extent that a persons job fulfills his Dominant needs & in consistent with his expectations & values, the job will be satisfying. The feeling would be

positive or Negative depending upon whether need is satisfied or not.

Job satisfaction is different from motivation & morale. Motivation refers to the willingness to work. Satisfaction, on the Other hand, implies a positive

emotional state. Morale implies a General attitude towards work & work environment. It is a group Phenomenon whereas job satisfaction is an individual feeling. Job satisfaction may be considered a dimension of morale & Morale could also be a source of satisfaction. Attitudes are Predis-positions that make the individual behave in a particular Way. Job satisfaction, on the contrary, is the end feeling which May influence subsequent behavior. Thus, job satisfaction is an Employees general attitude towards his job.

CHAPTER-3

COMPANY PROFILE

COMPANY PROFILE

CONTENTS 1. 2. ABOUT TVS GROUP OVERVIEW OF SUNDRAM CLAYTON LIMITED

1. ABOUT TVS GROUP 1.1 TVS HISTORY FOUNDER TV SUNDRAM IYENGAR Established in1911 Revenue of US $ 3.8 bn The largest auto component group in India (33 companies & 25000 employees) Diversified portfolio two wheelers, vehicle dealership & logistics

1.2 MAJOR MANUFACTURING COMPANIES BRAKES INDIA TVS MOTOR COMPANY SUNDARAM BRAKES LININGS SUNDARAM INDUSTRIES SUNDARAM FASTNERS SUNDARAM CLAYTON WHEELS INDIA LUCAS TVS

TVS GROUP REVENUES

Established 1911 Revenues US $ 3.8 bn

TVS GROUP REVENUES

AUTO COMPANIES: TWO WHEELERS:

Revenues- US $ 1 bn Fast growing two wheeler Company in India. TVS Motor Company Revenues- US $ 1.8 bn Largest auto components Manufacturer in India. Brakes India, Lucas TVS, Sundaram Clayton, Sundaram Fasteners, Wheels India

VEHICLE DEALERSHIP & LOGISTICS:

Revenues- US $ 1 bn Largest auto parts distributor. Largest car & truck dealership Parts in India. India motor & accessions, Sundaram motors, TVS Logistics

Among the top ten business groups in India. 2. SCL OVERVIEW 2.1. VISION to be the first choice 2.2. MISSION We will be the most admired supplier of Light alloy machined castings in the global Market. We will be a profitable, socially responsible & environmental friendly organization 2.3. VALUES TRUST VALUE EXACTNESS PASSION FOR CUSTOMERS .

2.4. SALES & CAPACITIES Sales (2009-2010) Rs. 527 crores ( US $ 120 million) Sales composition- domestic (69%), exports (31%) Capacity- 30000 MT P.A Employees- 2600 Plant location PLANT I II LOCATION Chennai- PADI ChennaiMAHINDRA WORLD CITY(SEZ) HosurBELAGONDA PALLI CASTINGS MACHINE

II I

2.5. ORGANIZATION

BOARD OF DIRECTORS
VENU SRINIVASAN CHAIRMAN & MD- TVS MOTOR COMPANY & MD- SUNDARAM CLAYTON LTD (SCL)

President & CEO Automotive Products division SCL- PRESIDENT Sundaram auto components

- PRESIDENT Harita systems - PRESIDENT

President & CEO TVS MOTOR COMPANY LTD

2.6. Products & Customers- Heavy trucks:

Cummins, Turbo Technologies, DAILMER, VOLVO, MACK, TATA C, WABCO, BMW, NISSAN, FORD, HONDA, HYUNDAI, DELPHI-TVS, VISTEON.

2.7. Global Value Chain:

 Three manufacturing plants On site supports 3 regional offices in USA, SWEDAN& GERMANY JIT suppliers to customers 17 third party Logistics (3 PL) Locations, 9 customers, managed warehouses. 2.8. Manufacturing- Overview: Melting Casting Fettling HT/ Shot blasting Machining Surface treatment Testing Inspection Packaging Despatch 2.9. Melting: Capacity of 50000 tpa (20000 tpa at hosur) In- house alloying plant

 Energy efficient tower furnaces Quality focus Online metal quality check & Auto de- gassing to enhance casting quality.

2.10. Casting: Single piece flow through casting cells Wide variety of process - HPDC ( Vacuum & squeeze) - LPDC & GDC Post casting process - Fettling - Heat treatment & shot blasting T5 & T6 Heat treatment Fully automatic continuous furnace Steel & alumina blasting Quality focus - Operator training - Optimizing process parameters - In- process inspection - Quality audits

2.11. Machining / Testing / Inspection:

 69 machining cells with piece flow Sub assembly stations with fail safe features Quality focus - Operator training - In process inspection - Quality audits - Spectroscope Online SPC - Online leak testing - Online inspection & packing

2.12. Quality Equipments castings: CMM Radiography & Thermography Optical microscope with image analyzer 3D laser scanner Tensile testing equipment & Core sand analyzer

2.13. Machining: CMM Millipore tester Online SPC Profile projector Contractor Standards room

CURRENT FINANCIAL YEAR (2011-2012)- THEME & OBJECTVE(SCL): THEME: PROFIT THROUGH PRODUTIVITY AND QUALITY o [Expecting a profit of Rs.100crore] OBJECTIVE: Achieve sales- Rs.1000crore Achieve profitability- 8% Reduce overall rejection- 5% by tons Improve employee productivity- VAPCO 3.5

CHAPTER-4

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY Meaning of Research and Methodology. Research Design. Data Collection Method.

MEANING OF RESEARCH METHODOLOGY The research is an attempt to study a problem or a situation to any given Circumstances and identify various causes or consequences of that particular problem. It lives to solve a complex and complicated problem through use of various tools and techniques. These tools and technique try to bring out a logical, accurate and scientific solution to a given Problem. Methodology as the name suggests is the method through which the problem or situation is tackled. It involves a lot of factor like the research design, sample size, contact method and data collection method are used etc. all these steps and factors put together bring out a clear and accurate result. Research in common parlance refers to a search for knowledge. Once can also define research as a Scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of

scientific investigation. The advanced learners dictionary of current English lays down the meaning of Research careful investigation or inquiry especially through search for new facts in any branch of knowledge. Redman and more define research as a systematized effort to gain new knowledge. RESEARCH DESIGN A research is an arrangement of conditions for collection and analysis of data in a Manner that aims to combine relevance purpose with economy in procedure. The research design Adopted in the study was descriptive study. DATA COLLECTION METHOD Data collection has mainly been from two sources, viz., primary and Secondary data Primary Data. Secondary Data. PRI MARY DATA The primary data are those which are collected afresh and for the first time, and thus happen to be Original in character. The collection of primary data is done through direct communication with the employees and by observing them in their activities.

SAMPLING SIZE On the other hand, secondary data are those which have already been passed through the Statistical process. Secondary data are the data that are collected from company records. CONTACT METHOD The employees were personally contacted and they were given questionnaire. DATA ANALYIS After collecting the data it was analyzed with the help of various statistical tools. STATISTICAL TOOLS Bar diagrams Percentage method

CHAPTER-5

DATA ANALYSIS & INTERPRETATION

DATA ANALYSIS & INTERPRETATION

TABLE 4.1: RESPONDENTS OPINION ON COMMUNICATION

Suggestion Satisfied Dis-satisfied

No. of respondents 65 15

Percentage (%) 81 19 100

TOTAL

80

INTERPRETATION: The majority of (81%) percentages of the respondents are satisfied with the flow of information in the organization.

CHART-4.1 RESPONDENTS OPINION ON COMMUNICATION

90 80 70 60 50 40 30 20 10 0 No. of respondents Satisfied Dis- satisfied

TABLE- 4.2: Relationship with people at work Suggestion Satisfied No. of respondents 54 Percentage (%) 68

Dis-satisfied TOTAL

26 80

32 100

INTERPRETATION: The majority of (68%) percentage of the respondents are satisfied with the relationship among the workers.

CHART4.2 Relationship with people at work

70 60 50 40 30 20 10 0 No. of respondents Satisfied Dis- satisfied

TABLE 4.3: Valuation of job Responses No. of respondents Percentage (%) 60 40 100

Satisfied Dis-satisfied TOTAL

48

32 80

INTERPRETATION: The majority of (60%) percentage of the respondents is satisfied with their valuation of job in the organization.

CHART 4.3 VALUATION OF JOB

60

50

40

30

Satisfied Dis- satisfied

20

10

0 No. of respondents

TABLE 4.4 Nature of job Suggestion Satisfied Dis-satisfied TOTAL INTERPRETATION: The majority of (53%) percentage of the respondents is satisfied with their nature of job in the organization. No. of respondents 42 Percentage (%) 53 47 100

38 80

CHART4.4 NATURE OF JOB

60

50

40

30

Satisfied Dis- satisfied

20

10

0 No. of respondents

TABLE 4.5: Relationship with Superiors

Suggestion Satisfied

No. of respondents 35

Percentage (%) 44

Dis-satisfied TOTAL

45 80

56 100

INTERPRETATON: The majority of (56%) percentage of the respondents is dis-satisfied of the relationship with their superiors

CHART4.5 Relationship with superiors

60

50

40

30

Satisfied Dis- satisfied

20

10

0 No. of

TABLE 4.6: Level of job security

Suggestion YES NO TOTAL

No. of respondents 70

Percentage (%) 88 12 100

10 80

INTERPRETAION:

The majority of (88%) percentage of the respondents says yes about their level of their job security in the organization.

CHART 4.6: Level of job security

90 80 70 60 50 40 30 20 10 0 No. of respondents YES NO

TABLE 4.7: Scope of job

Suggestion YES

No. of respondents 69

Percentage (%) 86

NO TOTAL

11 80

14 100

INTERPRETATION:

The majority of (86%) percentage of the respondents accepts with their scope of job in the organization.

CHART 4.7: Scope of job

90 80 70 60 50 40 30 20 10 0 No. of respondents YES NO

TABLE 4.8: Salary relativeness to the experience

Suggestion YES

No. of respondents 75

Percentage (%) 94

NO

5 80

6 100

TOTAL

INTERPRETAION: The majority of (94%) percentage of the respondents accept the relativeness of salary to their experience in the organization.

CHART 4.8: Salary relativeness to the experience

100 90 80 70 60 50 40 30 20 10 0 No. of respondents YES NO

TABLE 4.9: Satisfaction with the perquisites

Suggestion YES

No. of respondents 55

Percentage (%) 69

NO TOTAL

25 80

31 100

INTERPRETATION: The majority of (69%) the respondents accept and are satisfied with their perquisites provided in the organization.

CHART 4.9: Satisfaction with the perquisites

70 60 50 40 30 20 10 0 No. of respondents YES NO

TABLE 4.10: Analysis of overloaded work in the organization

Suggestion YES

No. of respondents 21

Percentage (%) 26

NO TOTAL

59 80

74 100

INTERPRETATION: The majority of 74% of the respondents say that there is no overloaded work in the organization.

CHART 4.10: Analysis of overloaded work in the organization

80 70 60 50 40 30 20 10 0 No. of respondents YES NO

TABLE 4.11: Superiors supervision

Suggestion EXCELLENT GOOD FAIR POOR TOTAL

No. of respondent 59 20 1 0 80

Percentage (%) 74 25 1 0 100

INTERPRETATION 74% of the respondents are satisfied and accept that their superiors supervision is excellent.

CHART 4.11 Superiors supervision

80 70 60 50 40 30 20 10 0 No of respondents Excellent Good Fair Poor

TABLE 4.12:

Changes & innovation implemented in the job Suggestion EXCELLENT GOOD FAIR POOR TOTAL INTERPRETATION 78% of the respondents fully accept that the changes & innovation made in the organization is excellent. No. of respondent 62 10 8 0 80 Percentage (%) 78 12 10 0 100

CHART4.12: Changes & innovation implemented in the job

80 70 60 50 40 30 20 10 0 No of respondents Excellent Good Fair Poor

TABLE 4.13: Level of flexibility & freedom Suggestion EXCELLENT GOOD FAIR No. of respondent 45 25 10 Percentage (%) 56 31 13

POOR TOTAL INTERPRETATION

0 80

0 100

56% of the respondents fully acceptable with their flexibility & freedom is excellent.

60 50 40 30 20 10 0 No of respondents

CHART 4.13: Level of flexibility & freedom

Excellent Good Fair Poor

TABLE 4.14: Level of superiors motivation Suggestion EXCELLENT GOOD No. of respondent Percentage (%) 65 81 10 13

FAIR POOR TOTAL INTERPRETATION

5 0 80

6 0 100

81% the respondents say that the level of superiors motivation is excellent.

CHART 4.14: Level of superiors motivation

90 80 70 60 50 40 30 20 10 0 No of respondents Excellent Good Fair Poor

TABLE 4.15: Problem solved by the superior Suggestion EXCELLENT GOOD FAIR POOR TOTAL No. of respondent 69 9 2 0 80 Percentage (%) 86 11 3 0 100

INTERPRETION 86% the respondents say that their problems which are satisfied with their superiors is excellent.

90 80 70 60 50 40 30 20 10 0 No of respondents

CHART 4.15: Problem solved by the superior

Excellent Good Fair Poor

CHAPTER-6

FINDINGS, SUGGESSTION & CONCLUSION

FINDINGS
The majority of (81%) percentage of the respondents is satisfied with the flow of information in the organization.

 The majority of (68%) percentage of the respondents is satisfied with the relationship among the workers. The majority of (60%) percentage of the respondents is satisfied with their valuation of job in the organization. The majority of (53%) percentage of the respondents is satisfied with their nature of job in the organization. The majority of (56%) percentage of the respondents is dissatisfied of the relationship with their superiors The majority of (88%) percentage of the respondents says yes about their level of their job security in the organization The majority of (86%) percentage of the respondents accepts with their scope of job in the organization. The majority of (94%) percentages of the respondents accept the relativeness of salary to their experience in the organization.

 The majorities of (69%) the respondents accept and are satisfied with their perquisites provided in the organization. The majority of 74% of the respondents say that there is no overloaded work in the organization. 74% of the respondents are satisfied and accept that their superiors supervision is excellent. 78% of the respondents fully accept that the changes & innovation made in the organization is excellent. 56% of the respondents fully acceptable with their flexibility & freedom is excellent. 81% the respondents say that the level of superiors motivation is excellent.

86% the respondents say that their problems which are satisfied with their superiors is excellent.

SUGGESTION The flow of information should more effective among the employees to achieve their organizations objective.

 Relationship among the employees should be very friendly to work for the organizations ultimate goal. The organization should me more effective to evaluate the performance of the employee so that they can work more effectively. The nature of the job should be more impressive and innovative to work in the organization. The superiors relationship with their subordinates should more communicative. The level of job security should be improved for the employees in the organization There is a little lack in their organizations scope, so that should effective. Salary should be relative to their experience, because some of the employees feel that their salary is not relative to their experience. The perquisites for some of the employees are not satisfiable upto their expectation level, so that should give separate attention for employees satisfaction. The over work load of the employees should be reduced to give their best for the organization.

 Superiors supervision should be little more effective to go ahead with their process of work. Their should be more new changes and innovative ideas to be implemented in the organization. The level of flexibility and freedom should be adaptable according to the situation. The superiors motivation should expanded for each and every employees. Superiors should concentrate more on the problems faced by their subordinates immediately.

ANNEXURE BIBLIOGTRAPHY QUESTIONNAIRE

BIBILIOGRAHPHY

REFERRED BOOKS HUMAN RESOURCE MANAGEMENT : L.M.PRASAD HUMAN RESOURCE MANAGEMENT : J.JAYASANKAR HUMAN RESOURCE MANAGEMENT : C.B.GUPTA RESEARCH METHODOLOGY C.V.KOTHARI WEBSITES www.sundaramclayton.com
QUESTIONNAIRE
NAME AGE SEX

MARTIAL STATUS QUALIFICATION 1. How do you feel about the way information flows around in your Organization? (a) Satisfied (b) Dis-satisfied

2. Is the relationship with other people at work? (a) Satisfied (b) Dis- satisfied\

3. How you feel about the valuation of your job in the organization? (a) Satisfied (b) Dis- satisfied

4. Does the nature of your job which is given on the basis of your Educational qualification and experience? (a) Satisfied (b) Dis- satisfied

5. Does your relationship with superiors? (a) Satisfied (b) Dis- satisfied

6. Does your organization provide job security? (a) YES (b) NO

7. Does the scope of your job provides you to achieve your aspiration & ambitions? (a) YES (b) NO

8. Does the salary relative to your experience? (a) YES (b) NO

9. Are you satisfied with the perquisites provided by the organization? (a) YES (b) NO

10. Do you feel that you are given over loaded work in the Organization? (a) YES (b) NO

11. Does your superiors supervision of your job ? (a) Excellent (c) Fair (b) Good (d) Poor

12. Does the changes & innovation implemented in your job? (a) Excellent (c) Fair (b) Good (d) Poor

13. Does the flexibility & freedom you have in your job ? (a) Excellent (c) Fair (b) Good (d) Poor

14. Does your superiors motivation for the job given to you? (a) Excellent (c) Fair (b) Good (d) Poor

15. In what manner your problems solved in the organization by your Superior?

(a) Excellent (c) Fair

(b) Good (d) Poor