PROJECT REPORT
ON
“STRATEGIES FOR IMPROVING HRD ACTIVITIES”
IN
“MINDA INDUSTRIES LTD., MANESAR (GURGAON)”
Submitted in Partial Fulfillment of the Requirement of t he Award of Degree of
MASTER OF BUSINESS ADMINISTRATION
Session: 2008-2010
DECLARATION
I, hereby declare that the Project Report entitled “Strategies for improving HRD activites at Minda Industries Ltd. ” is an original work and the same has not been submitted to any other Institute for
award of any degree. The project report was presented to the supervisor on The feasible suggestions have been duly incorporated in consultation with the supervisor of the project.
Countersigned
Signature of the supervisor
Forwarded by:-
Director/Principal of the Institute
Signature of the Candidate
TABLE OF CONTENTS
i. DECLARATION ii. ACKNOWLEGEMENT iii. PREFACE iv. LIST OF FIGURES v. LIST OF TABLES
CHAPTER No.
1.
INTRODUCTION 1.1 INTRODUCTION OF THE STUDY 1.2 SIGNIFICANCE OF STUDY 1.3 CONCEPT OF THE STUDY 1.4 OBJECTIVES OF THE STUDY 1.5 SCOPE OF THE STUDY 1.6 STRATEGIC MODEL 1.7 FUNCTIONS OF HRD 1.8 RESEARCH METHODOLOGY
PAGE No.
1-39 1-2 3 4-9 10 11 12-13 14-33 34-38
2.
LITERATURE REVIEW
39-40
3.
THE ORGANIZATION
41-58
4.
DATA ANALYSIS AND INTERPRETATION
59-71
5.
FINDINGS OF THE STUDY
72-73
6.
CONCLUSIONS AND SUGGESTIONS 6.1 SUGGESTIONS
74-76 74
6.2 LIMITATIONS
75
6.3 CONCLUSION
76
7.
BIBLIOGRAPHY
8. ANNEXURE
LIST OF FIGURES
Fig. No.
Description
Page No.
Fig (1)
STRATEGIC MODEL OF HRD
13
Fig (2)
PERFORMANCE MANAGEMENT
16
SYSTEM
Fig (3)
COMPETENCY DEVELOPMENT PLAN
18
Fig (4)
CAREER MANAGEMENT TECHNIQUES FOR HR ISSUES.
21
Fig (5)
26 ORGANISATION DEVELOPMENT PROCESS
Fig (6)
31 STRATEGIES FOR T&D
Fig (7)
GROWTH OF MINDA
47
Fig (8)
Data Analysis
59
Fig (9)
Data Analysis
61
Fig (10)
Data Analysis
62
Fig (11)
Data Analysis
63
Fig (12)
Data Analysis
65
Fig (13)
Data Analysis
66
Fig (14)
Data Analysis
67
Fig (15)
Data Analysis
68
Fig (16)
Data Analysis
69
Fig (17)
Data Analysis
71
ACKNOWLEDGEMENT
I wish to express my appreciate to all those with whom I worked and whose thoughts and inspection contributed towards the completion of this project. I am overwhelmed to avail this rare opportunity to convey my profound sense of gratitude to Mr. Atul Dadhich, [Manager- HRM] who provided me valuable guidance, constant encouragement and strong
inspiration in preparing this project report. It is a great pleasure to acknowledge my dept and profound gratitude to my Project Guide Ms. Manju Punia, [Asst. Manager- HRM] for her persistent encouragement and debonair discussion throughout the
study, despite of the hectic hect ic schedule. Her constructive criticism and valuable suggestions throughout the entire project leads this project to a meaningful conclusion. I also take the opportunity to express my thanks to various executives & staff members of Minda Industries, Manesar , for providing me necessary information, guidance and moral support during my
study & enabled me to successfully complete this project. I will fail in my duties, if I don’t convey my sincere thanks to Kurukshetra University, whose Mater of Business Administration programme made it possible for us to get HR exposure in our professional education. I am also very grateful to my Lect. for their valuable support and guidance. Last but not least I would like to thanks to my parents and friends who gave me valuable co-operation for completion of this project.
(Sherry)
PREFACE
Theoretical knowledge as well as practical exposure is necessary in a professional degree. Research project help us to get familiar with real environment of business. The research project and title “Strategies for improving HRD activities” is an original work. I have done t his study in “Minda Industries Ltd., Manesar (Gurgaon)”.
Human Resource Development activities i.e. training and development, career development, organization development, performance appraisal, coaching etc are mainly concerned for upgrading and developing the employee performance and make t hem fit for the organization. In Minda Industry, HR department is concerned with improving employee by regular monitoring their performance and following different strategies. HRD provides various development training as per needs of the employees so that they can perform their job more efficiently through various indoor and outdoor activities for achieving the short term and long term objectives of the firm. For this project I have prepared some questionnaires and forms, which are attached in the ANNEXURE, will tell us about existing procedures for various HRD activities and what kind of expectation the employees have from HR department. I have gives few suggestions for improving and making HRD activities more effective.
Through continuous monitoring and coaching the employee can be well guided for improving their performance. Alteration in the organization structure can be done by making the organization the decentralized one and changes in technology can be brought by training employees the new technology required for the job.
INTRODUCTION TO THE STUDY
The project title “strategies for improving HRD activities” is self explanatory. Strategies means action plan for the future after analyzing all the HUMAN RESOURCE DEVELOPMENT activities i.e . training and development, organization development, career development , performance management system, coaching, mentoring etc. •
HRD activities are revenue enhancer in the organization not revenue user.
•
HRD is responsible all overall performance of the o rganization by upgrading the employees.
•
Training constitutes a basic concept in human resource development. Human resource development is a series of organized activities, conducted within a specified
time and designed to produce behavioral change. The purpose of introducing and implementing HRD strategies in an organization is to develop employee to meet higher levels of performance in the modern fast changing compet itive world HRD strategies contribute to winning employees commitment, motivation and devotion in creating a self disciplined workforce and responsive organization.
HRD is based on the two assumptions:
HRD makes sense only when it contributes towards business improvement and business
excellence.
HRD also strongly believe that good people and goo d culture make good organizations.
HRD means building:
Competency in people
Commitment in people
Culture in the organization
HRD function is to build competencies in each and every individual working in an
organization. Competencies are to be built and multiplied in roles and individuals.
HRD means building commitment in people. Competencies will not make sense without
commitment. commitment . Think of an organization where all the employees are competent but not willing to put into use their competencies. Hence, competencies without commitment will not contribute towards effectiveness.
HRD can be defined as the branch of human resources management function that endeavors to build competencies, commitment and a learning culture in organizations with the purpose of bringing in competitive advantages to achieve business excellence in all its operation. For developing strategies HR department must be thorough with the company’s HR policies, vision, mission, objectives.
SIGNIFICANCE OF THE STUDY
In today era, human beings are a resource to the organization as it is truly said “People are organizations most important assets” in today’s competitive global e nvironment.
It is necessary for the organization to continuously improve the performance of employee & developed them through various HRD activities.
Today it is necessary to integrate HR to business vision & mission & achieve business excellence.
This project hope will be beneficial to both the organization & individual. By implementing HRD activities effectively & efficiently the organization can ac hieve their goals.
As employees are investment to the company so it is necessary to manage & develop them from first day. So that their goals can be aligned with the organizational goals.
Through effective HRD activities organization develop their employees as well as achieve long term target.
CONCEPTS OF THE STUDY DEFINITION:-
•
The identification of needed skills and active management of learning for the long range future in relation to explicit corporate and business strategy.
•
Strategic HRD involves introducing, eliminating, modifying, directing and guiding processes in such a way that all individuals and teams are equipped with the skills, knowledge and competencies they require to undertake current and future tasks required by the organization.
•
Strategic HRD is development that arises from a clear vision about people’s abilities and potential and operates within the overall strategic framework of the business.
•
It is a business lead and the learning and development strategies that are established as a part of overall strategic HRD approach flow from business attains its goals.
AIM OF STRATEGIC HRD
•
Is to enhance resource capability in accordance with the belief that the human capital of the organization is a major source of competitive advantage. It is thereof about ensuring that the right quality people are available to meet present and future needs this is achieved by producing a coherent and comprehensive framework for developing people.
•
Is to develop intellectual capital and promote organizational, team and individual learning by creating a learning culture an environment in which employees are encouraged to learn and develop and in which knowledge is managed systematically.
STRATEGIES FOR HRD
STRATEGIES PRIORITIES
•
Raise awareness of the need for a learning culture that leads to continuous improvement
•
Develop the competence of managers to become actively involved in learning that leads to knowledge creation
•
Expand learning capacity throughout the organization
•
Focus on all the organization ‘s knowledge workers ,not just the key personnel harness e-learning to knowledge sharing and knowledge creation
Development steps:
The steps required to develop a learning and development strategy are:
1. Agree on the strategy making team 2. Clarify organization mission and vision 3. Explore core values 4. Identify the strategic issues facing the organization 5. Agree on strategy and strategic plan
Management Management Development Strategy:-
The management development strategy will be concerned overall with the organization intends to do about providing for its future management needs in the light of business plan. The strategy will be concerned with the role of the parties involved and with the approaches the organization proposes to to use to develop its managers.
The prime aim of these benchmarks statements is to identify the key facets that make up management development activities .they provide personnel and line
managers with a means of conducting their own evaluation and analysis analysis of the state of management development within their organization. Each facets or dimension in the statement brings together such aspects as the links between the management development plan, the assessment of skills and identification of skills gap , and the delivery of appropriate and effective training and development .
The facets are broken down into four aspects of performance:
•
Commitment to management development;
•
Reviewing the current position of management development;
•
Making progress in management development;
•
Excellent in management development The purpose of introducing and implementing HRD strategies in an company is to develop
employee to meet higher levels of performance in the modern fast changing of managerial decision and actions that competitive world.
Before implementing any new strategy at formulation level, top level management must first assess the viability of current mission objectives, strategies,
policies, programs, technology, workforce and lastly the resources. They must assess the different aspects of external environment that may pose be a threat to the opportunities.
Human Recourse Development:-
Human resource development is a series of organized activities, conducted within a specified time and designed to produce behavioral change.
Human resource development is a process in which the employees of an company are
continuously helped in a planned way to:
1. Acquire or sharpen their capabilities required to perform various functions associated with their present and future expected roles 2. Develop their enabling capabilities as individual ,so that they are able to discover and exploit their own inner potential for their own /or or ganization development purposes 3. Develop a company culture where superior subordinate relationships, teamwork and collaboration among different subunits and contribute to the company health, dynamism and pride of the employees.
Purpose of introducing and implementing HRD strategies:-
•
To develop employee to meet higher levels of performance in the modern fast changing competitive world.
•
HRD strategies relate to attracting ,engaging retaining developing , motivating and utilizing employees and their competencies to effec tive organizational
functioning , growth and excellence. •
HRD strategies contribute to winning employees commitment, motivation and devotion in creating a self disciplined workforce and responsive company.
communication strategy:
It is essential to educate and train employees about the need for change and seeking their commitment is a critical factor in success of any change management process of a company.
Accountability and ownership :
Employee accountability and ownership is vital to company intending to stay competitive employees and ownership leads to higher productivity and customer exce llence.
Thereof fostering accountability and ownership through various HRD process and systems such as performance appraisal, career planning and development, counseling and mentoring, quality of work life etc which must be linked to business plans.
Learning strategy:
Continuous learning and development environment promote self development of employees; of self and by self .it requires HRD process and systems to focus on
1. coaching and monitoring culture 2. self directed learning /systems
Quality strategy:
Quality is a mindset which needs to be fostered in the employee through training and development. TQM places emphasis on quality that encompasses the entire company and involves
1. Continuous improvement 2. Employee empowerment, quality circles 3. Benchmarking –best at similar activities, even if in different industries 4. Just in time requires quality of suppliers
Cost reduction strategy:
Cost reduction strategy plays an significant roles the company. Employees need to see w aste everywhere.
Systematic training strategy: It is based on job analysis and job performance, company mission and objectives leads to
improved returns on investment the planning and company of formal on the job training and off the job training leads to improving vital employees characteristic, build and sustain appropriate work culture and brings in more professionalism in action.
OBJECTIVES OF THE STUDY
The objectives of the study are:-
•
To prepare the organization to meet new dimensions according to the environment.
•
To adopt such plan so that alteration can be brought in the employee’s performance.
•
To ensure an observable output with high quality.
•
To bring about desired changes skills, knowledge, and attitude in t he employee.
•
To prepare organization to meet high responsibility.
SCOPE OF THE STUDY
The scopes of the study are:-
1. Enhancing organization capabilities
HRD practices for enhancing quality consciousness among employees
Continuous improvement in performance of employees
2. Integrating human resource into business
Promoting individual growth and development of employees
Increase in the level of commitment of employee
3. Achieving corporate excellence
HRD programs to facilitate group communication in the company
Achieving organization effectiveness in terms of performance and communication.
4. To improve the current situation of the HRD activities in the organization. 5. To suggest the methods by which changes can be brought in current program. 6. To increase the performance of the employees and ultimately the organization.
MODELS FOR THE DELIVERY OF THE STRATEGY
•
Centralized: All learning and development activities are conducted and controlled from the
centre. •
Key Account Holder: Small corporate centre is responsible for career management
development processes, key account holder are responsible to the centre for delivering learning and training in business units.
•
Devolved: All learning and development activities are devolved to business units.
•
Business partners: key account holder report to business units;
•
Shared service: Business units share common learning and development services and
specify what they want to the corporate centre; •
Outsourced: Training outsourced to providers by the corporate ce ntre or business units.
•
Stakeholder: Small corporate centre engages in transformation learning activities, separate
shred Facilities are used, learning and development practices act as a business partners and specialized learning is outsourced.
STRATEGIC MODEL OF HRD
FUNCTIONS OF AN HRD:
•
PRIMARY FUNCTIONS
1. Training and development 2. Organization development 3. Career development
•
SECONDARY FUNCTION
1. Performance management system
2. Organization learning
3. Mentoring
•
OTHERS FUNCTIONS
1. HR planning
2. Coaching
HUMAN RESOURCE DEVELOPMENT ACTIVITIES
1. Performance Management System •
•
Potential Appraisal Competency Mapping
2. Career Development •
Career Development Plan
3. Organization Development
4. Recruitment
5.
Training & Development
1. PERFORMANCE MANAGEMENT SYSTEM
Performance management is a tool for continuous improvement of performance of the employees of the company at all levels is a process of planning the expected performance level of employees; analyze the performance, appraisal and action for improvement. improvement .
PERFORMANCE MANAGEMENT STEPS:-
•
POTENTIAL APPRAISAL: A potential appraisal intended to go beyond measuring the current level of performance
.potential appraisal is concerned with assessing career enhancement possibilities of an employee in relation to his capabilities. The potential appraisal first tries to analyze the capabilities and competencies of an employee. Then it is concerned with the career development of the employees.
•
COMPETENCY DEVELOPMENT PLAN:-
PURPOSE OF COMPETENCY MAPPING
"Effectiveness of an organization is the summation required competencies in the organization".
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring
Inventory of competencies for future planning.
COMPETENCY DEVELOPMENT PLAN
ORGANISATION DIRECTION vision mission short term & long term goals strategies values
Translating them into action for actualization
THROUGH:
Organization structure Roles, position ,& jobs
Core competency of the organization/ role competency
SUGGESTION TO INCREASE EFFECTIVENESS EFFECTIVENESS OF PERFORMANCE PERFORMANCE MANAGEMENT MANAGEMENT SYSTEM :-
1. The system must reflect the company ‘s culture and values 2. Senior management must be committed to, and actively participate in, the performance management system 3. Employee job description should be linked to the PMS. 4. PMS needs to be linked to the organizational compensation and reward system. 5. The action plan must be clear and co ncerning employee development. 6. The effectiveness of PMS should be re gularly tracked.
2. CAREER DEVELOPMENT Career development in a continuous process in the career graph of a person an ongoing process by which employee progress through a series of stages of which is characterized by a relatively unique set of issues themes and tasks.
•
CAREER DEVELOPMENT PLAN
It includes all those activities undertaken by the organization which prepares an employee to meet the current and future needs of the company. company. it therefore benefits both the employees and the company.
Career development includes performance appraisal as a basis for career planning. Such as skills training, performance feedback, coaching, planned job rotation Assessment c entre.
Benefits for the company:
•
Improved productivity
•
Reduced employee turnover
•
Increased retention of high talent employees
•
Creating a positive recruitment image
•
Ensuring availability of promotable employees in the company
•
Better individual company match
•
Most effective utilization of employee skills
Career planning at company comprises of:
1. Lateral movement: individual may be moved laterally within the company. Though the status and pay remain unchanged, the employees have the opportunity to learn new skills. two methods can be adopted for the same. 2.
for the type and the number of skills they have. have. Skills based pay system: rewarding employees for
3. Job enrichment: reward employee by increasing job challenge, responsibility, autonomy, task variety, seminars and university courses.
CAREER MANAGEMENT TECHNIQUES FOR HR ISSUES.
HR ISSUES
Reduce turnover
CAREER MANAGEMENT TECHNIQUES
Challenging first job Job enrichment Realistic job preview
• • •
Develop high potential candidates
Assessment centre Job pathing
• •
Motivate
•
employees
•
•
Lateral movement Seminars & university course Rotation
3. ORGANISATION DEVELOPMENT Company development is an application of behavioral science to company change. It encompasses a wide array of theories, processes, and activities, all of which are oriented towards the goals of improving individual company. It constitutes long range efforts to:
•
Improve the problem solving capacity of the company.
•
Foster effectiveness management of the company culture
•
Improve the effectiveness of work groups/teams
•
It is specific all concerned with the company climate , company culture i.e. norms , values , power structure
•
Worker commitment
•
Inter group collaboration
•
Creation of an open system of communication – ve rtically, horizontally, and diagonally
•
Management development; the management of organizational change; and the management of conflict.
OBJECTIVES OF ORGANISATION DEVELOPMENT:-
The objective may be stated as:
•
Improved organizational performance as measured by profitability, market share, innovativeness etc.
•
Better adaptability of the company to its e nvironment
•
Willingness of the member to face organizational problems and contribute creative solution to these problems.
•
Improvement in internal behavior patterns such as inters personal relations, inter group relations, and involvement in planning for organizational development.
MODELS OF ORGANISATION DEVELOPMENT DEVELOPMENT
•
KURT LEWIN’S UNFREEZING CHANGING AND FREEZING MODEL:
According to LEWIN, successful change requires UNFREEZING the status quo, CHANGING to a new state and REFREEZING the new change to make it permanent. Once the UNFREEZING has been accomplished, the change itself can be implemented.
LEWIN’S
DESCRIPTION
OF
THE
CHANGING
PROCESS
Unfreezing
Changing
Refreezing
Stage 1: UNFREEZING – creating motivation and readiness to change thro ugh:
a) Disconfirmation or lack of conformity
b) Creation of guilt or anxiety
c) Provision of psychological safety
Stage 2: CHANGING - helping the individual to see, judge, feel, and react differently based on a new point of view obtained through:
a) Identifying with a new role model , mentor
b) Scanning the environment for new relevant information
Stage 3: REFREEZING – helping the individual to integrate the new point of view into:
a.
His total personality and self concept
b. Significant relationship
THE ORGANISATION DEVELOPMENT PROCESS:1) INITIAL DIAGNOSIS
Top management meets with the consultant to determine the type of OD progress that is required for the organization. During this phase, the consultant interviews various people in the organization to gather relevant information.
2) DATA COLLECTION
The consultant gather information by circulating well structured questionnaires to people at various levels in the organization
3) DATA FEEDBACK AND CONFRONTATION
Groups are formed to review the data collected .the group leaders identify areas of disagreement and set priority areas of change by mediating amongst themselves.
4) ACTION PLANNING AND PROBLEM SOLVING
The next step is drafting the action plan .the plan has in built built time frame for completion as well as clearly fixed responsibilities.
5) TEAM BUILDING
Working together encourages the process of team building .the consultant helps the groups to see the value of open communication an trust
6) INTER GROUP DEVELOPMENT
The process of working together .helps development of groups and individuals per se
7) EVALUATON AND FOLLOW UP
The consultant helps the organization to evaluate the results of the OD efforts and develop additional programs where additional results are needed.
MODEL OF PLANNED CHANGE
1) ALPHA CHANGE:
They are possible when individual perceive a change in the levels of variables within the paradigm without altering their configuration (e.g. job design)
2) BETA CHANGE:
These changes are possible when individual perceive a change in the value of variables within a existing paradigm, without altering their configuration.
3) GAMMA(A) CHANGE:
These changes are possible when individual perceive a change in the configuration of an existing paradigm, without the addition of new variable
4) GAMMA(B) CHANGE
These changes are possible when individuals perceive a replacement of one paradigm with another that contains new variable.
3. RECRUITMENT
SOURCES OF RECRUITMENT ARE:
•
Direct application
•
Professional and trade associations
•
Newspaper and magazines
•
Campus recruitment
•
Radio
•
Consultants
•
Promotions
•
Employee referral
•
Recruitment by internet(applicants provider websites)
•
Direct mail campaign
•
Job fairs
•
Employment exchange
•
Transfer
RECRUITMENT PROCESS:
•
JOB ANALYSIS:Job should be design as per the requirements that are received from the various departments of
the company.
•
JOB DESCRIPTION:Design of job is to be prepared as what sex, age, qualifications, skill; work experience is desirable
for that particular job
•
CANDIDATE IDENTIFICATION:Maximum potential area is selected to attract more candidates to get maximum C.V. from
various sources
•
SHORT LISTING
•
EVALUATION
•
REFERENCE VERIFICATION
•
SALARY NEGOTIATION
4. TRAINING AND DEVELOPMENT •
Training constitutes a basic concept in human resource development.
•
It is the systematic modification of behavior through learning, which occurs as a result of education, instruction, and development and planned experience
•
It is concerned with developing a particular skill to a desired standard by instruction and practice Minda industries are providing the effective training programs as per the requirement of
organization and individual through the proper training process, which has been mentioned below:
•
Training Need Analysis
•
Training Need Assessment
•
Allocation of Training Calendar
•
Training Budget
•
Evaluations Training Programs will be modified as per the requirement of department in order to increase
the productivity of the organization.
STRATEGIES FOR T&D Training developed must be based or meet the organizational goals and objectives. Emphasis is given on the employee development and which ultimately leads to organizational development. Continuous performance must be evaluated so that they can be upgraded with the changing environment. TNA can be done through competency mapping or through the balanced card. Training objective is decided by
the employees needs HOD OR functional head recomme ndation.
CORPORATE/ STRATEGIC: Strategy
What is
OERATIONAL:
required to achieve this?
Structure
What to achieve by doing this?
Systems
INDIVIDUAL SKILLS: Skills Knowledge
TRAINING EVALUATION SUGGESTED DESIGN MODEL A Suggested Framework – 1
•
•
Reaction
Did trainees like the training?
Did the training seem useful?
Learning
•
How much did they learn?
Behavior
What behavior change occurred?
Suggested Framework – 2
•
Results •
What were the tangible outcomes?
•
What was the return on investment (ROI)?
•
What was the contribution to the o rganization?
Type of Data Used/Needed
•
Individual performance
•
System wide performance
•
Economic
Individual Performance Data
Individual knowledge
Individual behaviors
Examples:
Test scores
Performance quantity, quality, and timeliness
Attendance records
Attitudes
HRD programs and training are investments
HRD Evaluation Steps:1) Analyze needs. 2) Determine explicit evaluation strategy. 3) Insist on specific and measurable training objectives. 4) Obtain participant reactions. 5) Develop criterion measures/instruments to measure results. 6) Plan and execute evaluation strategy.
RESEARCH METHODOLOGY
The most vital function of management in an organization is to minimize risk and uncertainly through systematic decision making. Better decision result from the effectively and timely utilization of right information. So for the making effective decision, research plays an important role and provides the right information to the management
Research is the systematic gathering, recoding and analyzing of data about problems. In other words we can say that research comprises defining and redefining problems, formulating hypothesis or suggested solution; collecting, organizing and evaluation of data; making deduction and reaching conclusion; and at least carefully testing the conclusion to the determine whether they fit the formulating hypothesis.
Research is of basic three types:1. Exploratory research 2. Descriptive research 3. Experimental research
Exploratory research is a preliminary phase and is absolutely essential in order to
obtain a proper definition of the problems. The purpose of exploratory research is to determine the general nature of problems and variable related to it. The major emphasis is on the discovery of ideas and insight. Exploratory research is characterized by flexibility and informality.
Exploratory research is generally carried out by three sources-
a. Literature (Secondary data) b. Experience survey (discussion with experts) c. Study of some specific case
Descriptive research is used for some specific purpose. It focus on the accurate
description of variables present in the problems. The data is collected in such a manner that the ambiguous nature of the cause and effect relationship in the phenomenon is reducing to maximum extent. A descriptive research require a clear specification of what, who, when, where, why and how aspects of research.
Descriptive research is generally of two typesa. Case Method b. Statistical method
Experimental research attempt to satisfy the nature of functional relationship between
two or more variable factors present in controlled environment, while all other variables constant in order to establish a casual relationship.
TYPE OF RESEARCH USED IN THE PROJECT
The type of research employed in the project work is exploratory cum descriptive. The exploratory research is used to define the problem and discovery of new idea while descriptive research is used for data collection and establish cause and affect relationship.
AREA OF STUDY
The unit selected for the purpose is Minda Industries Ltd., Manesar.
SAMPLING DESIGN
A sample design is a definite plan for obtaining a sample from a sample from a given population. There are many sample designs from which a researcher can choose. Researchers must prepare/select a sample design which should be reliable and appropriate for his research only. It is very different to interview all the employees.
SAMPLING UNITS:-
Minda Industries Ltd., Manesar.
SAMPLING SIZE:-
50
DATA COLLECTION TOOLS
As we know data is of two types 1. Primary data 2. Secondary data
In primary data, researcher has to gather primary data afresh from the specific study that is under taken by him.
Primary data can be collected by three methods a.
Observation
b. Questionnaire c.
Interview
Secondary data are those, which are gathered for some other purpose and already available in the firm’s internal records, manuals, commercial or publications.
Here in the study both type of data primary and secondary is used.
Primary data is collected by a w ell structured questioner, personal interview.
Major source of secondary data were corporate HR manuals of the firm, Induction manuals, Information provided by personnel department and Standard Operating Procedures (SOP’s) QUESTIONNAIR DESIGN
While designing the questionnaire, various type of question were put in a proper manner these were multiple choice question and few open ended question.
Proper sequencing of the question was done after each question proper space was provided. In the questionnaire, subject was not required to mention t heir identity in order to ensure true response.
ANALYSIS OF DATA
After collecting of data it was tabulated and represented in a graphical manner in and was analyzed in order to draw conclusion.
STRATEGY
After analyzing the data’s what could be changes brought are suggested according to new environment and need of Employees.
REVIEW OF LITERATURE
•
Kenneth J. Zula , Thomas J. Chermack
The shift in the U.S. economy from a manufacturing powerhouse to a service-driven economy has placed a great emphasis on human capital planning within organizations in order to remain competitive in a new global economy. The link between critical business strategy and the successful implementation of strategy has been well documented in the literature. This article examines the literature surrounding human capital, human capital planning, and the implications for human resource development (HRD). The results of the review and synthesis of the literature are provided, and the implications for HRD scholars and practitioners are reported in detail. The research reports an in-depth justification and rationale for the incorporation of human capital planning into practice and research to determine the impact on HRD interventions and organizational performance through the use of a model and process for human capital planning.
•
Ji Hoon Song , Thomas J. Chermack
The purpose of this article is to examine the link between individual learning processes and continuous organizational knowledge formation through an integrated literature review of these perspectives from both academic and practical viewpoints. In the current fierce economic environment, individual knowledge is regarded as the most valuable asset for competitive advantage. However, only when individual knowledge is accumulated and embedded into organizational culture as organizational knowledge can it be considered the critical factor for the promotion of performance improvement. In this research, two process-oriented factors— individual learning processes and organizational knowledge creation—were reviewed by means of theoretical and integrative analysis based on a lack of empirical research on the association between these two key factors and organizational performance improvement. The results of this research propose an integrated conceptual map for effective organizational performance improvement through organizational knowledge formation based on individual learning and organizational knowledge creation processes.
•
Brian A. Altman , Mesut Akdere
A construct and model of performance inhibiting workplace dynamics is introduced to conceptualize the adverse consequences on performance and quality of certain interpersonal interactions in the workplace and behavioral instructions leading to double binds. Results of a literature review are presented which provide evidence for the existence of a set of workplace interactions that are associated with reduced performance and quality. It is hypothesized that the negative influences on employee performance in the model occur by alteration of one or more of the following three of Swanson's performance variables at the individual level: mission/goal, capacity, or motivation. As a field that considers performance as an important outcome of its
practice, human resource development scholars and practitioners need to understand such dynamics in order to eliminate or reduce their effects on employee performance. •
Elwood F. Holton, III , Bogdan Yamkovenko
The performance paradigm of human resource development (HRD) practice has served the field well, particularly in enhancing the relevance and impact of HRD interventions. However, in this article, it is argued that the time has come for a new defining paradigm to advance the field of HRD to a higher level of organizational impact. This article proposes that strategic intellectual capital development (SICD) should be that new paradigm. The argument for SICD is built by merging two streams of research. First, the development of human capital theory is traced through to its expanded conceptualization of intellectual capital theory. Second, the argument for a strategic approach is built off the strategic human resource management literature. The SICD perspective is offered as a robust and broad conceptualization that is essential for HRD to provide organizations the intellectual horsepower to achieve their strategic objectives. •
Jacobs R.; Washington C.
This review of literature examines the relationship between employee development and organizational performance. The research supports the commonly held belief that employee development programs make positive contributions to organizational performance. However, there continues to be limited information beyond this basic relationship. From an HRD perspective, research on employee development seems an area of high importance. Employee development means more than helping employees become continuous learners, regardless of the requirements of the organization. To be beneficial for both individual employees and organizations, research on employee development should seek greater understanding about the wide range of conditions within which employee development programs exist in organizations. Undertaking the three proposed research directions would do much for improving organizational performance in the long term. •
Svjetlana Madzar
The HRD literature has long neglected a construct of feedback seeking behavior (FSB). This construct has emerged and evolved primarily in the organizational behavior literature during the past decade. It is argued that awareness of the findings from this literature could have a significant impact on current HRD practices. This article explores theoretical and empirical research on FSB. It examines both the individual and situational factors that affect feedback seeking and the effects of feedback seeking on the individual and the organization. Obstacles to feedback seeking are discussed in light of intervention possibilities. In conclusion, the author focuses on the implications for training and organization development practices.
COMPANY PROFILE
The NK Minda Group is India's foremost manufacturer of a range of automotive components and is a leading supplier to global Original Equipment Manufacturers. The Group's product portfolio comprises of Switches,
Batteries,
Lighting,
Horns,
Mirrors
and
Alternate
Fuel
Kits
–
LPG.
NK Minda Group has an annual turnover of Rs.8.32 billion (USD 208 million). The Group has been clocking a Compound Annual Growth Rate (CAGR) of 40% in Annual Turnover (ATO). From Rs. 5.45 billion in FY 2005-06, it grew to Rs. 8.32 billion in FY 2006-07. Today, the Group has a total of 19 plants spread
across
India
and
Indonesia.
Recognising the importance of the ASEAN market the group has set up a Greenfield manufacturing facility in Indonesia through a group company named PT Minda ASEAN Automotive which has commenced
production
and
exports
to
other
ASEAN
countries.
NK Minda Group works with the leading auto components specialists globally to bring the most technologically advanced products to its customers. The Group has joined hands with global leaders to constantly fine-tune its offerings and has some of the most reputed automotive component manufacturers
as
its
joint-venture
partners
Tokai Rika Co. Ltd., Japan Fiamm SpA, Italy
The Key Mantras that have propelled the NK Minda Group growth story are:
Relentless pursuit for excellence
Benchmarking ourselves against the best
Focus on developing world-class facilities
Emphasis on providing innovative design solutions
Continuous thrust on product improvement
Constant up gradation of skill sets in the workforce
MINDA MANUFACTURING SET UPS
such
as:
HUMAN RESOURCE PHILOSPHY AND CULTURE
“An organization is known by its people, performance and profits. Our human resource related policies would provide each individual to perform towards own and company’s growth and success. Success is not confined only to monetary profits but also covering quality of products, excellence of operations, growth, customer goodwill and leadership in business. Such a success not only brings in a feeling of be longingness but also gives self satisfaction.”
We respect all people
We value Team Work
Accepting Responsibility and taking risks are important
Discipline is necessary
Individuals can constantly grow and c hange
Differences and conflicts to be given positives turn
Monetary Compensation
MISSION
“To continually enhance stakeholders’ value through global competitiveness while contributing to society”
VISION
Our group be pioneer and be global benchmark in QPCDSM and Technology.
Group Sales to be Rs 1750 crores.
Exports to reach 25% of o f total turnover( excl PTMA sales, FMAL)
ORGANIZATION VALUES CUSTOMER IS SUPREME
We strive to understand and and anticipate customers needs exceed their expectations
We are committed to offer innovative and value added solutions to our customers
We always ask “ How can we serve our customers best?”
LIVE QUALITY
We nurture Quality as an attitude at MINDA
We are quality driven and apply a “Quality Minded Approach To Everything We Do”
We are passionate about Quality and its continuous improvement through teamwork.
ENCOURAGE CREATIVITY & INNOVATION TO DRIVE 3Ps (People, Processes & Products)
We demonstrate leadership by advancing new technologies, innovative manufacturing techniques, enhanced customer service, inspired management and the application of best practices throughout our organization
We aggressively pursue new business and determined to add value for our customers with ingenuity, have a determination and a positive approach to every task, have a “can-do” sprit and a restless determination to continually improve and excel
We utilize our ability to combine strength with speed in responding enthusiastically to every new opportunity and every new challenge
We encourange and inspire learning amongst our people.
RESPECT FOR INDIVIDUAL
We passionately believe that people are the most valued assets of our company, and that they are essential participants with a shared responsibility in fulfilling our mission
We trust, inspire, and empower our people to set and achieve high expectations, standards and challenging goals
We treat all people w ith dignity and courtesy
We strive to support mutually beneficial and enduring relationships with our stakeholders RESPECT FOR WORK-PLACE ETHICS
We work smartly with passion, integrity, c onviction and commitment
We work in teams with a shared purpose and value individual ability and diversity as essential to promote harmony and open communication. Each of us succeeds individually ... when we, as a team, achieve success
We respect and adhere to company policies, systems and procedures
We will be well-informed and respect the regulations, rules, and compliance issues that apply to our businesses around the world
We respect the values and cultures of the communities in which we operate
The Minda Industries Board Comprises of:
Mr. S.L. Minda – Chairman
Mr. Nirmal K. Minda – Managing Director
Mr. Ashok Minda – Director
Mr. B.R. Aggarwal – Director
Mr. Raja Ram Gupta –Director
Mr. Subash Lakhotia – Director
Mr. S. K. Arya – Director
Mr. Vivek Jindal – Executive Director
GROWTH OF MINDA
N K MINDA GROUP GLOBAL PRESENCE
Global Customers:-
USA International Trucks & John Deere U.K. Triumph France Peugeot Cars & Peugeot Motorcycles Italy Aprilla, Case New Holland, Piaggio & Iveco Thailand Suzuki & Yamaha Japan Yanmar
Taiwan Kymco Phillipines Kawasaki, Suzuki & Yamaha Vinetnam SYM
Malaysia Modenas, Suzuki & Yamaha Indonesia Kawasaki, Suzuki & Yamaha
Domestic Customers:-
2 Wheelers Customers
Bajaj Auto Ltd. Hero Honda Motors Ltd. Kinetic Engineering Kinetic Motors Company LML Ltd. Hero Motors Honda Scooters & Motorcycles Ltd. Eicher (Royal Enfield) TVS Motors Ltd Suzuki Motorcycles Ltd Yamaha Motorcycles Ltd.
Off roads Customers
Eicher Tractors HMT Tractors Mahindra & Mahindra Tafe
4 Wheelers Customers
General Motors Honda Siel Maruti Suzuki Tata Motors GROUP COMPANIES
Minda Group is a specialized automotive components manufacturer that provides products and solutions to automobile companies across the globe. The Group comprises of t he following companies :
Minda Industries Limited –
Minda Industries Limited is the flagship company of the Minda Group. It designs, develops and manufactures switches for 2/3 wheelers and off-road vehicles. In addition, Minda Industries Limited manufactures batteries for 2/3/4 wheelers and off-road vehicles. Minda Industries already enjoys more than 70% market share in the 2/3 wheeler segment in India and is amongst the top few globally.
Today, Minda Industries is over Rs. 3.04 billion (USD 67.5 million) company and is on a rapid expansion spree. It is geared to take on global competition and has already made inroads into the ASEAN market. Minda Industries is on its way to becoming the favored vendor for 2/3 wheeler switches globally. Minda Industries Limited has established 8 state of the art facilities spread across the length & breadth of India and one in the ASEAN region and employs more than 2800 people.
The various product offerings include: Lever and Holder Assembly Grips Handle Bar Switch Brake Handle Bar System Assembly Switch
The company also designs different types of switches like Rotary Switch, Handle Bar Switch, Plunger Type Switch, Rocker Switch, Grip,
On an average, Minda Industries develops 140 distinct products across categories each year and puts in place 25 new assembly lines to manufacture them. Minda Industries believes in collaborative designing with the vehicle manufacturers. Minda Industries has the capability to improvise existing products as well as offer cost-effective solutions for products already available in the market.
Mindarika Pvt. ltd. -
Mindarika Pvt. Ltd. is a Joint Venture between Minda Industries Limited, Tokai Rika Company Limited, Japan and Sumitomo Corporation, Japan to produce automotive switches for four-wheeler vehicles. With Rs. 1.1 billion (USD 24.7 million) in revenue, it is India’s largest four wheeler automotive switch manufacturer. The company has a manufacturing facility at Gurgaon and em ploys 400 people. Mindarika is consistently winning accolades across categories of products in the automotive switches segment. The core strengths at Mindarika are skilled manpower, adherence to the highest quality standards and providing cost effective solutions.
Minda TYC Automotive Limited –
Minda TYC Automotive Limited is a Joint Venture between Minda Industries Limited and TYC Brother Industrial Company Limited, Taiwan to produce automotive lighting. The company has manufacturing facilities in Sonepat, Gurgaon and Pune and employs around 400 people. Minda TYC produces a variety of world-class lighting products for the 2/3 wheelers and off-road vehicles, as for four-wheeler vehicles.
Minda Fiamm Acoustic Limited –
Minda Fiamm Acoustic Limited is a Joint Venture between Minda Industries Limited and Fiamm S.p.A, Italy to produce 2/3 wheeler automotive horns. The Rs. 350 million (USD 8 million) company has manufacturing facilities in Delhi, Gurgaon and Pantnagar and employs over 300 people. Today, Minda Fiamm is the leader player in the Indian automotive horn industry. It offers customized products and solutions for a range of automotive acoustic problems. Minda Fiamm utilizes the experience of its joint venture partner, FIAMM S.p.A. of Italy, to offer R&D expertise and capabilities to the Indian customer. Minda Auto Gas Limited –
Minda Autogas Limited began as Minda Impco Limited - a Joint Venture between NK Minda Group and Impco Technologies Inc, USA. In April 2006, Impco, as part of their global strategy, decided to exit all Joint ventures including the one in India. Today, Minda Autogas Limited and is a fully owned company of
the NK Minda Group. Minda Autogas provides CNG / LPG kits and other alternative fuel solutions to various OEMs and the replacement market.
PT Minda ASEAN Automotive –
Recognizing the importance of the ASEAN market, the Minda Group has set up a Greenfield manufacturing facility in Indonesia through a company named PT Minda ASEAN Automotive. The project that was conceptualized in October 2004 began its production in Indonesia in December 2005. In a short span, the ASEAN venture started to acquire renowned ASEAN OEM customers and is today exporting to Malaysia, Vietnam, Philippines & Thailand. The product range comprises of switches and locks for two wheelers and is going to start manufacturing other Group product lines.
Switch Masters Limited –
Minda automotive components are available to OEMs directly through the individual Minda Group Companies. For the replacement market and for retail customers, these products are available through a dedicated sales and service company called Switch Masters Limited (SML), Established in 1985. SML is the Sales and Servicing arm for the Minda group in the replacement market. SML builds upon the competitive advantage of Minda Group products through its countrywide distribution network of 250 dealers spread across 91 A, B and C category cities, covering the 2 wheeler as well as 4 wheeler business segments. SML's product range spans approx. 2500 parts and components that it procures from 15 countrywide supply points, and in turn distributes to its dealer network through 18 Depots in all major states of the country.
MINDA INDUSTRIES LTD.(Switch Division)
Minda Industries Limited (MIL) is the flagship company of the NK. Minda Group (NKM). MIL is into manufacturing of 2/3 wheeler switches, 2/3/4 wheeler lights and Automotive batteries. It commands a market share of 70% in the 2/3 wheeler switches and today supplies to all OEM’s including Bajaj, Hero Honda, Honda, TVS etc.
It is also entering the manufacture of Blow Molding parts for automobiles by setting up a new facility at Baddi, Karnataka in technical collaboration with Kyoraku, Japan. Today, Minda Industries is over Rs. 4.51 billion (USD 111.45 million) company and is on a rapid expansion spree. It is geared to take on global competition and has already made inroads into the ASEAN market. Minda Industries is on its way to becoming the favoured vendor for 2/3 wheeler switches globally. Minda Industries Limited has established 8 state of the art facilities spread across the length & breadth of India and one in the ASEAN region and employs more than 2800 people. The sales for the year 2006-2007 clocked an impressive growth of over 44.2 % from the FY 2005-2006. The sales grew from Rs. 268.05 crore in FY 2005-2006 to Rs.386.60 crores in FY 2006-07. MIL at present has plants at Delhi, Manesar-Gurgaon, Pune, Aurangabad and Hosur. MIL which undertook a major expansion last year has set up new plants at Pantnagar in Uttranchal and Baddi in Himachal Pradesh. The plant at Pantnagar is for m anufacturing of automotive batteries for 2/3 & 4 wheelers and handle bar assemblies for two wheelers while the facility at Baddi in Himachal is for manufacture of handle bar assemblies for two wheelers. The company is actively scouting for new business opportunities in terms of
products
and
inorganic
growth
through
mergers
and
acquisitions.
MILESTONES
1995
Businesses Re-organized into Strategic Business Units (SBUs)
1997
Implementation of TQM – PQCDSM PQCDSM - TPS in the group Received ISO 9001 Certification
1998
Long Term & Short Term Business goals defined
2000
Business Excellence through Simple Techniques" (BEST) journey started to Challenge CII-EXIM BANK Business Excellence Award
2001
Start of production at Pune for 2 & 3 Wheeler Switches at newly set up state of the art facility
2002
Entry in ASEAN region
2003
Bi-wheeler switch manufacturing units units at Delhi consolidated consolidated at at Manesar Manesar Set up manufacturing plants in Waluj and Hosur for Handle Bar Assembly
Received ISO-14001 and OHSAS 18001 certification Received TS 16949 certification First patent filed
2004
NABL accreditation for labs Bajaj award for excellence
2005
Set up manufacturing plant at Mysore for Handle Bar Assembly
2006
Achievement award from Honda for quality and delivery Start of Indonesia Plant Start of Pantnagar Project
Electronics manufacturing of switches started at P une PRODUCTS 2/3 WHEELER SWITCHES
Minda Industries produces a variety of world-class switches for the 2/3 wheelers and off road vehicles.
The
various
product
2 Wheelers Handle Bar System Assembly Handle Bar Switches Electronic Systems Lever & Holder Assembly Brake Switch Grips Gear Shift Switch Modular Switch Panel Switch
Handle Bar System Assembly
Handle Bar Switches
offering
include:
Grips
Panel Switch
OFF ROAD SWITCHES
Panel Switch Rotary Switches Starter Switches Plunger Switches Rocker Switches Lever Combination Switch Ignition Switch
Panel Switch
Starter Switches
DATA ANALYSIS & INTERPRETATION
TRAINING AS A PART OF ODA
Response
Employee
Strongly Agree
5
Agree
11
Average
31
Disagree
3
Total
50
s e e y 40 o l 30 p m20 e f 10 o . 0 o N
Training as a part of ODA 31 5 y l g e e n r o g r t A S
11 e e r g A
3 e g a r e v A
Response
e e r g a s i D
No. of respondents
Interpretation:-
Out of 50 respondents more than half of them say that training as a part of org. development strategy in the organization and according to rest respondent HRD activity is not a part of ODA.
ENHANCEMENT OF SKILLS & KNOWLEDGE THROUGH T HROUGH TRAINING
Response
Employee
To great extent
12
To some extent
31
Not much
7
Total
50
Enhancement of skills skills & knowledge through training s e 40 e y o 30 l p m20 e f 10 o . o 0 N
31 12
No. of respondents
7
To great extent
To some extent
Not much
Response
Interpretation:-
Out of 50 respondents maximum of them say that through training skills & knowledge are enhanced up to some extent.
TRAINING EFFECTIVENESS
Response
Employee
To great extent
6
To some extent
37
Not much
7
Total
50
Training Effectiveness s 40 e e y o 30 l p m20 e f o 10 . o N 0
37
No. of respondents 7
6
To great extent
To some extent
Not much
Response
Interpretation:-
Out of 50 respondents maximum of them say that training is effectiveness up to some ext ent and according to rest respondent training is not so much effectiveness.
SATISFACTION FROM EXISTING PERFORMANCE APPRAISAL SYSTEM
Response
Employee
Very Good
6
Good
13
Satisfactory
17
Average
10
Poor
4
Total
50
Satisfaction from existiong PAS s e e y o l p m e f o . o N
20 15 10 5 0
17 13
10
6
4
r d e d d o o o o i s f i e r a g P o o G G a t v e y r A S V e Response
No. of respondents
Interpretation:-
Out of 50 respondents, less than half of them are satisfied from the existing PAS. And o ther respondents are not satisfied with the existing PAS in the organization.
CHANGE IN EXISTING PMS
Response
Employee
Yes
41
No
9
Total
50
Change in existing existing PMS PM S s e 50 e y o 40 l p 30 m20 e f o 10 . o 0 N
41 No. of Respondents
9
Yes
No
Response
Interpretation:-
Out of 50 respondents, maximum of the r espondents need change in the organization’s existing PMS. They are not satisfied with the e xisting PMS in the organization. Only few respondents are satisfied with the existing PMS & they need not change in existing PMS.
OPPORTUNITY TO GROW AS AN INDIVIDUAL
Response
Employee
Yes
11
No
39
Total
50
Opportunity to grow as an individual 50
s e e 40 y o l p 30 m e f 20 o . o 10 N
39 No. of respondents
11
0
Yes
No
Response
Interpretation:-
Out of 50 respondents, few of t hem response that company give the opportunity to grow as an individual. Maximum of the respondents says that company does not give the enough opportunity to grow as an individual.
EMPLOYEES INVOLVED UNDER CDP
Response
Employee
Up to 30%
29
Up to 50%
15
Up to 90%
6
Total
50
Employees involved under CDP s 35 e 30 e y 25 o l p 20 m e 15 f o 10 . o 5 N
29 No. of respondents
15 6
0 Up to to 30% 30% Up to to 50% 50% Up to to 90% 90%
Response
Interpretation:-
Out of 50 respondents, up to 30 % of the employees are covered under career development process in the organization. Some of the respondents are not satisfied with the CDP.
CONCERN FOR INDIVIDUAL DEVELOPMENT
Response
Employee
Yes
14
No
36
Total
50
Concern for Individual Individual Development 36
s 40 e e y 30 o l p m20 e f o 10 . o N 0
No. of respondents
14
Yes
No
Response
Interpretation:-
Out of 50 respondents, maximum of the employees says that senior management & HR Department do not concerned about the individual growth. Only few of t hem are agree in concerned concerne d about the individual growth by HR department & senior mgt.
EMPLOYEES INVOLVED INVOLVE D IN ORGANIZATION ORGANIZATI ON CHANGE ACTIVITY AS WELL AS BRIEFING SESSIONS
Involved in org. change activity:Response
Employee
To great extent
9
To some extent
35
Not much
6
Total
50
Involved in briefing sessions:sessions:-
Response
Employee
To great extent
5
To some extent
36
Not much
9
Total
50
Employees involved in OCA as well as Briefing sessions
s e 40 e y o 30 l p m20 e f o 10 . o 0 N
35 36 19
14 6
To great extent
To some extent
Response
9
Not much
No. of respondent s No. of res res ondent
Interpretation:-
All though HRD activities is given adequate importance in the organization. But up to some extent employees response that there are involvement of employees in OCA & briefing sessions.
ORGANIZATION DEVELOPMENT ACTIVITY NEED CHANGE.
Response
Employee
Yes
40
No
10
Total
50
ODA need change s e 50 e y 40 o l p 30 m e 20 f o 10 . o N 0
40 No. of respondent respo ndents s 10
Yes
No
Response
Interpretation:-
Out of 50 respondents, maximum of them need change in Organizational Development Activity. Maximum employees are not satisfied with the existing ODA. Only few of them employees are satisfied with the existing ODA and need not change.
FINDINGS
Following are the key findings from the existing HRD Activities:
Organizational Development Activity (ODA) is mostly carried at middle & upper level. Lower level employee not given more concern for development.
Although training is provided but effectiveness of the training is less.
Most of the training is done internally due to which employee are less aware about the external technology & highly changing market environment & c ompetition.
Training feedback & evaluation process is week.
Existing Performance Appraisal System (PAS) is satisfactory but there are more chances of human error.
The existing PAS are not much capable to give exact performance picture of the employees.
Formal appraisals are done at upper & senior level.
People are not getting much opportunity as an individual due to less external training & job rotation.
Only 40% to 50 % employees are considered under Career Development Process (CDP) which is mostly seniors. & juniors are given less opportunity for C DP.
While organizational changes, employees are given less involvement in change activities. Most of the decisions are made by senior management.
HR is giving briefing sessions up to satisfactory level to junior employees for organizational change.
SUGGSTIONS
The related literature is reviewed to find how the HRD activity should take place. Then the information obtained from the company regarding HRD activity at Minda is evaluated through primary and secondary data and is able to find the weakness and grey area of the policy. Finally based on the finding following suggestion are put forth for further improving the HRD activities:-
Organization should make development plans not only for seniors but for junior’s as well lower level employee as well.
A proper procedure should be implemented for evaluation of training & analysis of training needs. So that effectiveness of training can be increased
Employees should be given external training as well to update their skills & knowledge.
The existing training analysis format should be changed.
Existing PMS is satisfactory but to increase its effectiveness. It should be linked with job description & job enrichment. So that a clear picture of individual performance can be obtained & training needs analysis can be done to good extent.
Individual should be given full involvement in all org. change activities. So that org. change can be implemented successfully & effectively.
HR deptt. & senior’s mgt. should provide proper briefing sessions before implementing the changes. So that the c hanges are implemented effectively & efficiently.
All employees should be considered under CDP. This will not only develop individual but also will reduce exit of employees.
The existing ODA need more concern to be given by HR deptt. & senior’s mgt to make them successfully implemented.
LIMITATIONS OF THE STUDY
Primary data collected through observation is prone to human errors.
Observation done only at a specified time per iod.
May be employee are biased at response
Sometimes respondent hesitate to provide proper information as lack of faith on outsider persists.
Questionnaire may be incomplete.
Many employee interviewed did not give proper feedback.
Many of the time employees refuse re fuse to fill the questioner as they think it to be time consuming.
CONCLUSION
Human Resource Development Activity is an important part of every organization. Through HRD, organization can help employees in adjusting and accommodating themselves to the o rganization’s & market competitive environment.
The present study has been undertaken with t he objective of analyzing and evaluating the HRD Strategies of MINDA INDUSTRIES IND USTRIES LTD. After carefully study and survey about the policy and procedure adopted to improve organization strategies and observing the HRD activities conducted at Minda , it can be said that the policy is of ve ry limited applicability. These policies need improvement, revision and extension to all employees of the com pany at each level.
A complete and effective HRD activity and its proper implementation are very essential. A re gular periodical feedback and evaluation is necessary so that it c an be made more effective and well planned.
BIBLIOGRAPHY
BOOKS:nd
•
Kothari C.R.; “Research Methodology”; Methodology”; Wishawa Parkashan; 2
edition; 68-84
•
Rao V.S.P. ; “ Human Resourse Management Text & Cases”, 2 Edition (2005), Excel Books, New
nd
Delhi. •
nd
Greer R.Charles.; “ Strategic Human Resource Development” 2 edition(2006).
JOURNALS & MAGAZINES:•
HRM Review
•
HRD Review
•
Business Today 2007
•
News Papers
•
Human capital magazine
•
Human Resource Management magazine
INTERNET WEBSITES:•
www.citehr.com
•
www.explorehr.org
•
www.google.com
•
www.mindaswitches.org
Employee Survey Questionnaire
Dear Sir/Madam,
I am MBA Ist year student in Shri Krishan Institute of Engg. & Tech. , Kurukshetra. I am conducting a survey on “Strategies for Improving HRD Activities” which is a part of my MBA programme. All the information provided by you will be kept secret & will be used exclusive for academic purpose. HRD activities are an important process which seeks to review and improve over time and with experience. We would very much appreciate your comment on your HRD activities, so that we can move further toward meeting the need of new strategies in future.
Name : .............. .......................... ..................... ....................... ..............Age: Age: ................ ........................... .............. ... Job Title: ....................................................................................... Department: ................. ............................ ....................Experience: .........Experience: ................ .......................... ..........
Q1. Your Organization considers training as apart of org. development strategy. Do you agree with the statement?
(a) Strongly Agree
(b) Agree
(c) Average
(d) Disagree
Q2. Does the Training need analysis & assessment proce dure effective?
(a) To great extent ______ (b) To some extent_______ (c) Not much ______
Q3. Is the existing training procedure enhancing your skills & knowledge as required by a job profit & help to compete with external c ompetition?
(a) To great extent ______ (b) To some extent_______ (c) Not much ______
Q4. What mode of the training tr aining is used in your org.?
(a) Internal Training (c) Conference/Discussion Training
(b) External Training (d) Program instruction Training
Q5. Does your Org. operate a formal Performance Management System (PMS)?
(a) To great extent ______ (b) To some extent_______ (c) Not much ______
Q6. Are the PMS giving a clear picture about individual employee performance?
(a) Yes
______
(b) No
_______
Q7. How do you rate your present PMS?
(a) Very Good
(b) Good
(d) Average
(e) Poor
(c) Satisfactory
Q8.Do you think the existing PMS need c hange?
(a) Yes
(b) No
(c) Can’t say
Q9. Is the Company providing enough opportunity to grow as an individual?
(a) Yes
(b) No
(c) Can’t say
Q10. What %age of employee is covered under career development?
(a) up to 30 %
(b) up to 50%
(c) up to 90%
Q11. Is senior mgt. & HR deptt. Concerned about the individual development?
(a) Yes
(b) No
(c) Can’t say
Q12. Is individual employee involved in org. change activity?
(a) To great extent ______ (b) To some extent_______ (c) Not much ______
Q13. Does Hr deptt. Conduct satisfactory brief sessions for ODA & change activity?
(a) To great extent ______ (b) To some extent_______ (c) Not much ______
Q14. Is ODA preparing the org. to meet org’s vision & mission? m ission?
(a) To great extent ______ (b) To some extent_______ (c) Not much ______
Q15. Is ODA need changes?
(a) Yes
______
(b) No
_______
If yes then suggest: ………………………………………………………...... ……………………………………………………………………………….. ……………………………………………………………………………….. ………………………………………………………………………………..
Thanks.
(Sherry)