Documente Academic
Documente Profesional
Documente Cultură
ON
AT
BY
JYOTI HOODA
Under guidance of
1
ACKNOWLEDGEMENT
Completing a task is never one mans effort. It is often the result of invaluable
achieving it.
guide and mentor, Mr. vijay khanna without whom this compilation wouldn’t have
with gainful insights on practical applications of the topic, which was indispensable
I also wish to thank Mr. Chetan Yadav who intelligently provided valuable
knowledge inputs and guidance all through the project incubation period.
I also extend my sincere thanks to all the managers and officers, who spared their
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I would like to thank all my teachers at AIMS and especially my mentor Mrs. Jaideep
Kaur without whose support this summer training would not have been possible.
Lastly, I would like to express my heartfelt appreciation to all those people who
have in their own way contributed towards the compilation of this report with their
JYOTI HOODA
3
DECLARATION
I also declare that this project is a result of my effort and no part of this project has been
published earlier or been submitted as a project by me for any degree or diploma for any
institute or university.
JYOTI HOODA
JYOTI HOODA
AIMS
New Delhi
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TABLE OF CONTENTS
2 Introduction 8
3 YMC Products 13
4 Background 15
4.6 IYM 28
5 Project of Title 32
6 Rationale of study 43
5
8 Research Methodology 45
10 Suggestions 55
11 Conclusions 56
12 Annexure 57
13 Bibliography 60
EXECUTIVE SUMMARY
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In today’s scenario, Human capital is acknowledged as one of the most potent sources in
contributing directly and significantly in the growth of any organization.
This project report present the study of HR Planning in IYM and how it is helpful in
It was a research conducted to get the feed back of the employees from different departments
that whether they are satisfied with the policies and practices of the organization or not.
After employees have been hired, trained and remunerated, they need to be retained and
In today’s competitive world every organization is geared towards maximum return with
minimum investment. Human Resource Management plays a vital role towards planning &
controlling cost effective manpower support. This is widely affected by implementing
“Effective HR planning” which is the paramount part of this project
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INTRODUCTION
Yamaha Motor was founded on 1 July, 1955. Having started as a motorcycle manufacturer,
YMC has successfully diversified into several utility and leisure product lines. The arrays of
Yamaha products are – Motorcycles, Scooters, all terrain vehicles, Golf cars, Outboard
motors, personal watercrafts, powerboats, Unmanned Helicopters, Industrial Engines, etc.
YMC, Japan is today a multinational Company creating high Quality products in 60
factories across45countries.
India Yamaha Motor subsidiary of YMC Japan and was founded on 1st August 2001. At IYM,
there are two state of the art manufacturing plants in India i.e. Faridabad & Surajpur, where
a wide range of Motorcycles that meet international technology standards are manufactured.
These cater to domestic as well as international markets. The manufacturing unit follows
TPM, 5-S,and have in house machining,welding,electroplating and painting facilities.
In Yamaha Motor's story, you will recognize the spirit of challenge in these early
years that forged the company into the global corporate group it is today, in pursuit
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“KANDO” is Japanese word for expressing feelings of excitement and deep satisfaction.
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Environmental Friendly and People Friendly
In product building and promotional efforts YAMAHA takes as one of the fundamental ideals
the concept that products which are people-friendly should also be environment-friendly,
and products that are environment-friendly should also be people-friendly. This concept is
born of our awareness that “It is the Earth and irreplaceable natural environment that
makes human life possible.” YMC supply the “power” that moves people and helps them live
to their fullest as human beings.
Yamaha vehicles have the practical advantage of using the minimum of energy for human
transport that means less negative impact on the environment.
Technological Innovation
At the heart of the efforts of environmental preservation are the environmental management
systems designed and implemented under the ISO 14001 International Standard.
Under the slogan “Absolute Quality Control” Yamaha was the early adapter of
comprehensive quality control systems and quick to put in place a TPM (Total
Productive Management) program.
Yamaha Motor offers full lineups of products designed with know how and technologies born
of rich experience in the race arena and built with framed quality to answer all the desires of
people to seek the ultimate joys of motor sports and pleasure riding.
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Producing Means to an Active Life
At Yamaha business and leisure are treated as insuperable parts of life that is reason of
striving to help bring people around the world a more active life.
Ever since the founding YMC has been a company that continues to develop it’s expertise in
the fields of small engines and FRP (fiber glass reinforced plastics) manufacturing, as well
as electronic control technologies. Yamaha pursue the ideals of building products of “High
Quality” and “High Performance.
Welfare Activities
For providing domicililary treatment to the employees and their dependents, a dispensary
and a full time doctor is available in the plant.
Employees not covered under ESI are automatically under the Company’s Group Accident
Insurance Scheme.
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Provision of Loans
Loan can be obtained by members for purpose such as marriages, purchase of land,
construction of house, long term medical treatments, natural calamities etc.
Benevolent Fund
For providing financial help as a responsible corporate citizen, Rs. 200,000 are given to the
family of deceased employee.
Service Awards
In appreciation of the long association, the company gives service awards as a mark of
honour to the employees.
Scholarships
Training Activities
There are three training centres all over India. The company is concerned with the personnel
growth and development of employees and sponsors them for various training and
development programs.
Transportation
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YMC PRODUCTS
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Water pumps
Amusing pools
OES Truss Artificial Reefs
Industrial use unmanned helicopters
ATV’s OTHERS
Commercial use generators
Automatic feeders
Surface mounters
Wheel chair mounter
Built-in type water purifiers
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BACKGROUND
Ever since its founding as a motorcycle manufacturer on 1st July, 1955,Yamaha Motor
Company has worked to build its products which stand among the very best in the world
through its constant pursuit of quality; and at the same time, through these products, it has
sought to contribute to the quality of life of people all over the world. Following on the
success of our Motorcycles, Yamaha being manufacturing Powerboats and out boards
motors in 1960. Since then, engine and FRP technology were used as a base to actively
diversify and globalize the area of business. Today our fields of influence extend from the
land to the sea and even into the skies as our business divisions have grown Motorcycles
operations to include Marine operations, Power Product operations, Automotive operations,
Intelligent Machinery operations, Aeronautic operations and PAS operations.
Milestones Of Yamaha
Poland.
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197 : Introduction of scooters.
0
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200 Launched Fazer
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Launched Gladiator
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Launched R 15 & FZ 16
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200
8:
Foundation of “YAMAHA”
It all began when then president of Nippon Gakki, (now Yamaha Corporation,)
Genichi Kawakami , put to use some machining equipment used in the production of
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metal airline propellers to develop the first Yamaha motorcycle. It was the YA-1,
million yen, 274 employees and two single-story wooden factory buildings with a
capacity to turn out 200 motorcycles a month, the fledgling company dared to
confront competition, a will that came to forge the company spirit of challenge.
Yamaha entered the first YA-1 in the Mt. Fuji Ascent Race and won. From there on,
our employees moved with determination from one challenge to the next, working as
YA-11955 (1955)
This was Yamaha’s first motorcycle . At a time when motorcycle design was
dominated by imposing all-black styling, the YA-1 with its simple form and modern
chestnut red coloring, quickly became popularly known by the nickname “Aka-
tombo” (the Red Dragonfly). What’s more, it immediately demonstrated its high
performance by winning the 3rd Mt. Fuji Ascent Race in July of 1955 , and then
swept the top places in the ultra-light class of the 1st Asama Highlands Race of the
All Japan Endurance Championships. In an era when the national average starting
salary of a male college graduate was 10,780 yen, this model, priced at 138,000
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'Overall length x width x height: 1,980mm x 660mm x 925mm
Weight: 94kg
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ABOUT LOGOMARK
The YAMAHA brand has its roots in the name of our founder, Torakusu Yamaha.
Familiar with western science and technology from his youth, Yamaha initially
organ, a project that resulted in the birth of the Yamaha brand. Confident of the
potential of his business, Yamaha struggled against great odds to establish Yamaha
overcome difficulties fueled his passion to succeed. This same spirit formed the
today.
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The Tuning Fork Mark
The three tuning forks of the Yamaha logo mark represent the cooperative
relationship that links the three pillars of our business -- technology, production,
and sales. They also evoke the robust vitality that has forged a reputation for sound
and music the world over, a territory indicated by the enclosing circle. The mark
also symbolizes the three essential musical elements: melody, harmony, and rhythm.
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What is Kando?
Kando is a Japanese word for the simultaneous feeling of deep satisfaction and
exceptional value.
At Yamaha MOTOR we believe that Kando can be generalized by the products and
Yet for all the emotional evaluation Kando provides, the feeling can be short lived,
and people may be touched only for a moment. Therefore, our challenge is to make
sure that all our products and services genuinely thrill, impress and touch
customer’s heart at the first time and every time. We strive to achieve our corporate
We must remain keenly aware of customer evolving needs company provided them
quality products and services of exceptional value that surpass their expectations.
We can as we will earn a fair profits by putting forth a superior efforts to satisfy our
customers.
As a good corporate citizen we act from a world wide perspective and in accordance
with global standards. We will work locally to better the social environment and
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Corporate Philosophy
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Corporate Philosophy
Creating kando with products and services that exceed your expectations .
Yamaha Motor is a company that has worked ever since its founding to build
products defined by the concepts of “high-quality and high-performance” and “light
weight and compactness” as we have continued to develop new technologies in the
areas of small engine technology and FRP processing technology as well as control
and component technologies. It can also be said that our corporate history has
taken a path where “people” are the fundamental element and our product creation
and other corporate activities have always been aimed at touching people’s hearts.
Our goal has always been to provide products that empower each and every
customer and make their lives more fulfilling by offering greater speed, greater
mobility and greater potential. Said in another way, our aim is to bring people
greater joy, happiness and create Kando * in their lives.
As a company that makes the world its field and offers products for the land, the
water, the snowfields and the sky, Yamaha Motor strives to be a company that
“offers new excitement and a more fulfilling life for people all over the world” and
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to use our ingenuity and passion to realize peoples’ dreams and always be the ones
they look to for “the next Kando. ”
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India Yamaha Motor Pvt. Ltd. (IYM)
Head Office : A-3 Surajpur Industrial Area, Noida-Dadri Road, Surajpur - 201306,
Headed by : Mr. Tsutomu Mabuchi, Managing Director and Chief Executive Officer
Capital : 1.5 billion rupee (as of Mar. 5, 2008), with plans to eventually increase
Capital ratio : 70% by Yamaha Motor Co. Ltd., 30% by Mitsui & Co., Ltd.
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Location of YAMAHA Motor
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YAMAHA’S MISSION
Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products , focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive
design & innovative technology. Our innovative solutions will always exceed the
changing needs of our customers and provide value added vehicles.
Build the Winning Team with capabilities for success, thriving in a climate
for Action and delivering results. Our employees are the most valuable
assets and we intend to develop them to achieve international level of
professionalism with progressive career development. As a good corporate citizen,
we will conduct our business ethically and socially in a responsible manner
with concerns for the environment
Grow through continuously innovating our business processes for creating the value
and knowledge across our customers thereby earning the loyalty of our partners &
increasing our stakeholder value .
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YAMAHA’S VISION
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Project Title
Human Resources are the most important assets of an organization. An organization can not
survive if its human resources are not managed well. In today’s scenario retention of
employee has become a crucial task for any Organization. Key employee retention is critical
to the long term health and success of an organization. Managers readily agree that
retaining best employees ensures customer satisfaction, product sales, satisfied coworkers
and reporting staff, effective succession planning and deeply imbedded organizational
knowledge and learning so employee retention matters.
Organizational issues such as training time and investment; lost knowledge; mourning,
insecure coworkers and a costly candidate search aside, failing to retain a key employee is
costly. Various estimates suggest that losing a middle manager costs an organization up to
100 percent of his salary. The loss of a senior executive is even more costly.
Employee retention is critically important for a second societal reason, too. Over the next
few years while Baby Boomers (age 40 to 58) retire, the upcoming Generation X population
numbers 44 million people (ages 25-34), compared to 76 million Baby Boomers available for
work. Simply stated: there are a lot fewer people available to work.
ROLE OF HR DIVISION
The major role of HR Division is t o make the company profitable and smoothly
operable through induction and retention of Quality Manpower and creating an
environment which will lead to high motivation, high Productivity & positive
attitude.
The main objective of HR is to make Yamaha an excellent company through
transparency, fairness & competitiveness in all aspects of day to day working .
In HR we deal with the all employee related activities:
To Recruit, Train and Develop competent Human Resources on an ongoing basis
for optimum performance .
To build employees into teams to enable them to enjoy a challenging, fruitful and
fulfilling career with Yamaha.
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To develop a culture rooted in concern for excellence, leading to outstanding
service to internal as well as external customers.
HR PRACTICES IN YAMAHA
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2. Employment
5. Personnel Research
This is carried out by the personnel department which conducts study and survey
on:
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Employment turns over (exit interview)
• Absenteeism
• Wage Survey
6. Personnel Budget
This budget is prepared by the personnel department which takes into account all
the costs, expenses and profit to be generated in the year.
8. Industrial Relations
Industrial relations refer to the dynamic development concept which not only unites
the complex relation between trade unions and management but also refers to the
general web of relationship. It poses one of the most delicate and complex problem
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to the modern industrial society. Normally, obtaining between employer and
employee-web much more complex than the labor concept of “labor capital
conflict”. The concept of IR has been extended to denote the relation of state with
employer, worker and their organization. The subject, therefore includes individual
relation and join consultation between employer and worker at their place of work,
collective relation between employer and their organization and trade union, a part
played by state in regulation these relation.
The function of IR is carried out through the following way in IYM.
Labor laws are industrial and statutory registers are maintained according to these
laws.
Liaison with labor department and other civic authorities are maintained so as to
carry out different functions relating to industrial peace.
Submission of returns under various labour laws.
Implementation of standing order and Contract Act.
• Canteen
• Safety
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HR PRACTICES IN YAMAHA
BUSINESS
PLAN
HR STRATEGY
HR STRATEGY
Competitiveness!
Transparency!
Fairness!
Fairness!
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HR VALUES
Yamaha Values all its employees for the contributions they make to the
developed & groomed to attain their true potential for which, HR Programs &
Services are formulated and delivered to improve opportunities for them to develop:
• Work skill
• Commitment
• Innovation
• Integrity
• Respect
• Teamwork
• Communication
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Human resource policies are systems of codified decisions, established by an
organization, to support administrative personnel functions, performance
management, employee relations and resource planning.
Each company has a different set of circumstances, and so develops an individual
set of human resource policies.
• The nature of the organization what they should expect from the company
• What the company expects of them how policies and procedures work at your
company
• What is acceptable and unacceptable behaviour the consequences of
unacceptable behaviour.
Internal pay equity: employees are concerned particularly with pay compression, the
Benefits programs, particularly health and dental insurance, retirement, and Paid Time
Off / vacation days: Specifically, many employees feel that their health insurance costs too
much, especially prescription drug programs, when employers pass part of their rising costs
to employees.
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Over-management: Workplaces with less employee empowerment, less employee
enablement, and narrow spans of control by managers, will see more complaints.
Pay increase guidelines for merit: Employees believe the compensation system should place
greater emphasis on merit and contribution.
Favoritism: Employees want the perception that each employee is treated equivalently with
other employees. If there are policies, behavioral guidelines, methods for requesting time off,
valued assignments, opportunities for development, frequent communication, and just about
any other work related decisions you can think of, employees want fair treatment.
Workloads are too heavy: Departments are understaffed and employees feel as if their
workloads are too heavy and their time is spread too thinly. It is becoming worse as layoffs.
Facility cleanliness: Employees want a clean, organized work environment in which they
have the necessary equipment to perform well.
The ability of the employee to speak his or her mind freely within the organization is a key
factor in employee retention. Frequent employee complaints center on these areas.
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Talent and skill utilization is another environmental factor for employee retention. A
motivated employee wants to contribute to work areas outside of his specific job description.
The easiest to solve, and the ones most affecting employee retention, are tools, time and
training. The employee must have the tools, time and training necessary to do their job well
– or they will move to an employer who provides them.
Your best employees, those employees you want to retain, seek frequent opportunities to
learn and grow in their careers, knowledge and skill. Without the opportunity to try new
opportunities, sit on challenging committees, attend seminars and read and discuss books,
they feel they will stagnate. A career-oriented, valued employee must experience growth
opportunities within your organization.
Always consider the skill and abilities of employees. The president of a small company or a
department or division head in a larger compan. take time to meet with new employees to
learn about their talents, abilities and skills.It should have to be done.
No matter the circumstances, never, never, ever threaten an employee's job or income.
Even if you know layoffs loom if you fail to meet production or sales goals, it is a mistake to
foreshadow this information with employees. It makes them nervous,it should be avoided.
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RATIONALE OF THE STUDY
Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be of tremendous benefit to any
company, as happy workers will be more likely to produce more, take fewer days off, and
stay loyal to the company. There are many factors in improving or maintaining high
employee satisfaction, which wise employers would do well to implement.
To measure employee satisfaction, many companies will have mandatory surveys or face-to-
face meetings with employees to gain information. Both of these tactics have pros and cons,
and should be chosen carefully. Surveys are often anonymous, allowing workers more
freedom to be honest without fear of repercussion. Interviews with company management
can feel intimidating, but if done correctly can let the worker know that their voice has been
heard and their concerns addressed by those in charge. Surveys and meetings can truly get
to the center of the data surrounding employee satisfaction, and can be great tools to identify
specific problems leading to lowered morale.
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OBJECTIVE AND SCOPE OF THE STUDY
Examine the past objectives and help in setting the same for the future
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RESEARCH METHODOLOGY
Research is an organized inquiry designed and carried out to provide information to solve
the problem. The fact, search is an art of scientific investigation of a certain problem.
pertinent questions by the use of the scientific methods gathering and interpreting
information”.
a. Sample size:
Sample size is 50. Data was analyzed by surveying employees from different
departments.
b. Sample design:
This part is done through discussing and analyzing with my project guide and
referring to the subject regarding this topic. It was a random sampling.
c. Mode of analysis:
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Analysis and Interpretation
partiaextent
and 8lyee
Awareness of HR policies that upction.
30% 30%
fully aware
not aware
40%
lly aware
The graph shows 30% employees are fully aware, 30% are partially aware and 40% of the
employees are not at all aware.
Thus, the employees of the company should be fully aware of the HR policies
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Q2: Do you know about the retention policies of Yamaha ?
a) Yes
b) Partially
c) Not at all
0%
21%
35%
Yes
Partially
Not at all
44%
35% of employees are aware of the retention policies, 44% of them are partially aware
whereas 21% are not at all aware.
Unaware people should be made aware of these policies.
Cooperation of colleagues
10%
27%
Least cooperative
reasonably
cooperative
Non cooperative
63%
10% of colleagues are non-cooperative whereas 63% of them are reasonably cooperative.
There should be more of cooperation among the colleagues.
Q-4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depends on the employees
c) Not at all
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Graph4: Does superior gives effective feedback on regular
basis
100
90 Yes
80
70 Depends on the
60 employees
Percentage 50 Not at all
40
30
20
10
0
Yes Depends on the Not at all
employees
It is clear in the graph that 100% of the employees say that the superior gives them effective
feedback on a regular basis.
Q5: Do you think that performance appraisal is the tool that improves employees’
performance level?
a) To a great extent
b) To some extent
c) Not at all
11%
68%
50
Analysis and Interpretation of question-5
68% of the employees believe that employees performance appraisal, 21% says to some
extent and 11% says it does not improve.
100%
90%
80%
70%
60%
50%
40% Consistently
30% Occassionally
Never
20%
10%
0%
Consistently Occassionally Never
Opinion of em ployees
The graph shows 100% of the employees are consistently capable of attaining their set goals.
The target achieved by the employees may be vis-à-vis the target achieved last year.
Q7: Does your company provide safety measures at your work place?
a) To a great extent
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b) To some extent
c) Not provided
12%
To a great extent
to some extent
32% 56% not provided
56% of the employees say that the company provides such measures at workplace, whereas
12% believe the company does not.
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Performance of exit interviews
33%
yes
no
67%
Q9: Does your co-workers and superiors help you to cope up with your poor
performance?
To a great extent
To some extent
Not at all
53
Graph 9: Support of co-workers and superiors
Not at all
0%
To some extent
To some extent
47%
To a great extent To a great extent
53% Not at all
The graph shows 53% of the employees say up to great extent their co-workers and superiors
help them to cope up with their poor performance and 47% say to some extent.
Company can also concentrate on designing and implementing proper in-house counseling
program through group discussions/ personal interaction.
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Discussion about conflicts and problems
20%
Occasionally
regularly
54%
not at all
26%
54% of people say they are involved in discussions occasionally, 26% believe regularly and
rests 20% are not at all involved.
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SUGGESTIONS
7. Rewards and benefits should be given to employees for their better performance.
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CONCLUSION
• Majority of the employees are not aware of the HR policies of the company.
• Majority of the employees are cooperative with their colleagues.
• Company has a regular feedback system which shows proper involvement of
the employees.
• Safety conditions are proper at workplace showing working environment is
congenial.
• Exit interviews are conducted for improvement of retention policy in future.
The company follows good HR policies with no personal bias and it results in individual`s
best contribution towards the organization. But there are some loopholes in the system that
should be analyzed and corrective measures should be taken.
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ANNEXURES:
c) Non cooperative
Q4: Does your supervisor give you effective feedback on a regular basis?
a) Yes
b) Depend on the employees
c) Not at all
Q5: Do you think that performance appraisal is the tool that improves employees’
performance level?
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a) To a great extent
b) To some extent
c) Not at all
Q6: Are you capable of achieving the goals set for you?
a) Consistently
b) Occasionally
c) Never
Q7: Does your company provide safety measures at your work place?
a) To a great extent
b) To some extent
c) Not provided
Q9: Does your co-workers and superiors help you to cope up from your poor
performance?
a) To a great extent
b) To some extent
c) Not at all
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Q10: Does your superiors invite you for discussion about the conflicts and problem?
a) Occasionally
b) Regularly
c) Not at all
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BIBLIOGRAPHY:
For the purpose of this study, some broad sources of literature were referred to:
• Textbooks
i) Human Resource and Personnel Management- By K.Ashwathappa
ii) The essence of Human Resource Management- By Eugene Mc Kenna
iii) Organizational Theory- By Gareth Jones
• Internet Portals
www.yamaha-motor-india.com
www.google.com
www.humanresourcesmagazine.com.au
Intranet of Yamaha
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