YAMAHA MOTOR INDIA Pvt. Ltd.
UNDER THE GUIDANCE SUBMITTED BY:
ARPIT ARORA
ENROLLMENTNO.:
B.B.A 2008-11
PREFACE
A Well planned, properly executed and evaluated summer training helps a lot in inclucating good work culture. It provides linkage between the student and industry in order to develop the awareness of Industrial approach to problem-solving based on broad understanding of the plant, machinery process and mode of operation of industrial organisation.
My project titled “ Study of H.R and Administration Process at Yamaha Motors India,(Surajpur)Greater noida Noida”, has enabled me to have broader knowledge about the H.R and Administraton Process at YAMAHA MOTOR INDIA PVT. LTD.(Surajpur) Greater NOIDA. Basically, it has given me the opportunity to have a detailed study about the existing systems and practices of the H.R and Administration.
This training has also provided me an opportunity to gain hand-on-hand practical experience, which have increased my sphere of knowledge to a great extent.
I have tried to summarize all my observations, experience and the knowledge acquired in this project report.
I am very thankful to
:
•
MR. SUDHIR SHUKLA
•
MR. P.P.SHARMA
•
MR.ABDUL RUB
•
MS.SWAROOPA PATTNAIK
•
MS.ABHILASHA DHAKA
•
MR.RAJAN VASHIST
For helping me to complete my Summer Internship successfully.
Logo
The original logo was submitted to the Government of India by Escorts Ltd. due to it’s graphical resemblance of Ashoka Chakra. Next logo was the result of conceptualized planning and graphic designing which remained in the use for 20 years.
At the time of 50:50 joint venture of Escorts Limited with YMC, Japan a new company Escorts Yamaha Motor Limited was formed which came up with a new logo representing both the companies. Again in the year 2000, equity of the company has changed resulting Yamaha74% and Escorts26%, thus changing the logo and the company’s name to YMEL.
Now, the company being 100% subsidiary holder is known as the Yamaha Motor India (Pvt.) Limited. The logo of YMC has been adopted by YMI.
Overview
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.
Founded : July1, 1955
Capital : 23.2 billion yen (as of March 31, 2001) Employees : 10,443 (as of March 31, 2001)
Head office : 2500 Shingai,Iwata,Shizoka,Japan
Ch airman of the Board of Directors : Mr. T Hasegawa President and Representative Director : Mr. T Hasegawa Vice President and Representative Director : Mr. R Yamashita
Pursuing The Ultimate In
Personal Vehicles
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”.
Environment 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.
Energetic Pursuit Of Sports
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.
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.
The Origins of the Yamaha Brand
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 found employment repairing
medical equipment. This led to a request to repair a 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 Organ Works. Entrepreneurial spirit,
far-sightedness, and determination to overcome difficulties fueled
his passion to succeed. This same spirit formed the foundation of
the Yamaha brand, and is a vital legacy of Yamaha Corporation
today
.Corporate profile and facts about Yamaha
Motor Corporation
Founded July 1, 1955
Capital 48,000 million yen (as of March 31, 2006)
President Takashi Kajikawa
Employees
(Consolidated)
39,381 (as of December 31, 2005) Parent: 8,136 (as of December 31, 2005)
Sales
(Consolidated)
1,375,249 million yen
(from January 1, 2005 to December 31, 2005)
Parent: 755,941 million yen
(from January 1, 2005 to December 31, 2005)
Sales Profile Sales (%) by product category (consolidated)
Major Products &
Services Manufacture and sales of motorcycles, scooters, electro-hybrid bicycles, boats, sail boats, Water Vehicles, pools, utility boats, fishing boats, outboard motors, diesel engines, 4-wheel ATVs, side-by-side vehicles, racing karts, golf cars, multi-purpose engines, generators, water pumps, snowmobiles, small-sized snow throwers, automotive engines, intelligent machinery, industrial-use remote control helicopters, electrical power units for wheelchairs, helmets. Biotechnological production, processing and sales of agricultural and marine products and microorganisms. Import and sales of various types of products, development of tourist businesses and management of leisure, recreational facilities and related services.
Headquarters 2500 Shingai, Iwata-shi, Shizuoka-ken, Japan
Affiliated Companies
Consolidated subsidiaries: 110 Non-consolidated subsidiaries: 15 (by the equity method)
Affiliates: 30
(by the equity method)
Philosophy
“Creating kando with products and services that
exceed your expectations”
We at Yamaha Motor are committed to delivering the highest level of customer satisfaction, using our ingenuity and enthusiasm to enrich the lives of people around the world.
What is Kando?
Kando is a Japanese word that captures the intense excitement and deep satisfaction people feel when they experience something of truly exceptional value. At Yamaha Motor, we seek to make Kando a
distinctive benefit of everything we do by creating products and services that consistently exceed your expectations.
Still, as powerful as Kando can be, the experience is sometimes short-lived. People may be touched only for a moment. That's why we believe it is our unique challenge to make sure that all our products and services thrill, impress and move you not just the first time but every time you experience them.
Yamaha Motor Has Made a Fourfold Commitment to Society
At Yamaha Motor, we believe that corporations must make a greater contribution to society than simply generating income and paying taxes. For continued growth, it is also essential to develop a mutually beneficial relationship with the societies we do business in. That's why we have committed ourselves to
building sustainable corporate and societal value in four key ways, economically, environmentally, socially and ethically.
Our Fourfold Commitment to the World We Serve
Economic: We design and supply products that profit from their
emotional appeal as well as their earth-friendly performance.
Environmental: We work to safeguard and enhance the
environment by reducing harmful emissions, by-products and waste.
Social: We dedicate ourselves to working with localities and regions
to advance societies everywhere we do business.
Ethical: We commit ourselves to full compliance with local and
global laws and regulations in addition to advancing human resources policies that enhance and enrich the lives of our employees.
Business Operations
Yamana Motor divisions, key products
Land
MotorcyclesSports bikes, trail bikes, road racers, motocrossers and more Commuter Vehicles Scooters, business-use bikes, electric scooters
Electro-Hybrid Vehicles People- and environment-friendly power-assisted bikes Recreational Vehicles All-terrain vehicles and snowmobiles
---
---Water
Boats Motorboats, sailboats, utility craft and special-order boatsWater Vehicles
Personal
watercraft and jet boats Marine Engines Outboard motors and engines (including diesel)
---
---Power
Products
Golf carts, racing karts, snow throwers, generators
---
---Parts
Components for all our productlines, plus special-issue apparel and helmets
---
---Industrial
Products
Automobile Engines Advanced components for auto manufacturers Pools Leisure and therapeutic pools, water-slide systems, etc. Aeronautics Unmanned helicopters for industrial use and research Intelligent Machinery Surface mounters and other miniaturized "robots"---New
Businesses
Including wheelchairs and electric power units---Our environmental commitments plus other activities & programs for communities around the world\
Responsibility
Our environmental commitments plus other activities & programs for communities around the world
Creating kando in everything we do
At Yamaha Motor Company, we seek to create kando with everything we make and in everything we do. Although our products are the most visible symbols of this commitment, we are also hard at work "exceeding your expectations" in a number of less public arenas.
First and foremost, we take responsibility for creating working environments around the world that foster excellence as well as a high degree of individual satisfaction.
Everywhere we do business; we aim to develop products and products that are compatible with local customs and local resources. For example, in Sri Lanka, we have designed outboard motors that run mostly on kerosene, the most affordable fuel in that nation.
Further, in an ever-increasing number of our product categories, we are researching and developing new technologies that reduce waste, save energy, conserve resources and even, as in the case of our unique Truss Reefs, help replenish nature's bounty.
As part of our long-term, company-wide commitment to protecting and enhancing the environment with the ultimate aim of all-encompassing sustainability, we have put together a complex and comprehensive program.
Our program embraces a broad range of activities that aim to decrease pollutants, eliminate toxic substances and reduce waste. Highlights of our environmental responsibility program include commitments to:
• Reduce greenhouse gas emissions, in particular CO 2 exhaust,
by more than 30% by the year 2010
• Eliminate toxic waste at all our production sites around the
world
• Incorporate recycling procedures into as many of our
manufacturing and business processes as possible in addition to emphasizing recycling in product design
Sports Activities
Our corporate commitment to healthy competition
At Yamaha Motor, sports activities are a reflection of our commitment to creating kando. What better way could there be to stimulate "intense excitement" and "deep satisfaction" than to support activities that by their very nature embody emotions so powerful, they transcend the boundaries of race, region and language?
In addition to our extensive participation in racing, the perfect forum for spotlighting and testing our most advanced technologies, Yamaha Motor is also deeply involved with rugby and soccer, both as a team owner and an official sponsor of sports organizations like the Asian Football Confederation.
Yamaha Racing Team
Yamaha Motor has brought together some of the world's finest riders, support teams and sponsors to create the Yamaha Racing Team. Participating in many of the most prestigious racing events around the globe, the Yamaha Racing Team boasts a record of outstanding performance in event after event, year after year. The Yamaha Racing Team participates not only in world championship road races and motocross events but also in
national championships in the United States, Japan and elsewhere, as well as in trials and in non-motorcycle genres like snowmobile and kart racing.
Wherever and however we compete, the Yamaha Racing Team takes full advantage of our most advanced technologies in addition to the high standards of racing management we have honed over the years.
Founded in 1972 as the in-company soccer club, Jubilo Iwata first competed in a regional soccer league as part of our corporate sports program. In 1979, the Club gained promotion to the First Division of the Japan Soccer League, winning the League Championship in 1988. The Club was again promoted in 1993, this time to the J League, Japan's highest level of professional soccer competition, and proceeded to win season titles in 1997 and 1999. In 2002, the Club became the first team ever to win both stages. Other notable achievements include two Emperor's Cup wins (in 1983 and 2004). Widely recognized as one of Japan's leading soccer teams, Jubilo Iwata today competes not only in Japan but also in other Asian nations and around the world. As part of the J League Century Plan, the Club also promotes sports enjoyment in its home communities. In every way, Jubilo Iwata has become a symbol of the Yamaha Motor commitment to kando.
The Yamaha Motor Rugby Team: Jubilo Yamaha
Although Jubilo Yamaha began life as our in-house rugby club in 1984, the Team is today one of the most prominent public "faces" of our sports promotion activities. After working its way up through first the C and then the B Leagues of the Kansai corporate rugby organization, the Team broke into the A League in 1997. In 2002, the Team won its first title in the A league, finishing in the Best Eight in the national company rugby championships. In 2003, the Team
finished third in the Top League, the nation's highest level of rugby, and also, in an impressive show of strength, came in fourth in the Japan Championships. Overseas, Jubilo Yamaha sent six top team-members to Australia for the 2004 World Cup.
Off the field, Jubilo Yamaha players are active in community relations and regional exchange programs, coaching rugby schools for both children and adults and participating in community activities and events such as the Grand Iwata Festival.
History
Our origins, our legacy
Over Five Decades of Passion for Excellence
Yamaha Motor Company was founded as a motorcycle manufacturer on July 1, 1955. From the very beginning, we have worked to build products that stand out for their quality wherever they are sold. And
through these same products, we have committed ourselves to contributing to a higher quality of life for people all over the world. Over the years, we have diversified into a number of areas of business. In 1960, we began manufacturing powerboats and outboard motors.
Subsequently, we have made our proprietary engine and fiberglass-reinforced plastic (FRP) technologies the basis of our strategy for expansion and diversification. Today, Yamaha Motor products extend from land to sea and even into the skies, with manufacturing and business operations that include everything from motorcycles, PAS electro-hybrid bikes, marine and power products to automotive engines, "intelligent" machinery and even unmanned helicopters.
Communication Plaza
The Yamaha Communication Plaza gives members of
the Yamaha family access to an extensive collection
of displays designed to communicate the Yamaha
Motor vision, past, present and future. The Plaza is
also a forum where we can meet to explore ways to
build on the achievements of our forebears and, in so
doing, create new value for the future.
YAMAHA INFOTECH
YM Infotech, a 100% subsidiary of Yamaha Motor India,
specializes in providing a wide arena of IT services to
its clients with High Quality, Low Cost and Timely
Delivery. Our expertise is not just in the technology
industry
but
also
understanding
of
business.processes.
Our endeavor is to help our clients reduce the total
cost of IT operations significantly, while adding best
practices to the business, by utilizing the vast skilled
IT resources available in India with On-site/Offshore
Global Delivery Model
Corporate Info
Yamaha Motor India (YMI)
Yamaha Motor India (YMI) Ltd. is the fully-owned subsidiary of Yamaha Motor Co of Japan. YMI was initially known as Yamaha Motor Escorts Ltd. But the parent company, Yamaha Motor Company, purchased Escorts Ltd's remaining 26 per cent holding in their motorcycle joint venture Yamaha Motor Escorts Ltd in June 2001. It was therefore renamed as Yamaha Motor India Ltd.
YMI follows Yamaha Motor's corporate mission of creating 'Kando' - a unique Japanese word that means 'touching people's hearts.' 'Kando' also describes the 'spirit of challenge" to create new value surpassing customer expectations. YMI is committed to making products that benefit from the skills and technology used by Yamaha world-wide.
To fulfill customer satisfaction, and meet the needs of the Indian market, YMI plans to produce one or more models in the first year, four models in three years. To achieve these goals, YMI will pursue three major objectives within the company. The first is customer satisfaction. The second is strengthening R&D.
YMI's mission is to constantly produce what customers are looking for, by analysing market trends and changes. The third
objective is to optimize the internal working.system. YMI's motto is 'Speed, Quality, Yamaha's original design'. Yamaha is aiming to make a significant contribution to Indian society and create products that the people of India will take to their hearts.
Holding the true spirit of commitment to customer satisfaction - Yamaha Motor India is enriching lives of people with the same ingenuity and enthusiasm as its parent company - Yamaha Motor Corporation, Japan. Having operated in India as technology provider for almost two decades, YMI was incorporated in August 2001 as a 100'% subsidiary of YMC, Japan. Since then we have been in the process of redefining our business processes and extending the awe and power associated with the legacy of the Yamaha Group.
At YMI two State-of-art manufacturing plants in India i.e Faridabad and Surajpur a wide range of motorcycles that meet International technology standards are manufactured.These cater to domesric as well as international markets.
Corporate Mission - "Creating Kando - Touching Your Heart" we are striving to touch every Heart across the length and breadth of India
Kando is a Japanese word for expressing fellings of excitement and deep satisfaction
MANAGEMENT PRINCIPLES
:These are the means to attain our corporate mission and the cornerstone of our philosophy
Surpassing Customer Expectations
We are aware of our customers' evolving needs and provide them with quality products and services of exceptional value that surpasses their expectations.
Establishing a Corporate environment that fosters self-esteem
We believe in nurturing and empowering our employees to the fullest. Whilst cultivating our employees creativity and all round abilities, we have also established an equitable system of
evaluation and rewards to encourage our people to strive towards newer benchmarks.
Fulfilling social responsibilities
As a good corporate citizen, we continually strive towards creating a better social as well as natural environment.
Manufacturing Process
YMl's manufacturing facilities comprises of 2 state-of-the-art Plants at - Faridabad (Haryana) and Surajpur (Uttar
Pradesh). Currently 10 models roll out of the two Yamaha
Plants.
The infrastructure at both the plants supports production of motorcycles and it's parts for the domestic as well as oversees market. At the core are the 5-S and TPM activities that fuel our agile Manufacturing Processes. We have In-house facility for Machining, Welding processes as well as finishing processes of Electroplating and Painting till the assembly line.
The stringent Quality Assurance norms ensure that our motorcycles meet the reputed International standards of excellence in every sphere.
As an Environmentally sensitive organization we have the concept of "Environment-friendly technology" ingrained in our Corporate Philosophy. The Company boasts of effluent Treatment plant, Rain water - Harvesting mechanism, a motivated forestation drive. The IS0-14001 certification is on the anvil - early next year. All our endeavors give us reason to believe that sustainable development for Yamaha will not remain merely an idea in pipeline.
We believe in taking care of not only Your Motoring Needs but also the needs of Future Generations to come.
Indian joint venture motorcycle manufacturing company
becomes 100% YMC owned
Company name changed to Yamaha Motor India Private
Limited
An agreement has recently been reached between Yamaha Motor Co., Ltd. (YMC) and its joint venture partner in India, Escorts Limited (Chairman and Managing Director: Mr. Rajan Nanda. Location: Faridabad, suburbs of New Delhi) under which YMC will acquire all of the 26% of the stock presently held by Escorts Limited in the two companies' motorcycle manufacturing and marketing joint venture, Yamaha Motor
Escorts Ltd.(YMEL).
The aims of this move to make Yamaha Motor Escorts a 100% YMC subsidiary are to increase the overall speed of managerial and business decisions, to improve product development capabilities and production efficiency, while also strengthening the marketing organization. Plans call for the change in the company's name and other procedures to be completed by the
end of June.
Ever since the establishment of the first technical assistance agreement between the two companies in 1985, YMC and Escorts Limited have built a cooperative relationship dedicated to the manufacture and sales of Yamaha brand motorcycles in
an environment of growing motorcycle demand in the Indian market. In November of 1995, the two companies established the joint venture company Escorts Yamaha Motor Limited, based on a 50-50 capital investment. In June of 2000, that investment ratio was changed to 74% for YMC and 26% for Escorts Limited and YMC assumed managerial control of the company with the name being changed to YMEL and undertook numerous measures to build the company's motorcycle manufacturing and marketing operations. In addition to YMC acquiring Escorts' 26% of YMEL stock, the company's name will be changed to Yamaha Motor India Private Limited (YMI) and concerted efforts will be made to heighten its competitiveness in the Indian market and promote the spread of the Yamaha brand with target themes of developing products with greater appeal and a distribution network that can respond more quickly to user needs. Furthermore, YMC will work to develop YMI as an exporter of business type motorcycles to neighboring countries and other markets such as Africa and Latin America, and also as a production base that can assume a variety of roles in Yamaha's global manufacturing network.
Presently, India's annual motorcycle demand has grown to exceed 3.8 million units, which makes it the second largest market in the world, with steady growth is anticipated for the future. Now that YMI has become a 100% YMC subsidiary, the introduction of several new models is planned, and it is our
goal to increase annual production to 350,000 units in the fiscal year 2001 and to 550,000 units by the fiscal year 2003.
Profile of Yamaha Motor India Private
Limited
PARENT COMPANY : Yamaha Motor Co., Ltd., Japan
MANAGING DIRECTOR : T. Ishikawa San CAPITAL : Rs. 555 Cr.
(130 million US$)
CAPACITY : 3, 50,000 Motorcycles MARKET SHARE : 6%
MANUFACTURING UNITS : Faridabad
MILESTONES
1960: Indian partners, Escorts Group secured license under technical collaboration with CEKOP Poland.
1979: Entered into technical collaboration with YMC of Japan for manufacturing 350cc motorcycles.
1983: Obtained letter of Intent FOR 100cc motorcycle in
market all over India.Setup CNC cell in the organization
1985: Started manufacturing of RX-100 motorcycle in technical collaboration with YMC, Japan at Surajpur plant.
1995: 50: 50 Joint venture company formed with Escorts
Group.
1996: Added Faridabad plant under joint venture.
2000: Share holding of YMC increased from 50% to 74%.
PLANT OPERATION
FARIDABAD
Established : 1964
Area (sq ft) : 1,080,078
Distance from : New Delhi: 35 Kms
Surajpur: 45 Kms • Parts Mfg • Machining • Heat Treatment • Painting • Plating
SURAJPUR
Established : 1985 Area (sq ft) : 3,780,900Distance from : New Delhi: 35 Kms
Faridabad: 45 Kms Models: FAZER ENTICER LIBERO CRUX RX100 GLADIATOR
Yamaha Motors India Pvt. Limited
Registered Office
103, Ashoka Estate
Barakhamba Road
New Delhi
Faridabad Plant
19/6 Mathura Road
Faridabad
Surajpur Plant
A-3
Surajpur Industrial Area
Noida - Dadri Road
HIERARCHIAL STRUCTURE
Managing Director & CEO
Executive Committee
Senior Vice President
TOP MANAGEMENT
Vice President
Associate Vice President
Chief General Manager
SENIOR
MANAGEMENT
General Manager
Deputy General Manager
Chief Manager (M6-M8)
MIDDLE
MANAGEMENT
Manager (M3-M5)
Assistant Manager (M2)
Senior Superintendent (JM IV)
JUNIOR
MANAGEMENT
Senior Officer (JM III)
Officer (JM II)
Assistant Officer (JM I)
Highly Skilled (E 07-E 12)
OPERATIVE &
OPERATIVE STAFF
(Unionized Cadre)
Skilled (E 04-E 06)
Semi Skilled (E 02-E 03)
Unskilled (E 01)
POLICIES & RULES
WORKING HOURS
4:30p.m. – 1:00a.m. - 2nd Shift 1.00a.m. – 8.00a.m. - 3rd Shift
LEAVE POLICY
Casual Leave (CL): 7/year Sick Leave (SL) : 7/year Earned Leave (EL): 30/year
STAFFING POLICY
Probation period : 6 months
SEPARATION POLICY
Supervisor : 1 month Manager : 2 months DGM & Above : 2 months
RETIREMENT POLICY
All : 58 yrs
Directors : 60 yrs
DEPARTMENTAL SET OF
DIVISIONS
Manufacturing
Operations
Manufacturing
Plant Engineering & maintenance Product Planning &Control
Stores & Inventory control
Quality Assurance
Quality ControlInspection
Manufacturing
Engineering
Production Management Industrial Engineering Tool EngineeringMarketing
Planning & Advertising Sales Service Exports Spare PartsPersonnel &
Administration
Industrial Relations Administration Security Human ResourceProduct Engineering
DesignTesting
Technical Administration
Project Planning
Corporate Planning Business Planning
Finance
Corporate FinanceAccounts
Company Secretariat
Materials
PurchaseMaterials Development
ACHIEVING 90%OF EMPLOYEE
MOTIVATION
PERFROMANCE ORIENTED
CULTURE
Motivated Employee Force
“Proud to be member of Yamaha
family”
・
Transparent & Team-Based Organisation
・
Focused & Target Oriented (MBO Driven)
working
・
Developing New Work-Culture (Yamaha
INTRODUCTION TO HUMAN RESOURCE
:The company department charged with finding, screening, recruiting and training job applicants, as well as administering employee-benefit programs.
Investopedia Says:
As companies reorganize to gain competitive edge, human resources plays a key role in helping companies deal with a fast-changing competitive environment and the greater demand for quality employees. Research conducted by The Conference Board has found six key people-related activities that human resources complete to add value to a company:
・
Two - way Communication
・
Cohesive & Dynamic Organization
・
Ownership of the Job
・
Develop effective PMS
Individual as well as Team Appraisal
Accountability for Results
・
Continual Learning through Training &
Education.
1. Effectively managing and utilizing people.
2. Trying performance appraisal and compensation to competencies.
3. Developing competencies that enhance individual and organizational performance.
4. Increasing the innovation, creativity and flexibility necessary to enhance competitiveness.
5. Applying new approaches to work process design, succession planning, career development and inter-organizational mobility. 6. Managing the implementation and integration of technology through improved staffing, training and communication with employees.
Human Resources has at least two meanings depending on context. Most common within corporations and businesses, human resources refers to the individuals within the firm, and to the portion of the firm's organization that deals with the hiring, firing, training, and other personnel issues. This usage is derived from the original meaning of human resources as variously defined in political economy and economics, where it was traditionally called labor, one of three factors of production
Human resources within firms
Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. Although this view was increasingly challenged by more quantitatively rigorous and less "soft" management techniques in the 1960s and beyond, human resources had gained a permanent role within the firm.
Human resources administration
outsourcing
In recent years, the number of human resources outsourcing companies has increased dramatically. This indicates that many small-to-medium-sized businesses are discovering the benefits that come with enlisting professional help for a wide range of administrative tasks. Freeing up members of staff to spend their time doing what they excel at, as opposed to HR issues for which they may not be qualified, can make a tremendous difference to any business's efficiency. HR outsourcing companies are well-known for their ability to take care of payroll. However, their professional assistance need not end there. Just some of the additional tasks they can take on and help organize include retirement plan administration, expense management, employee benefits, labor management, tax compliance, and screening and selection services. Indeed, some companies are now outsourcing their entire human resources operation to top professional employer organizations.
Human resource management
Human Resource Management (HRM) is both an academic
theory and a business practice. It is based on the notion that employees are firstly human, and secondly should NOT be treated as a basic business resource. HRM is also seen as an understanding of the human aspect of a company and its strategic importance. HRM is seen as moving on from a simple "personnel" approach (or was supposed to) because it is preventative of potential problems, and secondly it should be a major aspect of the company philosophy, in which all managers and employees are champions of HRM-based policies and philosophy.
It is staffing function of the organization. It includes the activities of human resources planning, recruitment, selection,
orientation, training, performance appraisal, compensation, and safety.
Human resource management is the effective use of human
resources in order to enhance organisational performance.
HR PROCESS
:Human Resources Division
:The Human Resources Division serves the employees of the entire Yamaha Motor Group. Its objective is to develop human resources, the source of the Company’s competitive edge in its business operations, and to plan and implement personnel policies that help create a dynamic corporate culture. The Human Resources Development Division consists of the Personnel Department, Employee Relation Department, Human Resources Development Department, Health & Safety Department, and the Secretary Department, and integrates some or all of the human resources-related functions of the former Personnel Management and Industrial Relations Division, General Affairs Division.
H.R Process at Yamaha Motor India
Recruitment:
Recruitment refers to the process offinding possible candidates for a job or function, undertaken by recruiters. It also refers to defining the source from where suitable candidates can be selected. It is a positive process. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Either way it may involve advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Employment agencies will often advertise jobs in their
windows. Posts can also be advertised at a job centre if they are targeting the unemployed.
Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's off hand knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence.
The follow-up process may be referred to as part of the recruitment process: inveigling the selected candidate or candidates to take up the target job or function. This applies particularly in filling positions in the military or in expanding the human resource base of a cult.
Head-hunting is a frequently used name when referring to recruiters, but there are significant differences. In general, a company would employ a head-hunter when the normal recruitment efforts have failed to provide a viable candidate for the job. Head-hunters are generally more aggressive than in-house recruiters and will use direct cold calling techniques, advanced sales techniques, personal visits to the candidates office and will purchase expensives lists of names and job titles. In general, recruiters will do their best to attract candidates for specific jobs while head-hunters will actively seek them out. Many companies go to great efforts to make it difficult for head-hunters to locate their employees. The process of recruitment comprises of five interrelated stages, i.e:
• Planning
• Strategy Development
• Screening
• Evaluation and Control. The ideal recruitment programme is one that attracts a relatively large number of qualified applicants who will survive the screening process and accept positions with the organization when offered.
Recruitment process outsourcing:
Recruitment Process Outsourcing (RPO) is a form of
business process outsourcing (BPO) when an employer outsources or transfers all or part of the staffing process to an external service provider.
A true or total RPO solution involves the outsourcing of the entire recruiting function or process to an external service provider. This provider serves to provide the necessary skills, tools, technologies, and activities to serve as their client's virtual "recruiting department". This definition differs from occasional recruiting support often provided by many temporary, contingency, and executive search firms. While these organizations do provide an invaluable service, they do not qualify as RPO as it does not involve the outsourcing of the recruiting process.
Recruitment
:At YAMAHA Recruitement is done for threetypes of employees:
1. Permanent Employee 2. Casual Employee 3. Contactual Employee
• SOURCING: It refers to defining the source from
where prospective employee shall be recruited. At Yamaha it is done through employee referrals,consultants,campus recruitment, job website(such as naukri.com,monster.com,etc)
• SHORTLISTING: It refers to rejection of unsuitable
• INTERVIEW: At Yamaha Interview is taken by the
functional head of that division for which the candidate has applied for the job in the organaisation.Interview is a formal, in-depth conversation conducted to evaluate the applicant’s acceptability. It considers to be an excellent selection drive. Interview is adapted to unskilled, skilled, managerial and professional employees. It allows a two-way exchange of information, the interviewer learns about the applicant, and applicant learns about the employer Two rounds of interviews are conducted.
1. Preliaminary Interview: Preliaminary
interview helps rejects misfits for reasons, which did not.appear.in.the.application,forms.Besides,preliaminary interview, often called” courtesy interview”, is a good public relation exercise. In this sequential interview is taken in case of permanent employee and one-to-one in case of casual and contractual employees, it helps in utilizing the strength and knowledge-base of each interviewer, so that each interviewer can ask questions in relation to his or her subject area.
2. Final round: In this final interview usually a
panel of interviewer sits in the interview and in-depth knowledge of the applicant is judged. If the candidate is sound suitable he/she is selected for the job in the organization
• SELECTION: It refers to the selection of suitable
candidates and rejection of unsuitable candidates. It is a negative process because it refers to rejection of unsuitable candidates.
Selection of candidate is done on the basis of on some criteria.
Selection is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.
Selection is long process, commencing from the preliminary interview of the applicants and ending with the contract of employment
Selection process for senior managers will be long-drawn and rigourous, but it is simple and short while hiring shop-floor workers.
• SALARY OFFER: At Yamaha salary offer is made to
the selected candidate if the candidate agrees to the salary offered to him, then offer letter is made after completion of the defined selection procedure. The selected applicant shall be made the offer of employment through an offer letter. But if the candidate does not agreed with the salary offered to him, then negotiation on salary is done.
Joining:
After selection of applicants, and if the candidate agreed to the offer made, his joining formalities are done, at Yamaha joining of the selected applicants are made at the Time Office. the time office creates the database of the applicants.• Reference and Verification of documents: It
includes checking of various documents of the applicants,documents
includes,educational.qualifications,salary.certificate,re signation letter of the previous employer, experience certificate.etc.In case, if the candidate is unable to present his/her documents, he/she has to give in written to the HR department that if he/she will not be able to present his/her documents after the stipulated time, his/her services shall be deemed to be cancelled. The reference check shall be done after the candidate has joined the company the reference check is done with
1. Last Employer
2. Two references given by the candidates in the Resume.
• Allotment of EIN NO. (EMPLOYEE CODE): An EIN
NO. Is allotted to the candidate at the time of joining. all the necessary communication with the H.R department is done through this EIN NO.
• MEDICAL TEST: After the acceptance of offer letter,
at the time of joining a candidate will be required to undergo a pre-employment medical check-up. the medical checkup is done at company’s dispensary which is within YAMAHA campus.
• JOINING REPORT / JOINING KIT:A copy of newly
joined employees is send to the the Time office
• ATTENDANCE CARD / ENTRY IN REGISTER
• PERSONAL FILE MANAGEMENT
ISSUE OF APPOINTMENT LETTER:
The candidate will be issued an Appointment Letter after joining. The terms of employment will be stated in the Appointment Letter.It includes: Probabation.period, effective.date.of.appointment, designation, department, place.of posting, repoting to the concerned person, salary and guidelines of payment, HRA, etc.INDUCTION OR ORIENTATION:
Orientation or Induction at YAMAHA is the process by which a new employee learns about, and becomes part of the YAMAHA Family. A good induction program provides the necessary information, resources and motivation to assist a new employee to adjust to the work environment as quickly as possible. It also shows that YAMAHA is committed to the new staff member.It is a planed and systematic introduction of employees to their jobs,their co-workers and trhe organisation.The idea is to make the new employees feel’at home’ in the new enviornment
• COMPANY PRESENTATION: Company Presentation
is made to the new employee my an HR representative
• INTER DEPARTMENT INDUCTION:A schedule is
issued by the HR Department for inter department induction to the new employees,and employee has to visit each department for their induction
• WELCOME NOTE is send on the employees working
in the organisation on their mail ,welcoming new employee.
TRAINING AND DEVELOPMENT
PERFORMANCE APPRAISAL
: It is an objective assessment of an individual’s performance against well defined benchmark, The performance being measuredagainst such factors as job knowledge, quality and quantity of output, initiative,leadership abilities
supervision,dependability,cooperation,judgement,versatility,h ealth and the like. Assessment should not be confined to past performance alone. Potentials of the employee for future
performance must also be assessed.
The Performance Management philosophy of YAMAHA is to build a strong culture of Performance with the
accountability for results.
In Performance Appraisal process the individual
performance is evaluated against the goals set at the beginning of the year. The performance management process at the company is divided into two parts, Management by Objectives(MBO)and Assessment of Competence/Potential .
To provide a forum,where the superior can provide objective feedback as also development input to the employee.Performance Review forms an input to the reward system linked to performance
• SETTING KEY RESULT AREAS
• MANAGEMENT BY OBJECTIVES:
•Appraisal cycle is from January to December.
•MBO/Targets are set at the beginning or prior to the beginning of the cycle.
• MBO/Targets for each individual are derived from Divisional MBO sheet, which is based on Mid Term/Annual Plan of the company.
•Each target shall be documented in such manner that there is a clear understanding of the key activities to be pursued, to achieve the goal.
•Weightage shall be attached to each goal such that the total weightage of all the goals is 100.
• MID YEAR REVIEW IS DONE. • ANNUAL APPRAISAL:
•The Performance Appraisal shall be done once in a year.
•Achievement against individual MBO is evaluated by the immediate Superior or HOD after self appraisal by the individual.
•The quantified percentage achievement (Performance) and Competence/Potential are the determining factors for the individual performance rating, which will be the basis for the annual Increment and Promotion.
• PERFORMANCE AWARD: The employees will be
eligible to participate in the Variable Pay Program of the Company known as “PERFORMANCE AWARD”.The Performance Award will be paid once a year(in march) and will depend on the Grade of the employee,Performance Rating and Achievement of Targets.
MANPOWER PLANNING: Personnel management is productive exploitation of manpower resources. This is also termed as ‘Manpower Management’. Manpower Management is choosing the proper type of people as and when required. It also takes into account the upgrading in existing people. Manpower Management starts with manpower planning. Every manager in an organization is a personnel man, dealing with people.
The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives.
Definition and importance of manpower Planning:
Planning is nothing but using the available assets for the effective implementation of the production plans. After the preparing the plans, people are grouped together to achieve organizational.objectives.Planning is concerned with coordinating, motivating and
controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery
should be taken into account. Manager has to reasonably predict future events and plan out the production. The basic purpose of the management is to increase the production, so that the profit margin can be increased. Manager has to guess the future business and to take timely and correct decisions in respect of company objectives, policies and cost performances. The plans need to be supported by all the members of the
organization. Planning is making a decision in advance what is to be done. It is the willpower of course of action to achieve the desired results. It is a kind of future picture where events are
sketched. It can be defined as a mental process requiring the use of intellectual faculty, imagination, foresight and
sound.judgment.
It involves problem solving and decision making. Management has to prepare for short term strategy and measure the
achievements, while the long term plans are prepared to develop the better and new products, services, expansion to keep the interest of the owners.
Advantages of manpower planning:
Manpower planning ensures optimum use of available human resources.
1. It is useful both for organization and nation.
2. It generates facilities to educate people in the organization. 3. It brings about fast economic developments.
4. It boosts the geographical mobility of labor.
5. It provides smooth working even after expansion of the organization.
6. It opens possibility for workers for future promotions, thus providing incentive.
7. It creates healthy atmosphere of encouragement and motivation in the
organization.
8. Training becomes effective.
9. It provides help for career development of the employees
.
Steps in Manpower planning
1. Predict manpower plans
2. Design job description and the job requirements 3. Find adequate sources of recruitment.
4. Give boost to youngsters by appointment to higher posts. 5. Best motivation for internal promotion.
6. Look after the expected losses due to retirement, transfer and other issues.
7. See for replacement due to accident, death, dismissals and promotion.
Factors which affect the efficiency of labor:
professionally. The quality and rate of physical as well as mental development, which is dissimilar in case of different individuals is the result of genetic differences.
2. Climate: Climatic location has a definite effect on the efficiency of the workers.
3. Health of worker: worker’s physical condition plays a very important part in performing the work. Good health means the sound mind, in the sound body.
4. General and technical education: education provides a definite impact n the working ability and efficiency of the worker.
5. Personal qualities: persons with dissimilar personal qualities bound to have definite differences in their behaviour and methods of working. The personal qualities influence the quality of work.
6. Wages: proper wages guarantees certain reasons in standard of living, such as cheerfulness, discipline etc. and keep workers satisfy. This
provides incentive to work.
7. Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers.
Downsizing of manpower:
Downsizing of manpower gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job.
Thus manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any
organization.
COMPENSATION AND BENEFIT
:• SALARY SURVEY
• SETTING SALARY SLABS
• NEGOTIATION ON SALARY
SUCCESSION PLANNING
: Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Through your succession planning process, you recruit superior employees, develop their knowledge, skills, and abilities, and prepare them for advancement or promotion into ever more challenging roles.Through succession planning process, also retain superior employees because they appreciate the time, attention, and development that you are investing in them. To effectively do succession planning in your organization, an organization must identify the organization’s long term goals. Organization must hire superior staff.
Organization need to identify and understand the developmental needs of your employees. Organization must ensure that all key employees understand their career paths and the roles they are being developed to fill.
Itis the use of a deliberate process to ensure that staffs are developed who are able to replace senior management as required.
Succession planning enables organization to identify talented employees and provide education to develop them for future higher level and broader responsibilities. Succession planning helps organization "build bench strength." Succession planning helps organization to decide where people belong on the bus
CAREER PLANNING:Career Planing for new employees joined
in the organisation is done by H.R Department.
EMPLOYEE MOTIVATION:Employee Motivation is a very
important aspects of an organisation.Motivation in simple terms may be understood as the set of forces that cause empoyee to behave in certain ways.Motivation process include with identifying EMPOYEESneeds,searches way to satisfy needs,engagaes goal-directed behaviour performs,receive either rewards or punishment,reassess needs deficiencies
POLICY FORMULATION
: One of the major activities of H.R also includes Policy formulation.Formulation of various policies of the organization is called policy formulation.Eg. of policies are Promotion Policy,Staffing Policy,Performance Management Policy,Leave Policy,Transfer and Travel PolicySERVICE BOND
: It is a way to retain employees on whom a company has invested precious time and moneyService bonds are of two types
• EMPLOYEE BOND
• TRAINING BOND
EXIT ANALYSIS(FULL AND FINAL
SETTLEMENT):
After the acceptance of resignation by the Division Head and Head HR department ,after acceptance of resignation following formalities are done:• Clearence Form: HR department will forward the
clearance form,to other departments,which will have to be submitted back to HR Department by the
concerned employee for full and final settlement.The acceptance of the resignation and the full and final settlement shall not be made unless the clearance certificate is duly completed and submitted to HR Department.
• Service and Salary Certificate: HR Department will
issue the service and salary certificate after clearance and settlement of full and final settlement.Form 16 for the purpose of filling income tax return will be issued in the month of April/May for preceding financial year.
• Exit Interview: The representative of HR Department shall conduct an Exit Interview of the employees who has resigned.The objective of the interview shall be ascertaining the reasons for the employee’s
resignation.
MINOR ACTIVITIES:
EMPLOYEE INVOLVEMENT:
It is a participative style of management and a range of activities that are designed to increase employees' understanding of the organisation, utilise their talents, enable them to influence decisions, and encourage their commitment to the goals of the organisation.
What are the benefits of employee involvement?
Employee involvement can:
• improve quality and competitiveness • increase job satisfaction and motivation
• encourage co-operation and improve industrial relations.
Methods of involving employees
There are two methods of involving employees:
• indirect involvement where a representative acts on behalf
of employees, for example through collective bargaining or joint consultation
• direct involvement where employees are involved in
decisions about how they work, for example through quality circles or autonomous work groups.
Effective communications are essential to the success of employee involvement. It is important to create the right climate and maintain communications systems which aid a free flow of information within an organisation. Regular meetings also help to involve employees. For further information see the section on Communications.
Employee representation
Involvement through representatives can take a variety of forms. The most common form of representation is through trade unions and employees have the right to be a member of a trade union, or not to be a member.
Employees also have the right not to be excluded or expelled from a trade union except for certain permitted reasons.
In some companies representation is through works or office committees or staff associations. Collective bargaining - the
principal method of involvement through representatives - is dealt with separately.
Joint consultation
Joint consultation is the process by which management involves employees through their representatives in discussion on relevant matters which affect or concern those they represent. This process allows employees the opportunity to influence the proposal before the final management decision is made.
How can joint consultation be made to work effectively?
• senior managers should attend regularly • there should be a written constitution
• make sure there is an agenda for each meeting
• establish a procedure for reporting back to managers and
employees
• provide training for committee members and chair holder • see that the committee meets regularly, normally not less
than once every two months.
Quality circles
Quality circles are small groups of employees, usually led by a supervisor, who meet regularly to solve problems and to find ways of improving aspects of their work. The circle presents recommendations to management and is normally involved in subsequent implementation and monitoring. A facilitator is usually appointed to arrange training and provide support.
How can quality circles be made to work effectively?
• commitment of senior management is crucial
• time and money must be allocated for training and
• senior managers should be available to attend meetings as
appropriate
• management must be prepared to support the
implementation of the circle's solutions to problems, with resources as necessary
• quality circles should operate openly with full recognition
given to their achievements
• the circle should be able to select its own problems to
solve, not just those identified by managers and the facilitator
• trade unions should be consulted and encouraged to
become involved
• begin modestly - perhaps with a pilot scheme.
Financial participation
Financial participation through share ownership or periodic sharing of profits can help increase employees' awareness of the financial and market forces affecting a company's performance. This can help employees identify with the progress of their own company and create a more committed workforce.
What are the types of financial participation? There are many types of financial participation including:
• cash schemes in which cash is distributed to employees
from company profits
• share option schemes where employees are given an
option to buy a certain number of shares at a set price at a particular time
• save as you earn share option schemes in which
employees save a specified amount over an agreed period with an Inland Revenue approved plan. They have an option to buy shares at the end of the savings period at the market price which prevailed when the option was granted
• all employee share ownership plans (AESOPs) which aim
to involve employees through share ownership - taking advantage of tax concessions - and at the same time providing a new source of capital for the company.
How can financial participation be made to work successfully?
Financial participation is unlikely to be successful if there are weaknesses in existing payment systems. Organisations should therefore examine their wage structure and pay rates to make sure they are fair and are understood by employees. In addition financial participation is more likely to be successful if:
• employees and their representatives are consulted before
schemes are put into effect
• schemes are clearly understood by employees • schemes are reviewed regularly
• it is part of an overall programme of measures to involve
employees.
Other forms of involvement
Other forms of employee involvement include:
• autonomous work groups which have some degree of
autonomy or responsibility within a defined area, for example responsibility for work organisation, quality and output
• job enlargement, job enrichment and job rotation which
seek involvement and motivation by improving job satisfaction and effectiveness
• joint working parties which involve representatives of
