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ACKNOWLEDGEMENT

During the comprehensive training period at INDIA YAMAHA MOTOR PVT. LTD., I have had the opportunity to work in many departments and also interact with many people in the organization. Due to the appropriate and timely guidance of these people, I have been able to complete my training/project and also accomplish the goals set forward by my educational institution MRCE, Faridabad. It gives me great satisfaction to acknowledge these people for their contribution to my achievements in the organization during my project. I would like to thank Mr. PRADEEP SINGH (G.M.) PERSONAL for endowing me with an opportunity to work in such a prestigious company. I wish to thank Mr. Sudhir Shukla (Vice President - H.R.D.) for being a candid link between Yamaha Motor India Pvt. Ltd. I profusely thank Mr. Gopal Parsad for permitting me to undergo training at YMIPL. I would like to thank Mr. S.K. Rana, Mr. Sanjay, Mr. Bijender, Mr. Jagdish and Mr. Ranjan for training and educating me on different aspects and areas relating to PM & IR and also guiding me during the course of this project. My special thanks to the employees who co-operated with me during the survey. I also thank the almighty, my family and every one who have influenced my thoughts, ideas and attitude.

PREFACE

It is well evident that work experience is an indispensable part of every professional course. In the same manner practical training in any organization is must for each and every individual who is undergoing management course with the practical exposure one cant consider himself as a qualified manager.

Hence to fulfill this requirement, my training was completed in INDIA YAMAHA MOTOR PVT. LTD. Entering the organization is like stepping into altogether a new world. At first, everything seems strange & unheard but as the time passes, one understand the concept and working of the organization & thereby develop professional relationship.

I sincerely believe that there is no better place than the organization itself to learn this practical side of the management.

DIPTI TAYAL

Our corporate mission is same as the mission of Yamaha Motor Company, Japan. We Create KANDO Touching Peoples Hearts. KANDO is Japanese word for expressing feelings of excitement and deep satisfaction.

INTRODUCTION
The Two-Wheeler Market Globally
Globally, the Two-wheeler Industry is concentrated in the developing world, especially China and India, Which together account for over half the total worldwide sales of Two-wheelers. The Japanese Manufacturers, Honda, Yamaha, Suzuki and Kawasaki, dominate the Two-Wheeler Industry globally currently, all major two wheeler market, except India are dominated either by Japanese firms or their joint ventures. However, in the leading markets, such as China and India and South-Asia, a host of local players exists. Globally, four-Stroke engines are fast replacing the Two-Stroke variants with stricter emission norms being imposed and vehicles powered by two-stroke being banned, four-stroke powered twowheeler have found increasing favour. Powered Two-Wheeler Popular in Asian Countries such as China and India where Motorcycle dominate the PTW market. Outside India, presence of Scooters is limited. Scooters are far more popular in Europe than in the US. Europe has very High fuel prices, congested city streets with limited parking space, and a long history of accepting scooters as a respectable mode of transportation, all leading to a considerable interest in scooters.

Two-wheeler Industries: The INDIAN scenario


The Indian two-wheeler industry can be divided into three broad categories: scooters, motorcycles and mopeds. Each of these categories can be further segmented on the basis of several variables, like price, engine power, type of ignition and engine capacity. The two-wheeler industry has come a long way since its inception in the early 1950s when scooters were first produced in the country. Today, India is the second largest producer and consumer of two-wheeler in the world; the Indian two-wheeler industry has grown rapidly over the past 15 years. The demand for two-wheelers increased at a CAGR of around 11% from 0.44million vehicles in FY 1981 to over 4.23 million in FY2002.

SALES IN VARIOUS COUNTRIES IN 2005 TWO WHEELERS SOLD ('000 NOS.) 10000 8000 6000 4000 2000 0
IN A I IN ND D IA O N ES IA IT A FR LY AN C G ER E M AN Y U TH AI S LA N D JA PA N BR AZ IL TI AW AN C H

COUNTRIES

The Indian two-wheeler industry has undergone a significant change over the past 10 years with the practical changing from mopeds to scooters and more recently, from scooters to motorcycles. Scooters, which were considered the family vehicle for middle class Indians, are increasingly losing their position as a cheap mode of personal transportation. With the reduction in the price differential between scooters and motorcycles, there has been a perceptible shift towards motorcycle motorcycles because of their better styling, higher fuel efficiency, and higher load carrying capacity. Further, the decline in excise duty on scooters and motorcycles has reduced their price differential in comparison with mopeds. The change in customer preferences, better fuel efficiency and increased affordability of motorcycles has titled the demand in favour of motorcycles. The share of scooters sales in two-wheeler sales has been reducing steadily since FY1990 when scooters accounted for more than half of all two-wheelers sold in the country. Till FY1998, scooters formed the largest segment accounting for 41% of total industry sales, while motorcycles and mopeds accounted for 37% and 21% of all two-wheelers sales respectively. However, during FY1999, for the first time, the sales of motorcycle outperformed scooter sales. The shares of scooters, motorcycles and mopeds inFY2000 were 33%, 48%, and 19%, respectively. Although, the shares of scooters and mopeds declined in FY2001 and FY2002, the shares of motorcycles increased to 58% and 69% respectively in these years.

Rise of a product: The Motorcycles

Motorcycles are the most expensive of all two-wheelers. They are more powerful than scooters and mopeds, have the highest load carrying capacity are fuel efficiency, have better road grip, and are also the most expensive. Besides, motorcycles are viewed as Trendy in the urban areas as compared with scooters and mopeds. Motorcycle production in India began in 1952, when Enfield India Limited commenced manufacturer at its plant in tamilnadu. It was the only motorcycle producer in the country till the early 1960s when ideal Jawa Private Limited and Escorts Limited entered the market. By 1970-71, production of motorcycles had reached 39,000 units per annum. However, the decade of the 1980s saw a sharp decline in motorcycle sales because of the following factors: The price of a motorcycle was 30-50% higher than of a scooter and double than of a moped. The running costs of motorcycles were high because of low fuel efficiency and high maintenance costs motorcycles were perceived to be more suited to rural areas whereas bulk of the growth in two-wheelers was taking place in the urban areas limited efforts were made to increase production of motorcycles or introduce new models. The fortunes of the motorcycle industry changed after the announcement of the liberal licensing policy in 1982 whereby foreign collaboration was allowed. In 1982, the government allowed foreign players to enter the industry through Joint Ventures. Within four years, the TVS Group tied up with Suzuki,

The Hero group with Honda, the Escorts Group with Yamaha, and Bajaj Auto Limited with Kawasaki. TVS Suzuki introduced Ind-Suzuki in 1984, Hero Honda Motors Limited launched

9 CD100 in 1985 and both Escorts and Bajaj Auto launched their models in 1986-87. These models catered for the upwardly Mobile, middle to upper income group consumers who preferred a stylish, powerful vehicle that could be used as an urban personal transportation vehicle. The principal brands that completed in the 1980s were the HHML CD100, the IndSuzuki AX100. While the CD100 was Escorts-Yamaha RX100. While the CD100 was positioned primarily on the efficiency plank, giving riders an unappreciated mileage of 80 km per liter, the RX100 became popular with young buyers on account of its high power. The Ax100 took the middle path, balancing power with reasonable fuel efficiency. To reinforce its image of being a maker of powerful motorcycles, Escorts launched the 350 cc Twin-Carb, Twin-cylinder Yamaha RD350, vehicle that soon gained cult status. It offered 36 bhp, but was plagued by problems very few mechanics could tune the engine and average fuel consumption was as low as 15 kmpl. Subsequently, the product had to be discontinued. The launch of the 100cc motorcycles was path breaking, as till then the existing big models like the Yezdi, Rajdoot and bullet could not compete with scooters. The demand for motorcycles doubled between FY1987 and FY1990, and with in a short span of time, the motorcycles market had undergone a complete transformation. However, costs began increasing rapidly towards the end of the 1980s because of the high import content and appreciation of the Yen Vis--vis the Indian rupee.

In FY1993, the industry-wide recession, besides the higher motorcycle prices, caused a decline in demand. However, in 1994,The motorcycle demand increased and was followed by a strong growth in FY1995. The growth rate declined between FY1996 and FY1998. Subsequently, motorcycle sales picked up considerably during FY1999 till and FY2000 with the industry positing growth rates of 25% and 29% in FY1999 and FY2000, respectively. Significantly, this segment has been relatively unaffected by the slowdown in the two-wheeler segment since FY1997. In FY2001, when the two-wheeler industry posted marginally negative growth rates, motorcycles bucked the trend and reported a 20% growth. The reduction in the price differential between

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SALES OF SCOOTERS, MOTORCYCLES ANDMOPEDS


. . . 6 F TOTAL TWO WHEELERS 9 U q

Motorcycles and scooters, the higher load carrying capacity of motorcycles, their better fuel efficiency, and their rugged looks, besides the availability of cheaper finance, were the primary drivers of such growth. The trend of higher sales growth in motorcycles continued in FY2002 with the segment reporting a robust growth of 37% in sales, besides the factors mentioned, the decline in the process of motorcycles following excise duty rationalization and the implementation of stricter norms in certain cities played a significant role in driving such growth. In FY2003, motorcycle sales in India increased at the rate of 28% Vis--vis FY2002.

A significant development in the motorcycle industry during the late 1990s was the shift from two-stroke to four-stroke technology. The attraction of the four stroke technology was earlier limited to low fuel efficiency, while two-stroke held its own by offering better performance4 and easier maintenance. But following the enforcement of India 2000 emission norms beginning April 2000, the less polluting four-stroke has become the preferred technology. The two-stroke technology can also meet the existing environment norms, but only when supplemented by catalic converters-an option that is both costly and shortsighted. The high temperature of the exhaust, combustion irregularities, the problems of lubricating oil contamination with metallic additives, and finally, fuel adulteration can

IN(000 UNITS)

11 poison the catalyst and render it completely ineffective. Further, the use of catalytic converters affects the initial pick-up of two-wheeler engines, which is one of the their main attractions. Given, these shortcomings, most motorcycles manufacturer has offered fourstroke vehicles. While the four-stroke motorcycle segment is the fastest growing, it is also highly competitive. Competition has intensified in this segment since, CY2001 when players introduced new products at a relatively fast pace. Also, new entrants have entered the market by introducing their products at lower price points, while the existing players have announced price cuts. This has led to price competition in the domestic market. At the lower end of this segment, Bajaj Auto has its boxer range of motorcycles and Byk, HHML has dawn as well as CD Dawn and KEL boss. Above this, segment there are strong brands such as victor, Passion and splendor , freedom, Adreno and Energy and Crux-r. Through its CBZ model, HHML has tapped the premium segment of the market in 1999. Since then, however, quite a few models such as pulsar 180 by Bajaj Auto and fiero by TVS have been launched in this segment. Royal Enfield is the market leader in this lifestyle segment. This segment has also attracted new models launches such as eliminator by Bajaj Auto and Karizma by HHML.

Region Wise Distribution Of Sales


Although sales of motorcycles have increased at a faster price Vis--vis other two-wheelers, there has been a divergence in the growth rates across regions. While the sales volume in western India, the largest market for motorcycles in the country increased by 22% in CY2001, Northern India reported a robust growth of 54% in sales volume, thus overtaking the southern region the second largest market for motorcycles in CY2000) to occupy the second slot. The

12 share of the eastern region also increased in CY 2001 on the strength of a 36% growth in motorcycles sales volume.

Regional Distribution Of Motorcycles Sales In India


Region North East West South 1988-97 22.4 12.8 36 28.9 1999-2005 25.6 11.9 32.2 30.3 24.4 12.1 33.9 31.5 2005-07 28.6 12.9 31.9 26.6

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Yamaha's Motorcycle operations in India

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Mission of Yamaha Motor India Private Limited

We are committed to: 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 value and knowledge across our customers thereby earning the loyalty of our partners & increasing our stakeholder value.

Our corporate mission is same as the mission of Yamaha Motor Company, Japan.
We create kando Touching peoples hearts. Kando is a Japanese word for expressing Feelings of Excitement and Deep Satisfaction. The Yamaha Motor Company that creates Kando.

Corporate Information

15 Ever since its founding as a motorcycle manufacturer on July 1, 1955, Yamaha Motor Company has worked to build its products which stands 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 are the success of our motorcycle, Yamaha being manufacturing Powerboats and outboards Motors in 1960, since then, Engine and FRP Technology was used as a base to actively diversify and globalize the area of business. Today, our field of influence extends from the land to the sea and even into skies as our business divisions have grown motorcycle operations to include Automotive Operations, Power Product Operations, and Intelligent machinery Operations and PAS Operations.Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint venture with the Escorts Group in 1996. However, in August 2001, Yamaha acquired its remaining stake as well, bringing the Indian operations under its complete control as a 100% subsidiary of Yamaha Motor Co., Ltd, Japan. India Yamaha Motor operates from its state-of-the-art-

manufacturing units at Faridabad in Haryana and Surajpur in Uttar Pradesh and produces motorcycles both for domestic and export markets. With a strong workforce of 2000 employees, India Yamaha Motor is highly customer-driven and has a countrywide network of over 400 dealers. The company pioneered the volume bike segment with the launch of its 100 cc 2-stroke motorcycle RX 100. Since then, it has introduced an entire range of 2stroke and 4-stroke bikes in India. Presently, its product portfolio includes Crux (100cc), Alba (106cc) and Gladiator (125cc).

Vision

16 We will establish YAMAHA as the "exclusive & trusted brand" of customers by "creating Kando" (touching their hearts) - the first time and every time with world class products & services delivered by people having "passion for customers".

Core Competencies

Customer We put customers first in everything we do. We take decisions keeping the customer in mind.

Challenging Spirit We strive for excellence in everything we do and in the quality of goods & services we provide. We work hard to achieve what we commit & achieve results faster than our competitors and we never give up.

Team-work We work cohesively with our colleagues as a multi-cultural team built on trust, respect, understanding & mutual co-operation. Everyone's contribution is equally important for our success.

Frank & Fair Organization We are honest, sincere, open minded, fair & transparent in our dealings. We actively listen to others and participate in healthy & frank discussions to achieve the organization's goals.

Market Segmentation For The Motorbikes

17 The motorcycle industry can be divided into four segments on the basis of price: Economy (less than Rs.40000)- labeled as basic segment bikes Midrange (Rs. 40000-50000) labeled as standard segment bikes; Premium (Rs. 50000-60000) labeled as deluxe segment bikes and Lifestyle (Above Rs. 60000) - labeled as pleasure segment bikes

The lifestyle segment caters for that class of consumers for whom power and aesthetics in a motorcycle models are most desirable attributes. The focus is more on looks and the style statement the bikes make.

Motorcycle manufacturer try to occupy particular combinations of engine capacity and price where they perceive a gap. Today, there is a product at almost every additional 15cc and every additional Rs.1500. The motorcycle market in India can be segmented on the basis of price and power. HHML is the market leader in the motorcycles segment. Its main competitors are Bajaj Auto, TVS and Yamaha. However, the high growth rates of this segment have attracted other players too, such as HHML and KEL. Since, Honda has Always been one of the global pioneers in developing fuel-efficient engine technology, the unique selling propositions of all HHML motorcycles are fuel efficiency and ease of maintenance. Figure presents the positioning matrix of the Indian motorcycle market and plots the various models in the appropriate sets. Motorcycles market are positioned as performance oriented, economy oriented, and more recently, as products offering a mix of performance and economy

YAMAHA MOTOR COMPANY JAPAN

18 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 Capital

: July1, 1955 : 23.2 billion yen (as of March 31, 2001)

Employees : 10,443 (as of March 31, 2001) Head office : 2500 Shingai, Iwata, and Shizoka, Japan

Chairman of the Board of Directors President and Representative Director Vice President and Representative Director

: Mr. T Hasegawa : Mr. T Hasegawa : Mr. R Yamashita

Pursuing the Ultimate in Personal Vehicles


Ever since the founding YMC has been a company that continues to develop its expertise in the fields of small engines and FRP (fiber glass reinforced plastics)

19 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.

Sales by product (% F/Y ended ) March,2002 (Consolidated)


12% 18% 20% 50% Motorcycles Marine products Power products Others

Technological Innovation At the heart of the efforts of environmental preservation is the environmental management systems designed and implemented under the ISO 14001 International Standards. 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.

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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.

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INTRODUCTION
YAMAHA MOTOR INDIA PVT. LTD. is a 100% subsidiary of Yamaha Motor Co. Ltd. (YMC) Japan, which entered in to an agreement with Escorts LTD (Managing Director Mr. Rajan Nanda) in June 2001 to have a complete share of the company. Incorporated in August 2001,

22 YMI manufactures and markets a range of motorcycles that meet international Yamaha technology standards. This plant at Faridabad have been started in the year 1962 by two brothers Rudi Nanda and Hari Nanda, when they secured a license under technical collaboration with CEKOP, Poland, in 1960 to manufacture farm equipment, also started manufacturing motorcycles and scooters. It was then known as the MOTORCYCLE & SCOOTER DIVISION (MSD) and was a part of the ESCORTS group.

MSD entered in to a technical assistance agreement with Yamaha Motor Co. Japan in the year 1979 to manufacture 350 cc bikes in India. This bike was launched in the year 1983. In 1985, a new plant was started in Surajpur, about 30kms from New Delhi, where YAMAHA 100cc bikes are manufactured. The two companies (Yamaha Motor Co. Japan & Escorts Ltd.) entered in to a 50:50 joint venture in November 1995 and thus was formed Escorts Yamaha Motor India Ltd. Later in June 2000, Yamaha Japan took 76% share while Escorts was left with only 24%. The company was then known as Yamaha Motor Escorts Ltd. and Yamaha Motor Co. Japan assumed the managerial control of the company. YMI is headed by Mr. Masahiko Shibuya, Director, Corporate Planning, and Strategy Group. Yamaha Motor India Pvt. Ltd. (YMI) has got a market share of 11%. Its competitors in the Indian market are Hero Honda, TVS Suzuki, Bajaj Auto, Kinetic Honda, LML and Enfield. YMI also exports its products to over 50 countries in Asia, Africa central and South America.

YAMAHA MOTOR COMPANY, JAPAN

23 Yamaha Motor Company was founded on July 1, 1955. Having started as a motorcycle manufacturer, YMC have successfully diversified into several utility and leisure product lines. The expansive Yamaha product lines today includes personal - motorcycles, scooters, all terrain vehicles, snowmobiles, golf cars, personal watercrafts and Electro-hybrid bicycles - as well as power boats, outboards, pool operation engines, marine and water engines, power products, automobile engines, industrial robots and unmanned helicopters.

Yamaha Motor Company is today a Multinational company creating high quality products in 60 factories across 45 countries, two of which are in India. And in the heart of all Yamahas endeavors, is the customer.

Landmarks
1 1960 Secured license under technical collaboration with CEKOP, Poland.

1 1961 Obtained 23 acres of land for separate factory. 1 1962 Assembly and partial manufacturing started in Plant 1. Introduction of Motorcycles with technical collaboration with M/s CEKOP of Poland. 1 1964 Machinery was installed in the new building

1 1965 Manufacturing activities shifted from Plant 1 to the present building of YMI Faridabad. 1 1970 Introduction of scooters. GTS a small Motorcycle was introduced. 1 1 1979 Entered in a technical collaboration with Yamaha Motors Company of Japan

24 for manufacturing of 350cc Motorcycles. 1 1982 R&D section shifted to 19/2 Mathura Road, Faridabad. 1 1983 Latter of intent obtained for manufacture of 100cc Motorcycles. Launched 350cc Motorcycles in the market all over India. Setting up of CNC CELL in the organization. 1 1984 On identified scale, manufacturing facilities of various components were improved upon by introduction of 4th generation machinery equipments. To cater to the urban population demand for a few efficient and sleek looking Motorcycles, 175cc Super-D Model was introduced. Surajpur plant was established in NOIDA.

1 1985 Started manufacture of RX-100 cc Motorcycle with technical collaboration with Yamaha Motors Company of Japan, at Surajpur plant situated at 30 km from Delhi in UP state.

1 1986 Installed UYEMURA, automatic electroplating plant. Implemented Incentive Scheme to improve upon productivity. Concentrated on product improvement and manufacturing facility 1 1 Introduction of Indicators the existing 175cc Rajdoot Motorcycles. 1 1990 Upgradation of the 175cc Motorcycle by introducing newer technology and styling such as bringing in of Excel-T with Telescopic front forks/modern style. 1 1 1 1993 Electronic Ignition system of Rajdoot launched. 1 1995 Started manufacturing 50cc Moped on 31st March 1995. 1 1996 ISO 9001 was conducted. Joint venture with Yamaha Motors Limited Japan. 1 1999 Launched of Yamaha RXZ and 175cc Escorts ACE. 1 2001 YBX 4 stroke Bi- wheeler was launched. 2 2004 The share of Yamaha Motor has increased to Yamaha 74% and Escorts 26%. YD125 4- stroke Bi wheeler was launched. 2 2006 YMEL became a total subsidiary of YMC and its name changed from YMEL t o YMI. Launch of Enticer 125 cc & Libero 106 cc (4 stroke) Motorcycle

25 2 2007

General Information: YMI Faridabad


Total Area Total Covered Area Date of Starting Production achieved in 1997-1998 Production achieved in 1998-1999 : 116640 sq. mtrs. : 41350 sq. mtrs. : January 1, 1963 : Motorcycle : 75,582 : Moped : 2,357 : Motorcycle : 87,802 : Moped : 10,359 : Yamaha : 1,10,684 : Rajdoot : RX Tiger : YD 125 : YBX : Rajdoot : RXZ : RX : 91,013 : 1550 : 1070 :1,58,806 : 67,260 : 358 : 135 5 gears 4 gear

Production achieved in 1999-2000

Production achieved in 2000-2001

: 20,890 : 25

Production achieved in 2002 (January to December)

: RD : ACE : RX

: 66,622 : 1,100 : 26,290 : RXZ : 900

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Commercial Information
Total investments (2000-2001) Regular Suppliers Projected Purchase (2001-2002) Sales Outlet YMI turnover (2000-2001) Number of vehicles sold (2000-2001) Faridabad Surajpur YMIL turnover forecast (2004-2006) Projected growth (2004-2006) Indigenous Contents Faridabad Surajpur :Rs. 458.02 crores : 450 : Rs. 422.12 crores : 450 : Rs. 656.15 crores : 85919 : 85196 : Rs. 1200 crores : 15% : 100% : 80%

Yamaha recently in News for:

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Yamaha and Mitsui enter into a joint venture in India:

Yamaha Motor Co., Ltd. (Headquarters: Shingai, Iwata, Shizuoka Pref.; President: Takashi Kajikawa) (hereafter YMC) and Mitsui & Co., Ltd. (Headquarters: Otemachi, Chiyoda-ku, Tokyo; President: Shoei Utsuda) (hereafter Mitsui) today announced the agreement that Mitsui will become a joint investor in the new motorcycle manufacturing company India Yamaha Motor Private Limited (IYM) established by YMC in October 17, 2007. Mitsui's investment will take the form of an allocation of new stock shares to a third party issued by IYM for the equivalent of 30% of the company's capitalization. In this way, IYM will increase its total capital to a planned 5.6 billion rupee (approx. 16 billion yen) and utilize the same factory and office facilities used by its predecessor, Yamaha Motor India Private Limited (YMI), to take over YMI's manufacturing and business operations beginning from April, 2008. Based on this, YMI will promptly begin the closing of its books and corporate liquidation. It will be business as usual for the employees and business partners of YMI. Through the "Yamaha-Mitsui Strategy Committee" that was established following Mitsui's acquisition of 3% of YMC stock (announced May 2007), YMC and Mitsui have reviewed the possibilities for Mitsui's participation in various areas of YMC's business activities with the aim of strengthening its overseas business and cooperative ventures in other areas of business. The decision announced today is a result of these reviews and repeated discussions with a focus on a "comprehensive joint business venture in India."

YMC started manufacturing of motorcycles in India by establishing a joint venture company with local partner Escorts in 1996. In 2001, YMI became a 100% owned subsidiary of YMC. Then in 2005, a separate sales company, Yamaha Motor India Sales Private Limited, was established, after which the Yamaha motorcycle business in India was conducted by two companies specializing in manufacturing and marketing respectively. With the stable growth of the Indian economy as a whole, the Indian motorcycle market has grown to 7.3 million units in 2007, making it the world's second largest market in terms

28 of demand. The aims for the future are for YMC to aggressively introduce new high valueadded models and promote a sales network strategy that includes expanding the establishments of directly-run showroom/dealerships and for Mitsui to use its strengths in logistics and dealer network development to achieve a synergistic effect that will stimulate a growth in sales of Yamaha motorcycles from 120,000 units (domestic only exclusive of exports: 60,000 units) annually in 2007 to 650,000 units (domestic only exclusive of exports: 90,000 units) annually in 2010 while improving the brand's presence in the fiercely competitive Indian market.

HIERARCHIAL STRUCTURE

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Managing Director & CEO Executive Committee Senior Vice President Vice President Associate Vice President Chief General Manager General Manager Deputy General Manager Chief Manager (M6-M8) Manager (M3-M5) Assistant Manager (M2) Senior Superintendent (JM IV) Senior Officer (JM III) Officer (JM II) Assistant Officer (JM I) Highly Skilled (E 07-E 12) Skilled (E 04-E 06) Semi Skilled (E 02-E 03) Unskilled (E 01) MIDDLE MANAGEMENT TOP MANAGEMENT

JUNIOR MANAGEMENT

OPERATIVE & OPERATIVE STAFF (Unionised Cadre)

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Factory Hours
The factory operates in three shifts as per the following details: First Shift Second Shift Third Shift - 8:00 a.m. to 4:30 p.m. - 4:30 p.m. to 1:00 a.m. - 1:00 a.m. to 8:00 p.m.

Employment details (As on 31st January 2003)

Faridabad

Surajpur

31 Average age of employee Managerial (AM and above) Junior staff Staff Workmen Trainees/Apprentices 40-45 years 264 155 316 987 75 35-40 years 173 158 122 770 456

YMC PRODUCTS
On road sports bike Snow mobiles Super sports bike Motor crossers Racing dinghies Scooters Golf cars LAND

32 Electro-hybrid bicycles Land cars Business use scooters Snow mobiles

Large sized Outboard motors American style cruiser Sale boats Sports fishing boats Trail bikes Personal water craft MARINE

Sports boats Jet boats Outboard motors Four stroke outboard motors FRP fishing boats Two stroke Outboards

Water pumps Amusing pools OES Truss Artificial Reefs Industrial use unmanned helicopters ATVs OTHERS

33 Commercial use generators Automatic feeders Surface mounters Wheel chair mounter Built-in type water purifiers

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Existing Practices of HR Manual In YAMAHA MOTORS Pvt. Ltd.


The HR Manual of YAMAHA Includes: 1. Recruitment process: Received job specification from production manager,

uploading the same Naukri.com, also other sources like

advertisement Local

Newspaper/National Newspaper, Websites, Campus placement agencies.

35 2. Selection Process: Employees selection is a two-tier process like written test and personal discussion/interview this process is same in all the units.

3 Security Deposit: As a part of two years job commitment, employee joining as trainee is
required to go either of the following (a) Deposit the original certificates, which shall be required only on completion of two years from the date of joining. (b) 10% salary deduction during the training period, which shall be refunded only after completion of two years of employees, procedure is same followed in all the units. This practice is same followed in all the units.

4. Offer of Employment: Selected candidates are issued letter of offer to join


employment as per term and condition of employment. This practice is same in all the units.

5. Induction: New employees are sent on induction in consultation with the department
in-charge to acquaint them to the people, working environment and workflow of the company and to facilitate their adaptations to the new environment. Induction procedure is same in all the units.

6. Medical Examination: All new employees have to undergo Medical examination


from the prescribed Hospital (Prayag Hospital & Research Center Pvt. Ltd.). This test is not conducted at Chennai unit.

7. Identity Card:
a) b) Dummy card is issue to the employee at the time of joining.

Attendance cum identity card is issue within one month of joining employment.

36 c) In case of loss or damage, fine of Rs. 100/- is to be borne by the employe for issue of duplicate identity cum attendance card. This Procedure is also same in all the units.

8. Updations of HRIS:
New Employees: HRIS updation for all new employees shall be made on every Saturday. NSEZ, F-5 units using software to maintain the data and Chennai unit, all the work done through manually.

9. Working Hours: There are a number of shifts working in different units. NSEZ 4
shifts f-5 3 shifts, Chennai 5 shifts. Shift rotation after every 15 days only for males.

10. Overtime: Overtime for Fixed Term employees and workmen & Tr. Workmen
beyond 1 hour, for supervisors & tr. Supervisors OT beyond 2 hours, for managers no overtime. Procedure: Only those employees shall be eligible to claim OT, whose names are included in the good work reward docket by the concerned department/section head, subject to actual working. b) Employees shall be required to punch their attendance card and also record their name in the good work reward register maintains at the gate, on leaving the premise. This practice is same in all the units.

11. Lunch hours: Lunch timing for Workmen & Tr. Workmen
12:30 1:00 am Supervisor & Tr. Supervisor 1:00 1:45 pm

37 Managers 2:30

12. Late Coming: Reporting late beyond 5 minutes entail to deduction from salary as per
8.21am-8.45am (half an hour deduction) 8.46am-9.15am(one hour deduction from salary) 9.16am-9.45(one &half an hour deduction from salary) 9.46am-10.15am(two hour deduction from salary) beyond 10.15 am (half day deduction from salary) Frequency of late thrice in a month, relaxation only 5 minutes. This procedure is being followed in all the units.

13. Record for attendance: Computerized attendance recorded through non-transferable


attendance cum identity cards. This is same in all units.

14. Leaves: Leaves are categorized as under:


Privilege leave (PL) Sick leave (SL) Casual leave (CL) Leave procedure for availing leave: Fill-up leave form Get the leave status recorded on the leave form time office Get leave recommended by immediate superior Forward it for final approval of the sanctioning authority

38

15. Short leave: Provide short leave to workmen & Tr. Workmen twice
in a month Duration- 30 minutes to 2 hours Frequency- Twice in a month Salary adjustment- Deduction from wages

Workmen (Charge hand Cadre), Administrative & sub staff

Duration- 30 minutes to 2 hours Frequency- Twice a Month Salary adjustment- Against SL/CL/PL with leave year ending on 31st Dec. of each year.

Officer, Supervisor and Supervisory Trainees Duration 30 minutes to 2 hours Frequency- Twice a month Deduction Nil

16. Canteen Facility: Canteen facility provides at NSEZ and F-5, but at Chennai unit this
facility is not available. Tea/Coffee vending machines are available in all the units. Tea/Coffee

39 provides to managers complementary twice a day. Snacks provided only to those employees who are on overtime beyond 7 pm.

17. Lunch/Dinner: Lunch is prepared only for managers, Rs.250/- deduction from the
salary per month. This process is same at NSEZ, F-5.

18. Transportation: Four buses are being used for transportation for NSEZ; there is no
transportation facility available in the F-5 unit.

19. Recreation: Instrumental music existing in all the units. 20. Employee State Insurance (ESI):The employee state insurance is a social
security scheme extended by the govt. of India. The organization is under obligation to extend this scheme to employees, whose monthly salary upto Rs. 7000/- salaries for the purpose of ESI will include- Basic, HRA, DA, and Medical Allowances. Under this scheme employee contributes 4.75%of the towards ESI scheme. The Benefits available under ESI are as follow: 1. Sickness benefits 2. Medical benefits 3. Dependent benefits 4. Maternity benefits 5. Funeral expenses.

21. Provident funds: Contribution to the provident funds is as per the PF act. Employee
& Employers contribution will be 20 % basic salary subject to a maximum of Rs. 600/- & will be effected from the date of joining. Provident Fund Withdrawal: When an employee leaves the origination & would like to withdraw the PF. He/she is required to fill up the form no. 19/10B after 60 days &get it

40 verified from the company. The form has to be submitted in the regional PF office. Procedure of this is same in all the units.

22. Bonus: Only for those employees whose basic salary is up to Rs. 3500 is eligible for
bonus at the rate of 20% (contribution by employers only). It is disbursed at the time of Diwali. This practice is being same in all the units.

23. Gratuity: Gratuity is a reward for long & meritious services. Gratuity act envisage
providing a retirement benefits to the employees who have rendered long and unblemished services to organization and thus contributed to the prosperity of the organization. All employees applicable who have worked for more than 5 years. Gratuity payable: @ 15 days for every completed year of services or part there of in excess of 6 months. 24. Salary Advance: After the payment of the previous months salary advance can be given almost equaling no. of days worked by the employees. This process is also same in all the unit

25. Loan: Employee welfare funds, facility provides only those employee who are the
member of TPEWF for a minimum of 6 months (minimum period of employment/cadre) at least probationers. Procedure of form filled by the employee is processed at Faridabad. Recovery of loan through deduction from salary in EMI. Employee Benevolent Scheme: This scheme, which is used to give some monetary benefits to the family of employee who died during the service period. Some amount is collected from confirmed employee.

26. Stationary: Store comes under accounts & all the stationary issued by accounts by
filling proper requisition from & duly signed by concerned person/production manager. This practice is same in all the units.

27. Security Rule: Security personnel shall maintain entry/exit register, slip for all
visitors, and employees to the company at the security gate.

41 Gate pass: Gate pass is issued for all the visitors. This practice is same in all the units.

28. Mediclaim Policy: In any organization is to create an umbrella for employee


medical treatment for self and other family members. To provide comprehensive medical insurance claim coverage for our employees, which are the following salient features: a) Family kitty b) Cash less hospitalization c) Network hospitals d) Admission in other hospitals than those listed in the Network Hospitals. Mediclaim policy is same in all the units.

29. Review of Trainees: Review and approved the corporate office once in a year. 30. Regularization of FTs:
Usually 1 year (either confirmed or terminated)

communication and maintenance are on FT only for all YAMAHA Digital.

31. Annual Appraisal Cycle: Once a year april-oct. cycle for confirmed employees, rest
are according to their date of joining, appraisal form is filled by HR. This practice is same in all the units.

32. Training need identifications: The organization has formulated a well structured
training scheme to provide skills to employees joining employment .the training peered for each position varies and determine on the basis of the experience required to perform a job effectively and efficiently. Trainees are provided on the job training as defined in HR competency Matrix. Training need identification of JMS, Workmen & trainees is done on four monthly basis through

42 i) Annual Appraisal of confirmed employees. ii) QA reports obtained from QA department iii) Issue of training needs identification from to department in charge Based on the training needs identified a four monthly training calendar is formulated. Evaluate the internal & external training through feedback form, test & quality reports. This practice is same followed in all the units. 33. Grievance Redressal System: Operational: Employee shall be at liberty up his grievance pertaining to operational matter

with his immediate superiors who shall to the best of his ability, discuss the problem and resolve the same to the mutual satisfaction of the employee. Personal: Employee may approach HR department only after exhausting the remedial

procedure in both operational as well as personal mattters, which shall be up on receipt of departmental head recommendation in grievance form. This Practice is also same in all the units.

34. Resignation:

All resignations tended by employees shall be accepted strictly in

accordance with terms and condition of employment. Waiver of terms and conditions under special circumstances shall require approval of unit head and chief manager-HR. All resignation letters shall be forwarded to departmental head for recommendations. On the basis of recommendations received from the departmental head, HR shall process the resignation through issue of acceptance letter. This practice is being followed in all the units.

35. Exit Interviews: To ensure proper feedback and analyze the cause of attrition. All
employees the organization shall be taken in to confidence by the HR at the time of exit

43 interview from available with HR. HR shall analyze the cause of attrition from the information given by the employee. The organization shall ensure remedial action through CM-HR at regular intervals. This practice is also same in all the units.

36. Full & Final Settlement: Full and Final settlement of dues shall be made on the
employee existing the organization as per schedule. Proper notice- last working day Without any notice- within one week Without any information- by end of the month Procedure of full & final is same in all the units.

HRM CONCEPT In the present scenario, productivity is the concern in an organization and its people are the vital means for improving productivity. HRM is critical to organizations because it can serve to improve the overall productivity and minimize penalties to the organization by observing the humanistic laws

44 relevant to the utilization of human resource.Thus, HRM is a large and complex that is closely tied up with the overall effectiveness of the organization. HRM comprises four-process viz.;

Acquisition Development Motivation and Maintenance

of these development is the heart and essence of HRM function. It is so because effective utilization of even the most capable, well- maintained and highly motivated people is not possible if their development is not taken care of on continuous basis. Therefore, organizations have to create conducive environment, which ensures the utilization and promotion of potential. Human Resource Development (HRD) systems are the means to create such organizational conditions.

HRD CONCEPT

45 Organizations cannot avoid the impact of dynamic and fast changing world. For the success of an organization, it is necessary for it to be dynamic. To cope up with the changing world, organizations have to change their approaches of working through HRD. Thus it is necessary to understand the basic philosophy of HRD which assumes that HRD can be planned and monitored in ways that may be beneficial both to the individual and the organization. Human Resource is the most important asset in the Organization because all other natural resources can be better utilized by motivation human resources. Thus, there is a need to invest time, money at efforts in the development of human resources because it provides fruitful results as the human resource can be developed to an unlimited extent since every human being has endless potentialities. It is true that the people have got a large amount of creativity, imagination, and ingenuity to solve the problems of organization. Human Resource Development in an organizational context as rightly defined by Prof. Rao, as a process by which the employees of an organization are helped in a continuous and planned way to: Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles. Develop their general capabilities as individuals and discover and exploit their inner potential for their own and/or organizational development purposes. Development an organizational culture in which supervisor-subordinate relationships, team work, and collaboration among sub-units are strong and contribute to the professional wellbeing, motivation, and pride of employees. Further, he suggests the following process mechanisms or sub-systems: Performance Appraisal, Potential Appraisal and Development, Feedback and performance Coaching,

46 Training, Career Planning, Employees Welfare and Quality of Work life, Rewards, Organizational Development and Systems Development, and Human Resource Information.

These mechanisms are used to initiate, facilitate and promote HRD process in a continuous way. All the process mechanisms are linked with corporate plans, particularly with the human resource planning. Thus, in the organizational context, the scope of HRD is not limited to the development of the organizational role of the employees but it also extends to the individuals, inner urges genius and latent potentialities. HRD believes that individuals in an organization have unlimited potentialities for growth and development which can be multiplied and canalized through appropriate and systematic efforts. Given proper opportunities and the right type of climate in the organization individuals can be helped to give full expression to their latent abilities, and thereby contributing towards the achievement of the goals of the organization. RECRUITMENT AND SELECTION Recruitment is a positive process by which more and more candidates who fulfill the requirement of the job are encouraged to apply for the post with a view to enable the management to have wide choice of candidate. The process includes in itself job analysis, job description job specification, and advertisement notification of various internal and external sources of recruitment in such a way that will lead to maximum response to the vacancy. There is n elimination of candidate at this stage irrespective of the educational qualification experience attitude and skill. The process of

47 recruitment is over with the receipt of application of candidate in the Human Resource Department. SOURCE OF RECRUITMENT The source of recruitment varied from categories to categories of employees the number of vacancies to be filled up the types of vacancies are to be filled up i.e. whether only one type of vacancies to fill up or different types of vacancies are to be filled up. Recruitment in Thomson press which is private sector are guided purely by consideration of merit and for obligating their business contact in matter of recruitment of employees whereas the public sector undertaking are guided mainly by public employment policy and fulfillment of its social objectives to various categories of public. Priorities of Thomson press are entirely different from Public Sector Undertaking. They do not have any such social commitment to weaker section of society. But according to CM-HR TP believes in fulfilling their employees need first then society in TP there are some physically handicap workers they are those who got it by accidents in company premises. According to CM TP is a soft hearted company which cares a lot about its employees. Besides this the social obligations of TP .and other companies of India Today is carried out buy Today Care. There are two types of sources: Internal sources External sources

SELECTION Selection process is an elimination exercise with a view to select the most suitable candidate amongst all the applicants for the existence as well as future vacancies it is known as negative exercise because of its elimination process. It is a process of matching the individual qualities in terms of his skills capabilities and potential with the organizational requirement. Every organization has its own planned stages of selection. TP has following stages:

48 Blank Application Form Screening Selection Test Job Knowledge Test Job Skill Test Job Potential; Test Interest Test Personality Test Interview Assessment Sheet Preparation of Panel of Selection Checking Of References and Antecedents Offer of Employment Medical Examination Joining Of Duty

49

PERFORMANCE MANAGEMENT SYSTEM The term performance management is often used to describe a revamped appraisal system or a performance related bonus scheme. Performance management, though, needs to be looked at in the much larger and more comprehensive context of continuous improvement in business performance. The holistic performance management system takes into account several ongoing and integrated processes, within the framework of achieving overall business strategy.

Objective Setting (What is to be done?)

Manpower Planning (How to allocate human resources?)

Support & Resources (What is needed to do it?)

Ongoing Appraisal

(How is it going?)
This diagram demonstrates the interrelated nature of the individual aspects of performance management. Second objective leads to what human resources are needed to meet them, and what supports and resources these staff will lead to meet their individual objectives. Then

50 achievement and progress need to be assessed, both formally and informally. The cycle continues as new objectives are planned and decisions are taken regarding how to allocate human resources in the future. The performance management system promotes self-improvement at both the levels of the individual and the organization. Thus, each aspect of the system must be considered at both the levels. Objectives are set at the level of the organization (strategies) as well as at the level of the individual (how the individual will contribute to the strategies). Human resources needs are considered relative to the companys needs to promote, downsize, transfer or recruit, as well as on the individual level, where career aspirations are taken into account Resources and support for achieving objectives must be procured for the company (information and communication technology, building space usage, large scale training programmes, etc.) as well as for individuals, who will have their own specific training, resources, coaching and counseling needs. Appraisal must also take place at both levels, monitoring both organizational and individual capability. There are two main areas of opportunity for facilitation when setting objectives. First, while corporate and departmental objectives will usually be determined by management (with or without employee input) you can facilitate your staffs thinking about how they are going to contribute to meeting the objectives. Second, you can facilitate their coming up with additional objectives of their own, as well as plans for meeting those and ways of measuring their progress and performance. Facilitation techniques can be used to pinpoint the exact areas of developmental need, as well as for determining which modes of support will be most useful. For Example: - An employee might need to improve his/her supervisory skills and which particular supervisory skills are weak. The next step is to determine whether a training course, coaching, or counseling will be most helpful, or some combination of these. All too often, the response to a developmental need is to send the person on a course that sounds as if it will cover the topic. Using your

51 facilitative skills will help you to ascertain the exact nature and depth of their need, and to determine together a method of learning which will be more suited to that need. An organizations human resource planning should be performed alongside career planning for individuals. The supply and demand of human resources are matched correspondingly so that skills are utilized to the best possible advantage, and the aspirations of the individuals are taken into account. This coordination of organizational and individual needs is becoming more common place as companies recognize that they need to make best use of human resources, and that has staff turnover is expensive. This component of manpower planning referred to as succession planning. Facilitation skills will come in useful during the part of the succession planning process which involves talking to your staff; in other words, during career counseling.

Functions of Performance Appraisal


It seeks to provide adequate feedback to each individual for his or her performance. It purports to serve as a basis for improving or changing behavior toward some more effective working habits. It aims at providing data to managers with which they may judge future job assignments and compensation.

52

TRAINING AND DEVELOPMENT


Training is a method of imparting knowledge and information to the employee for improvement and up gradation of his skills activities and potential for his own benefit as well as for the benefit of the organization.

Objectives of Training
There is a variety of reasons why an employer or employee may decide to follow a training program. Some major reasons include gaining a competitive edge improving personal skills, satisfying ISO requirements, achieving individual reward and gaining recognition These general objectives of training can be broken down into a series of more specific aims: Gaining a competitive edgeImproving base line of competence and skills of staff. Improving quality of product. Reducing operating cost Opening new markets etc. Improving personal skills thereby leading to a highly committed and productive workforce. Career path development Staff multi skilling and flexibility. Obtaining recognized qualifications. Developing management techniques.

53 Continuous professional development. Achieving individual reward Career progression within company

TRAINING NEEDS IDENTIFICATION


Sources for Identification of Training Needs. Through performance appraisal It is the indeed the foremost step in identifying what is an individuals area of improvement. Through the performance appraisal form, the line manager, as well as the employee himself gets to know what skill, knowledge or attitude based training does the employee need. The performance management system followed at Thomson Press also asks for specific training and development needs of the appraise, which is later incorporated in the training calendar.

Thus, various levels of performance are identified for all the employees in each department and, also the levels, which they are expected to climb upon to, are taken into consideration, while deciding upon training needs. In order to manage performance and maintaining it at a desired level in the organization, this process serves the purpose of bridging the skill gap of the employees. Specific Business Needs: Due to fast pace market arena, every organization is compelled to change its systems and process, to beat the competition. New technology, new machinery and equipment better ways of functioning etc, are the need of the hour and for meeting there business specific needs, training is most sought after tool.

54 Organization apart from conduction the preplanned training Programmes, is quite a flexible organization to accommodate other training schedule as and when the need arises.

HRD- CLIMATE ANALYSIS


An organization is a system consisting of four interacting subsystems: structure, technology, people and task. People variable refers to the human input in the organization, i.e., individuals (in terms of their physical and mental skills, personality, etc.) working in the organization. Any organization that would like to be dynamic and growth oriented has to pay attention to the development of its human resources. Employees of the organization must be continuously helped to acquire capabilities for effective performance of new roles/functions/tasks that may arise in the process of the organization growth and change in the environment. Organization as a system may be changed and developed to achieve its objectives in the best possible way. An organization can achieve its objectives if it is able to respond to changes within the external and internal environment. Thus, HRD becomes crucial for organizational dynamism and growth. The HRD climate of an organization plays a very important role in ensuring the competency, motivation and development of its employees. The HRD climate can be created using appropriate HRD systems and leadership styles of top management. The HRD climate is both a means to an end as well as an end in itself.

VARIABLES OF DEVELOPMENT CLIMATE


The following are the three variables of Development Climate: General Climate: The general climate deals with the importance being given to human resource development in general by the top management and line managers. The underlying assumption is that a general supportive climate consists of not only top management and line managements commitment, but, good personnel policies and positive attitudes toward development.

55 HRD-Mechanisms: HRD mechanisms include performance and potential appraisals, training, feedback, counseling, career planning, employee welfare for quality of work life, job rotation, etc, these mechanisms are the methods initiated to develop employee competencies, these are considered as instruments to facilitate change. Successful implementation of HRD involves taking an integrated look at HRD and making efforts to use as many HRD mechanisms as possible. OCTAPACE Culture: OCTAPACE culture is essential for facilitating HRD. Openness is there when employees feel free to discuss their ideas, activities and feelings with each other. Confrontation is bringing out problems and issues into the open with a view to solving them rather than hiding them for fear of hurting or getting hurt. Trust is taking people at their face value and believing what they say. Autonomy is giving freedom to let people work independently with responsibility. Proactively is encouraging employees to take initiative and risks. Authenticity is the tendency on the part of people to do what they say. Collaboration is to accept interdependencies to be helpful to each other and work as teams.

56

OBJECTIVES

57 The purpose of motivation is to create in which people are willing to work with zeal, initiative, interest and enthusiasm with a high personal and group moral satisfaction with a sense of responsibility, loyalty, discipline and with pride & confidence in a most cohesive manners so that goals of an organization are achieved effectively. Motivation techniques are utilized to stimulate employees growth. This was indicated by FRANCIS when he was chairman of general foods. He said you can a mans time, you can buy a mans physical presence at given place, you can even buy a measured number of skilled motions per hour or day but you cannot buy initiative, you can buy loyalty, you can buy devotion of hearts, minds. Thats why you have to learn these things through motivation.

SCOPE
1) This project will help company to know the market potential that will help the company in introducing products with more acceptability. 2) Learning gained during the projects can be utilized in designing new strategies for improving customer satisfaction. 3) Through this project company can know about the particular factor that has enhanced growth of the company. 4) The company can know about the best features of their profile. 5) It increases efficiency of the workers in the company.

Relevance Of The Project

58

Every industry is trying to strengthen the employee. Employer-employee relationship which leads to higher motivation to workers and overall an increase in the production and productivity of the company, by going through this project one can easily know about the following things given below: The actual policies of personnel department in this company. Project can help also help to know the company loopholes. Helpful in strengthening the employee-employer relationship.

LIMITATIONS
Due to limited time period & constrained working hours for most of the Respondents the answers at times were vague enough to be ignore Most of the results that are spelt out have been of qualitative aspects. Dual to the lack of the data results was not accurate.

Every industry is trying to strengthen the employee. Employer-employee relationship which leads to higher motivation to workers and overall an increase in the production and productivity of the company, by going through this project one can easily know about the following things given below:

59 The actual policies of personnel department in this company. Project can help also help to know the company loopholes.
Helpful in strengthening the employee-employer relationship

60

61

RESEARCH METHODOLOGY

RESEARCH PROBLEM To identify and analyze the factors that can be linked with the HR Department of the YAMAHA MOTORS India Pvt. Ltd. To improve the efficiency and effectiveness of the HR Manual. THE SCOPE OF THE STUDY The study will be conducted at YAMAHA MOTORS India Pvt. Ltd The whole HR Manual given are taken under consideration irrespective whether they belong to Managerial level or Working level.

THE SIZE OF THE REPRESENTATIVE SAMPLE The size of the representative sample of the 1000would be 10% of the Managerial as well as Non-managerial level of YAMAHA MOTORS India Pvt. Ltd.

THE METHOD OF SELECTING REPRESENTATIVE SAMPLE

The Selection of the representative sample will be based on Random Sampling. The whole of the personnel in the HR Department are taken into consideration in this study.

62

METHOD OF DATA COLLECTION


For the study of HR Manual at YAMAHA MOTORS India Pvt. Ltd. PRIMARY DATA are used. The data was collected with the help of different sources such as: PRIMARY DATA: QUESTIONNAIRES. INTERVIEWS. OBSERVATIONS. INFORMATION FROM CORRESPONDENTS.etc SECONDARY DATA: For the study of HR Manual SECONDARY DATA are used. HR Department of YAMAHA MOTORS India Pvt. Ltd. provided these data and data was collected from certain references books. The SECONDARY DATA includes both Published as well as Unpublished sources: BROCHURES. JOURNALS. COMPANY MAGAZINES, RECORDS. ANNUAL REPORTS .etc

63

THE HYPOTHESIS

This survey is conducted under the presumption of the functioning of the recruitment and selection procedure in the YAMAHA MOTORS India Pvt. Ltd. can be improved by placing RIGHT PERSON ON THE RIGHT JOB . In testing the above hypothesis the following aspects will be considered: Awareness about HR Manual Satisfaction level. Provision of post retirement facility Feeling of security. Extension of benefits. Suggestions.

64

Various Methods Of Data Collection

65

Depending on the source, statically data are classified under two categories: Primary data: Primary data are obtained by a study specifically designed to fulfill the data needs of the problem at hand. Such data are original in character and are generated in large no. of survey conducted with a sample. Secondary Data: These data are not originally collected but rather obtained published or unpublished source.

Sources of data
Collection of data is an essential part of the project, as it constitutes the foundation of the statistical analysis and information. Thus, it forms the initial step of any project. A sample of 50 employees was taken comprising to manager and supervisors of the organization. Out of which 44 are manager and 30 are supervisors. After collection the required data from all other sources, analysis was done and the problems were identified.
Recommendations and suggestions in respect to has been given

1.

AWARENESS OF PERSONAL POLICIES

66

S.no 1 2

Opinion YES NO

No. of Respondents 25 5

Percentage 83.3 16.7

AWARENESS OF PERSONAL POLICY

16.7% YES NO 83.3%

83.3 % of the respondents know about the personal policy 16.7% of the respondents dont know about the personal policy .

2. FORECAST OF FUTURE MAN POWER PLANNING

67 S.no 1 2 Opinion YES NO No of respondents 28 2 Percentage 93.3 6.7

Forecast of Future Man Power Planning

6.7% YES NO 93.3%

93.3 % of the respondents were of the view that the company makes forecast of the manpower planning

future

6.7 % of the respondents were of the view that the company do not makes forecast of the future man power planning

3. RECRUITMENT POLICY PLAN

68

S.no 1 2

Opinion YES NO

No. of respondents 24 6

Percentage 80 20

RECRUITMENT POLICY PLAN

20%
YES NO

80%

80% of the respondents say that their company follow the recruitment policy plan 20 % of the respondents say that their company dont follow the recruitment policy plan

69 4. PROCESS OF FEED BACK S.no 1 2 Opinion YES NO No. of Respondents 20 10 Percentage 64 36

PROCESS OF FEED BACK

36%
YES NO

64%

64 % of the respondents were of the view that the company provide feedback relating to training 36 % of the respondents were of the view that the company does not provide feedback relating to training

5.

AWARENESS OF PRFORMANCE APPRAISAL SYSTEM

70

S.no 1 2

Opinion YES NO

No. of respondents 145 15

Percentage 90% 10%

AWARENESS OF TRAINING PROGRAMME

10%
YES NO

90%

90 % of the respondents are aware of the performance appraisal system 10 % of the respondents are aware of the performance appraisal system

6. INCREASE IN PRODUCTIVITY THROUGH TRAINING.

71

S.no 1 2 3

Opinion YES NO CANT SAY

No. of respondents 120 18 12

Percentage 80 12 8

INCREASE IN PRODUCTIVITY THROUGH TRAINING


8% YES NO CAN'T SAY 80%

12%

80% of the respondents said that the companys performance appraisal system is fair 12% of the respondents said that the companys performance appraisal system is not fair 8% of the respondents said that they dont know about the fairness of the companys performance appraisal system

7.REDUCTION IN INTERPERSONAL CONFLICTS

72

REDUCTION IN INTER PERSONAL CONFLICTS


25% YES NO 75%

S.no 1 2

Opinion YES NO

No. of Respondents 75 25

Percentage 75 25

75 % of the respondents were of the view that the company follows a set of motivational practices 25% of the respondents were of the view that the company does not follow a set of motivational practices

8 . REDUCTION IN COST

73 S.no 1 2 3 4 Opinion 0%-25% 26%-75% 76%-100% CANT SAY No. of respondents 24 83 36 7 Percentage 16% 55% 24% 5%

REDUCTION IN COST THROUGH TRAINING

5% 24%

16%

55%

0%-25% 26%-75% 76%-100% CANT SAY

74

FINDINGS

75 Even though every effort has been done to minimize the variation and present a factual picture with the help of statistical method, but still there are some limitations: Due to less time or time factor is play an important role in the report making two month is not enough to complete the whole project Money is the another constraint in making of the whole complete project Certain important information was kept secret. This is because of the reason certain hypothesis were taken. The respondent may not have marked all responses honestly so that the collected data may be not fully accurate. Peoples working in the organization are very cooperative but due to busy schedule of the HR officers they were not able to give more time &attention.

Departmental Set of Divisions

Manufacturing Operations

Manufacturing Plant Engineering and Maintenance Product Planning and Control Stores and Inventory Control

Quality Assurance
Inspection

Quality

76

Manufacturing Engineering

Production Management Industrial Engineering Tool Engineering

Marketing

Planning and Advertising Sales Services Exports Spare Parts

Personnel And Administration

Industrial Relations Administration Security Human Resources Department

Product Engineering

Design Testing Technical Administration

Project Planning

Corporate Planning Business Planning

Information Technology

IT Centre

Finance

Corporate Finance

77

CONCLUSION

78 HR PRACTICES is becoming the most suitable way to assess the suitability of any individual to his job and the basis to provide training if needed, the basis of promotion, and also it is a best way of salary revisions, etc. it also helps the superior to get feedback about themselves, which can be effectively used, in acquiring and sharpening their managerial and behavioral skills.

At last it can thus be concluded that: 1.The employees are satisfied with the existing system 2.They do not want a change in their performance Appraisal System. 3.They will appreciate any change done that would for their betterment.

79

SUGGESTIONS
The company is doing very well and is providing everything what an average employee demands regarding the HR and social security. Still then there are various suggestions that are given below: The employee should have clear understanding of various policies regarding:Rules Retired employees benefits rules Medical facilities Statutory obligations and similar other rules. Increment to be related with performance. Redesigning compensation system to reduce multiple allowances Adopt open-end scales. Print booklets containing all the policy matters and circulate it among all the employees For recruitment, preference should be given to the spouse of the employee who fits to the job as per the required qualification. This will not only motivate the current employee but also will lead to long term stay with the organization with better output

80

RECOMMENDATIONS
The training for the employees about the work and tells about the terms and condition of the company. Statuary obligation and similar other rules and regulation. Tell employees about the plans & policies. Tell employees about the retired benefits rules. Provide good environment for the employees. To adopt the open-end scale. Provide good library for the employees when they are free they get relaxed their and their knowledge about the company.

81

82

QUESTIONAIRE

NAME

AGE

SEX

ADDRESS

..... .. ..

PHONE NO.

..

QUALIFICATION

..

83

DEPARTMENT I. Personnel Policy

Q.1.Does your Company prefer personnel policies? (a) Yes II. Manpower Planning Q.2.Does your Company makes forecasting of future manpower planning requirement? (a) Yes (b) No (b) No

Q.3.What do you suggest be the basis of forecasting? (a) Total cost of project (b) Past Experience

(c) Difference phases of project III. Recruitment & Selection Q.4.Does your Company plans the requirement policy? (a) Yes (b) No

Q.5.Which source of requirement policy your Company prefer? (a) External (b) Internal (c) Both

IV. Training & Development

84 Q.6.Which type of training your Company prefers? (a) On the job (b) Off the job (c) Both

Q.7.Is there any process of feedback relating to training? (a) Yes (b) No

V. Performance Appraisal Q.8.Does your Company follows the P.A. system? (a) Yes (b) NO

Q.9.What are the tools & techniques adopted for the appraisal? (a) Proper format (b) Appraisal Interview0 (c)Grading method Self Appraisal Q.10. The P.A. system of your Company is fair? (a) Yes VI. Motivation Q.11.Does your Company follows the set of training practices? (a) Yes (b) No (b) No

85 Q12. Which type of motivation your Company prefers? (a) Monitory (c) Both (b) Non-Monitory

Q13.Do you think Monitory Motivation is a real technique for motivation? (a) Yes (b) No

86

BIOLIOGRAPHY

Dr. Gupta C B, Human Resource Management, Sultan Chand & Sons

2004.

MAMORIA, C.B., Personnel Management, Himalaya Publication House, Gurgaon, Mumbai, 400004. K.S. ASWATHAPA, Human resource and Personal Management, Tata McGraw Hill Publishing Company Limited, 2001. GUPTA C.B., Principles of Management, National, New Delhi, 1996.

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