m bahr finance project
TRANSCRIPT
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“A CASE STUDY ON RETAINING THE BEST TALENTS IN
MURUGAPPA GROUP OF COMPANIES CHENNAI”
PROJECT REPORT
( A Report submitted in Partial Fulfillment of the requirements for the degree of
Master of Business Administration in Pondicherry University)
Submitted by
ANIL UMAR HADA
ENROLLMENT NO! "#$#%&"'&$
MBA Hum() Re*+u,-e M()(.eme)t
/C+u,*e C+de "%&0
DIRECTORATE OF DISTANCE EDUCATION
PONDICHERRY UNI1ERSITY
PONDICHERRY 2 3"' "$4
M(y #"$4
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CERTIFICATE OF THE GUIDE
This is to certify that the Project Work titled “A CASE STUDY ON
RETAINING THE BEST TALENTS IN MURUGAPPA GROUP OF
COMPANIES CHENNAI” is a bonafide work of ANIL UMAR HADA5
Enroll No: "#$#%&"'&$ carried out in partial fulfillment for the award of deree of
!"# $uman %esource !anaement of Pondicherry &ni'ersity under my uidance This
Project work is oriinal and not submitted earlier for the award of any dereediploma or
associate ship of any other &ni'ersity*nstitution
P6(-e! C7e))(i Si.)(tu,e +8 t7e .uide
D(te! P,+89 R9 SEL1APARY M9A95 M9P7i6
De:(,tme)t +8 E-+)+mi-* /1i*iti). F(-u6ty0
PULC 2 T;i))i). P,+.,(mme
L+y+6( C+66e.e9 C7e))(i 2 3"" "%4
STUDENTS
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I5 ANIL UMAR HADA hereby declare that the Project Work titled “A
CASE STUDY ON RETAINING THE BEST TALENTS IN MURUGAPPA
GROUP OF COMPANIES CHENNAI” is the oriinal work done by me and
submitted to the Pondicherry &ni'ersity in partial fulfillment of re+uirements for the
award of !aster of "usiness #dministration in $uman %esource !anaement is a
record of oriinal work done by me under the ,uper'ision of
P,+8 9R9 SEL1APARY M9A95 M9P7i69
E),+66 N+! "#$#%&"'&$ Si.)(tu,e +8 t7e Stude)t
D(te !
ACNO=LEDGEMENT
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* would like to thank the -o. ordinator/ Pondicherry &ni'ersity and 0oyola -ollee
Twinnin Proramme for pro'idin all the encouraement and 'aluable inputs to do the project
work by orani1in seminars * wish to con'ey my heartfelt thanks to
P,+89 R9 SEL1A PARY9 M9A95 M9P7i695 2ept of Economics 0oyola -ollee/ -h.34/ 5isitin
faculty $uman %esource !anaement/ Pondicherry &ni'ersity. 0oyola Twinnin proram for
i'in me all the 'aluable uidance to impro'ise the project
* would like to thank “!&%&6#PP# 6%7&P 78 -7!P#N*E,9 for pro'idin me an
opportunity to work with them and i'in necessary uidance in completin the project to the
best of my abilities * am oblied to M,9PARTHASARATHY/ ,enior $% !anaer and
M,MURALI GIRI5 ,enior #dmin !anaer . *T . Projects/ !uruappa 6roup of -ompanies/
-hennai who pro'ided me the essential information and etended his best support
* would like to etend special ratitude to M,9 PARTHASARATHY/ ,enior $% !anaer and
M,9MURALI GIRI ,enior #dmin !anaer *T . Projects/ !uruappa 6roup of -ompanies/ for
bein my company uide and pro'idin me an insiht into 'arious issues pertainin to cases
mentioned in the report This is his sincere support and consistent uidance that led to the
completion of the project 8inally it is my foremost duty to epress my ratitude to my parents/
sister and friends for their moral support and encouraement without which would ha'e not be a
complete one
/ANIL UMAR HADA0
E>ECUTI1E AND SUMMERY
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E'ery orani1ation needs in'entory for smooth runnin of its acti'ities *t ser'es as a link
between production and distribution processes The in'estment in in'entories constitutes the
most sinificant part of current assetsworkin capital in most of the undertakins Thus/ it is
'ery essential to ha'e proper control and manaement of in'entories The purpose of in'entory
manaement is to ensure a'ailability of materials in sufficient +uantity as and when re+uired and
also to minimi1e in'estment in in'entories %aw materials/ oods in process and finished oods
all represent 'arious forms of in'entory Each type represents money tied up until the in'entory
lea'es the company as purchased products "ecause of the lare si1e of the in'entories
maintained by firms/ a considerable amount of funds is re+uired to be committed to them
*t is therefore absolutely imperati'e to manae in'entories efficiently and effecti'ely inorder to a'oid unnecessary in'estments # firm nelectin the manaement of in'entories will be
jeopardi1in its lon run profitability and may fail ultimately The reduction in ecessi'e
in'entories carries a fa'orable impact on the company;s profitability
The study starts with an introduction to in'entory manaement/ -ompany;s profile/
#chie'ements and also the need for study/ re'iew of literature and objecti'es are set out for the
study %esearch methodoloy/ 2ata analysis < *nterpretation/ 8indins and ,uestions of the
study follow
7ne of the main areas of the project is the analysis part/ where the data are analy1ed <
interpreted/ to find out how the in'entories were manaed ,ome of the tools used in in'entory
are reardin to:
Economic 7rder =uantity
,afety ,tock
8,N #nalysis
Trend #nalysis and
*n'entory Turno'er %atio
TABLE OF CONTENTS
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CHAPTER NO TITLE PAGE NO
$
INTRODUCTION
$9$ Ob?e-ti@e +8 t7e Study
$9# Need 8+, t7e Study
$9% S-+:e +8 t7e Study
$94 Limit(ti+) +8 t7e Study
$9' Re*e(,-7 Met7+d+6+.y
#
4
4
3
3
# COMPANY PROFILE $$
% RE1IE= OF LITERATURE %
4 DATA ANALYSIS AND INTERPRETATION 4%
' FINDINGS5 SUGGESTION5CONCLUSIONS 4
BIBLIOGRAPHY #
UESTIONNAIRE 4
LIST OF TABLES
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TABLE
NO TOPICS PAGE NO
4> 6EN2E% 44
4? #6E 4@
43 2E,*6N#T*7N 4A
44 E2&-#T*7N#0 =*8*-#T*7N 4B
4@ ECPE%*EN-E 4D
4A !#%*T#0 ,T#T&, 4
4B *N-7!E @F
4D %E-%&*T!ENT, @>
4 G7" ,E-&%*TH @?
4>F 2*%E-T "ENE8*T, @3
4>> *N2*%E-T "ENE8*T, @4
4>? PE87%!#N-E #PP%#*,#0 @@
4>3 T%#*N*N6 P%76%#! @A
4>4 0E#%N*N6 #N2 2E5E07P!ENT @B
4>@ -7!!&N*-#T*7N @D
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4>A %E,P7N,*"*0TH @
4>B T#0ENT %ETENT*7N W7%I ,$7P A>
4>D 8EE2"#-I !E-$#N*,! A?
4> G7" ,#T*,8*-#T*7N A3
4?F
E!P07HEE;, PE%87%!#N-E #8TE%
*!P0E!ENT*N6 %ETENT*7N !#N#6E!ENT
-7N-EPT A@
LIST OF FIGURES
CHART TOPICS PAGE NO
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4> 6EN2E% 44
4? #6E 4@
43 2E,*6N#T*7N 4A
44 E2&-#T*7N#0 =*8*-#T*7N 4B
4@ ECPE%*EN-E 4D
4A !#%*T#0 ,T#T&, 4
4B *N-7!E @F
4D %E-%&*T!ENT, @>
4 G7" ,E-&%*TH @?
4>F 2*%E-T "ENE8*T, @3
4>> *N2*%E-T "ENE8*T, @4
4>? W7%I*N6 EN5*7%N!ENT @@
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4>3 T%#*N*N6 P%76%#! @A
4>4 0E#%N*N6 #N2 2E5E07P!ENT @B
4>@ -7!!&N*-#T*7N @D
4>A %E,P7N,*"*0TH @
4>B T#0ENT %ETENT*7N W7%I ,$7P A>
4>D 8EE2"#-I !E-$#N*,! A?
4> G7" ,#T*,8*-#T*7N A3
4?F
E!P07HEE;, PE%87%!#N-E #8TE%
*!P0E!ENT*N6 %ETENT*7N !#N#6E!ENT
-7N-EPT A@
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C7(:te, $! I)t,+du-ti+)
I)t,+du-ti+)
$uman %esource 2e'elopment is concerned with people/ dimensions of the orani1ation The
orani1ation objecti'es can be best achie'ed by ac+uirin human resources/ de'elop them/ cast
them for our need
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!aintain their in'ol'ement/ commitment/ loyalty to the orani1ational The $uman %esource
2e'elopment basically consists of three “-9s ie competencies/ commitment and culture
-ompanies that enae in %etention !anaement ($uman -apital !anaement) are
strateic and deliberate in how they source/ attract/ select/ train/ de'elop/ retain/ promote/ and
mo'e employees throuh the orani1ation
%esearch done on the 'alue of such systems implemented within companies consistently
unco'ers benefits in these critical economic areas: re'enue/ customer satisfaction/ +uality/
producti'ity/ cost/ cycle time/ and market capitali1ation The term %etention !anaement
means different thins to different orani1ations To some it is about the manaement of hih.
worth indi'iduals or Jthe talentedJ whilst to others it is about how talent is manaed enerally .
ie on the assumption that all people ha'e talent which should be identified and liberated
8rom a %etention !anaement standpoint/ employee e'aluations concern two major areas of
measurement: :e,8+,m()-e ()d :+te)ti(6 -urrent employee performance within a specific job
has always been a standard e'aluation measurement tool of the profitability of an employee
$owe'er/ %etention !anaement also seeks to focus on an employee;s potential/ meanin an
employee;s future performance
Ret(i)i). t7e be*t T(6e)t
%etention refers to the ability of an orani1ation to retain its employees Employee retention can
be represented by a simple statistic for e(m:6e a retention rate of DFK usually indicates that an
orani1ation kept DFK of its employees in a i'en period $owe'er/ many consider employee
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retention as relatin to the efforts by which employers attempt to retain employees in their
workforce *n this sense/ retention becomes the J,trateiesJ rather than the outcome
# distinction should be drawn between low performin employees and top performers/ and
efforts to retain employees should be tareted at 'aluable/ contributin employees Employee
turno'er is a symptom of a deeper issue that has not been resol'ed These deeper issues may
include low employee morale/ absence of a clear career path/ and lack of reconition/ poor
employee.manaer relationships or many other issues # lack of satisfaction and commitment to
the orani1ation can also cause an employee to withdraw and bein lookin for other
opportunities Pay does not always play as lare a role in inducin turno'er as is typically
belie'ed
*n a business settin/ the oal of employers is usually to decrease employee turno'er / thereby
decreasin trainin costs/ recruitment costs and loss of talent and oranisational knowlede "y
implementin lessons learned from key orani1ational beha'ior concepts employers can impro'e
retention rates and decrease the associated costs of hih turno'er $owe'er/ this isnLt always the
case Employers can seek Jpositi'e turno'erJ whereby they aim to maintain only those
employees who they consider to be hih performers
$9$ Ob?e-ti@e*!
*n the current scenario of cutthroat competition/ e'ery company has to sur'i'e to satisfy its
customers by pro'idin them +uality products and ser'ices The 8ollowin objecti'es emered:
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Positive_organizational_behaviorhttp://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Positive_organizational_behaviorhttp://en.wikipedia.org/wiki/Business
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P,im(,y Ob?e-ti@e!
• To suest and come out with 'arious ways < means of retainin the top talents in the
orani1ation
Se-+)d(,y Ob?e-ti@e!
• To map the entire process of %etention procedure and policies in'ol'ed in the said
orani1ation
• To study the accuracy and +uality of work of employees by %etention !anaement
procedure
To suest possible impro'ement in %etention !anaement process
$9# Need 8+, t7e Study
The purpose of this study is to analy1ed the retainin the best talents in -ompanies The study
aims is to impro'e 7perational Efficiency and Producti'ity of the !anufacturin -ompany and
its aims is to enablin "usiness #ility *t aims is to simplify and transform the company to adopt
talent manaement practices to retain the best employees in the company
#fter puttin the more efforts/ time and -ost to hire the best employee for the %iht
person for %iht job !any books ha'e been written and eit inter'iews conducted as employers
look for the secret to keepin their ood employees satisfied
,alary/ retirement plans and 'acation benefits are hih on the list of why those reat
employees took the job/ but they are not reasons enouh to keep them in your employ for the
lon haul Gob satisfaction will increase your employee retention rate
Li*t +8 :+i)t* t+ ,et(i) t(6e)t!
$9 C,e(te t7e ;+, (tm+*:7e,e t7(t m(e* y+u, em:6+yee* 8ee6 t7(t t7ey (,e t7e (**et +8
t7e -+m:()y:
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2on;t make them feel like o'erhead #llow them to feel secure in their job 6reet them
by name/ lettin them know that you know who they are and what their contributions are to the
company 6et their input about rules or chanes that may need to be made Encourae oal.
settin and let them make their own choices as often as possible
#9 M(e e:e-t(ti+)* ()d .+(6* +8 t7e -+m:()y -6e(,:
"e sure you ha'e job descriptions so your employees know what is re+uired of them *f
there are chanes that need to be made/ don;t epect them to learn that by osmosis Hou must
communicate directly and clearly 6ood employees want to please you/ but they need to know
what it is they need to do to make that happen
%9 C,e(te () +:e) ()d 7+)e*t ;+, e)@i,+)me)t:
6i'e feedback on work performed and be willin to listen/ really listen/ to the concerns
of your employees -hance meetins in the hall where social reetins are echaned are ood/
but do not take the place of actually sittin down face.to.face and discussin any work.related
concerns "e open and listen to new ideas #ccept suestions for problem.sol'in "e a'ailable
and open when your employee asks for your uidance Ieep your top talent informed about what
is happenin with the company . don;t let rumors take o'er *f there are problems or set.backs/
communicate this
49 P,+@ide +::+,tu)itie* t+ .,+; ()d 6e(,) i) +,.()i(ti+)!
Pro'ide tuition for continuin education classes 6i'e challenin and stimulatin work
Tap into their passion and allow them to focus their time and enery on projects they can enjoy
0et them know what career de'elopment plans you may ha'e for them and what opportunities
are a'ailable for them to row with the company
$9% S-+:e +8 Study
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This study was done throuh primary research The primary data was collected from the
workers of the !uruappa 6roup of -ompanies Primary data was collected throuh a samplin
method from male and female employees in the company throuh circulation of +uestionnaires
2ata collected was analy1ed for achie'in the objecti'es of the study
$94 Limit(ti+) +8 Study
T7e 6imit(ti+) i)-6ude*!
• The study was conducted for a period of 4.@ months
• The study was limited to only 7perations/ ,upply chain and loistics/ $uman %esource/
departments of the 7rani1ation
The other main business units such as *nformation Technoloy#dministration were not
considered because it was more of a centrali1ed function operatin on a larer scale for
the entire roup
R(ti+)(6e +8 t7e *tudy
Today the war for talent is as bi as for the !arket share "ecause of 0iberali1ation and6lobali1ation the standard of the workforce and epectations of the employees from the
orani1ation has mo'ed away from aspirin for a job to seekin a career *n this scenario/
companies look for reater talents so as the candidates look for branded companies to pursue
their career Now it becomes una'oidable for companies to attract the top talents and to retain
them to ha'e a successful market share
$9' Re*e(,-7 Met7+d+6+.y
%esearch !ethodoloy is a way to systematically sol'e the research problems *t may be
understand as a science of studyin how research is done scientifically *n it we are studyin his
research problems alon with the loic behind them *t is necessary the researcher to know not
only the research method techni+ues but also the methodoloy
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Ty:e* +8 Re*e(,-7
*t is descripti'e type of research 2escripti'e %esearch sur'ey and fact findin in+uiries of
different kind The major purpose of descripti'e research is descripti'e the state of affairs/ as it
eist at present The main control o'er the 'ariableM he can only report what has to disco'er the
e'en when there he cannot the 'ariable The methods has to researcher utili1ed in descripti'e
research are sur'ey methods of all kind
D(t( S+u,-e!
The source of project depends on accurate data That;s why data collectin the appropriate data/
which differ considerable in contet money/ cost/ time and other resources at the disposal
researcher
T7e,e (,e t;+ ty:e* +8 d(t( -+66e-ti+) met7+d* (@(i6(b6e
> Primary 2ata -ollection !ethod
? ,econdary 2ata -ollection !ethod
P,im(,y D(t( C+66e-ti+) Met7+d9
Primary data are those that are obtain by the user for fulfillment their purpose *t has Primary
2ata throuh personal 'isit of $% head/ and $% eecuti'e #t all le'els and obser'ation methods
to et more reliable information *t also collected primary data to be filled/ Hes; or No; format
+uestionnaire frame by the employee of -ompany/ This data helped us to justify the statements
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Se-+)d(,y D(t( C+66e-ti+) Met7+d9
The ,econdary 2ata is that which is already collected and stored or we can say already sa'ed or
ready data by others * ot secondary data from their journals/ records/ specimen of appraisal
form etc #nd from newspapers maa1ines/ articles/ internet etc * ot basic information of Talent
!anaement * collect secondary data by referrin some specimen of company and by referrin
some books and web sites of company from internet
$93 Hy:+t7e*i*
$ypotheses are the essential assumptions which the researcher formulates about the possible
causes/ findins and ultimate output of the issue in under research &nder hypotheses mere
assumptions or suppositions are made which are to be pro'ed or dispro'ed 8or researcher it is a
formal +uestion that he intends to resol'e # hypotheses consist either of a suested eplanation
for a phenomenon or of a reasoned proposal suestin a possible correlation between multiple
phenomenon The assumptions be true or false are to be pro'ed throuh the completion of
project
T7e 7y:+t7e*e* 8+, t7i* :,+?e-t (,e (* 8+66+;*!
Nu66 Hy:+t7e*i*
> Employee takin benefits from %etention !anaement ,ystem
? Employee can retain successfully for the benefit of orani1ation
3 Employee;s performance increased by %etention !anaement
4 Employee turno'er of orani1ation affected by %etention !anaement Procedure
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A6te,)(te Hy:+t7e*i*
> Employees are not able to take benefits from %etention !anaement ,ystem
? Employee cannot retain successfully for the benefit of orani1ation
3 Employee;s performance cannot increase by %etention !anaement
4 %etention !anaement is not affectin on employee turno'er of orani1ation
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C7(:te, #! C+m:()y P,+8i6e
#9$ Hi*t+,y +8 Mu,u.(::( G,+u: +8 C+m:()ie*
8ounded in >FF/ !uruappa 6roup is one of *ndiaLs leadin business conlomerates The
6roup has ?D businesses includin eiht listed -ompanies acti'ely traded in N,E < ",E$ead+uartered in -hennai/ the major -ompanies of the 6roup include -arborundum &ni'ersal
0td/ -holamandalam *n'estment and 8inance -ompany 0td/ -holamandalam !, 6eneral
*nsurance -ompany 0td/ -oromandel *nternational 0td/ -oromandel Enineerin -ompany
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0td/ E*2 Parry (*ndia) 0td/ Parry #ro *ndustries 0td/ Tube I)@e*tme)t* +8 I)di( Ltd/ and
Wendt (*ndia) 0td
!arket leaders in ser'ed sements includin #brasi'es/ #uto -omponents/ -ycles/ ,uar/ 8arm*nputs/ 8ertili1ers/ Plantations/ "io.products and Nutraceuticals/ the 6roup has fored stron
alliances with leadin international companies like 6roupe -himi+ue Tunisien/ 8oskor/ -arill/
!itsui ,umitomo/ !oran -rucible and ,ociedad =u mica y !inera de -hile (,=!) The
6roup has a wide eoraphical presence spannin >3 states in *ndia and @ continents
%enowned b,()d* like ",#/ $ercules/ "allmaster/ #ja/ Parry;s/ -hola/ 6romor and Paramfos
are from the !uruappa stable The orani1ation fosters an en'ironment of professionalism and
has a workforce of o'er 3?/FFF employees
#9# COMPANY IN INDIA
T7e M(i). +8 t7e Mu,u.(::( G,+u: +8 C+m:()y
$ead+uartered in -hennai/ the *N% ??@ "illion !uruappa 6roup is one of *ndiaLs leadin
business conlomerates The 6roup has ?D businesses includin ele'en listed -ompanies traded
in N,E < ",E $ead+uartered in -hennai
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M(?+, C+m:()ie*
>-arborundum &ni'ersal 0td/
? -holamandalam *n'estment and 8inance -ompany 0td/
3 -holamandalam !, 6eneral *nsurance -ompany 0td/
4 -oromandel *nternational 0td/
@ -oromandel Enineerin -ompany 0td/
A E*2 Parry (*ndia) 0td/
B Parry #ro *ndustries 0td/
D ,abero 7ranics 0td/
,hanthi 6ears 0td/
>FTube I)@e*tme)t* +8 I)di( Ltd9
!arket leaders in ser'ed sements includin #brasi'es/ #uto -omponents/ -ycles/ ,uar/ 8arm
*nputs/ 8ertili1ers/ Plantations/ "io.products and Nutraceuticals/ the 6roup has fored stron
alliances with leadin international companies like 6roupe -himi+ue Tunisien/ 8oskor/ !itsui
,umitomo/ !oran -rucible and ,ociedad =uOmica y !inera de -hile (,=!) The 6roup has a
wide eoraphical presence spannin >3 states in *ndia and @ continents %enowned brands like
",#/ $ercules/ "allmaster/ #ja/ Parry;s/ 6romor and Paramfos are from the !uruappa stable
The orani1ation fosters an en'ironment of professionalism and has a workforce of o'er 3?/FFF
employees
C+,+m()de6 I)te,)(ti+)(6 Limited
-oromandel *nternational 0imited/ *ndia;s second larest Phosphatic fertiliser player/ is in the
business sements of 8ertilisers/ ,pecialty Nutrients/ -rop Protection and %etail The -ompany
manufactures a wide rane of fertilisers and markets around ? million tons makin it a leader
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in its addressable markets *n its endea'or to be a complete plant nutrition solutions -ompany/
-oromandel has also introduced a rane of ,pecialty Nutrient products includin 7ranic
8ertilisers The -rop Protection business produces insecticides/ funicides and herbicides and
markets these products in *ndia and across the lobe -oromandel is the second larest
manufacturer of !alathion and only the second manufacturer of Phenthoate -oromandel has
also 'entured into the retail business settin up more than A4F rural retail centers in the ,tates of
#ndhra Pradesh and Iarnataka
The -ompany has strateic partnerships with leadin companies across the lobe
The -ompany clocked a turno'er of D/@AF -rore durin 8H ?F>?.>3 lt was ranked amon the
top ?F best companies to work for by "usiness Today and was also 'oted as one of the ten
reenest companies in *ndia by TE%*/ reflectin its commitment to the en'ironment and society
-oromandel is a part of the *N% ??@ "illion !uruappa 6roup
E9I9D9 P(,,y /I)di(0 Limited
E*2 Parry has been synonymous with dynamism since >BDD *t became a part of the
!uruappa 6roup in >D> and its businesses now co'er a wide rane of products includin
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suar/ microalal health supplements from Parry Nutraceuticals and bio products from "io
Products 2i'ision
E*2 Parry set up *ndiaLs first suar plant at Nellikuppam in >D4?The pioneerin spirit has seen E*2 Parry settin up the first fully
automated suar plant at Pudukottai in ?FFF/ a distillery/ and more
recently/ 1ero waste interated suar complees ,ilkroad ,uar
Pri'ate 0imited is a joint 'enture with -arill *nternational where
E*2 Parry holds @FK stake # suar refinery with a capacity of AFF/FFF !T located in a 8ood
Processin ,pecial Economic one of Parry *nfrastructure -ompany Pri'ate 0imited at
Iakinada is bein set up The company is one of the few to introduce branded suar in the retail
market in *ndia under the Parry;s Pure and Parry;s White 0abel The company produces a 'ariety
of suars at its four fully automated plants in Tamil Nadu and a fifth one in Pondicherry These
cater to the food/ bakery/ confectioneries and be'erae manufacturin industries/ and are also
used in pharma applications
E*2 Parry pioneered interated suar complees that maimise the utility of suarcane throuh
the production of suar and usin its other components in more purposeful ways The company
also con'erts baasse into electricity in its coeneration units and processes molasses into'arious types of alcohol/ thus completin the 'alue chain *n addition/ E*2 Parry has a stand.
alone distillery in ,i'aana in Tamil Nadu
The coeneration plants at these three locations are amon the first in the country to use air
cooled instead of water cooled condensers to conser'e water The Petta'aithalai plant uses
submered ultra filtration with two re'erse osmosis systems to sa'e water and minimise usae of
chemicals . the first of its kind in *ndia for boiler feed water The Pudukottai plant is amonst the
first in ,outh *ndia to earn carbon credits and to be reistered in &N8--- under the Iyoto
protocol for climate chane
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$owe'er/ the biest inno'ation spearheaded by E*2 Parry has nothin to do with
manufacturin or marketin of suar but with the difference it has made to the >/ FF/FFF
suarcane farmers associated with it Parry has introduced complete *T enabled ser'ices for
farmers such as %emote ,ensin/ 6eoraphic *nformation ,ystem and 6lobal Positionin
,ystem for mappin and monitorin suarcane rowin area 5illae.wise soil nutrient analysis/
detailed farm boundary mappin/ interation with -ane !anaement ,ystem and soil maps
ensure efficient cane manaement
E*2 Parry has introduced Namadhu Parry !aiyam/ a concept where a local entrepreneur
(usually a suarcane farmer) is trained to become a Namadhu Parry !aiyam operator The
company etends interest free loans to these operators for buyin hih end farm e+uipment/
which can then be hired out to small farmers who are unable to afford such sophisticated
e+uipment This helps mechanise farm ser'ices/ accelerate suarcane har'estin and sa'e costs
as manual labour is becomin increasinly epensi'e
E*2 Parry pioneered suarcane research and probably runs the only pri'ate %
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P(,,y A.,+ I)du*t,ie* Limited
Parry #ro has tea plantation factories both in ,outh and North.East *ndia and between the two
reionsM the -ompany produces around >B million kilorams of tea
# pioneer in oranic plantations/ Parry #ro;s *yerpadi Estate has been certified oranic by *!7/
G#, (7ranic 0aws of Gapan)/ N7P (7ranic 0aws of &,#) and NP7P (7ranic 0aws of *ndia)
The *yerpadi factory is also *,7 ??FFF and is 807 (8airtrade 0abellin 7ranisation) -ertified
Three of Parry #ro;s tea factories namely !ayura/ #ttikunna and -arolyn are certified for *,7
FF>:?FFF !ayura/ one of the first -T- Tea factories thus certified/ is also one of the first to
ha'e micro.processor based control and monitorin systems/ reflectin the forward lookin
approach of the !anaement
Not content with just the culti'ation of tea/ Parry #ro has been conductin etensi'e research
on better croppin as well as processin aspects of tea at its N#"0 certified %
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C(,b+,u)dum U)i@e,*(6 Limited
-arborundum &ni'ersal 0imited (-&!*) was founded in >@4 as a tripartite collaboration
between the !uruappa 6roup/ -arborundum *nc/ &,#/ and the &ni'ersal 6rindin Wheel -o
0td/ &I
-&!* pioneered the manufacture of coated and bonded abrasi'es in *ndia/ besides super
refractories/ electro minerals/ industrial ceramics and ceramic fibres *n sync with the lobal
'ision/ -&!* is epandin its product spread The -ompany makes o'er ?F/FFF 'arieties of
products manufactured at ?@ locations across *ndia/ %ussia/ ,outh #frica/ #ustralia/ -hina/
Thailand and -anada -&!* eports its products to 43 countries spread across the lobe #ll the
manufacturin facilities of -&!* are *,7 FF>:?FFD and *,7 >4FF>: ?FF4 certified for +uality
standards and en'ironment.friendly manufacturin practices
,tate.of.the.art facilities and strateic alliances with lobal partners ha'e earned -&!* a
reputation for +uality and inno'ation *t is one of the few manufacturers of abrasi'es and
ceramics in the world with fully interated operations that include minin/ fusionin/ power
eneration and manufacturin/ besides marketin and distribution
-&!* is e+uipped with a state.of.the.art %esearch and 2e'elopment centre that works
aressi'ely on product de'elopment and efficiency enhancement *ts in.house %
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manufacturers of ceramic fibre and -iria *ndia 0imited . specialisin in desin and installation of
refractory liners for petrochemical and fertiliser industries This uni+ue strenth allows the
-ompany to ser'e di'erse markets and eoraphies le'erain the local strenth of its partners
#9% Tube I)@e*tme)t* +8 I)di( Limited Mu,u.(::( G,+u:
TII He,it(.e
the 6roup traces its oriins to >DD/ when 2ewan "ahadur an ! !uruappa -hettiar went as an
apprentice to "urma (now !yanmar) =uick to learn financial skills and "urmese/ he reali1ed he
was destined to reater achie'ementsM he founded a firm in !oulmein/ a lare port.city in 0ower
"urma This rew into a prosperous family.owned business/ with interests in "ankin/ %ubber
and Trade/ co'erin !alaya (!alaysia)/ -eylon (,ri 0anka)/ *ndonesia and 5ietnam The
outbreak of the World War ** and subse+uent political uphea'als in the reion cut short the firm;s
rowth While a ood portion of its hard earned fortunes were lost/ the family had the foresiht
to mo'e sinificant assets to *ndiaM this financial prudence ensured that the business would
rebound after the disaster and rebound it
"ack home in *ndia/ the 6roup had enaed in businesses like %ubber/ ,teel cabinets/ Harn and
other traded oods "ut the real major industrial opportunity came soon after *ndependence
Political *ndependence spawned Economic *ndependence: and #!! !uruappa -hettiar/
2ewan "ahadur;s eldest son (and by then/ head of the family) was +uick to reali1e it $is 'ision
was to start a business that would manufacture a product for the common man which they could
sell in lare numbers Thus/ in >4/ T* -ycles of *ndia (T*-*) was born in collaboration with T*
of &I *t was the 6roup;s first of many successful Goint 5entures and also its first foray into
lare scale manufacturin 0ater/ as a measure of backward interation two more companies
were formed: Tube Products of *ndia (TP*) in >@@/ to make steel tubes for bicycle frames and T*
2iamond -hain (T*2-) in >AF to make bicycle chains 7'er a period of time these two
businesses ha'e mo'ed up the 'alue chain from bicycle parts to hiher technoloy products
http://www.murugappa.com/companies/tube_investment/index.htmhttp://www.murugappa.com/companies/tube_investment/index.htm
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*n >@/ Tube *n'estments of *ndia (T**) was formed by merin T* -ycles of *ndia and Tube
Products of *ndia T* 2iamond -hain was mered with the parent company/ in ?FF4 *n >A?/ the
company saw a potential to le'erae its enineerin skills to address the market for roll formed
metal products ,o a new unit called T* !etal 8ormin was created to reali1e this potentialM to
this day it is reconi1ed as the pioneer in this business
2urin the >Fs T** made many bold ac+uisitions to enhance its presence in its core
businesses The most notable/ was the case of ,ata'ahana chains/ a sick "*8% company that was
turned round to a hihly profitable unit 7ther success stories were the ac+uisition of a Gapanese
Tube plant and a 6erman -hains plant which were re.erected in -hennai to address the rowineport markets # successful 62% issue in >4 increased its financial muscle and accelerated
both ac+uisitions and epansions -apacities were increased in all its units to meet the rowin
customer demands *n the si decades of its eistence/ T** has built sinificant skills in
enineerin and metallury/ which is fully supported by a central %
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BOARD OF DIRECTORS
General Manager (Corporate Affairs)
Service Department
or! Manager
Dep"t# $o!s Manager (Floor Inc%arge)
Bo ' aint Dept Spares Department R* Acco"nts 'Tr"e +al"e Dept,
Service Coor&inator S"pporting Section
Manager Manager
Manager
S"pervisor C"stomer care* Front Office*-o..# ostess* Service M!tg)
S"pervisors Sr, E/ec"tive
Sr, E/ec"tive
Asst , Serv ice A&visorsSenoir E/ec"tives
Asst , S"pervisor Officiers
E/ec"tiveOfficiers
Service A&visorsE/ec"tives
Tec%nicians Asst,Officiers
Asst, Officiers
Tec%nicians
Tec%nicians
Asst Officiers
Tec%niciansOfficers
Tec%nicians
TII Ltd . B+(,d +8 Di,e-t+, M()(.eme)t
M,9 L9 R(mum(, /!anain 2irector)
M,9 (6y() um(, P(u6 /President)
M,9 P9 R(m(-7()d,() /President T* 2iamond -hain *ndia)
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M,9 A,u) A6(.(::() /President T* -ycle)
M,9 9 R9 S,i)i@(*() /,r 5ice President.T* !etal 8ormin)
M,9 A,?u) A)()t7 /,r 5ice President and -87)
M,9 R9 N(t(,(?() /,r 5ice President. -orporate Technoloy -entre)
M,9 N9 P,(*(d /,r 5ice President Q $%)
#9' TII Ltd9 u(6ity F+-u*
T** journey towards ecellence bean with introduction of basic T=! which focuses on
-ustomer/ -ontinuous impro'ement/ Employee in'ol'ement/ Employee empowerment/ and
buildin a learnin orani1ation
The outcomes of the abo'e initiati'es were de'elopment of documented manaement systems
for =uality/ ,$E (,afety $ealth and En'ironment)/ TE* (Total Employee *n'ol'ement)/ and
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related metrics of measures includin that for customer satisfaction and Employee satisfaction
Enaement
2e'elopment of 'ision/ mission/ strateic plans/ Process focus and interation of all the earlier abo'e initiati'es in a robust manner was supported by the introduction of the E8=! !odel for
"usiness Ecellence ,imilarly concept of 7EE/ autonomous maintenance and related matrices
of measures for success are from the TP! introduction
Thouh they were benefited from many of these initiati'es and mo'ed closer to the bench mark
le'els/ the dri'e needs to continue #s an enineerin company/ they belie'e that the need now is
to focus and ecel in !anufacturin 7perations without losin any of the ains we had from
the pre'ious initiati'es
,trenthenin the oranisational structure and alinin them appropriately includin formation
of a new function for !anufacturin Enineerin Technoloy (!ET) are the new initiati'es in
this direction To create more focus for this dri'e/ we ha'e de'eloped a !odel for 7perational
Ecellence/ and launched the same durin ,ept ?F>?
*n this $ouse of Ecellence/ the two pillars represent our commitment to deliht customers by
meetin and eceedin their epectations in terms of =uality/ 2eli'ery and other ser'ices/ and
our intent to partner suppliers 5endors in this process The base steps show our approach to
create shop floor ecellence leadin to 0E#N !anufacturin
#93 C+m:()y P,+8i6e
Tube *n'estments of *ndia 0imited is an *ndia.based company enaed in the production of
bicyclescomponentselectric scooters/ enineerin and metal formed products *t operates in three
sements: -ycles-omponents E ,cooters/ Enineerin and !etal 8ormed Products The
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"icycles-omponentsElectric scooters di'ision of the -ompany consists of bicycles of the standard and
special 'ariety/ includin alloy bikes and specialty performance bikes/ bicycle components sold as spares/
fitness e+uipment and electric scooters The Enineerin di'ision of it consists of cold rolled steel strips
and precision steel tubes/ cold drawn welded tubes (-2W)/ electric resistance welded tubes (E%W) and,tainless ,teel tubes *t has presence in automoti'e and industrial chains/ fine blanked products/ roll.
formed car doorframes and cold rolled formed sections for railway waons < passener coaches
TI Cy-6e* +8 I)di(
# pioneer in the -ycles market/ T* -ycles/ formed in >4/ has constantly come up with new trends in
line with e'ol'in consumer needs T* -ycles; 'ision is “To be the most preferred brand in fitness/
recreation < personal mobility solutions9 *t stri'es to i'e its customers not only a bicycle but a lifetime
eperience
T* -ycles ha'e introduced fun and
entertainin stores across the lenth and
breadth of *ndia The company has been
proacti'e and was first "icycle -ompany to chane the cycle retail landscape/ both in urban and
rural areas With the first urban store in ?FFB/ $ercules is sold in o'er ?FF eclusi'e urban stores
known as L",# $ercules Eclusi'e ,toresL which ha'e re'olutioni1ed the way people buy
bicycles in *ndia These stores are a one.stop premium shop for all $ercules/ ",# < !ontra
products and ha'e a customer friendly ambience which ser'es as a model for other bicycleoutlets in the country *n ?F>F/ the company started “$ercules ",# -ycles9 to pro'ide the urban
retail buyin eperience in smaller towns *n just o'er a year;s time/ there are o'er ?FF of these
rural stores 8or its retail inno'ation/ the company recently recei'ed the certificate of
appreciation for LEcellence in %ural %etailinL at the ET %etail #wards ?F>>
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T* -ycles has plants at -hennai/ Nasik and Noida/ major Warehouses at 6uwahati/ 2urapur/
Patna and -uttack and reional offices/ throuh which it ser'es it nationwide ?@FF plus dealer network -ertified with *,7 FF>:?FFF/ 7,$#, >DFF>.?FFB and *,7 >4FF>.?FF4/ T* -ycles is
a +uality and customer centric orani1ation
",# stands for style/ fun and comfort There are se'eral models caterin to consumer sements
ranin from kids/ ladies and other premium end customers ",# 0adybird/ ",# ,0%/ ",#
-hamp/ ",# !ach are trendsetters and icons in their respecti'e cateories *t sinifies the joy of
cyclin Ecitement and comfort o hand in hand with ",# Today/ ",# is an intrinsic part of
the *ndian family
,ource: ;;;9b*(7e,-u6e*9-+m
our first brand is still as youn as e'er/ sinifyin strenth and passion *t is rued/ robust and is
for the rouh and touh $ercules stands for a uni+ue pride of possession The rane of $ercules
%oadeo and $ercules !T" Turbodri'e has been pioneers in the bicycles cateory caterin to the
youth The rane of $ercules %yders is for urban adults for them to ride towards a healthier/
happier self The $ercules Popular brand of JstandardJ bicycle is a market leader in the sement
http://www.bsahercules.com/http://www.bsahercules.com/
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,ource: ;;;98(-eb++9-+mHe,-u6e*R+(de+
Track and Trail is the ultimate destination for e'erythin in cycles . from the best of international
bicycles and world.class accessories to a network of people with epertise on technoloy/
performance and the intricacies of cyclin 8or mountain/ road and hybrid bikes/ you can choose
from -annondale/ "ianchi or ,chwinn Q world.class brands known for incomparable desins/
superior comfort and ease of ridin We also ha'e an ecitin rane of "!C and !T" cycles
from 6T and !onoose for those who like a bit of ad'enture in their li'es
,ource: ;;;9t,(-()dt,(i69i)
8aster/ lihter and stroner than any cycle e'er created in *ndia/ !ontra brins international
standard carbon frame bike for the first time in *ndia *t is desined and manufactured
ineniously and is a part of the flaship rane of T* cycles under Track and Trail !ontra/
meanin “!y Track9 is the bike that lets you ride our aspirations/ that lets you choose your own
path
http://www.facebook.com/HerculesRoadeohttp://www.trackandtrail.in/http://www.facebook.com/HerculesRoadeohttp://www.trackandtrail.in/
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,ource: ;;;9m+)t,(9i)
#9 BSA MOTORS /Bi,mi).7(m Sm(66 A,m*0
",# !otors is the younest di'ision of T** which made their 'enture into the Electric scooters
sement in ?FFD *t pro'ides the *ndian customers con'enient personal mobility options which
are cost effecti'e and en'ironmentally responsible
",# !otors has the widest product rane in the electric scooter industry specially desined and
de'eloped to suit customer needs of the taret sements like school collee irls < boys and
workin women The models ranes from ?@F Watts and lower end models do not re+uire license
or reistration The ",# !otors plant at Amb(ttu, has the best %@/ Tube *n'estments of *ndia (T**) was
formed by merin T* -ycles of *ndia and Tube Products of *ndia
Today/ TP* is the preferred supplier of precision tubes/ Electric %esistance Welded (E%W) and
-old 2rawn Welded (-2W)/ to major automoti'e companies in *ndia and abroad TP* is *ndiaLs
undisputed market leader in -2W tubes to the automoti'e industry *t has also sinificant market
presence in power plants/ boiler/ tetile machinery/ eneral enineerin *t is the !arket leader inTelescopic 8ront 8ork *nner tubes and -ylinder bore tubes for shock absorber and as sprin
applications/ Propeller shaft tubes for #utomoti'e sement 7ther ,pecialty products include
%ear #le Tubes/ ,ide *mpact "eams/ and Tie %ods/ 2ra links/ $ea'y thick steerin shafts and
$ydraulic -ylinder tubes
http://www.montra.in/http://en.wikipedia.org/wiki/Birmingham_Small_Arms_Companyhttp://www.montra.in/http://en.wikipedia.org/wiki/Birmingham_Small_Arms_Company
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The *nternational "usiness 2i'ision (*"2) was formed to focus on international markets/ earin
TP* to compete with lobal tube manufacturers The most recent addition to TP* is the Tubular
-omponents 2i'ision (T-2)/ which manufactures hih strenth tubular auto components/
pro'idin the ad'antae of weiht reduction/ hiher component efficiency and cost reduction
TP* produces a wide rane of -%-# strips includin special etra deep drawin/ hih tensile/
medium carbon/ hih carbon findin application in industries such as "earins/ #utomobile/
#uto #ncillaries/ white oods/ fine blankin and 6eneral Enineerin
TP* has been supplyin to customers such as "ajaj #uto #ncillaries/ T5, !otors #ncillaries/$ero $onda #ncillaries/ Tata !otors/ Toyota *ndia/ 2elphi/ 6abriel/ Escorts/ and Endurance *ts
success stems from market dri'en/ customer oriented approach coupled with superior process
desin/ short product de'elopment cycle/ deli'erin hih +uality products and efficient customer
ser'ice ensurin total customer satisfactionTP* has interated manufacturin facilities at
-hennai (Two tubes plants and one strips plant at #'adi and one at #mbattur)/ ,hirwal <
!ohaliThese plants conform to international standards and achie'e operational ecellence
throuh TP! TP* has distribution centers across *ndia/ which ensures timely ser'ice to the
customer;s daily re+uirements
TP* has recei'ed *,7.T, >A4 for all plants/ *,7 FF>: ?FFF for all plants/ *,7 >4FF>:?FF4 for
#'adi < *"2 Plants/ ,elf.certification for boiler tubes by the central boiler board TP* is the
Winner of the ,word of honor for outstandin safety performance from the "ritish ,afetycouncil Tubular -omponents 2i'ision (T-2)/ a plant of TP*/ has won ,upplier Performance
#ward ?FFB.?FFD Timely deli'ery/ top notch +uality and ecellent ser'ice ha'e been key for the
di'ision for winnin this award
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Tube I)@e*tme)t Di(m+)d!
T*2- applies a collaborati'e approach with customers in de'elopin new products that pro'ide
'alue to customers 8or this/ T*2- relies on etensi'e in.house %4/ in collaboration with Tube *n'estments of *ndia ltd/ &I The first $ercules bicycle
rolled out in >@>Today/ T* -ycles is the leader in the specials; sement The enery of the
company can be felt nationwide/ thanks to a network of around >/@FF primary dealers and >F/FFF
*e-+)d(,y de(6e,*9
T* -ycles has the capacity to manufacture 4 million cycles a year at 3 plants across *ndia .-hennai in the ,outh/ Nasik in the West and Noida in the North This is supported by 4 1onal
offices and 4 warehouses across the country * -ycles offer consumers a rane of bicycles/ e.
scooters/ fitness e+uipment and infant mobility solutions
C7+6(m()d(6(m MS Ge)e,(6 I)*u,()-e C+m:()y Ltd
-holamandalam !, 6eneral *nsurance -ompany 0td is a Goint 5enture between the &,2 3F3
billion !uruappa 6roup/ one of *ndia;s leadin business conlomerates and !itsui ,umitomo
*nsurance -ompany 0imited/ which is part of the !itsui ,umitomo *nsurance 6roup of Gapan/
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the larest 6eneral *nsurance -ompany in Gapan and @th larest insurance roup lobally
-hola !, offers a wide rane of products that include #ccident/ Enineerin/ $ealth/ 0iability
and !arine/ !otor/ Property/ Tra'el and %ural insurance for indi'iduals/ ,!E;s and the
corporate sector
The company has achie'ed %s BD@ crores 6ross Written Premium (6WP) mark for ?FF.>F
$a'in posted a remarkable rowth of >@K year.on.year/ the company has been one of the
fastest rowin 6eneral *nsurance companies for the pre'ious many +uarters The company has a
network of >FD branches across the country The company offer well.interated operational
capabilities to ensure the smooth performance of deli'ery like stron underwritin/ tie.ups with
lobal reinsurers/ fast.track claims settlement and cash.free settlement for $ealth *nsuranceWith eposure to 'arious industry sectors and ser'ices/ -hola !, is fully e+uipped to pro'ide
world class customer ser'ice such as centrali1ed policy issuance/ renewal manaement throuh
-%! -ell # toll free helpline number accessible ?4 C B and a completely interacti'e and user.
friendly website which makes -hola accessible from anywhere in the world
C7+6(m()d(6(m I)@e*tme)t Fi)()-e C+m:()y Ltd
-holamandalam *n'estment < 8inance -ompany 0imited (-*8-0) was incorporated in >BD as
the financial ser'ices arm of the !uruappa 6roup The -ompany that commenced business as
an e+uipment financin company has now emered as a comprehensi'e financial ser'ices
solution pro'ider that offers 'ehicle finance/ business finance/ home e+uity loans/ stock brokin
and distribution of financial products to its customers The -ompany operates from o'er ?FF
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branches across *ndia with an asset under manaement o'er %sFFF -rores The subsidiaries of
-holamandalam include -holamandalam ,ecurities 0imited (-,ec) and -holamandalam
2istribution 0imited (-2,0) -*8-0 is a subsidiary of T** which holds AF4DK of -*8-0;s
,hare -apital
Sedi*,edis is a leadin manufacturer of *ndustrial and Enineerin -lass -hains in 8rance and
possesses a product rane co'erin the re+uirements of a whole rane of industries includin the
hih rowth infrastructure sector
T7e b,()d “Sedi*” 7(* *t,+). b,()d eKuity ()d t7e -6ie)t 6i*t i)-6ude* )(me* *u-7 (*!
0afare/ -harles 2e 6aulle airport/ "## $eathrow/ !etro net/ -airo !etro/ Ione/ 7tis/
,chindler etc ,edis has a presence in almost >FF countries throuh its 'ast distribution and sales
network *t has two plants in 8rance and a marketin company in the &nited Iindom This
6roup is a subsidiary of T*/ which holds BB>3K ,edis possesses superior technoloy for
manufacture of special and enineerin class chains
#9 C+m:()y P,+du-t*
Fe,ti6i*e,* Pe*ti-ide*
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P6()t(ti+)* Su.(, ()d Bi+P,+du-t*
Nut,(-euti-(6*
Tube Aut+m+bi6e
http://en.wikipedia.org/wiki/Nutraceuticalshttp://en.wikipedia.org/wiki/Nutraceuticals
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Be(,i).* St(m:i).* Aut+ Aut+ A)-i66(,ie*
T,()*mi**i+) C7(i) Fi)e B6()i). C6ut-7
Tube B+i6e,
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> ,elf -ertification for "oiler tubes
? Well Inown Tube !aker -ertification
3 2irect for J&J "end usae
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Bi-y-6e* Tube Ge)e,(6
Met(6 8+,m*
Tube P,+-e**
> "riht 8inished tubes for platin application
? 8ull 8lattenin of tubes
3 $ih ,trenth tubes
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C7(:te, %! Re@ie; +8 Lite,(tu,e
%9$ Re@ie; +8 Lite,(tu,e!
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Rete)ti+) m()(.eme)t 1S T,(diti+)(6 HR (::,+(-7
T,(diti+)(6 HR! ,ystems approach people de'elopment from the perspecti'e of de'elopin
competencies in the orani1ation This can actually be a risk.prone approach/ especially forcompanies operatin in fast e'ol'in industries/ since competencies become redundant with time
and new competencies need to be de'eloped Thus/ o'er time/ the entire approach to
de'elopment of people miht be rendered obsolete callin for rethinkin the entire de'elopment
initiati'e
Rete)ti+) M()(.eme)t! on the other hand focuses on enhancin the potential of people by
de'elopin capacities -apacities are the basic 2N# of an orani1ation and also of indi'idual
potential
D
P+i)t +8 De:(,tu,e
NN(@i.(ti+)
AP+i)t +8 A,,i@(6
%9# R+6e +8 Rete)ti+) M()(.eme)t!
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> Translatin orani1ational 'ision into oals and mappin the re+uired le'el of capacities
and competencies to achie'e oals alinin indi'idual 'alues and 'ision with
orani1ational 'alues and 'ision
? -lear understandin of the 'aried roles within the orani1ation and appreciation of the'alue.addition from self and others leadin to buildin a culture of trust/ sharin and
team orientation
3 #ssessment of talent to profile the le'el of capacities and set of competencies possessed
within the orani1ation Enhancin capacities to learn/ think relate and act throuh
de'elopment initiati'es *ndi'idual rowth to meet and accept 'aried incremental and
transformational roles in an o'erall scenario of acknowleded need for chane
4 6ap analysis and identification of de'elopment path helpin indi'iduals reali1e their full
potential throuh learnin < de'elopment
%9% U)de,*t()di). T(6e)t
The idea of de'elopin talent is not a new concept in any business *n fact e'ery successful
company that has Lstood the test of timeL has done so/ because of their ability to attract/ retain and
et the best out of their talent
This has emered/ not because companies ha'e forotten about talent/ or allowed it drop off of
the radar but/ because in some fundamental ways/ the talent has chaned We ha'e a new kind of
youn person enterin the business world/ with a 'ery different world 'iew/ set of 'alues/
priorities and oals
F+-u* $! Att,(-ti). ()d ,e-,uiti). T(6e)t!
*n order to effecti'ely attract and recruit talented employees
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> We need to understand what talent is lookin for in a career2. $ow they will 'iew your business in terms of fittin in with their needs
"y eaminin this throuh the perspecti'es of the different enerations/ we are able to look at
their attitudes to work:
• what kind of career/ orani1ation and benefits they are lookin for
• What kind of techni+ues will ensure that your recruitment process is successful in each
enerational contetR
T7i* 8+-u* u)it 6++* (t t7e 8+66+;i).!
• #ttitudes to work
• -areer oals
• 5iews on orani1ations and how they are currently run
• What benefits each eneration is lookin for
• Techni+ues to attract the different enerations: what will make your orani1ation stand
outR
• Techni+ues to recruit the different enerations: how should the job offer be presentedR
F+-u* #! Ret(i)i). ()d de@e6+:i). T(6e)t
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*n order to retain and de'elop talent we need to understand what the enerations are lookin in a
future career and in an orani1ation 7ur approach to each one of our employees needs to be
altered to fit indi'idual oals and personal needs
T7i* 8+-u* u)it 6++* (t t7e 8+66+;i).!
• Work ethics and 'alues
• -areer plannin
• Work en'ironments and culture
• "enefits and reward systems
• Ways of moti'atin
F+-u* %! M()(.i). T(6e)t
I) de:t7* 6++!
• $ow the enerations internali1e authority will enable us to adjust our manaement style
to fit in with what they are
• We are able to look at the attitudes of the different enerations to the leadership and
manaementM
• What kind of manaement approaches will ensure that you ain maimum loyalty/
producti'ity and job satisfaction from each of your employeesR
T7i* 8+-u* u)it 6++* (t t7e 8+66+;i).!
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• #ttitudes to authority
• !anaement styles for the different enerations includin conflict manaement
• 0eadership styles used by the different enerations
• ,pecific techni+ues to help you manae different enerations includin communication
and feedback preferences
• -oachin and mentorin preferences includin
• The role of coach
• The coachin process
• $ow to plan for and create con'ersations
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C7(:te, 4! D(t( A)(6y*i* ()d I)te,:,et(ti+)
49$ I)t,+du-ti+) +8 D(t( A)(6y*i*9
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The word #nalysis means the process of breakin down a -omple set of facts into simple element while
*nterpretation stands for the eplanations which analy1ed the statements and also make out or brin out
the meanin of creati'e work
#nalysis and *nterpretation are done accordin to department wise and accordin to +uestionnaire This
analysis and *nterpretation will definitely help to the company for the future strateies 8ollowin are the
analysis and *nterpretation of the results
These all analysis is imainin for eneral company *t is 'ery necessary to understand the psycholoical
tendency of employee "ecause it is a +uietly subjecti'e so it will slihtly de'iate the opinion of the
employee
The researched has done his study in the followin departments en'isaed below There are >FF
employees in each department Total employees are @FF
,upply chain and loistics support
Production7perations
Packin and dispatch
%esearch and 2e'elopment
8inance#ccounts
Rete)ti+) ue*ti+))(i,e*!
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TABLE $! SHO=ING GENDER
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
!ale BD BD
8emale ?? 3?
TOTAL $"" $""
CHART SHO=ING GENDER
0
10
20
30
40
50
60
70
80
Male Female
I)8e,e)-e
8rom the abo'e table it is inferred that BDK of the respondents are male/ ??K of the respondents
8emale
TABLE #! SHO=ING AGE
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A.e Numbe, +8 Re*:+)de)t* T+t(6
?F.3F year;s ?3 ?3
3>.4F year;s @A @A
4>.@F years >@ >@
#bo'e @F years A A
TOTAL $"" $""
CHART SHO=ING AGE
2 0 - 3 0 y e a r ’ s
3 1 - 4 0 y e a r ’ s
4 1 - 5 0 y e a r s
A b o v e 5
0 y e a r s
0
10
20
30
40
50
60
I)8e,e)-e
8rom the abo'e table it is inferred that ?3K of the respondents are ?F.3F aed persons/
@AK of the respondents are 3>.4F aed persons/ >@K of the respondents are 4>.@F aed personsand AK of the respondents are abo'e @F aed persons
TABLE %! SHO=ING DESIGNATION
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P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
Gunior eecuti'e 4D 4D
7perator ?> ?>
!anaer 3> 3>
TOTAL $"" $""
CHART SHO=ING DESIGNATION
J u n i o r
e x e c u t i v e
O p e r a
t o r
M a n a g e r a n d
a b o v e
0
10
20
30
40
50
60
I)8e,e)-e
8rom the abo'e table it is inferred that 4DK of the respondents are junior eecuti'e/ ?>K of the
respondents are 7perator/ and 3>K of the respondents are !anaer
TABLE 4! SHO=ING THE EDUCATIONAL UALIFICATION OF THE EMPLOYEES
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u(6i8i-(ti+) Numbe, +8 Em:6+yee* T+t(6
&6 AF AF
P6 ?F ?F
2iploma >F >F
$,- >F >FTOTAL $"" $""
CHART SHO=ING THE EDUCATIONAL UALIFICATION OF THE EMPLOYEES
!
# !
$ i p % o & a '
( )0
10
20
30
40
50
60
*0
I)8e,e)-e
8rom the abo'e table it is inferred that AFK of the respondents are &6/ ?FK of the respondents
are P6/ >FK of the respondents are diploma/ and >FK of the respondents are $,-
TABLE '! SHO=ING THE E>PRIENCE OF THE EMPLOYEES
P(,ti-u6(,* Numbe, +8 Em:6+yee* Pe,-e)t(.e
"elow @Hrs @@ @@
A.>F yrs >@ >@
>>.>@ yrs >F >F
>A.?Fyrs >@ >@
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#bo'e ?F Hrs
@ @
TOTAL $"" $""
CHART SHO=ING THE E>PRIENCE OF THE EMPLOYEES
+e%o, 5rs 6-10 yrs 11-15 yrs 16-20yrs
0
10
20
30
40
50
60
I)8e,e)-e
8rom the abo'e table it is inferred that @@K of the respondents are below @yrs/ >@K of
the respondents are A.>Fyrs/ >FK of the respondents are >>.>@yrs/ >@K of the respondents are
>A.?Fyrs and @K of the respondents are abo'e ?Fyrs
TABLE 3! SHO=ING THE MARITAL STATUS
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
!arried 44 44
,inle
@A @A
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TOTAL $"" $""
CHART SHO=ING MARITAL STATUS
Married (ing%e .O.A/0
20
40
60
0
100
120
44
56
100
Chart Title
u&ber o
espondents
.ota%
I)8e,e)-e
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8rom the abo'e table it is inferred that 44K of the respondents !arried and @AK of the
respondents are &nmarried
TABLE ! SHO=ING THE MONTHLY INCOME
A))u(6 i)-+me
R*
Numbe, +8 Re*:+)de)t* T+t(6
"elow >FFFF @4 @4
>FFFF.?FFFF >@ >@
?FFFF.3FFFF >A >A
#bo'e 3FFFF >@ >@TOTAL $"" $""
CHART SHO=ING MONTHLY INCOME
+ e % o , 1 0 0 0 0
1 0 0 0 0 - 2 0 0 0 0
2 0 0 0 0 - 3 0 0 0 0
A b o v
e 3 0 0 0 0
0
10
20
30
40
50
60
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I)8e,e)-e! 8rom the abo'e table it is inferred that @4K of the respondents are below >FFFF/ >@K
of the respondents are >FFFF.?FFFF/ >AK of the respondents are ?FFFF.3FFFF/ and >@K of the
respondents are abo'e 3FFFF
TABLE ! SHO=ING THE RECRUITMENTS
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
-ampus %ecruitment @4 @4
-onsultancy >@ >@
2irect %ecruitment >A >A
%eference >@ >@
TOTAL $"" $""
CHART SHO=ING RECRUITMENTS
) a & p u s e c r
u i t & e
n t
) o n s u % t a n c y
$ i r e c t e c r
u i t & e n t
e e r e n c e
0
10
20
30
40
50
60
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I)8e,e)-e! 8rom the abo'e table it is inferred that @4K of the respondents are -ampus
%ecruitment/ >@K of the respondents are -onsultancy/ >AK of the respondents are 2irect
%ecruitment/ and >@K of the respondents are %eference
TABLE &! BELO= SHO=S THE JOB SECURITY OF THE EMPLOYEES
RE=ARDS
ACHIE1EMENT
NUMBER OF
EMPLOYEES
PERCENTAGE
Hes 4 4
No A A
TOTAL $"" $""
GRAPH BELO= SHO=S THE JOB SECURITY OF THE EMPLOYEES
PERCENTAGE OF JOB SECURITY OF THE EMPLOYEES
-es
o
I)8e,e)-e
8rom the abo'e table it is inferred that 4K of the respondents are Hes/ and 3K of the
respondents are No
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TABLE $"! SHO=ING THE DIRECT BENEFITS
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
0ea'e Encashment ?D ?D
$oliday pay benefits >? >?
5ocation pay benefits ?@ ?@
Worker;s compensation benefits >3 >3
0ife *nsurance benefits ?? ??
TOTAL $"" $""
CHART SHO=ING DIRECT BENEFITS
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0
5
10
15
20
25
30
3540
45
50
Leave Encashment Holida !a "ene#ts
$ocation !a "ene#ts %or&er's com!ensation "ene#ts
Li(e )ns*rance "ene#ts
I)8e,e)-e! F,+m the abo'e table it is inferred that ?DK of the respondents are 0ea'e
Encashment/ >?K of the respondents are $oliday pay benefits/ ?@K of the respondents are
5ocation pay benefits/ >3K of the respondents are Worker;s compensation benefits and ??K of
the respondents are 0ife *nsurance benefits
TABLE $$! SHO=ING THE INDIRECT BENEFITS
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
8leible timins 4D 4D
$oliday homes >? >?
$ospitali1ation ?4 ?4
Workplace 8leibility >A >A
TOTAL $"" $""
CHART SHO=ING INDIRECT BENEFITS
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% e x i b % e t i & i n g
s
' o % i d a y
o & e s
' o s p i t a % i 6 a t i o n
7 o r 8 p % a c
e % e x i b i % i t y
. O . A /
4
12 24 16
100
4
12 24 16
100
Chart Title
u&ber o espondents .ota%
I)8e,e)-e
8rom the abo'e table it is inferred that 4DK of the respondents are 8leible timins/ >?K of the
respondents are $oliday homes/ ?4K of the respondents are $ospitali1ation/ and >AK of the
respondents are 7'ertime
TABLE $#! SHO=ING THE REGULAR LEARNING PROGRAM OFFERED
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
Hes AD AD
No 3? 3?
TOTAL $"" $""
CHART SHO=ING REGULAR LEARNING PROGRAM OFFERED
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0
10
20
30
40
50
60
70
80
+es ,o
I)8e,e)-e
8rom the abo'e table it is inferred that ADK of the respondents are Hes/ and 3?K of the
respondents are No
TABLE $%! SHO=ING THE TRAINING PROGRAM
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
,tronly #ree 4? 4?
#ree >> >>
Neutral 4> 4>
2isaree 4 4
,tronly disaree ? ?
TOTAL $"" $""
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CHART SHO=ING TRAINING PROGRAM
0
5
10
1520
25
30
35
40
45
-tron.l /.ree /.ree ,e*tral isa.ree
-tron.l disa.ree
I)8e,e)-e
8rom the abo'e table it is inferred that 4?K of the respondents are stronly aree/ >>K of the respondents are #ree/ 4>K of the respondents are Neutral/4K of the respondents are
disaree and ?K of the respondents are stronly disaree
TABLE $4! SHO=ING THE REGULAR APPRAISALS
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
Hes B B
No ?> ?>
TOTAL $"" $""
CHART SHO=ING REGULAR APPRAISALS
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e s o
0
10
20
30
40
50
60
*0
0
90
I)8e,e)-e
8rom the abo'e table it is inferred that BK of the respondents are Hes/ and ?>K of the
respondents are No
TABLE $'! SHO=ING THE INTERNAL COMMUNICATION IN MURUGAPPA
GROUP OF COMPANY
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
6ood A4 A4
Needs impro'ement ?3 ?3
Not bad >3 >3
TOTAL $"" $""
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CHART SHO=ING INTERNAL COMMUNICATION IN MURUGAPPA GROUP OF
COMPANY
! o o d
e e d s i & p r o v e & e n t
o t b a d
0
10
20
30
40
50
60
*0
I)8e,e)-e
8rom the abo'e table it is inferred that A4K of the respondents are ood/ ?3K of the respondents
are Needs impro'ement and >3K of the respondents are not bad
TABLE $3! SHO=ING THE GOOD RESPONSE FOR 1OCATIONAL TALENT
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
,tronly aree 3> 3>
#ree ?> ?>
Neutral 4F 4F
2isaree @ @
,tronly disaree 3 3
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TOTAL $"" $""
CHART SHO=ING GOOD RESPONSE FOR 1OCATIONAL TALENT
0
5
10
15
20
25
30
35
40
-tron.l a.ree /.ree ,e*tral isa.ree
-tron.l disa.ree
I)8e,e)-e : 8rom the abo'e table it is inferred that 3>K of the respondents are stronly aree/
?>K of the respondents are #ree/ 4FK of the respondents are Neutral/@K of the respondents are
disaree and 3K of the respondents are stronly disaree
TABLE $! SHO=ING THE TALENT OF EMPLOYEE AFTER JOINED IN TO THE
COMPANY
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
6ood 4> 4>
Ecellent 3F 3F No impro'ement ?@ ?@
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CHART SHO=ING TALENT RETENTION =ORSHOP
!ood eed ;&prove&ent .ota%0
20
40
60
0
100
120
Chart Title
u&ber o
espondents
.ota%
I)8e,e)-e
8rom the abo'e table it is inferred that 4AK of the respondents are ood/ @4K of the respondentsare Needs impro'ement
TABLE $&! SHO=ING FEEDBAC MECHANISM IN ORGANIATION
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
6ood 3D 3D
*ndifferent ?4 ?4
Needs *mpro'ement ?F ?F
Needs a lot impro'ement >D >D
Total >FF >FF
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CHART SHO=ING FEEDBAC MECHANISM IN ORGANIATION
! o o d
e e d s ; & p r o v e
& e n t
. o t a %
0
20
40
60
0
100
120
u&ber o
espondents
.ota%
I)8e,e)-e
8rom the abo'e table it is inferred that 3DK of the respondents are ood/ ?4K of the respondents
are indifferent/ ?FK of the respondents are Needs impro'ement/ and >DK of the respondents are
needs a lot impro'ement
TABLE #"! SHO=ING SATISFIES AN EMPLOYEE IN AN ORGANIATION
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
,alary >D >D
2esination ?F ?F
"enefits >? >?
Psycholoical need
satisfaction
?D ?D
Trainin 6i'en >F >F
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Employer relation >? >?
T+t(6 $"" $""
CHART SHO=ING SATISFIES AN EMPLOYEE IN AN ORGANIATION
( a % a r y
+ e n e ?K of the respondents are Employer relation
TABLE #$! SHO=ING NEEDS TO BE IMPRO1ED IN ORGANIATION
P(,ti-u6(,* Numbe, +8 Re*:+)de)t* T+t(6
Work -ulture ?3 ?3
"enefits ?B ?B
-ommunication ?F ?F
8eedback !echanism 3F 3F
T+t(6 $"" $""
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CHART SHO=ING NEEDS TO BE IMPRO1ED IN ORGANIATION
7 o r 8 ) u % t u r e
+ e n e
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C7(,t *7+;i). Em:6+yee* :e,8+,m()-e (8te, Im:6eme)ti). T(6e)t M()(.eme)t I)iti(ti@e*
#urcase inance#roduction = $ $ispatc .ota%0
50
100
150
200
250
300
350
400
Chart Title
!ood
+ad
I)8e,e)-e! *n abo'e both diaram we can compare performance of all department/ before
implementin concept of %etention !anaement and after implementin concept of %etention
!anaement We can obser'e that/ performance of all departments is increase afterimplementin %etention !anaement concept
49# Pe,8+,m()-e (::,(i*(6* (* ( t++6 8+, Rete)ti+)!
* Performance appraisal is a method of e'aluatin the beha'ior of employees in the work spot/
normally includin both the +uantitati'e and +ualitati'e aspects of job performance Performance
here refers to the deree of accomplishment of the tasks that make up an indi'iduals job *t
indicates how well an indi'idual is fulfillin the job demands 7ften the term is confused with
effort/ but performance is always measured in terms of results and not efforts
II9 Need +8 Pe,8+,m()-e A::,(i*(6!
Performance appraisal is needed in order to:
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• Pro'ides information about the performance ranks/ basin on which decision reardin salary
fiation/ confirmation/ promotion/ transfer and demotion are taken
• Pro'ide feedback information about the le'el of achie'ement and beha'ior of subordinate This
information helps to re'iew the performance of the subordinate/ rectifyin performance
deficiencies and to set new standards of work/ if necessary
• Pro'ide information/ which helps to counsel the subordinate
• Pro'ide information to dianose deficiency in employee reardin skill/ knowlede/ determine
trainin and de'elopmental needs and to prescribe the means for employee rowth pro'ides
information for correctin placement
• To pre'ent rie'ances and in disciplinary acti'ities
Pu,:+*e
Performance appraisal aims at attainin the different purpose They are:
• To create and maintain a satisfactory le'el of performance
• To contribute to the employee rowth and de'elopment throuh trainin self and manaement
de'elopment prorams
• To help the superiors to ha'e a proper understandin about their subordinates
• To uide the job chanes with the help to continuous rankin
• To facilitate fair and e+uitable compensation based on performance
Met7+d* +8 Pe,8+,m()-e A::,(i*(6!
The methods of performance #ppraisal are basically classified as Traditional !ethods/ !odern !ethods
and result Q 7riented #ppraisal: .
The Traditional !ethods consists of 6raphic %atin ,cales/ %ankin !ethod/ Paired comparison
!ethod/ 8orced 2istribution !ethod/ -hecklist method/ #PP%#*,#0/ 6roup #ppraisal and confidential
%eport
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!odern !ethods of e'aluatin performance appraisal are "eha'iorally #nchored %atin ,cales
("#%,);/ "7,/ #ssessment -enter;/ $uman %esource #ccountin;/ !anaement by objecti'es;/
Psycholoy #ppraisal;
U*e* +8 Pe,8+,m()-e A::,(i*(6*:.
Pe,8+,m()-e Im:,+@eme)t! Performance feedback allows the employee/ manaer/ and personnel
specialists to inter'ene with appropriate actions to impro'e performance
P6(-eme)t De-i*i+)*! Promotions/ transfers/ and demotions are usually based on past or anticipated
performance 7ften promotions are a reward for past performance
T,(i)i). ()d De@e6+:me)tM Poor performance may indicate the need for retrainin 0ikewise/ ood
performance may indicate untapped potential that should be de'eloped
C(,ee, P6())i). ()d De@e6+:me)t: Performance feedback uides career decisions about specific career
paths one should in'estiate
St(88i). P,+-e** De8i-ie)-ie*! 6ood and "ad performance implies strenth or weakness in the personnel
departments staffin procedures
T,(diti+)(6 ()d m+de,) Met7+d* +8 Pe,8+,m()-e A::,(i*(6
METHODS OF PERFORMANCE APPRAISAL
T,(diti+)(6 met7+d* M+de,) Met7+d*
>) 6raphic ratin scales >) "eha'iorally anchored ratin scales
?) %ankin !ethod ?) #ssessment centers2e'elopment centers
3) Paired comparison method 3) $uman #sset accountin method
4) 8orced distribution method 4) !anaement by 7bjecti'es method
@) -hecklist methods @) 3AFS 8eedback
A) Essay from appraisal
B) 6roup appraisal
D) -onfidential reports
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49% Le(,)i). ()d De@e6+:me)t - =7(t it me()* t+ Rete)ti+)
I)t,+du-ti+)
#fter an employee selected/ placed and introduced her or she must be pro'ided with trainin facilitiesTrainin is the act of increasin the knowlede and skills of an employee for doin a particular job
Trainin is a short.term educational process and utili1in a systematic and orani1ed procedure by which
employees learn technical knowlede and skills for a definite purpose 2ale , "each 2efine trainin/
“The orani1ed procedure by which people learn knowlede andor skill for a definite purpose9 *n other
words trainin impro'es/ chanes/ moulds the employee;s knowlede/ skill/ beha'ior/ aptitude/ and
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attitude towards the re+uirements of the job and orani1ation Trainin refers to the teachin and learnin
acti'ity carried on for the primary purpose of helpin members on an orani1ation/ to ac+uire and apply
the knowlede/ skills/ abilities and attitudes needed by a particular job and orani1ation
Be)e8it* +8 t,(i)i). 8+, +,.()i(ti+)
• 0ead to pro'e profitability andor more positi'e attitudes towards profit orientation
• *mpro'es the job knowlede and skills at all le'el of the orani1ation
• *mpro'es the morale of workforce
• $elps people identify with orani1ational oal
• $elps create a better corporate imae
• #ids in orani1ational de'elopment
• 0earns from the trainee
• $elps to prepare uideline for work
• 7rani1ation ets more effecti'e decision makin and problem sol'in
• *t helps to impro'e labor.manaement relations
Be)e8it* t+ t7e i)di@idu(6 ;7i-7 i) tu,) u6tim(te6y *7+u6d be)e8it t7e +,.()i(ti+)
$elps the indi'idual in makin better decisions and effecti'e problem sol'in
Throuh trainin and de'elopment/ moti'ational 'ariables of achie'ement/ rowth/
responsibilities and ad'ancement are internali1ed and operationised
*t helps to an indi'idual to handle stress tension or conflicts
*t pro'ides information to impro'e leadership knowlede
2e'elops a sance of rowth in learnin
*mpro'es morale
*mpro'es impersonal skills
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Te-7)+6+.i-(6 (d@()-e*!
E'ery orani1ation in order to sur'i'e and to be effecti'e should adopt the latest technoloy/ ie
mechani1ation/ computeri1ation/ automation #doption of the latest technoloy means and methods will
not be complete until they are manned by employees possessin skill to operate them ,o/ orani1ation
should train the employee to enrich them in the areas of chanin technical skills and knowlede from
time to time
Hum() ,e6(ti+)*!
Trends in approach towards personel manaement ha'e chane from the commodity approach to
partnership approach/ crossin the human relations approach ,o/ today/ manaement of most of the
orani1ation has to maintain human relations besides maintainin sound industrial relations althouh
hitherto the manaers are not accustomed to deal with workers accordinly ,o/ trainin in human
relations is necessary to deal with human problems and to maintain human relations
Met7+d* +8 T,(i)i).
The most widely used methods of trainin used by orani1ations are classified into two cateories: 7n.
the.Gob Trainin < 7ff.the.Gob Trainin
ONTHEJOB TRAINING
*t;s i'en at the work place by superior in relati'ely short period of time This type of trainin is
cheaper < less time.consumin This trainin can be impacted by basically four methods: .
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J+b R+t(ti+)!
*n this method/ the trainees mo'e from one job to another/ so that heshe should be able to perform
all types of jobs E *n bankin industry/ employees are trained for both back.end < front.end jobs *n
case of emerency/ (absenteeism or resination)/ any employee would be able to perform any type of job
OFF THE JOB TRAINING!
Le-tu,e*C+)8e,e)-e*!
This approach is well adapted to con'ey specific information/ rules/ procedures or methods This method
is useful/ where the information is to be shared amon a lare number of trainees The cost per trainee is
low in this method
Fi6m*!
*t can pro'ide information < eplicitly demonstrate skills that are not easily presented by other
techni+ues !otion pictures are often used in conjunction with -onference/ discussions to clarify <
amplify those points that the film emphasi1ed
Simu6(ti+) Ee,-i*e! #ny trainin acti'ity that eplicitly places the trainee in an artificial en'ironment that closely mirrors
actual workin conditions can be considered a ,imulation ,imulation acti'ities include case eperiences/
eperiential eercises/ 'estibule trainin/ manaement ames < role.play
C(*e*!
Present an in depth description of a particular problem an employee miht encounter on the job The
employee attempts to find and analy1e the problem/ e'aluate alternati'e courses of action < decide what
course of action would be most satisfactory
1e*tibu6e T,(i)i).: .
Employees learn their jobs on the e+uipment they will be usin/ but the trainin is conducted away
from the actual work floor While epensi'e/ 5estibule trainin allows employees to et a full feel for
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doin task without real world pressures #dditionally/ it minimi1es the problem of transferrin learnin to
the job
Se(,-7 8+, I)te,)(6 +, Ete,)(6 t,(i)e,!
I)te,)(6 T,(i)e,! #fter assessment of need of trainin/ they search for a trainer in theirs company
who can train there employee They search trainer amon their employees
Ete,)(6 t,(i)e,! *f they didn;t find internal trainer then they o for Eternal trainer They try to find
eternal professional trainer from their personnel contact/ by i'in ad'ertisement in news paper etc
De*i.) :,+.,(m 8+, t,(i)i).! $% manaer or head of the department present there need to trainer
They assess type of trainin and desin trainin proram by the help of trainer within the budet
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C7(:te, '! Fi)di).*5 Su..e*ti+) ()d
C+)-6u*i+)*
FINDINGS
8rom the abo'e sur'ey conducted it is inferred that BDK of the respondents are male/
??K of the respondents 8emale ?3K of the respondents are ?F.3F aed persons/ @AK of the respondents are 3>.4F aed
persons/ >@K of the respondents are 4>.@F aed persons and AK of the respondents are
abo'e @F aed persons 4DK of the respondents are junior eecuti'e/ ?>K of the respondents are 7perator/ and
3>K of the respondents are !anaer
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AFK of the respondents are &6/ ?FK of the respondents are P6/ >FK of the respondents
are diploma/ and >FK of the respondents are $,- @@K of the respondents are below @yrs/ >@K of the respondents are A.>Fyrs/ >FK of the
respondents are >>.>@yrs/ >@K of the respondents are >A.?Fyrs and @K of therespondents are abo'e ?Fyrs
44K of the respondents !arried and @AK of the respondents are &nmarried
@4K of the respondents are below >FFFF/ >@K of the respondents are >FFFF.?FFFF/ >AK
of the respondents are ?FFFF.3FFFF/ and >@K of the respondents are abo'e 3FFFF @4K of the respondents are -ampus %ecruitment/ >@K of the respondents are
-onsultancy/ >AK of the respondents are 2irect %ecruitment/ and >@K of the respondents
are %eference
4K of the respondents are Hes/ and 3K of the respondents are No
?DK of the respondents are 0ea'e Encashment/ >?K of the respondents are $oliday pay
benefits/ ?@K of the respondents are 5ocation pay benefits/ >3K of the respondents are
Worker;s compensation benefits and ??K of the respondents are 0ife *nsurance benefits 4DK of the respondents are 8leible timins/ >?K of the respondents are $oliday homes/
?4K of the respondents are $ospitali1ation/ and >AK of the respondents are 7'ertime 4?K of the respondents are stronly aree/ >>K of the respondents are #ree/ 4>K of the
respondents are Neutral/4K of the respondents are disaree and ?K of the respondents
are stronly disaree
3>K of the respondents are stronly aree/ ?>K of the respondents are #ree/ 4FK of the
respondents are Neutral/@K of the respondents are disaree and 3K of the respondents
are stronly disaree >DK of the respondents are ,alary/ ?FK of the respondents are "enefits/ ?4K of the
respondents are Needs *ncenti'es/ and 3DK of the respondents are Position >DK of the respondents are ,alary/ ?FK of the respondents are 2esination/ >?K of the
respondents are "enefits/ and ?DK of the respondents are Psycholoical need
satisfaction>FK of the respondents are Trainin 6i'en and >?K of the respondents are
Employer relation ?3K of the respondents are ,alary/ ?BK of the respondents are 2esination/ ?FK of the
respondents are "enefits/ and 3FK of the respondents are 8eedback !echanism
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Su..e*ti+) ()d Re-+mme)d(ti+)!
$% 2epartment should interact and epose inbound employee
Perform 'arious task to moti'ate employee for work/ because 'arious employee cannot work with
moti'ation they just do it/ because orani1ation pay for them
!ost of respondent feel that they are well taken care by their employer but still should ha'e
reular meetin with employees and ask about their feedback
New trainin session should be there to update employee;s skills
E+ual promotion opportunity should be i'en at correct inter'al
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C+)-6u*i+)!
%etainin %etention !anaement for the $% -ommunity is an opportunity for $% professionals to
de'elop in their areas of epertise and in their careers # stron $% -ommunity helps create a stron
public ser'ice The oal of %etention !anaement is to better understand our people in the $%
-ommunity so we can support professional and career de'