project report minda hrd

PROJECT REPORT

ON

“STRATEGIES FOR IMPROVING HRD ACTIVITIES”

IN

“MINDA INDUSTRIES LTD., MANESAR (GURGAON)”

Submitted in Partial Fulfillment of the Requirement of the

Award of Degree of

MASTER OF BUSINESS ADMINISTRATION

Session: 2008-2010

DECLARATION

I, hereby declare that the Project Report entitled “Strategies for improving HRD activites at Minda

Industries Ltd. ” is an original work and the same has not been submitted to any other Institute for

award of any degree. The project report was presented to the supervisor on

The feasible suggestions have been duly incorporated in consultation with the supervisor of the project.

Countersigned

Signature of the supervisor Signature of the Candidate

Forwarded by:-

Director/Principal of the Institute

TABLE OF CONTENTS

i. DECLARATION

ii. ACKNOWLEGEMENT

iii. PREFACE

iv. LIST OF FIGURES

v. LIST OF TABLES

CHAPTER No. PAGE No.

1. INTRODUCTION 1-39

1.1 INTRODUCTION OF THE STUDY 1-2

1.2 SIGNIFICANCE OF STUDY 3

1.3 CONCEPT OF THE STUDY 4-9

1.4 OBJECTIVES OF THE STUDY 10

1.5 SCOPE OF THE STUDY 11

1.6 STRATEGIC MODEL 12-13

1.7 FUNCTIONS OF HRD 14-33

1.8 RESEARCH METHODOLOGY 34-38

2. LITERATURE REVIEW 39-40

3. THE ORGANIZATION 41-58

4. DATA ANALYSIS AND INTERPRETATION 59-71

5. FINDINGS OF THE STUDY 72-73

6. CONCLUSIONS AND SUGGESTIONS 74-76

6.1 SUGGESTIONS 74

6.2 LIMITATIONS 75

6.3 CONCLUSION 76

7. BIBLIOGRAPHY

8. ANNEXURE

LIST OF FIGURES

Fig. No. Description Page No.

Fig (1) STRATEGIC MODEL OF HRD

13

Fig (2) PERFORMANCE MANAGEMENT

SYSTEM

16

Fig (3) COMPETENCY DEVELOPMENT PLAN

18

Fig (4) CAREER MANAGEMENT TECHNIQUES FOR HR

ISSUES.

21

Fig (5)

ORGANISATION

DEVELOPMENT PROCESS

26

Fig (6)

STRATEGIES FOR T&D

31

Fig (7) GROWTH OF MINDA

47

Fig (8) Data Analysis 59


ACKNOWLEDGEMENT

I wish to express my appreciate to all those with whom I worked and whose thoughts and inspection

contributed towards the completion of this project.

I am overwhelmed to avail this rare opportunity to convey my profound sense of gratitude to Mr. Atul

Dadhich, [Manager- HRM] who provided me valuable guidance, constant encouragement and strong

inspiration in preparing this project report.

It is a great pleasure to acknowledge my dept and profound gratitude to my Project Guide Ms. Manju

Punia, [Asst. Manager- HRM] for her persistent encouragement and debonair discussion throughout the

study, despite of the hectic schedule. Her constructive criticism and valuable suggestions throughout the

entire project leads this project to a meaningful conclusion.

I also take the opportunity to express my thanks to various executives & staff members of Minda

Industries, Manesar , for providing me necessary information, guidance and moral support during my

study & enabled me to successfully complete this project.

I will fail in my duties, if I don’t convey my sincere thanks to Kurukshetra University, whose Mater of

Business Administration programme made it possible for us to get HR exposure in our professional

education.

I am also very grateful to my Lect. for their valuable support and guidance.

Last but not least I would like to thanks to my parents and friends who gave me valuable co-operation

for completion of this project.

(Sherry)

PREFACE

Theoretical knowledge as well as practical exposure is necessary in a professional degree. Research

project help us to get familiar with real environment of business. The research project and title

“Strategies for improving HRD activities” is an original work. I have done this study in “Minda Industries

Ltd., Manesar (Gurgaon)”.

Human Resource Development activities i.e. training and development, career development,

organization development, performance appraisal, coaching etc are mainly concerned for upgrading and

developing the employee performance and make them fit for the organization.

In Minda Industry, HR department is concerned with improving employee by regular monitoring

their performance and following different strategies. HRD provides various development training as per

needs of the employees so that they can perform their job more efficiently through various indoor and

outdoor activities for achieving the short term and long term objectives of the firm.

For this project I have prepared some questionnaires and forms, which are attached in the

ANNEXURE, will tell us about existing procedures for various HRD activities and what kind of expectation

the employees have from HR department. I have gives few suggestions for improving and making HRD

activities more effective.

Through continuous monitoring and coaching the employee can be well guided for improving

their performance. Alteration in the organization structure can be done by making the organization the

decentralized one and changes in technology can be brought by training employees the new technology

required for the job.

INTRODUCTION TO THE STUDY

The project title “strategies for improving HRD activities” is self explanatory. Strategies means action

plan for the future after analyzing all the HUMAN RESOURCE DEVELOPMENT activities i.e. training and

development, organization development, career development , performance management system,

coaching, mentoring etc.

• HRD activities are revenue enhancer in the organization not revenue user.

• HRD is responsible all overall performance of the organization by upgrading the employees.

• Training constitutes a basic concept in human resource development.

Human resource development is a series of organized activities, conducted within a specified

time and designed to produce behavioral change.

The purpose of introducing and implementing HRD strategies in an organization is to develop

employee to meet higher levels of performance in the modern fast changing competitive world

HRD strategies contribute to winning employees commitment, motivation and devotion in

creating a self disciplined workforce and responsive organization.

HRD is based on the two assumptions:

� HRD makes sense only when it contributes towards business improvement and business

excellence.

� HRD also strongly believe that good people and good culture make good organizations.

HRD means building:

� Competency in people

� Commitment in people

� Culture in the organization

� HRD function is to build competencies in each and every individual working in an

organization. Competencies are to be built and multiplied in roles and individuals.

� HRD means building commitment in people. Competencies will not make sense without

commitment. Think of an organization where all the employees are competent but not willing to

put into use their competencies. Hence, competencies without commitment will not contribute

towards effectiveness.

HRD can be defined as the branch of human resources management function that

endeavors to build competencies, commitment and a learning culture in organizations with

the purpose of bringing in competitive advantages to achieve business excellence in all its

operation.

For developing strategies HR department must be thorough with the company’s HR

policies, vision, mission, objectives.

SIGNIFICANCE OF THE STUDY

In today era, human beings are a resource to the organization as it is truly said “People are

organizations most important assets” in today’s competitive global environment.

It is necessary for the organization to continuously improve the performance of employee & developed

them through various HRD activities.

Today it is necessary to integrate HR to business vision & mission & achieve business excellence.

This project hope will be beneficial to both the organization & individual. By implementing HRD activities

effectively & efficiently the organization can achieve their goals.

As employees are investment to the company so it is necessary to manage & develop them from first

day. So that their goals can be aligned with the organizational goals.

Through effective HRD activities organization develop their employees as well as achieve long term

target.

CONCEPTS OF THE STUDY

DEFINITION:-

• The identification of needed skills and active management of learning for the long range future

in relation to explicit corporate and business strategy.

• Strategic HRD involves introducing, eliminating, modifying, directing and guiding processes in

such a way that all individuals and teams are equipped with the skills, knowledge and

competencies they require to undertake current and future tasks required by the organization.

• Strategic HRD is development that arises from a clear vision about people’s abilities and

potential and operates within the overall strategic framework of the business.

• It is a business lead and the learning and development strategies that are established as a part

of overall strategic HRD approach flow from business attains its goals.

AIM OF STRATEGIC HRD

• Is to enhance resource capability in accordance with the belief that the human capital of the

organization is a major source of competitive advantage. It is thereof about ensuring that the right

quality people are available to meet present and future needs this is achieved by producing a

coherent and comprehensive framework for developing people.

• Is to develop intellectual capital and promote organizational, team and individual learning by

creating a learning culture an environment in which employees are encouraged to learn and develop

and in which knowledge is managed systematically.

STRATEGIES FOR HRD

STRATEGIES PRIORITIES

• Raise awareness of the need for a learning culture that leads to continuous improvement

• Develop the competence of managers to become actively involved in learning that leads to

knowledge creation

• Expand learning capacity throughout the organization

• Focus on all the organization ‘s knowledge workers ,not just the key personnel harness e-learning to

knowledge sharing and knowledge creation

Development steps:

The steps required to develop a learning and development strategy are:

1. Agree on the strategy making team

2. Clarify organization mission and vision

3. Explore core values

4. Identify the strategic issues facing the organization

5. Agree on strategy and strategic plan

Management Development Strategy:-

The management development strategy will be concerned overall with the organization intends

to do about providing for its future management needs in the light of business plan. The strategy will be

concerned with the role of the parties involved and with the approaches the organization proposes to

use to develop its managers.

The prime aim of these benchmarks statements is to identify the key facets that make up

management development activities .they provide personnel and line

managers with a means of conducting their own evaluation and analysis of the state of management

development within their organization. Each facets or dimension in the statement brings together such

aspects as the links between the management development plan, the assessment of skills and

identification of skills gap , and the delivery of appropriate and effective training and development .

The facets are broken down into four aspects of performance:

• Commitment to management development;

• Reviewing the current position of management development;

• Making progress in management development;

• Excellent in management development

The purpose of introducing and implementing HRD strategies in an company is to develop

employee to meet higher levels of performance in the modern fast changing of managerial decision and

actions that competitive world.

Before implementing any new strategy at formulation level, top level management must first

assess the viability of current mission objectives, strategies,

policies, programs, technology, workforce and lastly the resources. They must assess the different

aspects of external environment that may pose be a threat to the opportunities.

Human Recourse Development:-

Human resource development is a series of organized activities, conducted within a specified

time and designed to produce behavioral change.

Human resource development is a process in which the employees of an company are

continuously helped in a planned way to:

1. Acquire or sharpen their capabilities required to perform various functions associated with their

present and future expected roles

2. Develop their enabling capabilities as individual ,so that they are able to discover and exploit their

own inner potential for their own /or organization development purposes

3. Develop a company culture where superior subordinate relationships, teamwork and collaboration

among different subunits and contribute to the company health, dynamism and pride of the

employees.

Purpose of introducing and implementing HRD strategies:-

• To develop employee to meet higher levels of performance in the modern fast changing

competitive world.

• HRD strategies relate to attracting ,engaging retaining developing , motivating and utilizing

employees and their competencies to effective organizational

functioning , growth and excellence.

• HRD strategies contribute to winning employees commitment, motivation and devotion in

creating a self disciplined workforce and responsive company.

� communication strategy:

It is essential to educate and train employees about the need for change and seeking their

commitment is a critical factor in success of any change management process of a company.

� Accountability and ownership :

Employee accountability and ownership is vital to company intending to stay competitive

employees and ownership leads to higher productivity and customer excellence.

Thereof fostering accountability and ownership through various HRD process and systems such

as performance appraisal, career planning and development, counseling and mentoring, quality of work

life etc which must be linked to business plans.

� Learning strategy:

Continuous learning and development environment promote self development of employees; of

self and by self .it requires HRD process and systems to focus on

1. coaching and monitoring culture

2. self directed learning /systems

� Quality strategy:

Quality is a mindset which needs to be fostered in the employee through training and

development. TQM places emphasis on quality that encompasses the entire company and involves

1. Continuous improvement

2. Employee empowerment, quality circles

3. Benchmarking –best at similar activities, even if in different industries

4. Just in time requires quality of suppliers

� Cost reduction strategy:

Cost reduction strategy plays an significant roles the company. Employees need to see waste

everywhere.

� Systematic training strategy:

It is based on job analysis and job performance, company mission and objectives leads to

improved returns on investment the planning and company of formal on the job training and off

the job training leads to improving vital employees characteristic, build and sustain appropriate

work culture and brings in more professionalism in action.

OBJECTIVES OF THE STUDY

The objectives of the study are:-

• To prepare the organization to meet new dimensions according to the environment.

• To adopt such plan so that alteration can be brought in the employee’s performance.

• To ensure an observable output with high quality.

• To bring about desired changes skills, knowledge, and attitude in the employee.

• To prepare organization to meet high responsibility.

SCOPE OF THE STUDY

The scopes of the study are:-

1. Enhancing organization capabilities

� HRD practices for enhancing quality consciousness among employees

� Continuous improvement in performance of employees

2. Integrating human resource into business

� Promoting individual growth and development of employees

� Increase in the level of commitment of employee

3. Achieving corporate excellence

� HRD programs to facilitate group communication in the company

� Achieving organization effectiveness in terms of performance and communication.

4. To improve the current situation of the HRD activities in the organization.

5. To suggest the methods by which changes can be brought in current program.

6. To increase the performance of the employees and ultimately the organization.

MODELS FOR THE DELIVERY OF THE STRATEGY

• Centralized: All learning and development activities are conducted and controlled from the

centre.

• Key Account Holder: Small corporate centre is responsible for career management

development processes, key account holder are responsible to the centre for delivering

learning and training in business units.

• Devolved: All learning and development activities are devolved to business units.

• Business partners: key account holder report to business units;

• Shared service: Business units share common learning and development services and

specify what they want to the corporate centre;

• Outsourced: Training outsourced to providers by the corporate centre or business units.

• Stakeholder: Small corporate centre engages in transformation learning activities, separate

shred Facilities are used, learning and development practices act as a business partners and

specialized learning is outsourced.

STRATEGIC MODEL OF HRD

FUNCTIONS OF AN HRD:

• PRIMARY FUNCTIONS

1. Training and development

2. Organization development

3. Career development

• SECONDARY FUNCTION

1. Performance management system

2. Organization learning

3. Mentoring

• OTHERS FUNCTIONS

1. HR planning

2. Coaching

HUMAN RESOURCE DEVELOPMENT ACTIVITIES

1. Performance Management System

• Potential Appraisal

• Competency Mapping

2. Career Development

• Career Development Plan

3. Organization Development

4. Recruitment

5. Training & Development

1. PERFORMANCE MANAGEMENT SYSTEM

Performance management is a tool for continuous improvement of performance of the

employees of the company at all levels is a process of planning the expected performance

level of employees; analyze the performance, appraisal and action for improvement.

PERFORMANCE MANAGEMENT STEPS:-

• POTENTIAL APPRAISAL:

A potential appraisal intended to go beyond measuring the current level of performance

.potential appraisal is concerned with assessing career enhancement possibilities of an employee in

relation to his capabilities. The potential appraisal first tries to analyze the capabilities and competencies

of an employee. Then it is concerned with the career development of the employees.

• COMPETENCY DEVELOPMENT PLAN:-

PURPOSE OF COMPETENCY MAPPING

"Effectiveness of an organization is the summation required competencies in the organization".

� Gap Analysis

� Role Clarity

� Selection, Potential Identification, Growth Plans.

� Succession Planning.

� Restructuring

� Inventory of competencies for future planning.

COMPETENCY DEVELOPMENT PLAN

ORGANISATION DIRECTION

� vision

� mission

� short term & long term

goals

� strategies

� values

Translating them into action for

actualization

THROUGH:

� Organization structure

� Roles, position ,& jobs

Core competency of the organization/

role competency

SUGGESTION TO INCREASE EFFECTIVENESS OF PERFORMANCE MANAGEMENT

SYSTEM :-

1. The system must reflect the company ‘s culture and values

2. Senior management must be committed to, and actively participate in, the performance management

system

3. Employee job description should be linked to the PMS.

4. PMS needs to be linked to the organizational compensation and reward system.

5. The action plan must be clear and concerning employee development.

6. The effectiveness of PMS should be regularly tracked.

2. CAREER DEVELOPMENT

Career development in a continuous process in the career graph of a person an ongoing process by

which employee progress through a series of stages of which is characterized by a relatively unique set

of issues themes and tasks.

• CAREER DEVELOPMENT PLAN

It includes all those activities undertaken by the organization which prepares an employee to meet the

current and future needs of the company. it therefore benefits both the employees and the company.

Career development includes performance appraisal as a basis for career planning. Such as skills

training, performance feedback, coaching, planned job rotation Assessment centre.

Benefits for the company:

• Improved productivity

• Reduced employee turnover

• Increased retention of high talent employees

• Creating a positive recruitment image

• Ensuring availability of promotable employees in the company

• Better individual company match

• Most effective utilization of employee skills

Career planning at company comprises of:

1. Lateral movement: individual may be moved laterally within the company. Though the status

and pay remain unchanged, the employees have the opportunity to learn new skills. two

methods can be adopted for the same.

2. Skills based pay system: rewarding employees for the type and the number of skills they have.

3. Job enrichment: reward employee by increasing job challenge, responsibility, autonomy, task

variety, seminars and university courses.

CAREER MANAGEMENT TECHNIQUES FOR HR ISSUES.

3. ORGANISATION DEVELOPMENT

Company development is an application of behavioral science to company change. It

encompasses a wide array of theories, processes, and activities, all of which are oriented towards the

goals of improving individual company. It constitutes long range efforts to:

• Improve the problem solving capacity of the company.

• Foster effectiveness management of the company culture

• Improve the effectiveness of work groups/teams

HR ISSUES

Reduce turnover • Challenging first job

• Job enrichment

• Realistic job preview

Develop high

potential

candidates

• Assessment centre

• Job pathing

Motivate

employees

• Lateral movement

• Seminars & university

course

• Rotation

CAREER MANAGEMENT

TECHNIQUES

• It is specific all concerned with the company climate , company culture i.e. norms , values , power

structure

• Worker commitment

• Inter group collaboration

• Creation of an open system of communication – vertically, horizontally, and diagonally

• Management development; the management of organizational change; and the management of

conflict.

OBJECTIVES OF ORGANISATION DEVELOPMENT:-

The objective may be stated as:

• Improved organizational performance as measured by profitability, market share, innovativeness

etc.

• Better adaptability of the company to its environment

• Willingness of the member to face organizational problems and contribute creative solution to these

problems.

• Improvement in internal behavior patterns such as inters personal relations, inter group relations,

and involvement in planning for organizational development.

MODELS OF ORGANISATION DEVELOPMENT

• KURT LEWIN’S UNFREEZING CHANGING AND FREEZING MODEL:

According to LEWIN, successful change requires UNFREEZING the status quo, CHANGING to a

new state and REFREEZING the new change to make it permanent. Once the UNFREEZING has been

accomplished, the change itself can be implemented.

LEWIN’S DESCRIPTION OF THE CHANGING

PROCESS

Stage 1: UNFREEZING – creating motivation and readiness to change through:

a) Disconfirmation or lack of conformity

b) Creation of guilt or anxiety

c) Provision of psychological safety

Stage 2: CHANGING- helping the individual to see, judge, feel, and react differently based on a new

point of view obtained through:

a) Identifying with a new role model , mentor

b) Scanning the environment for new relevant information

Unfreezing Changing

Refreezing

Stage 3: REFREEZING – helping the individual to integrate the new point of view into:

a. His total personality and self concept

b. Significant relationship

THE ORGANISATION DEVELOPMENT PROCESS:-

1) INITIAL DIAGNOSIS

Top management meets with the consultant to determine the type of OD progress that is

required for the organization. During this phase, the consultant interviews various people in the

organization to gather relevant information.

2) DATA COLLECTION

The consultant gather information by circulating well structured questionnaires to people at

various levels in the organization

3) DATA FEEDBACK AND CONFRONTATION

Groups are formed to review the data collected .the group leaders identify areas of

disagreement and set priority areas of change by mediating amongst themselves.

4) ACTION PLANNING AND PROBLEM SOLVING

The next step is drafting the action plan .the plan has in built time frame for completion as well

as clearly fixed responsibilities.

5) TEAM BUILDING

Working together encourages the process of team building .the consultant helps the groups to

see the value of open communication an trust

6) INTER GROUP DEVELOPMENT

The process of working together .helps development of groups and individuals per se

7) EVALUATON AND FOLLOW UP

The consultant helps the organization to evaluate the results of the OD efforts and develop

additional programs where additional results are needed.

MODEL OF PLANNED CHANGE

1) ALPHA CHANGE:

They are possible when individual perceive a change in the levels of variables within the

paradigm without altering their configuration (e.g. job design)

2) BETA CHANGE:

These changes are possible when individual perceive a change in the value of variables within a

existing paradigm, without altering their configuration.

3) GAMMA(A) CHANGE:

These changes are possible when individual perceive a change in the configuration of an existing

paradigm, without the addition of new variable

4) GAMMA(B) CHANGE

These changes are possible when individuals perceive a replacement of one paradigm with

another that contains new variable.

3. RECRUITMENT

SOURCES OF RECRUITMENT ARE:

• Direct application

• Professional and trade associations

• Newspaper and magazines

• Campus recruitment

• Radio

• Consultants

• Promotions

• Employee referral

• Recruitment by internet(applicants provider websites)

• Direct mail campaign

• Job fairs

• Employment exchange

• Transfer

RECRUITMENT PROCESS:

• JOB ANALYSIS:-

Job should be design as per the requirements that are received from the various departments of

the company.

• JOB DESCRIPTION:-

Design of job is to be prepared as what sex, age, qualifications, skill; work experience is desirable

for that particular job

• CANDIDATE IDENTIFICATION:-

Maximum potential area is selected to attract more candidates to get maximum C.V. from

various sources

• SHORT LISTING

• EVALUATION

• REFERENCE VERIFICATION

• SALARY NEGOTIATION

4. TRAINING AND DEVELOPMENT

• Training constitutes a basic concept in human resource development.

• It is the systematic modification of behavior through learning, which occurs as a result of education,

instruction, and development and planned experience

• It is concerned with developing a particular skill to a desired standard by instruction and practice

Minda industries are providing the effective training programs as per the requirement of

organization and individual through the proper training process, which has been mentioned below:

• Training Need Analysis

• Training Need Assessment

• Allocation of Training Calendar

• Training Budget

• Evaluations

Training Programs will be modified as per the requirement of department in order to increase

the productivity of the organization.

STRATEGIES FOR T&D

Training developed must be based or meet the organizational goals and objectives. Emphasis is given on

the employee development and which ultimately leads to organizational development. Continuous

performance must be evaluated so that they can be upgraded with the changing environment. TNA can

be done through competency mapping or through the balanced card. Training objective is decided by

the employees needs HOD OR functional head recommendation.

CORPORATE/

STRATEGIC:

Strategy

OERATIONAL:

Structure

Systems

INDIVIDUAL

SKILLS:

Skills

Knowledge

What to

achieve by

doing this?

What is

required to

achieve

this?

TRAINING EVALUATION SUGGESTED DESIGN MODEL

A Suggested Framework – 1

• Reaction

� Did trainees like the training?

� Did the training seem useful?

• Learning

� How much did they learn?

• Behavior

� What behavior change occurred?

Suggested Framework – 2

• Results

• What were the tangible outcomes?

• What was the return on investment (ROI)?

• What was the contribution to the organization?

Type of Data Used/Needed

• Individual performance

• System wide performance

• Economic

Individual Performance Data

� Individual knowledge

� Individual behaviors

� Examples:

� Test scores

� Performance quantity, quality, and timeliness

� Attendance records

� Attitudes

HRD programs and training are investments

HRD Evaluation Steps:-

1) Analyze needs.

2) Determine explicit evaluation strategy.

3) Insist on specific and measurable training objectives.

4) Obtain participant reactions.

5) Develop criterion measures/instruments to measure results.

6) Plan and execute evaluation strategy.

RESEARCH METHODOLOGY

The most vital function of management in an organization is to minimize risk and uncertainly through

systematic decision making. Better decision result from the effectively and timely utilization of right

information. So for the making effective decision, research plays an important role and provides the

right information to the management

Research is the systematic gathering, recoding and analyzing of data about problems. In other words we

can say that research comprises defining and redefining problems, formulating hypothesis or suggested

solution; collecting, organizing and evaluation of data; making deduction and reaching conclusion; and

at least carefully testing the conclusion to the determine whether they fit the formulating hypothesis.

Research is of basic three types:-

1. Exploratory research

2. Descriptive research

3. Experimental research

� Exploratory research is a preliminary phase and is absolutely essential in order to

obtain a proper definition of the problems. The purpose of exploratory research is to

determine the general nature of problems and variable related to it. The major emphasis is

on the discovery of ideas and insight. Exploratory research is characterized by flexibility

and informality.

Exploratory research is generally carried out by three sources-

a. Literature (Secondary data)

b. Experience survey (discussion with experts)

c. Study of some specific case

� Descriptive research is used for some specific purpose. It focus on the accurate

description of variables present in the problems. The data is collected in such a manner

that the ambiguous nature of the cause and effect relationship in the phenomenon is

reducing to maximum extent. A descriptive research require a clear specification of what,

who, when, where, why and how aspects of research.

Descriptive research is generally of two types-

a. Case Method

b. Statistical method

� Experimental research attempt to satisfy the nature of functional relationship between

two or more variable factors present in controlled environment, while all other variables

constant in order to establish a casual relationship.

TYPE OF RESEARCH USED IN THE PROJECT

The type of research employed in the project work is exploratory cum descriptive. The exploratory

research is used to define the problem and discovery of new idea while descriptive research is used for

data collection and establish cause and affect relationship.

AREA OF STUDY

The unit selected for the purpose is Minda Industries Ltd., Manesar.

SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from a sample from a given population. There

are many sample designs from which a researcher can choose. Researchers must prepare/select a

sample design which should be reliable and appropriate for his research only. It is very different to

interview all the employees.

SAMPLING UNITS:-

Minda Industries Ltd., Manesar.

SAMPLING SIZE:- 50

DATA COLLECTION TOOLS

As we know data is of two types

1. Primary data

2. Secondary data

In primary data, researcher has to gather primary data afresh from the specific study that is under taken

by him.

Primary data can be collected by three methods

a. Observation

b. Questionnaire

c. Interview

Secondary data are those, which are gathered for some other purpose and already available in the firm’s

internal records, manuals, commercial or publications.

Here in the study both type of data primary and secondary is used.

Primary data is collected by a well structured questioner, personal interview.

Major source of secondary data were corporate HR manuals of the firm, Induction manuals, Information

provided by personnel department and Standard Operating Procedures (SOP’s)

QUESTIONNAIR DESIGN

While designing the questionnaire, various type of question were put in a proper manner these were

multiple choice question and few open ended question.

Proper sequencing of the question was done after each question proper space was provided. In the

questionnaire, subject was not required to mention their identity in order to ensure true response.

ANALYSIS OF DATA

After collecting of data it was tabulated and represented in a graphical manner in and was analyzed in

order to draw conclusion.

STRATEGY

After analyzing the data’s what could be changes brought are suggested according to new environment

and need of Employees.

REVIEW OF LITERATURE

• Kenneth J. Zula , Thomas J. Chermack

The shift in the U.S. economy from a manufacturing powerhouse to a service-driven economy has placed a great emphasis on human capital planning within organizations in order to remain competitive in a new global economy. The link between critical business strategy and the successful implementation of strategy has been well documented in the literature. This article examines the literature surrounding human capital, human capital planning, and the implications for human resource development (HRD). The results of the review and synthesis of the literature are provided, and the implications for HRD scholars and practitioners are reported in detail. The research reports an in-depth justification and rationale for the incorporation of human capital planning into practice and research to determine the impact on HRD interventions and organizational performance through the use of a model and process for human capital planning.

• Ji Hoon Song , Thomas J. Chermack

The purpose of this article is to examine the link between individual learning processes and continuous organizational knowledge formation through an integrated literature review of these perspectives from both academic and practical viewpoints. In the current fierce economic environment, individual knowledge is regarded as the most valuable asset for competitive advantage. However, only when individual knowledge is accumulated and embedded into

organizational culture as organizational knowledge can it be considered the critical factor for the promotion of performance improvement. In this research, two process-oriented factors—individual learning processes and organizational knowledge creation—were reviewed by means of theoretical and integrative analysis based on a lack of empirical research on the association between these two key factors and organizational performance improvement. The results of this research propose an integrated conceptual map for effective organizational performance improvement through organizational knowledge formation based on individual learning and organizational knowledge creation processes.

• Brian A. Altman , Mesut Akdere

A construct and model of performance inhibiting workplace dynamics is introduced to conceptualize the adverse consequences on performance and quality of certain interpersonal interactions in the workplace and behavioral instructions leading to double binds. Results of a literature review are presented which provide evidence for the existence of a set of workplace interactions that are associated with reduced performance and quality. It is hypothesized that the negative influences on employee performance in the model occur by alteration of one or more of the following three of Swanson's performance variables at the individual level: mission/goal, capacity, or motivation. As a field that considers performance as an important outcome of its

practice, human resource development scholars and practitioners need to understand such

dynamics in order to eliminate or reduce their effects on employee performance.

• Elwood F. Holton, III , Bogdan Yamkovenko

The performance paradigm of human resource development (HRD) practice has served the field well, particularly in enhancing the relevance and impact of HRD interventions. However, in this

article, it is argued that the time has come for a new defining paradigm to advance the field of HRD to a higher level of organizational impact. This article proposes that strategic intellectual capital development (SICD) should be that new paradigm. The argument for SICD is built by merging two streams of research. First, the development of human capital theory is traced through to its expanded conceptualization of intellectual capital theory. Second, the argument for a strategic approach is built off the strategic human resource management literature. The SICD perspective is offered as a robust and broad conceptualization that is essential for HRD to provide organizations the intellectual horsepower to achieve their strategic objectives.

• Jacobs R.; Washington C.

This review of literature examines the relationship between employee development and organizational performance. The research supports the commonly held belief that employee development programs make positive contributions to organizational performance. However, there continues to be limited information beyond this basic relationship. From an HRD perspective, research on employee development seems an area of high importance. Employee development means more than helping employees become continuous learners, regardless of the requirements of the organization. To be beneficial for both individual employees and organizations, research on employee development should seek greater understanding about the wide range of conditions within which employee development programs exist in organizations. Undertaking the three proposed research directions would do much for improving organizational performance in the long term.

• Svjetlana Madzar

The HRD literature has long neglected a construct of feedback seeking behavior (FSB). This construct has emerged and evolved primarily in the organizational behavior literature during the past decade. It is argued that awareness of the findings from this literature could have a significant impact on current HRD practices. This article explores theoretical and empirical research on FSB. It examines both the individual and situational factors that affect feedback seeking and the effects of feedback seeking on the individual and the organization. Obstacles to feedback seeking are discussed in light of intervention possibilities. In conclusion, the author focuses on the implications for training and organization development practices.

COMPANY PROFILE

The NK Minda Group is India's foremost manufacturer of a range of automotive components and is a

leading supplier to global Original Equipment Manufacturers. The Group's product portfolio comprises of

Switches, Batteries, Lighting, Horns, Mirrors and Alternate Fuel Kits – LPG.

NK Minda Group has an annual turnover of Rs.8.32 billion (USD 208 million). The Group has been

clocking a Compound Annual Growth Rate (CAGR) of 40% in Annual Turnover (ATO). From Rs. 5.45

billion in FY 2005-06, it grew to Rs. 8.32 billion in FY 2006-07. Today, the Group has a total of 19 plants

spread across India and Indonesia.

Recognising the importance of the ASEAN market the group has set up a Greenfield manufacturing

facility in Indonesia through a group company named PT Minda ASEAN Automotive which has

commenced production and exports to other ASEAN countries.

NK Minda Group works with the leading auto components specialists globally to bring the most

technologically advanced products to its customers. The Group has joined hands with global leaders to

constantly fine-tune its offerings and has some of the most reputed automotive component

manufacturers as its joint-venture partners such as:

Tokai Rika Co. Ltd.,

Japan Fiamm SpA, Italy

The Key Mantras that have propelled the NK Minda Group growth story are:

� Relentless pursuit for excellence

� Benchmarking ourselves against the best

� Focus on developing world-class facilities

� Emphasis on providing innovative design solutions

� Continuous thrust on product improvement

� Constant up gradation of skill sets in the workforce

MINDA MANUFACTURING SET UPS

HUMAN RESOURCE PHILOSPHY AND CULTURE

“An organization is known by its people, performance and profits. Our human resource related

policies would provide each individual to perform towards own and company’s growth and

success. Success is not confined only to monetary profits but also covering quality of products,

excellence of operations, growth, customer goodwill and leadership in business. Such a success

not only brings in a feeling of belongingness but also gives self satisfaction.”

� We respect all people

� We value Team Work

� Accepting Responsibility and taking risks are important

� Discipline is necessary

� Individuals can constantly grow and change

� Differences and conflicts to be given positives turn

� Monetary Compensation

MISSION

“To continually enhance stakeholders’ value through global competitiveness while contributing to

society”

VISION

� Our group be pioneer and be global benchmark in QPCDSM and Technology.

� Group Sales to be Rs 1750 crores.

� Exports to reach 25% of total turnover( excl PTMA sales, FMAL)

ORGANIZATION VALUES

CUSTOMER IS SUPREME

� We strive to understand and anticipate customers needs exceed their expectations

� We are committed to offer innovative and value added solutions to our customers

� We always ask “ How can we serve our customers best?”

LIVE QUALITY

� We nurture Quality as an attitude at MINDA

� We are quality driven and apply a “Quality Minded Approach To Everything We Do”

� We are passionate about Quality and its continuous improvement through teamwork.

ENCOURAGE CREATIVITY & INNOVATION TO DRIVE 3Ps

(People, Processes & Products)

� We demonstrate leadership by advancing new technologies, innovative manufacturing

techniques, enhanced customer service, inspired management and the application of best

practices throughout our organization

� We aggressively pursue new business and determined to add value for our customers with

ingenuity, have a determination and a positive approach to every task, have a “can-do” sprit and

a restless determination to continually improve and excel

� We utilize our ability to combine strength with speed in responding enthusiastically to every

new opportunity and every new challenge

� We encourange and inspire learning amongst our people.

RESPECT FOR INDIVIDUAL

� We passionately believe that people are the most valued assets of our company, and that they

are essential participants with a shared responsibility in fulfilling our mission

� We trust, inspire, and empower our people to set and achieve high expectations, standards and

challenging goals

� We treat all people with dignity and courtesy

� We strive to support mutually beneficial and enduring relationships with our stakeholders

RESPECT FOR WORK-PLACE ETHICS

� We work smartly with passion, integrity, conviction and commitment

� We work in teams with a shared purpose and value individual ability and diversity as essential to

promote harmony and open communication. Each of us succeeds individually ... when we, as a

team, achieve success

� We respect and adhere to company policies, systems and procedures

� We will be well-informed and respect the regulations, rules, and compliance issues that apply to

our businesses around the world

� We respect the values and cultures of the communities in which we operate

The Minda Industries Board Comprises of:

Mr. S.L. Minda – Chairman

Mr. Nirmal K. Minda – Managing Director

Mr. Ashok Minda – Director

Mr. B.R. Aggarwal – Director

Mr. Raja Ram Gupta –Director

Mr. Subash Lakhotia – Director

Mr. S. K. Arya – Director

Mr. Vivek Jindal – Executive Director

GROWTH OF MINDA

N K MINDA GROUP GLOBAL PRESENCE

Global Customers:-

USA

International Trucks & John Deere

U.K.

Triumph

France

Peugeot Cars & Peugeot Motorcycles

Italy

Aprilla, Case New Holland, Piaggio & Iveco

Thailand

Suzuki & Yamaha

Japan

Yanmar

Taiwan

Kymco

Phillipines

Kawasaki, Suzuki & Yamaha

Vinetnam

SYM

Malaysia

Modenas, Suzuki & Yamaha

Indonesia

Kawasaki, Suzuki & Yamaha

Domestic Customers:-

2 Wheelers Customers

Bajaj Auto Ltd.

Hero Honda Motors Ltd.

Kinetic Engineering

Kinetic Motors Company

LML Ltd.

Hero Motors

Honda Scooters & Motorcycles Ltd.

Eicher (Royal Enfield)

TVS Motors Ltd

Suzuki Motorcycles Ltd

Yamaha Motorcycles Ltd.

Off roads Customers

Eicher Tractors

HMT Tractors

Mahindra & Mahindra

Tafe

4 Wheelers Customers

General Motors

Honda Siel

Maruti Suzuki

Tata Motors

GROUP COMPANIES

Minda Group is a specialized automotive components manufacturer that provides products and

solutions to automobile companies across the globe. The Group comprises of the following companies :

Minda Industries Limited –

Minda Industries Limited is the flagship company of the Minda Group. It designs, develops and

manufactures switches for 2/3 wheelers and off-road vehicles. In addition, Minda Industries Limited

manufactures batteries for 2/3/4 wheelers and off-road vehicles. Minda Industries already enjoys more

than 70% market share in the 2/3 wheeler segment in India and is amongst the top few globally.

Today, Minda Industries is over Rs. 3.04 billion (USD 67.5 million) company and is on a rapid expansion

spree. It is geared to take on global competition and has already made inroads into the ASEAN market.

Minda Industries is on its way to becoming the favored vendor for 2/3 wheeler switches globally.

Minda Industries Limited has established 8 state of the art facilities spread across the length &

breadth of India and one in the ASEAN region and employs more than 2800 people.

The various product offerings include:

Lever and Holder Assembly

Grips Handle Bar Switch

Brake Handle Bar System Assembly

Switch

The company also designs different types of switches like

Rotary Switch,

Handle Bar Switch,

Plunger Type Switch,

Rocker Switch,

Grip,

On an average, Minda Industries develops 140 distinct products across categories each year and puts in

place 25 new assembly lines to manufacture them.

Minda Industries believes in collaborative designing with the vehicle manufacturers. Minda Industries

has the capability to improvise existing products as well as offer cost-effective solutions for products

already available in the market.

Mindarika Pvt. ltd. -

Mindarika Pvt. Ltd. is a Joint Venture between Minda Industries Limited, Tokai Rika Company Limited,

Japan and Sumitomo Corporation, Japan to produce automotive switches for four-wheeler vehicles.

With Rs. 1.1 billion (USD 24.7 million) in revenue, it is India’s largest four wheeler automotive switch

manufacturer. The company has a manufacturing facility at Gurgaon and employs 400 people. Mindarika

is consistently winning accolades across categories of products in the automotive switches segment. The

core strengths at Mindarika are skilled manpower, adherence to the highest quality standards and

providing cost effective solutions.

Minda TYC Automotive Limited –

Minda TYC Automotive Limited is a Joint Venture between Minda Industries Limited and TYC Brother

Industrial Company Limited, Taiwan to produce automotive lighting. The company has manufacturing

facilities in Sonepat, Gurgaon and Pune and employs around 400 people.

Minda TYC produces a variety of world-class lighting products for the 2/3 wheelers and off-road

vehicles, as for four-wheeler vehicles.

Minda Fiamm Acoustic Limited –

Minda Fiamm Acoustic Limited is a Joint Venture between Minda Industries Limited and Fiamm S.p.A,

Italy to produce 2/3 wheeler automotive horns. The Rs. 350 million (USD 8 million) company has

manufacturing facilities in Delhi, Gurgaon and Pantnagar and employs over 300 people.

Today, Minda Fiamm is the leader player in the Indian automotive horn industry. It offers customized

products and solutions for a range of automotive acoustic problems. Minda Fiamm utilizes the

experience of its joint venture partner, FIAMM S.p.A. of Italy, to offer R&D expertise and capabilities to

the Indian customer.

Minda Auto Gas Limited –

Minda Autogas Limited began as Minda Impco Limited - a Joint Venture between NK Minda Group

and Impco Technologies Inc, USA. In April 2006, Impco, as part of their global strategy, decided to exit all

Joint ventures including the one in India. Today, Minda Autogas Limited and is a fully owned company of

the NK Minda Group. Minda Autogas provides CNG / LPG kits and other alternative fuel solutions to

various OEMs and the replacement market.

PT Minda ASEAN Automotive –

Recognizing the importance of the ASEAN market, the Minda Group has set up a Greenfield

manufacturing facility in Indonesia through a company named PT Minda ASEAN Automotive. The project

that was conceptualized in October 2004 began its production in Indonesia in December 2005. In a short

span, the ASEAN venture started to acquire renowned ASEAN OEM customers and is today exporting to

Malaysia, Vietnam, Philippines & Thailand. The product range comprises of switches and locks for two

wheelers and is going to start manufacturing other Group product lines.

Switch Masters Limited –

Minda automotive components are available to OEMs directly through the individual Minda Group

Companies. For the replacement market and for retail customers, these products are available through a

dedicated sales and service company called Switch Masters Limited (SML), Established in 1985. SML is

the Sales and Servicing arm for the Minda group in the replacement market. SML builds upon the

competitive advantage of Minda Group products through its countrywide distribution network of 250

dealers spread across 91 A, B and C category cities, covering the 2 wheeler as well as 4 wheeler business

segments.

SML's product range spans approx. 2500 parts and components that it procures from 15 countrywide

supply points, and in turn distributes to its dealer network through 18 Depots in all major states of the

country.

MINDA INDUSTRIES LTD.(Switch Division)

Minda Industries Limited (MIL) is the flagship company of the NK. Minda Group (NKM). MIL is into

manufacturing of 2/3 wheeler switches, 2/3/4 wheeler lights and Automotive batteries.

It commands a market share of 70% in the 2/3 wheeler switches and today supplies to all OEM’s

including Bajaj, Hero Honda, Honda, TVS etc.

It is also entering the manufacture of Blow Molding parts for automobiles by setting up a new facility at

Baddi, Karnataka in technical collaboration with Kyoraku, Japan.

Today, Minda Industries is over Rs. 4.51 billion (USD 111.45 million) company and is on a rapid

expansion spree. It is geared to take on global competition and has already made inroads into the

ASEAN market. Minda Industries is on its way to becoming the favoured vendor for 2/3 wheeler

switches globally.

Minda Industries Limited has established 8 state of the art facilities spread across the length & breadth

of India and one in the ASEAN region and employs more than 2800 people.

The sales for the year 2006-2007 clocked an impressive growth of over 44.2 % from the FY 2005-2006.

The sales grew from Rs. 268.05 crore in FY 2005-2006 to Rs.386.60 crores in FY 2006-07.

MIL at present has plants at Delhi, Manesar-Gurgaon, Pune, Aurangabad and Hosur. MIL which

undertook a major expansion last year has set up new plants at Pantnagar in Uttranchal and Baddi in

Himachal Pradesh.

The plant at Pantnagar is for manufacturing of automotive batteries for 2/3 & 4 wheelers and handle bar

assemblies for two wheelers while the facility at Baddi in Himachal is for manufacture of handle bar

assemblies for two wheelers. The company is actively scouting for new business opportunities in terms

of products and inorganic growth through mergers and acquisitions.

MILESTONES

1995 Businesses Re-organized into Strategic Business Units (SBUs)

1997 Implementation of TQM – PQCDSM - TPS in the group Received ISO 9001 Certification

1998 Long Term & Short Term Business goals defined

2000 Business Excellence through Simple Techniques" (BEST) journey started to Challenge

CII-EXIM BANK Business Excellence Award

2001 Start of production at Pune for 2 & 3 Wheeler Switches at newly set up state of the art facility

2002 Entry in ASEAN region

2003 Bi-wheeler switch manufacturing units at Delhi consolidated at Manesar Set up manufacturing

plants in Waluj and Hosur for Handle Bar Assembly

Received ISO-14001 and OHSAS 18001 certification

Received TS 16949 certification First patent filed

2004 NABL accreditation for labs Bajaj award for excellence

2005 Set up manufacturing plant at Mysore for Handle Bar Assembly

2006 Achievement award from Honda for quality and delivery

Start of Indonesia Plant

Start of Pantnagar Project

Electronics manufacturing of switches started at Pune

PRODUCTS

2/3 WHEELER SWITCHES

Minda Industries produces a variety of world-class switches for the 2/3 wheelers and off road vehicles.

The various product offering include:

2 Wheelers

Handle Bar System Assembly

Handle Bar Switches

Electronic Systems

Lever & Holder Assembly

Brake Switch

Grips

Gear Shift Switch

Modular Switch

Panel Switch

Handle Bar System Assembly Handle Bar Switches

Grips Panel Switch

� OFF ROAD SWITCHES

Panel Switch

Rotary Switches

Starter Switches

Plunger Switches

Rocker Switches

Lever Combination Switch

Ignition Switch

Panel Switch Starter Switches

DATA ANALYSIS & INTERPRETATION

� TRAINING AS A PART OF ODA

Response Employee

Strongly Agree 5

Agree 11

Average 31

Disagree 3

Total 50

Training as a part of ODA

511

31

30

10203040

Stro

ngly

Agr

ee

Agr

ee

Ave

rage

Dis

agre

e

Response

No

. of e

mp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents more than half of them say that training as a part of org. development

strategy in the organization and according to rest respondent HRD activity is not a part of ODA.

� ENHANCEMENT OF SKILLS & KNOWLEDGE THROUGH TRAINING

Response Employee

To great extent 12

To some extent 31

Not much 7

Total 50

Enhancement of skills & knowledge through training

12

31

7

0

10

20

30

40

To greatextent

To someextent

Not much

Response

No

. of

emp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents maximum of them say that through training skills & knowledge are enhanced

up to some extent.

� TRAINING EFFECTIVENESS

Response Employee

To great extent 6

To some extent 37

Not much 7

Total 50

Training Effectiveness

6

37

7

0

10

20

30

40

To greatextent

To someextent

Not much

Response

No

. of

emp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents maximum of them say that training is effectiveness up to some extent and

according to rest respondent training is not so much effectiveness.

� SATISFACTION FROM EXISTING PERFORMANCE APPRAISAL SYSTEM

Response Employee

Very Good 6

Good 13

Satisfactory 17

Average 10

Poor 4

Total 50

Satisfaction from existiong PAS

6

1317

10

4

05

101520

Very G

ood

Good

Satisf

ied

Avera

gePoo

r

Response

No

. of

emp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents, less than half of them are satisfied from the existing PAS. And other

respondents are not satisfied with the existing PAS in the organization.

� CHANGE IN EXISTING PMS

Response Employee

Yes 41

No 9

Total 50

Change in existing PMS

41

9

01020304050

Yes No

Response

No

. of e

mp

loye

es

No. ofRespondents

Interpretation:-

Out of 50 respondents, maximum of the respondents need change in the organization’s existing PMS.

They are not satisfied with the existing PMS in the organization. Only few respondents are satisfied with

the existing PMS & they need not change in existing PMS.

� OPPORTUNITY TO GROW AS AN INDIVIDUAL

Response Employee

Yes 11

No 39

Total 50

Opportunity to grow as an individual

11

39

0

10

20

30

40

50

Yes No

Response

No

. of

emp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents, few of them response that company give the opportunity to grow as an

individual. Maximum of the respondents says that company does not give the enough opportunity to

grow as an individual.

� EMPLOYEES INVOLVED UNDER CDP

Response Employee

Up to 30% 29

Up to 50% 15

Up to 90% 6

Total 50

Employees involved under CDP

29

15

6

05

101520253035

Up to 30% Up to 50% Up to 90%

Response

No

. of e

mp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents, up to 30 % of the employees are covered under career development process

in the organization. Some of the respondents are not satisfied with the CDP.

� CONCERN FOR INDIVIDUAL DEVELOPMENT

Response Employee

Yes 14

No 36

Total 50

Concern for Individual Development

14

36

0

10

20

30

40

Yes No

Response

No

. of e

mp

loye

es

No. ofrespondents

Interpretation:-

Out of 50 respondents, maximum of the employees says that senior management & HR Department

do not concerned about the individual growth. Only few of them are agree in concerned about the

individual growth by HR department & senior mgt.

� EMPLOYEES INVOLVED IN ORGANIZATION CHANGE ACTIVITY AS WELL AS BRIEFING

SESSIONS

Involved in org. change activity:-

Response Employee

To great extent 9

To some extent 35

Not much 6

Total 50

Involved in briefing sessions:-

Response Employee

To great extent 5

To some extent 36

Not much 9

Total 50

Employees involved in OCA as well as Briefing sessions

19

35

614

36

9

0

10

20

30

40

To greatextent

To someextent

Not much

Response

No

. of e

mp

loye

es

No. ofrespondentsNo. ofrespondent

Interpretation:-

All though HRD activities is given adequate importance in the organization. But

up to some extent employees response that there are involvement of

employees in OCA & briefing sessions.

� ORGANIZATION DEVELOPMENT ACTIVITY NEED CHANGE.

Response Employee

Yes 40

No 10

Total 50

ODA need change

40

10

01020304050

Yes No

Response

No

. of e

mp

loye

es

No. of respondents

Interpretation:-

Out of 50 respondents, maximum of them need change in Organizational Development Activity.

Maximum employees are not satisfied with the existing ODA. Only few of them employees are satisfied

with the existing ODA and need not change.

FINDINGS

Following are the key findings from the existing HRD Activities:

� Organizational Development Activity (ODA) is mostly carried at middle & upper level. Lower

level employee not given more concern for development.

� Although training is provided but effectiveness of the training is less.

� Most of the training is done internally due to which employee are less aware about the external

technology & highly changing market environment & competition.

� Training feedback & evaluation process is week.

� Existing Performance Appraisal System (PAS) is satisfactory but there are more chances of

human error.

� The existing PAS are not much capable to give exact performance picture of the employees.

� Formal appraisals are done at upper & senior level.

� People are not getting much opportunity as an individual due to less external training & job

rotation.

� Only 40% to 50 % employees are considered under Career Development Process (CDP) which is

mostly seniors. & juniors are given less opportunity for CDP.

� While organizational changes, employees are given less involvement in change activities. Most

of the decisions are made by senior management.

� HR is giving briefing sessions up to satisfactory level to junior employees for organizational

change.

SUGGSTIONS

The related literature is reviewed to find how the HRD activity should take place. Then the

information obtained from the company regarding HRD activity at Minda is evaluated through

primary and secondary data and is able to find the weakness and grey area of the policy. Finally

based on the finding following suggestion are put forth for further improving the HRD activities:-

� Organization should make development plans not only for seniors but for junior’s as well lower

level employee as well.

� A proper procedure should be implemented for evaluation of training & analysis of training

needs. So that effectiveness of training can be increased

� Employees should be given external training as well to update their skills & knowledge.

� The existing training analysis format should be changed.

� Existing PMS is satisfactory but to increase its effectiveness. It should be linked with job

description & job enrichment. So that a clear picture of individual performance can be obtained

& training needs analysis can be done to good extent.

� Individual should be given full involvement in all org. change activities. So that org. change can

be implemented successfully & effectively.

� HR deptt. & senior’s mgt. should provide proper briefing sessions before implementing the

changes. So that the changes are implemented effectively & efficiently.

� All employees should be considered under CDP. This will not only develop individual but also

will reduce exit of employees.

� The existing ODA need more concern to be given by HR deptt. & senior’s mgt to make them

successfully implemented.

LIMITATIONS OF THE STUDY

� Primary data collected through observation is prone to human errors.

� Observation done only at a specified time period.

� May be employee are biased at response

� Sometimes respondent hesitate to provide proper information as lack of faith on outsider

persists.

� Questionnaire may be incomplete.

� Many employee interviewed did not give proper feedback.

� Many of the time employees refuse to fill the questioner as they think it to be time consuming.

CONCLUSION

Human Resource Development Activity is an important part of every organization. Through HRD,

organization can help employees in adjusting and accommodating themselves to the organization’s &

market competitive environment.

The present study has been undertaken with the objective of analyzing and evaluating the HRD

Strategies of MINDA INDUSTRIES LTD. After carefully study and survey about the policy and procedure

adopted to improve organization strategies and observing the HRD activities conducted at Minda , it can

be said that the policy is of very limited applicability. These policies need improvement, revision and

extension to all employees of the company at each level.

A complete and effective HRD activity and its proper implementation are very essential. A regular

periodical feedback and evaluation is necessary so that it can be made more effective and well planned.

BIBLIOGRAPHY

BOOKS:-

• Kothari C.R.; “Research Methodology”; Wishawa Parkashan; 2nd

edition; 68-84

• Rao V.S.P. ;“ Human Resourse Management Text & Cases”, 2nd

Edition (2005), Excel Books, New

Delhi.

• Greer R.Charles.; “ Strategic Human Resource Development” 2nd

edition(2006).

JOURNALS & MAGAZINES:-

• HRM Review

• HRD Review

• Business Today 2007

• News Papers

• Human capital magazine

• Human Resource Management magazine

INTERNET WEBSITES:-

• www.citehr.com

• www.explorehr.org

• www.google.com

• www.mindaswitches.org

Employee Survey Questionnaire

Dear Sir/Madam,

I am MBA Ist year student in Shri Krishan Institute of Engg. & Tech. , Kurukshetra. I am conducting a

survey on “Strategies for Improving HRD Activities” which is a part of my MBA programme. All the

information provided by you will be kept secret & will be used exclusive for academic purpose.

HRD activities are an important process which seeks to review and improve over time and with

experience. We would very much appreciate your comment on your HRD activities, so that we can move

further toward meeting the need of new strategies in future.

Name : .................................................Age: ..............................

Job Title: .......................................................................................

Department: .....................................Experience: ..........................

Q1. Your Organization considers training as apart of org. development strategy. Do you agree with the

statement?

(a) Strongly Agree (b) Agree

(c) Average (d) Disagree

Q2. Does the Training need analysis & assessment procedure effective?

(a) To great extent ______ (b) To some extent_______ (c) Not much ______

Q3. Is the existing training procedure enhancing your skills & knowledge as required by a job profit &

help to compete with external competition?


Q4. What mode of the training is used in your org.?

(a) Internal Training (b) External Training

(c) Conference/Discussion Training (d) Program instruction Training

Q5. Does your Org. operate a formal Performance Management System (PMS)?


Q6. Are the PMS giving a clear picture about individual employee performance?

(a) Yes ______ (b) No _______

Q7. How do you rate your present PMS?

(a) Very Good (b) Good (c) Satisfactory

(d) Average (e) Poor

Q8.Do you think the existing PMS need change?

(a) Yes (b) No (c) Can’t say

Q9. Is the Company providing enough opportunity to grow as an individual?


Q10. What %age of employee is covered under career development?

(a) up to 30 % (b) up to 50% (c) up to 90%

Q11. Is senior mgt. & HR deptt. Concerned about the individual development?


Q12. Is individual employee involved in org. change activity?


Q13. Does Hr deptt. Conduct satisfactory brief sessions for ODA & change activity?


Q14. Is ODA preparing the org. to meet org’s vision & mission?


Q15. Is ODA need changes?

(a) Yes ______ (b) No _______

If yes then suggest: ………………………………………………………......

………………………………………………………………………………..

………………………………………………………………………………..

………………………………………………………………………………..

Thanks.

(Sherry)

project report minda hrd

Documents

project report

research project

project title strategies

project guide

entire project

various hrd activities

organization development

significance of study