Dissertation Project Report

(Project Semester Jan-June 2021)

“Role of HR Planning in Retention of Employees”

Submitted By
Karishma Sharma
Student ID: 18BBAN055

Under the Guidance of

Faculty Dissertation Guide: Dr. Manish Sharma

Designation: Assistant Professor

Faculty of Management

JECRC UNIVERSITY

15 January to 15 February,2021

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 Declaration

I hereby declare that the project work entitled “Role of HR Planning in

Retention of Employees” is an authentic record of my own work carried out
at “Yamaha Motor India (Surajpur)” as requirements for the award of
degree of BBA., JECRC University, under the guidance of “Dr. Manish
Sharma”, during 15 January to 15 February, 2021.

Signature of Student:

Name of Student: Karishma Sharma

Student ID: 18BBAN055

Date: 9 April, 2021

Certified that the above statement made by the student is correct to the best of
our knowledge.

Dr. Manish Sharma

Assistant Professor
Faculty Dissertation Guide

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 ACKNOWLEDGEMENT

Success in any activity is achieved not by an individual’s own effort, but with
the support of many known and unknown.

I, the undersigned, VI semester student of BBA, JECRC UNIVERSITY,

Jaipur is glad to express my deep sense of gratitude to all the persons
connected with the successful completion of this report. The project
opportunity I had was a great chance for learning and professional
development. Therefore, I consider myself a lucky individual as I was
provided with an opportunity to be a part of it.

I express my deep sense of gratitude to Prof. Manish Sharma, Faculty

Member, Department of BBA, JECRC UNIVERSITY, Jaipur for his guidance
and continuous untiring support during the course of this project.

Lastly, I would like to express my heartfelt appreciation to all those people

who have in their own way contributed towards the compilation of this report
with their suggestions, criticisms and advice

Karishma Sharma
(18BBAN055)

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 EXECUTIVE SUMMARY

In today’s scenario, Human capital is acknowledged as one of the most potent

sources in contributing directly and significantly in the growth of any
organization.

This project report presents the study of HR Planning in IYM and how it is
helpful in retaining the employees in the organization.

It was a research conducted to get the feedback of the employees from

different departments that whether they are satisfied with the policies and
practices of the organization or not.

After employees have been hired, trained and remunerated, they need to be
retained and maintained to serve the organization better. Any organization
whether it is governmental, on-governmental, trade unions, or employees’
association etc. have to maintain good employee relation for better work place.

In today’s competitive world every organization is geared towards maximum

return with minimum investment. Human Resource Management plays a vital
role towards planning &controlling cost effective manpower support. This is
widely affected by implementing “Effective HR planning” which is the
paramount part of this project.

Channelizing human energies in a predetermined desirable direction is not

possible unless harmonious relations are maintained among team members
involved in business development. The ways adopted by companies to manage
grievances and stress and thereby motivating the employees and reducing
employee turnover were studied through the project.

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 TABLE OF CONTENTS

CHAPTER
CHAPTERS PAGE NO.
NO.

1 INTRODUCTION 8-24

1.1 Introduction
8
1.2 Objectives of the Study
8-9
1.3 Industry Profile
9
1.4 Company Profile
10
1.5 Vision, Mission and Goals
11
1.6 Product and Service Profile
12-13
1.7 Area of Operations
20
1.8 Company Competitors
20
1.9 SWOT Analysis
20-21
1.10 Plant Operation
22
1,11 Hierarchical structure
23
1.12 Policies and Rules
24
2 HR Management 25-43

2.1 Introduction to HR 25-27

2.2 Role of HR Division 27

2.3 HR Practices in Yamaha 27-30

2.4 HR Process 31-36

2.5 Training and Development 36-37

2.6 Manpower Planning 37-40

2.7 Succession Planning 40-41

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 2.8 Career Planning 41-42

2.9 Exit Analysis 42

2.10 Ways to retain employees 43

3 RESEARCH METHODOLOGY 44-46

3.1 Rationale of study 44

3.2 Objective of the study 45

3.3 Research Methodology 45

DATA ANALYSIS AND

4 46-57
INTERPRETATION

SUGGESTIONS 58

CONCLUSION 59

BIBLIOGRAPHY 60

ANNEXURE 61-63

LIST OF TABLES

TABLE TITLES PAGE NO.

NO.

1.1 Yamaha Fascino 12

1.2 Yamaha R15 v3.0 13

1.3 Yamaha MT-15 14

1.4 Yamaha FZ-S F1 15

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1.5 Yamaha RAY ZR 125 Fi 16

1.6 Yamaha FZS 25 17

1.7 Yamaha FZ25 18

1.8 Yamaha YZF-R3 19

LIST OF FIGURES

1.1 Yamaha Fascino 12

1.2 Yamaha R15 v3.0 13

1.3 Yamaha MT-15 14

1.4 Yamaha FZ-S F1 15

1.5 Yamaha RAY ZR 125 Fi 16

1.6 Yamaha FZS 25 17

1.7 Yamaha FZ25 18

1.8 Yamaha YZF-R3 19

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 CHAPTER-1
INTRODUCTION

Human resources addresses the process of managing people within an

organization at both a micro and a macro level. At the micro level, it deals
with employees as individuals, each having unique needs, strengths and
weaknesses. This aspect of human resources requires a compassionate
human element from HR staff, who must sometimes navigate sensitive
situations, such as speaking to an employee about inappropriate behaviour
or cutting someone's hours because of a shoddy work ethic. Human
resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting,
dynamic and challenging task, especially at a time when the world has become
a global village and economies are in a state of flux. The scarcity of talented
resources and the growing expectations of the modern day worker have further
increased the complexity of the human resource function. Even though
specific human resource functions/activities are the responsibility of the
human resource department, the actual management of human resources is the
responsibility of all the managers in an organization.

1.2 Objectives of the study

To identify variables which have a significant impact on the retention of

employees: -
 Identify prominent areas of attrition among the employees.
 Assessing and improving employee satisfaction.
 Judge the level of workforce engagement.
 Improve the retention levels in the organization.
 Assisting in managing and incorporating change in the organization.
 Improve communication and understanding of employee's issues &
expectations.

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1.3 Industry Profile

The Automotive Industry comprises a wide range of companies and

organizations involved in the design, development, manufacturing, marketing
and selling of motor vehicles. It is one of the world’s largest industries by
revenue.

The world's automakers face a rate of alteration unlike that the any other time
in the industry's past. Digitalization, connectivity, increasing powertrain
technologies, tougher regulations, and shifts in the buyer attitudes have shaped
a unprecedented challenges as well as opportunities. In pursuit of the sales
development, international automakers have invested deeply in the emerging
markets, but slower demand, especially in the China, has highlighted the risks
of the investments. Exactly assessing economic conditions in specific markets
has become more significant than ever for automakers.

History of the automobiles

History of the automobile industry first origin in the year 1769 it was the
formation of steam engine. In the year 1806 the very first case powered by an
inside combustion engine running on gas fuel arrived in 1885 introduction of
ubiquitous modern gasoline or petrol filled internal combustion engine, In the
20th century first introduced the power electric cars. History of the bikes era
begins in the 2nd semi of the 19th centuries. Bikes are the most sink from the
"safety cycles" the bicycle with the rear and front wheels of the same size and
the pedal head of the mechanism to ride the rear wheel. Despite some previous
benchmarks in its Evolution, the motorcycle is the very less rigid birth that can
be found back to a single machine or idea. Instead of the idea seems to have
occurred to high engineers and inventors in Europe at around the same period.

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1.4 Company profile: -

Yamaha Motor India (YMI) Ltd. is the fully-owned subsidiary of Yamaha

Motor Co of Japan. Yamaha Motor Co of Japan. YMI was initially known as
Yamaha Motor Escorts Ltd. But the parent company, Yamaha Motor
Company, purchased Escorts Ltd.’s remaining 26 per cent holding in their
motorcycle joint venture Yamaha Motor Escorts Ltd in June 2001. It was
therefore renamed as Yamaha Motor India Ltd. YMI follows Yamaha Motor's
corporate mission of creating 'Kando' - a unique Japanese word that means
'touching people's hearts.' 'Kando' also describes the 'spirit of challenge" to
create new value surpassing customer expectations. YMI is committed to
making products that benefit from the skills and technology used by Yamaha
world-wide. To fulfil customer satisfaction, and meet the needs of the Indian
market, YMI plans to produce one or more models in the first year, four
models in three years. To achieve these goals, YMI will pursue three major
objectives within the company. The first is customer satisfaction. The second
is strengthening R&D.

Type Public company

Industry Automobiles industry

Predecessor YAMAHA MOTOR PVT LTD

Headquarters(HQ) Iwata and Japan

Key persons Hiroyuki Yanagi

Product Automobiles

Returns 410.4 Billon JPY

Net income 22.9 Billion JPY

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1.5 MISSION, VISION, AND GOALS

VISION MISSION AND VALUES OF THE COMPANY

VISION: To be a leader in the market.

VALUES: To buyer forced behaviour carrying for the buyer integrity.

MISSION: "Creating Kando - Touching Your Heart" we are striving to touch

every Heart across the length and breadth of India. Kando is a Japanese word
for expressing feelings of excitement and deep satisfaction.

MANAGEMENT PRINCIPLES:

These are the means to attain our corporate mission and the cornerstone of our
philosophy.

Surpassing Customer Expectations

We are aware of our customers' evolving needs and provide them with quality
products and services of exceptional value that surpasses their expectations.

We believe in nurturing and empowering our employees to the fullest.

Establishing a Corporate environment that fosters self-esteem

Whilst cultivating our employee’s creativity and all round abilities, we have
also established an equitable system of evaluation and rewards to encourage
our people to strive towards newer benchmarks.

Fulfilling social responsibilities

As a good corporate citizen, we continually strive towards creating a better

social as well as natural environment

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1.6 PRODUCT AND SERVICE PROFILE

Figure 1.1 Yamaha Fascino:

Specifications:

Displacement 125cc

Category Moped

Brake Type Disc/ Drum (Front)

Drum (Rear)

Engine type Air cooled, 4 stroke, SOHC, 2-

valve

Ground Clearance 145mm

Side stand engine cut-off switch Equipped

Fuel System Fuel Injection

Transmission type V-belt automatic

Colour and Design Unique (Matte) colours and

attractive design.

Table 1.1

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Figure1.2Yamaha R15 v3.0

Specifications:

Engine Type Liquid cooled, 4-stroke, SOHC, 4-

valve

Displacement 155 cc

Horse Power 13.7 kW

Fuel System Fuel injection

Suspension Telescopic (Front)

Monocross ( Rear)

Ground Clearance 170mm

Speedometer Digital

ABS Dual channel ABS

Side stand engine cut-off switch Equipped

Table 1.2

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Figure1.3Yamaha MT-15

Specifications:

Engine Type Liquid cooled, 4-stroke, SOHC, 4-

valve

Displacement 155 cc

Horse Power 13.6 kW

Fuel System Fuel injection

Suspension Telescopic (Front)

Monocross ( Rear)

Ground Clearance 170mm

Speedometer Digital

ABS Single channel ABS

Side stand engine cut-off switch Equipped

Table 1.3

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Figure1.4 Yamaha FZS-FI V3

Specifications:

Engine Type Air cooled, 4-stroke, SOHC, 2-valve

Displacement 149 cc

Horse Power 9.1 kW

Fuel System Fuel injection

Suspension Telescopic (Front)

Monocross ( Rear)

Ground Clearance 165mm

Speedometer Digital

ABS Single channel ABS

ECO Indicator Equipped

Table 1.4

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16 | P a g e
Figure1.5 Yamaha RAY ZR 125 Fi

Specifications:

Displacement 125cc

Category Moped

Brake Type Disc/ Drum (Front)

Drum (Rear)

Engine type Air cooled, 4 stroke, SOHC, 2-valve

Ground Clearance 145mm

Side stand engine cut-off switch Equipped

Fuel System Fuel Injection

Transmission Type V-belt automatic

Suspension Type Telescopic fork (Front)

Unit swing (Rear)

Table 1.5

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Figure 1.6 Yamaha FZS 25

Specifications:

Engine Type Air cooled, 4-stroke, SOHC, 2-

valve

Displacement 249 cc

Horse Power 15.3 kW

Fuel System Fuel injection

Suspension Telescopic (Front)

Monocross ( Rear)

Ground Clearance 160mm

Speedometer Digital

ABS Dual channel ABS

Side stand engine cut-off switch Equipped

Table 1.6

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Figure 1.7 Yamaha FZ 25

Specifications:

Engine Type Air cooled, SOHC, 2-valve

Displacement 249 cc

Max. Power 20.50

Fuel System Fuel injection

Suspension Telescopic (Front)

Monocross ( Rear)

Ground Clearance 160mm

Speedometer Digital

ABS Dual channel ABS

Brake Type Disc

Table 1.7

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Figure 1.8 Yamaha YZF-R3

Specifications:

Engine Type Liquid-cooled, 4-stroke,

DOHC, 4-valves

Displacement 321 cc

Max. Power 40.8bhp

Fuel System Fuel injection

Suspension Telescopic fork (Front)

Monocross single shock (Rear)
Ground Clearance 160mm

Speedometer Digital

ABS Dual channel ABS

Brake Type Hydraulic Single Disc

Table 1.8

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1.7 AREAS OF OPERATION
Company has been functioned in the different nations they are:

 PAKISTAN
 INDONESIA
 THAILAND
 MALAYSIA
 PHILIPPINE
 TAIWAN
 COMBODIA
 CHINA
 AUSTRALIA
 NEW ZEALAND
 SINGAPORE

1.8 COMPANY COMPETITORS

 Hero
 Honda
 Bajaj
 TVS
 Royal Enfield

1.9 SWOT ANALYSIS

STRENGTH, WEAKNESS, OPPORTUNITIES AND THREATS.

Strengths:

 Yamaha and their quality and customized product.

 Yamaha firm has 40k workers.
 High level of marketing.
 Promoting circulation of the Yamaha bikes through international.
 It was one of the significant brand moto GP and world superbike.
 It has reached the organization by a great degree.

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  Innovative offer and scheme are provided.

Weakness:

 Yamaha R1 are entirely costly

 Street safety is less.
 Extra parts of the Yamaha motorcycles are costly.

Opportunities:

 Promoting eco-friendly bikes designed to less pollution

 A segment of two wheelers is a fast rising industry.
 Motorcycle export is limited that is the international market is
untapped.

Threats:

 Hard race in India as well as international products.

 Government policies & rules.
 Public transport by govt. is straight affective.

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 PLANT OPERATION
FARIDABAD
Established: 1964
Area (sq. ft.): 1,080,078
Distance from: New Delhi: 35 Kms
Surajpur: 45 Kms
•Parts Mfg.
•Machining
•Heat Treatment
•Painting
•Plating
SURAJPUR
Established: 1985
Area (sq. ft.): 3,780,900
Distance from: New Delhi: 35 Kms
Faridabad: 45 Kms
Models: FAZER
ENTICER
LIBERO
CRUX
RX100
GLADIATOR

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 HIERARCHIAL STRUCTURE

Managing Director & CEO

Executive Committee

Senior Vice President TOP MANAGEMENT

Vice President
Associate Vice President

Chief General Manager SENIOR MANAGEMENT

General Manager
Deputy General Manager

Chief Manager (M6-M8) MIDDLE MANAGEMENT

Manager (M3-M5)
Assistant Manager (M2)

Senior Superintendent (JM IV) JUNIOR MANAGEMENT

Senior Officer (JM III)
Officer (JM II)
Assistant Officer (JM I)

Highly Skilled (E 07-E 12) OPERATIVE STAFF

Skilled
Semi-Skilled (Unionized Cadre)
Unskilled

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 POLICIES & RULES

WORKING HOURS
8.00 a.m. – 4:30 p.m. – Ist Shift
4:30p.m. – 1:00a.m. - 2nd Shift
1.00a.m. – 8.00a.m. - 3rd Shift

LEAVE POLICY
Casual Leave (CL): 7/year
Sick Leave (SL) : 7/year
Earned Leave (EL): 30/year

STAFFING POLICY
Probation period: 6 months

SEPARATION POLICY
Supervisor: 1 month
Manager: 2 months
DGM & Above: 2 months

RETIREMENT POLICY
All: 58 Years
Directors: 60 Years

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 CHAPTER-2
HR MANAGEMENT

2.1 INTRODUCTION TO HUMAN RESOURCE

The company department charged with finding, screening, recruiting and
training job applicants, as well as administering employee-benefit programs.
Investopedia Says:
As companies reorganize to gain competitive edge, human resources play a
key role in helping companies deal with a fast-changing competitive
environment and the greater demand for quality employees. Research
conducted by The Conference Board has found six key people-related
activities that human resources complete to add value to a company:
1.Effectively managing and utilizing people.
2.Trying performance appraisal and compensation to competencies.
3.Developing competencies that enhance individual and organizational
performance.
4. Increasing the innovation, creativity and flexibility necessary to enhance
competitiveness.
5. Applying new approaches to work process design, succession planning,
career development and inter-organizational mobility.
6. Managing the implementation and integration of technology through
improved staffing, training and communication with employees.

Human Resources has at least two meanings depending on context. Most

common within corporations and businesses, human resources refer to the
individuals within the firm, and to the portion of the firm's organization that
deals with the hiring, firing, training, and other personnel issues. This usage is
derived from the original meaning of human resources as variously defined in
political economy and economics, where it was traditionally called labour, one
of three factors of production.

Human resources within firms

Though human resources have been part of business and organizations since
the first days of agriculture, the modern concept of human resources began in
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reaction to the efficiency focus of Taylorism in the early 1900s. By 1920,
psychologists and employment experts in the United States started the human
relations movement, which viewed workers in terms of their psychology and
fit with companies, rather than as interchangeable parts. This movement grew
throughout the middle of the 20th century, placing emphasis on how
leadership, cohesion, and loyalty played important roles in organizational
success. Although this view was increasingly challenged by more
quantitatively rigorous and less "soft” management techniques in the 1960s
and beyond, human resources had gained a permanent role within the firm.

Human resources administration outsourcing

In recent years, the number of human resources outsourcing companies has
increased dramatically. This indicates that many small-to-medium-sized
businesses are discovering the benefits that come with enlisting professional
help for a wide range of administrative tasks. Freeing up members of staff to
spend their time doing what they excel at, as opposed to HR issues for which
they may not be qualified, can make a tremendous difference to any business's
efficiency. HR outsourcing companies are well-known for their ability to take
care of payroll. However, their professional assistance need not end there. Just
some of the additional tasks they can take on and help organize include
retirement plan administration, expense management, employee benefits,
labour management, tax compliance, and screening and selection services.
Indeed, some companies are now outsourcing their entire human resources
operation to top professional employer organizations.

Human resource management

Human Resource Management (HRM) is both an academic theory and a
business practice. It is based on the notion that employees are firstly human,
and secondly should NOT be treated as a basic business resource. HRM is also
seen as an understanding of the human aspect of a company and its strategic
importance. HRM is seen as moving on from a simple “personnel" approach
(or was supposed to) because it is preventative of potential problems, and
secondly it should be a major aspect of the company philosophy, in which all
managers and employees are champions of HRM-based policies and
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philosophy. It is staffing function of the organization. It includes the activities
of human
resources planning, recruitment, selection, orientation, training, performance
appraisal, compensation, and safety.
Human resource management is the effective use of human resources in order
to enhance organisational performance.

2.2 ROLE OF HR DIVISION

 The major role of HR Division is to make the company profitable and
smoothly operable through induction and retention of Quality
Manpower and creating an environment which will lead to high
motivation, high Productivity & positive attitude.
 The main objective of HR is to make Yamaha an excellent company
through transparency, fairness & competitiveness in all aspects of day
to day working.
 In HR we deal with the all employee related activities: To Recruit,
Train and Develop Competent Human Resources on an ongoing basis
for optimum performance.
 To build employees into teams to enable them to enjoy a challenging,
fruitful and fulfilling career with Yamaha.
 To develop a culture rooted in concern for excellence, leading to
outstanding service to internal as well as external customers.

2.3 HR PRACTICES IN YAMAHA

FUNCTIONS OF PERSONNEL DEPARTMENT

Various Functions carried out under the personnel department at Escorts Ltd.
(Yamaha Motor Cycle division, Surajpur) are as follows:

1. Man Power Planning

It is one of the most important functions of the personnel department. Human

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resources of manpower planning is the process by which management
determines how an organization should move from current manpower position
to the desire manpower position. It analyses the present and future vacancies
that may occur as a result of transfers, promotions, sick leaves, leave of
absence, or other reasons and analysis of present and future expansion
or curtailment in various departments. Through planning, management
strives to have right no. and right kind of people at right places and the right
time to do the things which result in both the organization and the individual
receiving the maximum long range benefits.
The planning of manpower as carried out by Escorts YMD is done with the
job
analysis that is procedure by which pertinent information obtained about a job
or it can also be said that it is a detailed and systematic study of information
relating to the operations and responsibility of specific jobs. This process of
obtaining all pertinent job fact is carried out through job description and job
specification. Job description and specification is written where in job
description responsibility and requirements of a particular job where
as in job specification the requirements sought is an individual worker in
a given job.

2. Employment
It is another important operative function of the personnel department and
carried out by internal and external sources. The internal sources
are within the organization, where every any vacancy occurs, somebody
within the organization is upgraded, promoted and transferred. The external
sources are those who are new entrants to the labour force or some who are
retired and experienced persons such as for security of unemployed persons.
Employment of manpower is carried though a number of private employment
agencies or state agencies. The process of employment involves three stages
viz. recruitments, selection and placement. It is the determination of the job to
which an accepted candidate is to be signed and his assignment to that job.

3. Induction and Orientation

It means the introduction of an employee to the organization and the job by
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giving him all possible information about the organization history, objectives,
philosophy, policies, future development opportunities, products goodwill in
the market and community and by introducing him to other employees with
whom and under when he has to work. This program is carried out by the
personnel department. Here the new entrants are sent to every department to
introduce himself to the staff that department, to get him
accustomed to the work environment and providing him an insight
of how work is done in that department.

4. Training and Development

It is a complex process and is concerned with increasing the capabilities of
individual and groups so that they may contribute effectively to the attainment
of organizations goals. The term training development and education training
is a process of learning a sequence of programmed behaviour. It is an
application of knowledge which gives people an awareness of rules and
procedures to guide
their behaviour and to improve their performance on the current job.
Development is a related process which also brings about growth of the
personality, help potential capacities. Training and development is carried out
after assessing the training needs of an employee.

5. Personnel Research
This is carried out by the personnel department which conducts study and
survey on:
Employment turns over (exit interview)
 Absenteeism
 Wage Survey

6. Personnel Budget
This budget is prepared by the personnel department which takes into account
all the costs, expenses and profit to be generated in the year.

7. Compiling Skill Inventory

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The personnel department looks out the following functions:
 Performance Appraisal
 Confirmation/Increment/Promotion
 Maintain personal files of all employees
 Data Bank of all employees and individual history sheet.
8. Industrial Relation
Industrial relations refer to the dynamic development concept which not only
and employee-web much more complex than the labour concept of “labour”.
The concept of IR has been extended to denote the relation of state
with employer, worker and their organization. The subject, therefore includes
individual relation and join consultation between employer and worker at them
place of work, collective relation between employer and their organization and
trade union, a part played by state in regulation this relation.
The function of IR is carried out through the following way in Escorts YMD.
Labour laws are industrial and statutory registers are maintained according to
these laws.
Liaison with labour department and other civic authorities are maintained so
as to carry out different functions relating to industrial peace.
Submission of returns under various labour laws.
Implementation of standing order and Contract Act.

9.Formation of various statutory committees such as:

Workmen Committee
 Canteen
 Safety

10. Negotiation with union.

11. Disciplinary Proceeding.
12. Attending Conciliation/ labour court.
13. Grievance handling/ counselling.
14. Conducting workmen classes.

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2.4 HR PROCESS:

Human Resources Division:

The Human Resources Division serves the employees of the entire Yamaha
Motor Group. Its objective is to develop human resources, the source of the
Company’s competitive edge in its business operations, and to plan and
implement personnel policies that help create a dynamic corporate culture.
The Human Resources Development Division consists of the Personnel
Department, Employee Relation Department, Human Resources Development
Department, Health & Safety Department, and the Secretary Department, and
integrates some or all of the human resources-related functions of the former
Personnel Management and Industrial Relations Division, General Affairs
Division.

H.R Process at Yamaha Motor India

Recruitment:
Recruitment refers to the process of finding possible candidates for a job or
function, undertaken by recruiters. It also refers to defining the source from
where suitable candidates can be selected. It is a positive process. It may be
undertaken by an employment agency or a member of staff at the business or
organization looking for recruits. Either way it may involve advertising,
commonly in the recruitment section of a newspaper or in a newspaper
dedicated to job adverts. Employment agencies will often advertise jobs in
their windows. Posts can also be advertised at a job centre if they are targeting
the unemployed. Suitability for a job is typically assessed by looking for skills,
e.g. communication skills, typing skills, computer skills. Evidence for skills
required for a job may be provided in the form of qualifications (educational
or professional), experience in a job requiring the relevant skills or the
testimony of references. Employment agencies may also give computerized
tests to assess an individual off hand knowledge of software packages or
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typing skills. At a more basic level written tests may be given to assess
numeracy and literacy. A candidate may also be assessed on the basis of an
interview. Sometimes candidates will be requested to provide a résumé (also
known as a CV) or to complete an application form to provide this evidence.
The follow-up process may be referred to as part of the recruitment process:
inveigling the selected candidate or candidates to take up the target job or
function. This applies particularly in filling positions in the military or in
expanding the human resource base of a cult. Head-hunting is a frequently
used name when referring to recruiters, but there are significant differences. In
general, accompany would employ a head-hunter when the normal recruitment
efforts have failed to provide a viable candidate forth job. Head-hunters are
generally more aggressive than in-house recruiters and will use direct cold
calling techniques,
advanced sales techniques, personal visits to the candidate’s office and will
purchase expensive lists of names and job titles. In general, recruiters will do
their best to attract candidates for specific jobs while head-hunters will
actively
seek them out. Many companies go to great efforts to make it difficult for
head-hunters to locate their employees. The process of recruitment comprises
of five
interrelated stages, i.e.:
 Planning
 Strategy Development
 Searching
 Screening
 Evaluation and Control. The ideal recruitment programme is one that
attracts a relatively large number of qualified applicants who will
survive the screening process and accept positions with the
organization when offered.

RECRUITMENT PROCESS OUTSOURCING:

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Recruitment Process Outsourcing (RPO) is a form of business process
outsourcing (BPO) when an employer outsources or transfers all or part of the
staffing process to an external service provider. A true or total RPO solution
involves the outsourcing of the entire recruiting function or process to an
external service provider. This provider serves to provide the necessary skills,
tools, technologies, and activities to serve as their client’s virtual "recruiting
department". This definition differs from occasional recruiting support often
provided by many temporary, contingency, and executive search firms. While
these organizations do provide an invaluable service, they do not qualify as
RPO as it does not involve the outsourcing of the recruiting process.

Recruitment: At YAMAHA Recruitment is done for three types of

employees:
1.Permanent Employee
2.Casual Employee
3.Contactual Employee

 SOURCING: It refers to defining the source from where prospective

employee shall be recruited. At Yamaha it is done through employee
referrals, consultants, campus recruitment, job website (such as
naukri.com, monster.com, etc.
 SHORTLISTING: It refers to rejection of unsuitable applicants and
shortlisting of suitable applicant.
 INTERVIEW: At Yamaha Interview is taken by the functional head
of that division for which the candidate has applied for the job in the
organisation. Interview is a formal, in-depth conversation conducted to
evaluate the applicant’s acceptability. It considers to be an excellent
selection drive. Interview is adapted to unskilled, skilled, managerial
and professional employees. It allows a two-way exchange of
information, the interviewer learns about the applicant, and applicant
learns about the employer Two rounds of interviews are conducted.
1. Preliminary Interview: Preliminary interview helps rejects
misfits for reasons, which did not appear in the application,

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 forms. Besides, preliminary interview, often called” courtesy
interview” is a good public relation exercise. In this sequential
interview is taken in case of permanent employee and one-to-
one in case of casual and contractual employees, it helps in
utilizing the strength and knowledge-base of each interviewer,
so that each interviewer can ask questions in relation to his or
her subject area.
2. Final round: In this final interview usually a panel of
interviewer sits in the interview and in-depth knowledge of the
applicant is judged. If the candidate is sound suitable he/she is
selected for the job in the organization.

 SELECTION: It refers to the selection of suitable candidates and

rejection of unsuitable candidates. It is a negative process because it
refers to rejection of unsuitable candidates.

Selection is the process of differentiating between applicants in order

to identify and hire those with a greater likelihood of success in a job.

Selection is long process, commencing from the preliminary interview

of the applicants and ending with the contract of employment Selection
process for senior managers will be long-drawn and rigorous, but it is
simple and short while hiring shop-floor workers.

 SALARY OFFER: At Yamaha salary offer is made to the selected

candidate if the candidate agrees to the salary offered to him, then offer
letter is made after completion of the defined selection procedure. The
selected applicant shall be made the offer of employment through an
offer letter. But if the candidate does not agree with the salary offered
to him, then negotiation on salary is done.

 Joining: After selection of applicants, and if the candidate agreed to

the offer made, his joining formalities are done, at Yamaha joining of

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 the selected applicants are made at the Time Office. The time office
creates the database of the applicants.
Reference and Verification of documents: It includes checking of
various documents of the applicants, documents include, educational
qualifications, salary, certificate, resignation letter of the previous
employer, experience certificate etc. In case, if the candidate is unable
to present his/her documents, he/she has to give in written to the HR
department that if he/she will not be able to present his/her documents
after the stipulated time, his/her services shall be deemed to be
cancelled. The reference check shall be done after the candidate has
joined the company the reference check is done with:
1.Last Employer
2.Two references given by the candidates in the Resume.

 Allotment of EIN NO. (EMPLOYEE CODE): An EIN NO. is

allotted to the candidate at the time of joining. All the necessary
communication with the H.R department is done through this EIN NO.

 MEDICAL TEST: After the acceptance of offer letter, at the time of

joining a candidate will be required to undergo a pre-employment
medical check-up. the medical check-up is done at company’s
dispensary which is within YAMAHA campus.

 JOINING REPORT / JOINING KIT: A copy of newly joined

employees is send to the Time office.

 ATTENDANCE CARD / ENTRY IN REGISTER

 PERSONAL FILE MANAGEMENT

ISSUE OF APPOINTMENT LETTER: The candidate will be issued an

Appointment Letter after joining. The terms of employment will be stated in
the Appointment Letter. It includes: Probation period, effective date of

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appointment, designation, department, place of posting, reporting to the
concerned person, salary and guidelines of payment, HRA, etc.

INDUCTION OR ORIENTATION: Orientation or Induction at YAMAHA

is the process by which a new employee learns about, and becomes part of the
YAMAHA Family. A good induction program provides the necessary
information, resources and motivation to assist a new employee to adjust to
the work environment as quickly as possible. It also shows that YAMAHA is
committed to the new staff member.
It is a planned and systematic introduction of employees to their jobs, their co-
workers and the organisation. The idea is to make the new employees feel at
home in the new environment.
 COMPANY PRESENTATION: Company Presentation is made to
the new employee by an HR Representative.
 INTER DEPARTMENT INDUCTION: A schedule is issued by the
HR Department for inter department induction to the new employees,
and employee has to visit each department for their induction.
 WELCOME NOTE is send on the employees working in the
organisation on their mail, welcoming new employee.

2.5 TRAINING AND DEVELOPMENT

PERFORMANCE APPRAISAL: It is an objective assessment of an

individual’s performance against well-defined benchmark, The performance
being measured against such factors as job knowledge, quality and quantity of
output, initiative, leadership abilities supervision, dependability, cooperation,
judgement, versatility, health and the like. Assessment should not be confined
to past performance alone. Potentials of the employee for future performance
must also be assessed.
The Performance Management philosophy of YAMAHA is to build a strong
culture of Performance with the accountability of results.

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In Performance Appraisal process the individual performance is evaluated
against the goals set at the beginning of the year. The performance
management process at the company is divided into two parts, Management by
Objectives (MBO) and Assessment of Competence/Potential.
Objective: To provide a forum, where the superior can provide objective
feedback as also development input to the employee. Performance Review
forms an input to the reward system linked to performance.
 SETTING KEY RESULT AREAS
 MANAGEMENT BY OBJECTIVES:
 Appraisal cycle is from January to December.
 MBO/Targets are set at the beginning or prior to the beginning
of the cycle.
 MBO/Targets for each individual are derived from Divisional
MBO sheet, which is based on Midterm/Annual Plan of the
company.
 Each target shall be documented in such manner that there is a
clear understanding of the key activities to be pursued, to
achieve the goal.
 Weightage shall be attached to each goal such that the total
weightage of all the goals is 100.

 MID YEAR REVIEW IS DONE.

 ANNUAL APPRAISAL:
 The performance appraisal shall be done once in a year.
 Achievement against individual MBO is evaluated by the
immediate superior or HOD after self-appraisal by the
individual.
 The quantified percentage achievement(Performance) and
Competence/Potential are the determining factors for the
individual performance rating, which will be the basis for the
annual Increment and Promotion.
 PERFORMANCE AWARD: The employees will be eligible to
participate in the Variable Pay Program of the Company known as

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 “PERFORMANCE AWARD”. The Performance Award will be paid
once a year (in march) and will depend on the Grade of the employee,
Performance Rating and Achievement of Targets.

2.6 MANPOWER PLANNING

Personnel management is productive exploitation of manpower resources.

This is also termed as ‘Manpower Management’. Manpower Management is
choosing the proper type of people as and when required. It also takes into
account the upgrading in existing people. Manpower Management starts with
manpower planning. Every manager in an organization is a personnel man,
dealing with people.
The process by which management ensures that it has the right personnel, who
are capable of completing those tasks that help the organization reach its
objectives.
Definition and importance of manpower Planning:
Planning is nothing but using the available assets for the effective
implementation of the production plans. After the preparing the plans, people
are grouped together to achieve organizational objectives.
Planning is concerned with coordinating, motivating and controlling of the
various activities within the organization. Time required for acquiring the
material, capital and machinery should be taken into account. Manager has to
reasonably predict future events and plan out the production. The basic
purpose of the management is to increase the production, so that the profit
margin can be increased. Manager has to guess the future business and to take
timely and correct decisions in respect of company objectives, policies and
cost performances. The plans need to be supported by all the members of the
organization. Planning is making a decision in advance what is to be done. It is
the willpower of course of action to achieve the desired results. It is a kind of
future picture where events are sketched. It can be defined as a mental process
requiring the use of intellectual faculty, imagination, foresight and sound
judgment. It involves problem solving and decision making. Management has
to prepare for short term strategy and measure the achievements, while the

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long term plans are prepared to develop the better and new products, services,
expansion to keep the interest of the owners.

Advantages of manpower planning:

Manpower planning ensures optimum use of available human resources.
1. It is useful both for organization and nation.
2. It generates facilities to educate people in the organization.
3. It brings about fast economic developments.
4. It boosts the geographical mobility of labour.
5. It provides smooth working even after expansion of the organization.
6. It opens possibility for workers for future promotions, thus providing
incentive.
7. It creates healthy atmosphere of encouragement and motivation in the
organization.
8. Training becomes effective.9. It provides help for career development of the
employees.

Steps in Manpower planning

1. Predict manpower plans.
2. Design job description and the job requirements.
3. Find adequate sources of recruitment.
4. Give boost to youngsters by appointment to higher posts.
5. Best motivation for internal promotion.
6. Look after the expected losses due to retirement, transfer and other issues.
7. See for replacement due to accident, death, dismissals and promotion.

Factors which affect the efficiency of labour:

1. Inheritance: Persons from good collection are bound to work professionally.
The quality and rate of physical as well as mental development, which is
dissimilar in case of different individuals is the result of genetic differences.
2. Climate: Climatic location has a definite effect on the efficiency of the
workers.
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3. Health of worker: worker’s physical condition plays a very important part in
performing the work. Good health means the sound mind, in the sound body.
4. General and technical education: education provides a definite impact the
working ability and efficiency of the worker.
5. Personal qualities: persons with dissimilar personal qualities bound to have
definite differences in their behaviour and methods of working. The personal
qualities influence the quality of work.
6. Wages: proper wages guarantee certain reasons in standard of living, such
as cheerfulness, discipline etc. and keep workers satisfy. This provides
incentive to work.
7. Hours of work: long and tiring hours of work exercise have bad effect on
the competence of the workers.

Downsizing of manpower:
Downsizing of manpower gives the correct picture about the number of people
to be employed to complete given task in the predetermined period. It is used
for achieving fundamental growth in the concern. It can work out the correct
price by the resource building or capacity building. It aims at correct place,
correct man on a correct job. Thus manpower planning is must to make the
optimum utilization of the greatest resource available i.e. manpower for the
success of any organization.

COMPENSATION AND BENEFIT:

 SALARY SURVEY
 SETTING SALARY SLABS
 NEGOTIATION ON SALARY
 ALLOWANCE AND REIMBURSMENT

2.7 SUCCESSION PLANNING:

Succession planning is process whereby an organization ensures that

employees are recruited and developed to fill each key role within the
company. Through your succession planning process, you recruit superior

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employees, develop their knowledge, skills, and abilities, and prepare them for
advancement or promotion into ever more challenging roles.
Through succession planning process, also retain superior employees because
they appreciate the time, attention, and development that you are investing in
them. To effectively do succession planning in your organization, an
organization must identify the organization’s long term goals. Organization
must hire superior staff.
Organization need to identify and understand the developmental needs of your
employees. Organization must ensure that all key employees understand their
career paths and the roles they are being developed to fill. It is the use of a
deliberate process to ensure that staffs are developed who are able to replace
senior management as required.
Succession planning enables organization to identify talented employees and
provide education to develop them for future higher level and broader
responsibilities. Succession planning helps organization "build bench
strength." Succession planning helps organization to decide where people
belong on the bus.

2.8 CAREER PLANNING

Career Planning for new employees joined in the organisation is done by H.R
Department.

EMPLOYEE MOTIVATION:
Employee Motivation is a very important aspect of an organisation.
Motivation in simple terms may be understood as the set of forces that cause
employee to behave in certain ways. Motivation process include with
identifying EMPOYEES needs, searches way to satisfy needs, engages goal-
directed behaviour performs, receive either rewards or punishment, reassess
needs deficiencies.

POLICY FORMULATION:
One of the major activities of H.R also includes Policy formulation.
Formulation of various policies of the organization is called policy
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formulation. E.g. of policies are Promotion Policy, Staffing Policy,
Performance Management Policy, Leave Policy, Transfer and Travel Policy.

SERVICE BOND:
It is away to retain employees on whom accompany has invested precious time
and money.
Service bonds are of two types
•EMPLOYEE BOND
•TRAINING BOND

2.9 EXIT ANALYSIS (FULL AND FINALSETTLEMENT):

After the acceptance of resignation by the Division Head and Head HR
department, after acceptance of resignation following formalities are done:

 Clearance Form: HR department will forward the clearance form, to

other departments, which will have to be submitted back to HR
Department by the concerned employee for full and final settlement.
The acceptance of the resignation and the full and final settlement shall
not be made unless the clearance certificate is duly completed and
submitted to Department
 Service and Salary Certificate: HR Department will issue the service
and salary certificate after clearance and settlement of full and final
settlement. Form 16 for the purpose of filling income tax return will be
issued in the month of April/May for preceding financial year.
 Exit Interview: The representative of HR Department shall conduct an
Exit Interview of the employees who has resigned. The objective of the
interview shall be ascertaining the reasons for the employee’s
resignation.

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2.10 Ways to retain the employees

 The ability of the employee to speak his or her mind freely within the
organisation is a key factor in employee retention. Frequent employee
complaints center on these areas.
 Talent and skill utilization is another environmental factor for
employee retention.
 A motivated employee wants to contribute to work areas outside of his
specific job description.
 The perception of fairness and equitable treatment is important in
employee retention.
 Every employee wants to be treated as same.
 The easiest to solve, and the ones most affecting employee retention,
are tools, time and training.
 The employee must have the tools, time and training necessary to do
their job well – or they will move to an employer who provides them.
 Your best employees, those employees you want to retain, seek
frequent opportunities to learn and grow in their careers, knowledge
and skill.
 Without the opportunity to try new opportunities, sit on challenging
committees, attend seminars and read and discuss books, they feel they
will stagnate. A career-oriented, valued employee must experience
growth opportunities within your organization.
 Always consider the skill and abilities of employees.
 The president of a small company or department or division head in a
larger company. take time to meet with new employees to learn about
their talents, abilities and skills. It should have to be done.
 No matter the circumstances, never, never, ever threaten an
employee's job or income.
 Even if you know layoffs loom if you fail to meet production or sales
goals, it is a mistake to foreshadow this information with employees. It
makes them nervous, it should be avoided.

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 CHAPTER-3
METHODOLOGY

3.1 RATIONALE OF THE STUDY

Employee satisfaction is a measure of how happy workers are with their job
and working environment. Keeping morale high among workers can be of
tremendous benefit to any company, as happy workers will be more likely to
produce more, take fewer days off, and stay loyal to the company. There are
many factors in improving or maintaining high employee satisfaction, which
wise employers would do well to implement.

To measure employee satisfaction, many companies will have mandatory

surveys or face-to- face meetings with employees to gain information. Both of
these tactics have pros and cons, and should be chosen carefully. Surveys are
often anonymous, allowing workers more freedom to be honest without fear of
repercussion. Interviews with company management can feel intimidating, but
if done correctly can let the worker know that their voice has been heard and
their concerns addressed by those in charge. Surveys and meetings can truly
get to the center of the data surrounding employee satisfaction, and can be
great tools to identify specific problems leading to lowered morale.

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3.2 OBJECTIVE AND SCOPE OF THE STUDY
To identify variables which have a significant impact on the retention of
employees: -
 Identify prominent areas of attrition among the employees.
 Assessing and improving employee satisfaction.
 Judge the level of workforce engagement.
 Improve the retention levels in the organization.
 Assisting in managing and incorporating change in the organization.
 Improve communication and understanding of employee's issues &
expectations.

3.3 RESEARCH METHODOLOGY

Research is an organized inquiry designed and carried out to provide

information to solve the problem. The fact, search is an art of scientific
investigation of a certain problem. “Research is the process of systematically
obtaining accurate answers to significant and pertinent questions by the use of
the scientific methods gathering and interpreting information”.

a) Sample size: Sample size is 50. Data was analysed by surveying

employees from different departments.

b) Sample design: This part is done through discussing and analysing

with my project guide and referring to the subject regarding this topic.
It was a random sampling.

c) Mode of analysis: The methods used to analyse the data are as

follows:
1) Interpret and analysis of the data and present it in a proper manner.
2)Uses of Microsoft excel for preparation of graph.

d) Methods of Data Collection – Questionnaires

46 | P a g e
 e) Tools of Data Analysis - Quantitative and Qualitative tools.
CHAPTER-4
Analysis and Interpretation

Q1: Are you aware of Yamaha’s HR policies?

a) Fully aware
b) Partially aware
c) Not aware

Analysis and Interpretation of question-1

The graph shows 30% employees are fully aware, 30% are partially aware and
40% of the employees are not at all aware. Thus, the employees of the
company should be fully aware of the HR policies.

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Q2: Do you know about the retention policy of Yamaha?

a) Yes
b) Partially
c) Not at all

Analysis and Interpretation of question-2

40% of employees are aware of the retention policies, 50% of them are
partially aware whereas 10% are not at all aware. Unaware people should be
made aware of these policies.

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Q3: How much cooperative your colleagues are?

a) Least cooperative
b) Reasonably cooperative
c) Non cooperative

Analysis and Interpretation of question-3

10% of colleagues are non-cooperative whereas 60% of them are reasonably

cooperative. There should be more of cooperation among the colleagues.

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Q-4: Does your supervisor give you effective feedback on a regular basis?

a) Yes
b) Depends on the employees
c) Not at all

Analysis and Interpretation of question-4

It is clear in the graph that 100% of the employees say that the superior gives
them effective feedback on a regular basis.

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Q5: Are you able to strike a work life balance with the organisation?

a) To a great extent
b) To some extent
c) Not at all

Analysis and Interpretation of question-5

70% of the employees believe that they have a work life balance. 20% have to
some extent and rest are not able to maintain it.

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Q6: Are you capable of achieving goals set for you?

a) Consistently
b) Occasionally
c) Never

Analysis and Interpretation of question-6

The graph shows 100% of the employees are consistently capable of attaining
their set goals. The target achieved by the employees may be vis-à-vis the
target achieved last year.

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Q7: Does your company provide safety measures at your work place?

a) To a great extent
b) To some extent
c) Not provided

Analysis and Interpretation of question-7

50% of the employees say that the company provides such measures at
workplace, whereas 20% believe the company does not.

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Q8. Do you agree that the organisation is effective in communicating
information that can have effect on employees?

a) Strongly Agree
b) Agree
c) Somewhat Agree
d) Disagree

Analysis and Interpretation of question-8

20% of the employees believe there is effective communication in the

organisation while majority of the employees partially agree with this.

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Q9: Do company have a policy for assisting employees on personal issues that
may affect their performance at work?

a) Yes
b) No

Analysis and Interpretation of question-9

All the employees agree that the company’s policy for assisting employees on
personal issues that may affect their performance at work is effective.

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Q10: Does company perform exit interviews?

a) Yes
b) No

Analysis and Interpretation of question-10

70% say that the company takes exit interviews while 30% of them says that
the company does not take.

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Q11: Does your co-workers and superiors help you to cope up with your poor
performance?

a) To a great extent
b) To some extent
c) Not at all.

Analysis and Interpretation of question-11

The graph shows 60% of the employees say up to great extent their co-
workers and superiors help them to cope up with their poor performance and
40% say to some extent.

Company can also concentrate on designing and implementing proper in-

house counselling program through group discussions/ personal interaction.

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Q12: Does your superiors discuss your conflicts and problem?

a) Occasionally
b) Regularly
c) Not at all

Analysis and Interpretation of question-12

50% of people say they are involved in discussions occasionally, 30% believe
regularly and rest 20% are not at all involved.

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 SUGGESTIONS

1. Company should improve on method of conduction of exit interviews.

2. Setting targets and establishing managerial accountabilities in respect of

retention.

3.There should be good communication among the departments.

4. Select more rigorously, based on ‘fit’ to the organization.

5. Emphasize teamwork and employee engagement.

6. Train employees more intensively and broadly.

7.Rewards and benefits should be given to employees for their better

performance.

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 CONCLUSION

Following conclusions can be drawn from the stated data:

• Majority of the employees are not aware of the HR policies of the company.

• Majority of the employees are cooperative with their colleagues.

• Company has a regular feedback system which shows proper involvement of

the employees.

• Safety conditions are proper at workplace showing working environment is

congenial.

• Exit interviews are conducted for improvement of retention policy in future.

The company follows good HR policies with no personal bias and it results in
individual’s best contribution towards the organization. But there are some
loopholes in the system that should be analysed and corrective measures
should be taken.

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 BIBLIOGRAPHY

For the purpose of this study, some broad sources of literature were referred
to:

 Textbooks
a) Human Resource and Personnel Management – By K.
Ashwathappa
b) The essence of Human Resource Management- By Eugene Mc
Kenna
c) Organisational Theory- By Gareth Jones
d) Organisational Behaviour- By Stephen Robbins

 Internet Portals
a) www.yamaha- motor- india.com
b) www.humanresourcesmagazine.com.au
c) Intranet of Yamaha

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 ANNEXURE

Questionnaire used for data collection

Name:
Age:
Gender:
Qualification:
Experience:
Department:

Q1: Are you aware of Yamaha’s HR policies?

a) Fully aware
b) Partially aware
c) Not aware

Q2: Do you know about the retention policies of Yamaha?

a) Yes
b) Partially
c) Not at all

Q3: How much cooperative your colleagues are?

a) Least cooperative
b) Reasonably cooperative
c) Non cooperative

Q4: Does your supervisor give you effective feedback on a regular basis?

a) Yes
b) Depend on the employees

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 c) Not at all

Q5: Are you able to strike a work life balance with the organisation?

a) To a great extent
b) To some extent
c) Not at all

Q6: Are you capable of achieving goals set for you?

a) Consistently
b) Occasionally
c) Never

Q7: Does your company provide safety measures at your work place?

a) To a great extent
b) To some extent
c) Not provided

Q8. Do you agree that the organisation is effective in communicating

information that can have effect on employees?

a) Strongly Agree
b) Agree
c) Somewhat Agree
d) Disagree

Q9: Do company have a policy for assisting employees on personal issues that
may affect their performance at work?

a) Yes

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 b) No

Q10: Does company perform exit interviews?

a) Yes
b) No

Q11: Does your co-workers and superiors help you to cope up with your poor
performance?

a) To a great extent
b) To some extent
c) Not at all.

Q12: Does your superiors discuss your conflicts and problem?

a) Occasionally
b) Regularly
c) Not at all

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