A PROJECT REPORT ON BUILDING UP A POTENTIAL APPRAISAL SYSTEM FOR ATLAS CYCLE

As a partial fulfillment for the award of BBA degree under C.C.S. UNIVERSITY session 2004-2007.

SUBMITTED TO Mr. VIRENDER DAHIYA SIR

SUBMITTED BY MANOJKUMAR SINGH 9198572

INSTITUTE OF MANAGEMENT STUDIES, NOIDA

Page-1/77

CERTIFICATE FROM THE SUPERVISIOR

To WHOM IT MAY CONCERN

This is to certify that Mr. MANOJ KUMAR SINGH Roll No. 9198572 of BBA IV Sem. is a bonafide regular student of this Institute for the session 2004-2007. He has completed the project report titled BUILDING UP A POTENTIAL APPRASIAL SYSTEM FOR ATLAS CYCLE under my supervision, as a part of partial fulfillment for the award of BBA degree under C.C.S University. I find his project report is up to the standard and original one.

Dt:-

(Project Supervisor)

Page-2/77

PREFACE
Technical study is incomplete without practical is knowledge. Now a days theory without practical is of little use. No doubt theory provides the fundamental stone for the guidance of practice but practice examine the element of the truth lying in the theory. Therefore, a stand co-ordination of theory and practice is very essential to make a BBA perfect. To achieve this propose, participants of BBA, IMS Noida are required as a practical fulfillment of there course, to do a project work in there SummerTraining program I joined the Atlas cycle Group for the summer training. This project report is prepared during the seven week training at Atlas cycle Group (haryana) Ltd. Shibabad as a participate of BBA we have studied that Human Resource Development is the business function that identifies current unfulfilled needs and wants, designs and measures their magnitude, determine the target Human Development program, the organization can best and serve and decides on appropriate facilities, services and programs to serve them. HR management is the analysis, planning implementation, on an control of programs, designed to create, build and maintains beneficial exchange add relationship with in organization for the purpose of achieving the organization objectives. Thus HR process consists of analyzing HR opportunities, researching and selecting target relation, developing employment strategies, planning HR tactics, and implementing and controlling the HR efforts. I decided to choose my topic, which covers all. As a result, I selected the topic Potential Appraisal activities of Atlas cycle Group shibabad It has been a very rich experience. Competition and new development are changing at unimaginable speed. Keeping oneself in the HR Department would require true managerial skills these subjects are to vast varied and dynamic. My project is a humble effort of the application of these studies. During the seven weeks of summer training in Atlas cycle Group shibabad. I with the help of the staff of Atlas Cycle Group prepared this project report towards partial fulfillment of the award of the degree of bachelor of business administration to gain in experience and enhance my own knowledge.

Page-3/77

Page-4/77

ACKNOWLEDGEMENT

It is always said that the work is accomplished only when it is done under full and proper guidance of intelligent people for me it was very difficult to complete my first ever real life project without the help of all those people who supported me. I am thankful to Mr. KAPIL SEHGAL for guiding me the project work and in gaining knowledge and excel in growing his field. I also like to thanks all faculty members and support to bring this report to a successful competition. I sincerely wish to acknowledge a deep sense of gratitude for valuable and magnanimous guidance and generous assistance extended to me by who gave me this unique opportunity to complete my project work in this esteemed organization. I also extend my hurtful thanks to other staff members for their wholehearted cooperation and valuable help offered to me during my summer training program.

Page-5/77

CONTENT

Introduction Statement of the Problem Objective of the Study. Scope and Importance of Study... Research Methology Theoretical Concept. Introduction to Organization Company Status Regarding Objective of the Study. Data Presentation and Analysis. Finding the Studies Recommendation and Suggestion. Conclusion. Reference / Bibliography Annexure

Page-6/77

INTRODUCTION OF ATLAS CYCLE

Page-7/77

Atlas Cycle NCD gets A plus from Crisil

THE CREDIT Rating Information Services of India (Crisil) has A plus (single A plus) rating to the Rs. 16.50 crore non-convertible debenture (NCD) issue of Atlas Cycle (Haryana). Atlas, formerly Atlas Cycle Industries, has been placed under rating watch with developing implications. The rating watch is based on Crisil's opinion that ongoing developments in the company regarding ownership and management between various members of the promoter family and the possible re-organization of the operations of Atlas into three subsidiaries could have a material impact on the credit risk profile of the outstanding debt instrument. Atlas has initiated a restructuring exercise in 1999-2000 whereby three new wholly owned subsidiaries were created, each being named after the respective cycle manufacturing locations namely. Atlas Cycles (Sonepat), Atlas Cycles (Sahibabad) and Atlas Cycle (Malapur). Although the originally stated intention of setting up these subsidiaries was to treat them as profit centers, current developments indicate the likelihood of a distribution of assets and liabilities into these companies. Crisil's rating is based on the uncertainty associated with the ownership of the rated debt as well as the credit profile of the new holder of the said instrument. The rating action also takes into account the company's satisfactory operating performance for 2000-01. Crisil is in dialogue with the management of Atlas to review the implications of the various options being contemplated by the management. Corporate Bureau Company Name : Atlas Cycle Haryana Ltd. Firm Tupe : International public company Location : India Web : http://www.atlascyclesonepat.com Email: info@atlascyclesonepat.com Year Founded: 1950 Primary SIC: Motorcycle, Bicycles And Parts Primary NAICS: Motorcycle, and Parts Manufacturing Description: Manufacturing: Manufacture and distribution of bicycles and motorcycle. ISO 9002 certified. HISTORY OF ATLAS CYCLES

Page-8/77

Atlas group was established in 1950 and production started in 1952 with the strength of only 4 workers. The name atlas cycles industries Ltd was given in year 151 as a modest saddle manufacturing industry where now it ranks amongst the three largest cycles manufacturers in the world. Atlas cycles industries ltd. commence manufacturing of bicycle saddles in 1951 and produced its first batch of complete cycles in 1952 the first lot of 12624 bicycles rolled out by company in 1952. Soon thereafter the factory sprang up on grand scale and became the undisputed leader in the trade. The most remarkable point the about atlas is that it started functioning without any foreign collaboration. Today atlas is second largest bicycle company in the country producing over 3 million bicycles in a year. Atlas cycles has three units in operation : at Sonepat in Haryana, Sahibabad in Uttar Pradesh and Malapur in Madhya Pradesh catering to the demand of whole India and for export atlas cycles Has not only been exporting cycles to over 40 countries but also expertise, skill technical know how atlas has been involved in setting up large cycle plants in countries like Tanzania, Iran, Zambia and others and has annual turnover exceeding 3.5 billions with a workforce of over 5000 technicians Late Shri Jankidas was the founded of the company Late Shri Jankidas Kapur has three sons-late Bishamber Das Kapur, Jai Dev Kapur late Jagdish Kapur. After the death of late Shri Jankidas Kapur his sons started to look after the company at that time as atlas cycles industries was the biggest cycle manufacturer in India. Late B. D. Kapur was president of atlas cycle industries (now named as atlas cycles Haryana) ltd till his death in Aug. 2000, his two younger brothers Jaidev Kapur and late Jagdish worked as joint presidents. Late B. D. Kapur has three sons Arun Kapur, Vikram Kapur, Rajiv Kapur Mr. Jaidev Kapur died before 2 yrs Mr. Jagdish Kapur has two sons Sanjay Kapur and Salil Kapur also designated as senior vice presidents. Atlas cycles industries has a equity base of only 3.5 core of which over 50% is controlled directly or indirectly by the entire Kapur family the company had a turnover of 356 cr with a net profit of 7 during the year ended march 2003.

Atlas cycles industries restructured to face challenges

Page-9/77

The management of atlas cycles industries one of the largest bicycle manufacturer in the country has been reorganized into separate units with effect from 1 Sept. 2003 the restructuring process undertaken by board of directors for imparting efficiency in the organization and to push the growth in the right direction. The Mother unit has been put under control of Mr. Vikram Kapur the son of late Mr.. Bishamber Das Kapur. The Second unit, Sahibabad under Mr.. Jaidev Kapur whereas the bird unit Malanpur (map under Salil Kapur) the son of late Mr.. Jagdish Kapur. Under the reorganized scheme Mr.. Vikram Kapur designated as president, Mr. Rajiv Kapur as joint President and Mr.. Anged Kapur as vice President of the Mother unit Mr.. Jaidev Kapur designated as President of Sahibabad and its allied units of Milton cycles industries. Mr.. Salil Kapur designated as President of Mainpur unit(Madhya Pradesh) Mr.. Vikram Kapur looks after working of Mr. Jankidas memorial hospital Sonepat, the Jankidas public school Sonepat, a modern hospital at Delhi and ashram at Haridwar By having the Presidents of the three units as members of one of the other three management committees it is hoped that it would lead to increase in efficiency and better results over all financial health of the company. Under the new management structure the group was split into three divisions each managed by different members of the family and headed by President. The control of the theremanufacturing units of atlas at Sonepat(Haryana) Malanpur (mp)Sahibabad (up was spilt between the Kapur brother and their sons with three independent management committees reporting to the atlas board of directors. Since the profitability of the company has split during the last couple of years the recent restructuring with independent management committee ensuring coordination, functioning and cost effectiveness of the units. Despite that the company is feeling at home with the current structure, system being error free the plan of restructuring took more than three years to formalize , the operation being dividend in such a manner that each unit will focus on a specific marketing zone an d simultaneously work on building atlas market share I these areas. The company is already claming to be on a roll since it adopted the new management structure the restructuring has ensured independent functioning of the units which in turn has speeded up the decision making process. If the Kapur brothers are to be believed production is better now post restructuring coupled with a spurt in sales both domestic and reports all three units are gearing up to make a formidable base I their respective marketing zone which have been strategically divided so as to reduce the freight cost on bicycles

Page-10/77

Whole both Sonepat and Sahibabad are expanding capacity by putting up a painting and rim manufacturing plant with as investment of 8 cr Malanpur Would be investing in upgrading its raid activities paint plant and work areas. The company has also ear marked a budget 8 cr for advertising and communication to add sheen to the brand company has also roped in celebrities like film star Sunil Shetty and tennis player Sania Mirza Atlas cycles industries main focus today is to ensure that atlas cycles industries remains ten leading brand in country late Rai Bahadur Janki Kapur 50 yrs back started the company but now it is the responsibility of third Generation to take it to unprecedented heights in domestic as well as export market Atlas has grown y about 20 % over last year though prices had as adverse impact on the profitability of the company. The company has started faring well in past months of independent functioning. As per unedited financial results of the company for the financial year 2003 04 profit before tax plugged further to 4.09 cr from 6.35 cr the total revenue has however increased to 384.66 cr from 327.9 cr last year net ales have grown to 382.72 cr from 324.17 cr recorded last fiscal last fiscal they are aiming to increase this to 500 cr by the end of current financial year DIVERSIFICATION To further fuel growth atlas cycles industries is also looking at diversification into auto ancillary sector and may be steel. As reported the co. plans to setup an auto ancillary unit in collaboration with Japanese auto industry and it plans to inverts 50-100 cr in the project, likely to take off next year, based in north India. The unit aims to work backward integration. Mean while for exports atlas cycles industries plans to explore some new markets like African continent ,unease Europe and Russia, incidentally co. Also plans to import some cycle components from China this year, also looking at importing some plastics like spare parts and brake designs that add value to our product this year. Further the company hopes to strengthen its network of over 400 dealers spread across te country simultaneously the co. Is gearing to meet the challenges of the future lie rising input costs of steel an sluggish growth of cycle market. The co. has recently introduced basic black cycle at reduced price for the mainstream market called silver line and has also begun to focus on newer segments such as fancy and kids segment. Atlas cycles industries has privilege of being the only Indian complete bicycle manufacturing unit in house r and d unit has been recognized by the department of scientific and industrial research, min of sc and etch Govt. of India our r and d center is

Page-11/77

well equipped with cad facility prototype making facility latest equipment testing facility and supported by qualified engineers. It is the only complete cycle manufacturing unit having such recognition r & d unit is consistently working for reduced weight finding economical and durable substitute material reduced fatigue making cycles more light running developing designs on ergonomics. Atlas cycles industries r & d concentrates on development of new models of bikes ranging from kids to mountain bikes, city bikes suspension bikes sports bikes etc. atlas cycles industries started its odysseys way back in 1951 and today it is one of the largest manufacturer of bicycles in the world atlas bicycles are ridden over 50 countries around. the globe. Atlas cycles industries Sonepat unit caters to the needs of north east and central Africa, USA, Latin America, South and central America including Mauritius, West Indies and Madagascar Island. Atlas cycles industries are very popular and commonly used in countries of Egypt, Zambia and Kenya. We are also entering the markets in a big way in Uganda, Tanzania, Sudan, Libya, Malawi, Ethiopia in the African continent and also USA and Latin America. Our range of products inside tough roadster modes elegant ladies bikes, rugged mountain bikes and children bikes which are made to cater to varied destinations with different geographical, social and climatic conditions putting a challenge to the elating bike manufacturer in the World we at atlas keep moving ahead with our never ending zeal with technological up gradations and is the first bicycle industry to get ISO 9002 and 9001 accreditation ISO 9001:2000 CERTIFICATION Sonepat unit of atlas cycle was earlier certified with ISO 9002:1994 since 1994 which was subsequently renewed twice in 1997 and 2000. Now the company has bagged ISO 9001:2000 certificate by implementing the latest international quality management system. Under the new certification research and development activities of the companies which is in addition to its manufacturing inspection testing and sales activities deployment of quality management system has ensured consistency, high quality reliability of our product for domestic and international market it has ultimately resulted into improvement of timely availability of quality bicycles in latest models for all age groups at highly competitive prices the company ultimately aims to achieve total consume satisfaction by its implementation.

Page-12/77

DESIGN MANUFACTURE AND QUALITY SYSTEM

The company is one of the biggest manufacturing units producing most of the components under one roof it has got a vast press shop machine shop brazing shop welding shop heat treatment plant paint shop electroplating plant assembly show spread over in a campus of 28 aces. The manufacturing shops are equipped with state of the art machines for production operated by it trained operators under the supervision of quality engineers the manufacturing facilities are supported by a modern tool room and a fleet of trained maintenance staff for trouble free running research and development department provides components and tool drawings designed by quality engineers with he support of cad necessary press tools fixtures jigs special machine spark erosion machinist in tool room all the tools and gauges pass through tools inspection to ensure its precision and accuracy. Department of the company ensure the quality right from the raw materials to finish product covering various stages like receiving, inspection, in process inspection and final inspection gauge control cell of quality Assurance ensures timely calibration of all production stages and measuring equipment used through out the factory quality. Assurance has got state of art mechanical laboratory having tensile testing machines of different ranges up to 10 tons optical profile projector spring testing machine Vickers hardness testers Rockwell hardness testers gsm testers bursting strength testers cupping value testers rubber abrasion testers along with special equipment for handle, pedal fork frame rim crank etc. Chemical laboratory of quality Assurance is equipped with paint test apparatus carbon sulphur tester hull cell apparatus flash point apparatus kinetic viscosity net nickel chrome plating tester micro test for zinc and paint thickness testing UV tester and spray generation apparatus to provide assistance to receiving inspection pretreatment plant electroplating plant paint shop etc. The integration of research and development, tool room manufacturing and quality Assurance activities has resulted in high and consistent quality level of the company products enhancing customer satisfaction.

Page-13/77

LABOR RELATIONS

Company has extended complete freedom of association its workman and effective recognition of their rights to collective bargaining atlas workman have their own elected workers union registered under government act the union is recognized by the government and the factory the labor welfare activities are organized by the factory from time to time which plays important role in establishing as atmosphere of mutual trust and harmony. The company is running smoothly since more than two decades without any worker unrest. The company not only believes in abolition of child labor but also propagates the philosophy to other industries by having relations directly and indirectly. The minimum age of employment in the factory is 18 years which is the law of the land the corporate policy does not allow any distinction of any kind like caste color religion, language or property status in respect of employment and occupation. All forms of forced labor has been completely eliminated from the philosophy of corporate and their exist a total appreciation for each other between management and employees as a matter of fact company has wishfully employed many, physically challenged persons who are earning their bread and butter respectfully. PRODUCT QUALITY Atlas is the household name for product quality and it is usp atlas has strict quality systems latest equipments so ensure quality right from the procurement of raw material, process control to final product delivery atlas has always maintained its reputation for quality despite fierce competition in the trade. Atlas products are premium products in the market developed through continuous research and are coupled with stringent quality control and designed on ergonomics stales r & d department is very innovative and working to introduce very good bicycles on the basic of public demand. Atlas cycle Haryana itd Sahibabad Ghaziabad (U.P.) unit is no 2 unit started in 1989 and now it is manufacturing 1 lc bicycles per month and also exporting number of bicycles in number of gulf countries. The Sahibabad unit is looked after by Mr.. Jaidev Kapur and is President of the company and his sons Mr.. Girish Kapur and Gautam Kapur are joint President of the company Mr.. I. D. Chugh is a factory manager of Sahibabad unit and also appointed as a whole time director by board of directors at the meeting held on 31 march for the period of five years Mr. Chug is looking after labor department, time office security lessoning, disposal and sales of the Sahibabad unit and he directly reports to he vice Presidents.

Page-14/77

Mr. R. M. Sood is CGM works he is the head of all production process. Production, planning and control department is under Mr.. Sood. Mr. Sood directly reports to both joint Presidents Mr. Sunil Khanna is CGM finance and HRD cos department is under Mr.. Khanna who reports directly to both joint President Mr.. Mr. Aggarwal is CRM purchase Mr. P. K. Agha is DGM (EDP), Mr. Anu Gupta is DGM (finance) Mr.. R. P. Gupta is AGM (accounts) Mr.Vinay sharma is joint manager(cost account) Mr. prabhakar prassad is deputy manager (personnel) Mr. S.C Sharma is deputy manager (security) Mr. A.G ahluwalia is CGM (exports) Mr. Rakesh chdda is CGM (sales) Mr. Anil rai is joint manager (exports) Mr. Rahul mathur is GM (sales) Mr. Rajesh abarwal is DGM (sales) Mr. Ajit kumar is AGM (sales) Mr. Raj sharma is manager (sales) Mr. Naveen Bhatia is GM (works) Mr. V.K maria is AGM (paint shop) Mr. R.P singh is manager (maintenance) Mr. Lorik singh is deputy manager (tubular) Mr. Anil sharma is deputy manager (assembly) Mr. O.P chopra is sr. GM (tools, research and development ) Mr. Vinod abbar is sr. GM (stores)

Page-15/77

Mr. Rajesh sachdeva is GM (purchase) Mr. Vikas goel is DGM (civil) Mr. G.D girdharwal is manager (audit) Mr. Vinod singh is manager (transport) BOARD OF DIRECTOR Shri Hari kishan ahuja Shri Hira lal Bhatia Shri Id chugh (whole time director) Shri Jai narayan shaweney Shri prithvi raj chawla Shri S.N seth BANKERS Central bank of India Punjab national bank Bank of baroda State bank of India AUDITORS Messrs mehra khanna & company Chartered accountants

Page-16/77

Companys Philosophy The company believes in the principle of corporate governance and endeavors its best to maintain transparency and professionalism with fairness and integrity to enhance the interest of all its stockholders. Opportunity and threats As on date the whole world is one global market this has been made possible with resolution. On account of this company has improved both domestic and international competitiveness not only to stay afloat but also to grow in time to come. This has become essential since Indian market has now open to all the players including those from china and Taiwan to start export to bicycles to our country in rider to be competitive the company is now involved in brand building upgrading of technology and cost reduction. Procedure is updated from time to time. The labor welfare activities and programmes are organized by the factory as an on going process throughout the year which have played an important role in establishing an atmosphere of mutual trust and harmony. The company is running smoothly since last more than two decades without any workers unrest. The company not only believes in abolition of child Labor Employment but it has propagated this philosophy to other adjoining industries off the region having association with it directly or indirectly. The minimum age of the employment in the factory is 18 yrs. which is the law of the land. The corporate policy does not allow any distinction of any kind, such as race, sex, religion, language or property status in respect of employment and occupation. All forms of forced and compulsory labor has been completely eliminated from the philosophy of the corporate and there exists total appreciation for each other between Management and employees. As a matter of fact company has wishfully employed many physically challenged persons who are earning Their bread and butter respectfully.

Page-17/77

DESIGN, MANUFACTURE AND QUALITY SYSTEM The company is one of the biggest Bicycle manufacturing units producing most of the components under one proof. It has got a vast Press Shop, Machine Shop, Brazing Shop, Welding Shop. Heat treatment Plant, Plant Shop,, Electroplating Plant and Assembly Shop spread over in a campus of 28 years. The manufacturing shops are equipped with state of the art machines for production operated by ITI trained operators under the supervision off qualified engineers. The manufacturing facilities are supported by a modern tool room and a fleet of trained maintenance staff for trouble-free running. Research & Development Department provides components and tool drawings designed by qualified engineers with the support of CAD, Necessary press tools, fixtures jigs, special tools, templates and gauges are manufactured on high precision machine tools, like jig boring machine, spark erosion machine etc. in tool room. All the tools and gauges pass through Tolls Inspection to ensure its precision and accuracy. Quality Assurance Department of the company ensures the quality right from raw materials to finish product covering stages like receiving inspection, in process inspection and final inspection. Gauge Control cell of QA ensures timely calibration of all production gauges and measuring equipment used throughout the factory. QA has got state of Mechanical Laboratory having Tensile Testing Machine of different ranges upto 10 Tons, Optical Profile Projector, Spring Testing machine, Vickers Hardness Testers, Rockwell Hardness Testers, GSM Tester, Bursting Strength Tester, Cupping Value Tester, Rubber Abrasion Tester along with Special Testing Equipment for Handle, Pendal, Fork, Frame, Rim, Crank etc. Chemical Laboratory of QA is equipped with paint test apparatus, carbon sulphur tester, hull cell apparatus, flash point apparatus, Kinetic viscosity bath, nickel-chrome plating tester, micro test for zinc and paint thickness testing, UV tester and Salt spray testing apparatus to provide assistance to receiving inspection, pretreatment plant, electroplating plant, paint shop etc. Climatic assets should depleted that productivity at the branch immediately collapsed and could be restored only after more than two years of clean up work by skill troubleshooters Factors affecting organizational climate * Organizational content * Culture * Process * Physical environment * Systems, values and norms

Page-18/77

The Integration of Research & Development Tool Room, Manufacturing and QA activities has resulted in high and consistent quality level of the company products enhancing customer ENVIRONMENT PROTECTION AND CONSERVATION Atlas Managements is conscious about its social responsibility to protect and conserve environment for the future generation. It has taken all around actions for pollution in the field of water, air and noise and complies with all the regulatory norms as per the laws of the land. It is also working in direction of pollution prevention as per the guidelines of United Nations Environment Programme (UNEP) and Global Compact (GC). The company has variety of manufacturing activities including electroplating, heat treatment, painting, etc. As a precautionary approach to environment challenges out of effluent generated by these production shops the company has installed most modern Effluent Treatment Plant designed and commissioned by National Productivity. New Delhi. It is reputed as one of the best Effluent Treatment Plants in northern India in private sector industries. Company has spent more then 5 million of the its installation and spends about 0.6% of the product cost on effluent treatment. It treats around 5 lacs liters effluents per day and ensures that not a single drop of effluent escapes without effective treatment. Working on similar lines, all the necessary air pollution control measures have been taken by the company so that smoke emitting out of brazing furnaces, diesel generators and boilers are within the permissible limits of emission. To meet the noise pollution, the company has gone for the ultra-modern acoustic lining on the walls of the diesel generators hall so as to reduce the sound level outside the wall by more than 30 DBA, whereas pollution control norms require reduction of 25 DBA only. In order to augment photo-synthesis cycle of nature and to maintain greenery, company has planted more than 2000 plants and trees in its campus of 28 acres. Rain harvesting system has also been incorporated for best utilization of rain water and 70% rain water is now being recharged to sub-soil effectively. Atlas is in constant touch with nodal Indian National Institutes, like Central Pollution Control Board, New Delhi, National Productivity Council, New Delhi, Haryana Pollution Control Board Panchkula etc, for best development and diffusion of Environmentally friendly technologies for continual improvement of environment by our joint efforts Atlas Cycles Q4 net profit at Rs. 69 lakh vs Rs. 1 lakh Atlas Cycles Q4 net sales at Rs. 105.74 crore vs Rs. 111.76 crore.

Page-19/77

ATLAS VISA ITS COMPETITORS Tube Investments of India (TII), the flagship of the Rs. 4200-cr Murugappa group was founded under the name TI Cycles of India in 1949. A group company, Tube Products of India and TI Miller which manufactured cycle lamps and dynamo sets was merged with the company in 1959 and 1984 respectively. A major part of the company's production is exported. Three of its divisions hold the prestigious ISO 9002 certification and the export-oriented steel tubes unit is armed with QS 9000 certification. It is the largest integrated manufacturer of cycle and the market leader in special cycles. Its cycles are marketed under the BSA brand name. It has an overseas subsidiary, Parry Overseas. TIi set up a cold-rolled formed metal sections unit at Nemilicherry near Chennai, which was augmented in 1990-91 by the acquisition of Press Metal Corporation of India (a BIFR company). Later it acquired Sathavahand Chains, a sick unit, making bicycles and lightduty chains. Further to finance a major expansion-cum-modernization programme, it came out with a GDR issue. A new plant at Shirwal, Maharashtra, to manufacture ERW and CDW tubes was commissioned and for the export market, it set up a 100% EOU at Avadi, Madras, for the manufacture of ERW and CDW tubes. The roll from division commissioned the two door frame projects, one near Chennai and another in Haryana for supply door frames to be used in some of passenger cars made by Hyundai Motors and Marui Udyog. TI International Holdings (a wholly-owned subsidiary of the TI Group Pic, UK) has sold its entire holding of 9.92 lakh equity shares in TII to the Murugappa group. It's holding represents 4.03% of the equity in the company and is a former joint venture partner of the company. The company has launched 48 new models during 2001-02 and also successfully implemented new model of operations by replacing manufacturing with outsourcing at Nashik in 2002-03 the company made a buy programme of 25% its equity at Rs. 100 per share. Subsequent to this share capital stands reduced to RS. 18.47 crores. The company's Bawal unit in Haryana and Chennai Plant received the Qs-9000 certification and ISO14001 certification in 2002-03. Since majority of components were sourced from Ludhiana in North India, the company set up a manufacturing unit at Noida and also at the same time at can cater to the growing northern market.

Page-20/77

STATEMENT FROM THE PROBLEM

Training is the required on account of the following reasons: Job Requirement- Employees selected for a job might lack the qualification required to perform job effectively. New and inexperienced employees require details instruction for effective performance on the job. Remedial training should be given to such people to match the needs of the organization. New employees need to provide orientation training to make them familiar with the job and the organization. Technology Changes- Technology is changing very fast. Now automation and mechanization have are being increasingly applied in offices and service sector. Increasing use of fast changing techniques requires in training into new technology. No organization can take advantage of latest technology without well trained personnel. New jobs require new skills. Thus both new and old employees require training. Organizational viability- IN order to survive and grow an organization must continually adopt itself to the changing environment. With increasing economic liberalization and globalization in India, business firm are experiencing expansion, growth and diversification. Training programmes foster the initiative and creativity of employees and help to prevent obsolescence of skill. Trained staff is the most valuable asset of a company. Internal Mobility- Training becomes necessary when a employee moves from one job to another due to promotion and transfer. Employees chosen for higher-level jobs need to be trained before they are asked to perform the higher responsibilities. Training is widely used to prepare employees for higher-level jobs. Thus, there is an ever present need for training people so that new and changed techniques may be taken advantage and improvements in old method are effected. Need for training has increased due to growing complexity of job, increasing professionalisation of management, growing uncertainties in the environment, global competition, ever-increasing gap between plans and result and sub optimal performance levels.

Page-21/77

OBJECTIVE OF THE PROJECT

Any kind of study has it own objectives and purpose. With objectives, nothing can be achieved. The objective of this of this training is to gain practical knowledge of what all steps an organization undertakes to promote its Building up a potential appraisal system and also become familiar with the basic and general operation of the business houses. In this context, the project is titled Building up a potential appraisal system.

The main objective is to analyze, examine and interpret the policies adopted in changing and implement rules & policies for employees development.

The study is aimed at fulfillment of the following objective: To provide a comprehensive framework and methods for the development of HR in an organization. To generate systematic information about human resources for purpose of manpower planning, placement, succession planning and the like. To increase the capabilities of an organization to recruit, retain and motivate, talented employees. To create a climate that enables employee to discover, develop and his/her capabilities to a fuller extent, in order to further both individual and organizational goals.

Page-22/77

SCOPE AND IMPROTANCE OF STUDY

Every organization that wants to become dynamic and growth-oriented or to succeed in a fast changing environment important for HRD. HRD play a vital role in the success and growth of an organization in following ways: HRD improve the capabilities of people by making them better aware of the skills required for the job performance and by improving clarity about performance standard. HRD strength executives skills. HRD improve communication in the organization. HRD helps an organization in procuring that right people at the right time and in making their effective use. HRD improve employee commitment to the organization due to grater objectivity in the administrative of rewards. Contributions of employees are valued and rewarded in a better way. HRD provides an opportunity for continuous and all round growth of employees through succession planning and career planning. HRD improve collaboration and teamwork. Employees become more open and trust each other. HRD improve problem solving and adaptation skills of employees. Resistance to change is reduced. HRD generates a lot of useful data which facilities human resources planning and control.

Page-23/77

RESEARCH METHOLOGY Research design- Descriptive study Data Type- Data can be collected in two ways. Firstly I use the primary data collection
techniques. Then I was use the secondary data collection method.

Primary Data- The primary data refers to the first-hand original data collected by the
investigator through interview, mail survey, field survey, or any other method. I were go to individual person and collected.

Secondary Data- Secondary data consists of data, which have already been collected
by some other person and have passed through the statistical machines atleast once. Under this I were some data collected from Internet, some file document etc.

Sample- I were do survey on factory campus. I were going every department or

collected data individual. I was asked some different question on his performing job condition.

Sample Procedure- This sampling procedure was good and helpful for my report. It
was judgment-sampling procedure. It also helpful for me because how all job procedure is following according of organization.

Sampling Method- Personal survey method through preparation of Questionnaire. Limitation of project: The size of sample should be large to ensure statistical reliability under random sampling. In this present survey the sample size is of 99, which could not be enough from statistical reliability point of view. Due to lack of time and interest the respondent, were not very cooperative in filling the Questionnaire as a result of which the results could be biased to an extent. Some respondents give vague information. Disinterest shown by few respondent to give response to the Questionnaire.

Page-24/77

THEORTICAL CONCEPT NEED FOR JOB ANALYSIS Reduced costs in the business
As the economy continues to improve and the job market heats up, most companies will begin struggling with turnover as key employees discover better opportunities and greater rewards elsewhere. According to walker information, an Indianapolis-based research firm, only 25 percent of worker currently feels a strong attachment to their employers, and four in ten feel trapped in their job. Other research suggests that between 30 and 40 percent of workers are ready to leave their companies, and many already are actively searching for that next opportunity. With replacement, losses before they occur have a dramatic effect on reducing turnover costs, and internal networks and efficiencies can be wreaking. An effective survey can help you anticipate and head off these types of problems, or minimize their effects.

Improved internal practices and better management

Employees who find their jobs challenging, and who feel that their contributions are valued, become much more invested in and supportive of company goals and are willing (and likely) to contribute their best. Motivation and productivity levels increase, and there is a greater flow of ideas and suggestions about how to better attain common objectives. It takes appropriate practices and inspired, effective management and supervision to gain these results however, and you want to make sure you have them. Surveys can help you determine hoe you are doing and where you are lacking. But it is important to ask employees the right questions to get the information you need to make improvements. If you dont ask the questions, you will be making up the answers or assuming you know them, which can be disastrous in mare ways than one.

Customer retention and increased sales

Customer contact people are the window into customers need and wants, and can directly influence how customer feels about your companys product and services. It is well know that employees treatment of customers often reflects the way they are treated by the company. it is critical, therefore, to know how employees perceive their work relationship with you. Inspired, satisfied employees promote customer retention. High service levels from confident, competent workers inspire increased sales and greater customer loyalty. Ideas for new services and product improvements can result, and it all begins with finding out what employees have on their minds. Dont assume you know.

Page-25/77

Foundation for creating an exceptional workplace and better financial results

How companies treat employees relates directly to organizational performance. There are numerous books that have been written about it, and there is plenty of evidence to demonstrate the positive effect inclusive, supportive work environments can have on the bottom line. Companies that are considered to offer exceptional work places have a clearly stated purpose (business goals and objectives) frequent open two-way communication employee focused progarmmes that allow workers to be fully engaged in their work and directly contribute to business success. Employee survey can help your company being about these kinds of results. Weather HR is directly involved in conducting employee surveys or not determine the questions that need to be asked and the results that need to be Act upon are the responsibility of HR and the chief executive active in partnership. Promoting effective two-way communication is core imperative for both HR (who are the stewards of the companies workforce practices) are the companies senior management because it enables of the company to gain the most value from it most valuable resource its people. Conducting employee surveys is strategic work that provide you with information and insight that can influence the types of people you hire and develop the way you manage and ultimately the quality of products and service you deliver to customers. It helps you build the kind of organization that attracts and retains the best talent develops the best products and service, and creates satisfied and loyal customers. And all of this leads to better business results. If you would like more information on the value and use of surveys for determining employee and/or customer satisfaction levels and the relationships between two contact us at 925-828-4700. You will find additional information about employee surveys here. Programming language used Computer platform used Interpersonal contacts with outsiders (customers) Interpersonal persuasive skills or sales skills Amounts of mental or physical stress Necessity to work as a team member Needed contribution to a work group Authority or judgment exercised Customer service skills At the very minimum you should have a list of tasks and duties with some information regarding their importance to the overall performance satisfactory employee and indication of the frequency these duties are performed. The analyst (person conducting Page-26/77

the study) should be able to describe the basic concept of the job and extrapolate working conditions, skills and knowledge needed to perform each task, and minimum qualification to be stated in requirement brochures.

Some use for a job analysis:

The most important use of job analysis is to produced a basic job description of what the job is in the here and now which can facilitate basic human resource problem solving. The second is to provide employee and supervisors with a basic description of jobs describing duties and characteristics in common with and different from other positions or jobs. When pay is closely associated with levels of difficulty these description wil help foster a feeling of organization fairness related to pay issues. Other important uses a job analysis can be put to (some are related to the two above): Indicate training needs Put together work groups or teams Provide information to conduct salary surveys Provide a basic for determining a selection plan Provide a basic for putting together requirement Describe the physical needs of various positions to determine the validity of discrimination complainants A part of an or organization analysis A part of strategic planning A part of any human relations needs assessment As a basic for coordinating safety concerns

Page-27/77

HUMAN RESOURCE DEPARTMENT

The company has a hard department that provide training to all level of employees it endeavors to upgrade knowledge, attitude, skill and behavior of all the employees. Cordial relation are maintained at all the department. The grievance redressed procedure is up date time to time. The labor welfare activities and programs organized by the company as an on going process have also played a important role in attaining ideal and disturbed industrial in the company the company has a manpower strength of approximately 514 employee: 205 employees are in security and workers 209 employees are permanent employees including staff 60 employees are employed on contractual basis 40 employees are casual workers The functions of HRD includes recruitment, training and development, labor welfare and making good relation between worker to worker Working involves plant layout recruitment of right person at right place at right time to get the product and it also involves assessment of newly recruited person by making monthly assessment for calculating he monthly recruitment of training and their feedback. Its works also involves maintaining the good working environment regarding worker to staff relation and worker-to-worker relations. It also involves handling of major or minor indiscipline and to take action against the culprit. It also involves periodic promotion and organizations of travel and tour for entertainment of person both worker and manager staff. HRD WORK INCLUDES ATTENDANCE SYSTEM ESI PF GRATUITY BONUS COMPLIANCE UNDER VARIOUS LABOR LAWS LEAVE SYSTEM LABOR WELFARE ACTIVITES CHECKING OF RECORDS OF ALL DEPARTMENTS COMPLIANCE OF ALL OFFICE ORDERS PIECE RATE SYSTEM TIME RATE SYSTEM

Page-28/77

FUNCTION OF HRD

Supports the HR needs of the institution and its constitutes; Promotes organizational vitality through effective and efficient administration of the institutions human resource function; Works to maintain a environment which encourages all employees to achieve their personal and professional goals, aspiration and highest potential as the work toward achieving the institutions mission and there departments goals. Support the continued growth and development of the institution most valuable resources, its PEOPLE; Attract and retain a quality institution facility and staff, Provide a comprehensive range of support services, Administer benefits programs, which meet the needs of employees. Serve the institution community by providing a positive work environment, Perform it responsibilities in compliance with guide lines established by the board of trustees, Continually strive to be responsive to the needs of the faculty and staff as they assist student in their educational endeavors with a focus on continuous improvement

Human resource team value:

Quality service (service excellence)-that is responsive, courteous, supportive, accurate Highly Ethical Conduct- Reflecting honestly, integrity, and fairness Dignity and Respect- For one another and for all members of the institutions diverse community Diversity- fostering appreciation of diversity and having a welcoming, inclusive and cooperative environment for everyone and unity among all group Team work- cooperation and collaboration among all staff members of HR and with other member of institution community Technology- enhancement that improve operations and customer service The ability to anticipate, embrace and manage change.

Page-29/77

FUNCTIONS OF HRD
RECORD MAINTAINED EMPLOYEMENT Numbers beginning or end of the year By departments Employees-temporary or permanent Sex Weather hourly rated or salaried Labor turnover separation and accession By department and /or plant By types of separation By quits, lay offs discharges By avoidable Vs. unavoidable By reasons (marriages, home duties, pregnancy, frequency, moving, pension, death compensation with local, state, or national turnover) Unfulfilled requisitions By departments By jobs JOB ANALYSIS, RECRUITMENT AND SELECTION Job analyzed or reviewed By department By plant Application for employment: by skill, By sex By source Employee interviews Applicants tested Reference checked TRAINING Enrolment by training programs By new trainee programes Turnover, separation of formal trainees, cost of training PROMOTIOMS,TRANSFERS AND APPRAISALS Promotions by departments Transfers by departments Numbers rated by departments

Page-30/77

LABOUR RELATION New agreement In negotiation/Negotiated Amendments negotiated Arbitrations in process or concluded by result Grievances settled and in process By subject By the stage at which settled By the nature of settlement MEDICAL AND SAFETY Death among employees, Retirement, Physical examination, medical treatment, hospital calls on employees, illness, number of cases per department By kind of illness By department By cause By frequency rates Workmen compensation and no. of cases By new and the current cases By amount of benefits By cost OTHER EMPLOYEE SERVICES Benefit plans, memberships, benefit offered By number of employees By types (death, disability, maternity) By amount paid Personal loans and amount Credit union Application received Application approved or disapproved Loans extended, no. & amount Life insurance Pension Normal retirement, optional and disability retirement House organs, circulation cost Suggestions, no. received, disposed of; awards or succession Cafeteria Meals served rupees sales cost subsidies Recreational activities Page-31/77

 Types, participation, cost

WAGES AND SALARY ADMINISTRATION Rates reviewed and rates changed by no. By type, merit increases, revaluation Job evaluation by department or type of job Time, total hours, departments and no. of employees effected, total cost Earnings, weekly average, by department, hourly rates or salary proportion in each age and salary class Call in and call back pay, by cost RESEARCH RECORDS AND REPORTS Project completed Progress reports on continuing projects new projects planned or undertaken RECORDS AND REPORTS Special reports released personnel action recorded STAFF ADMINISTRATION Staff assignment by name Expenditure on staff activities By controllable Vs uncontrollable By major activity

FUNCTION OF HRD EMPLOYEE WELFARE 1. Condition of work environment 1.1 Working conditions, temperature, ventilation, lighting, dust, smoke, fumes and ages, noise, humidity, posture-simple and hazards and safety complex devices 1.2 Factory sanitation cleanliness provision of urinals in factories, provision for disposal of waste and rubbish, provision for water disposal and drainage, provision of repair of building and work shops, cars and maintained of open spaces and gardens, rods etc. 1.3 Welfare amenities provision and care of drinking water, canteen services, lunch, rest room.

Page-32/77

2. Employee health services 2.1 Factory health service, medical examination of employees, factories, dispensaries and clinic treatment, first aid and ambulance room, treatment of accidents and health education and research 2.2 Recreation playgrounds for physical recreation, athletes, games, gymnastics etc, social culture recreation(music, singing, drama) 2.3 Workers education to improve skills and earning capacity, literacy, library, pictorial education, lecture programmer, and workers education schemes. 2.4 Economic services employees cooperative societies, grain shops and fair price ships and housing cooperatives. 2.5 Housing for employees and community services. 2.6 Study of working of welfare acts, factories acts employees state insurance act and minimum wage acts. 2.7 Social work in industrial setting family planning and employee counseling. PERSONNEL ADMINISTRATION 1. 1.1 1.2 2. 2.1 2.2 2.3 Recruitment Recruitment procedure recruitment of personnel, knowledge of sources of employees supply, receiving application interviews, investigation of reference. Job description, job specification, job analysis Manpower planning Placement, job assignment, job enlargement, and personnel development. Introduction of superiors, introduction to welfare activities and other facilities and procedure, service conditions, sponsors system (follow up interviews). Wages and salary administration (job evaluation) wages scales, increment, salary and wages standardization, incentives, payments and allowances, working hours, overtime, profit sharing bonus, holiday keeves, executive compensation plans and fringe benefits and peak visits. Discipline instances of indiscipline and misconduct, causes of indiscipline, how to deal with indiscipline, domestic enquiry, handicaps of management in the maintenance of the discipline and enforcement of certain rules, shop floor supervision and its responsibilities.

2.4

Page-33/77

2.5

Transfer and promotion procedure to be adopted, causes of transfer and promotion, personnel for transfer and promotion, record of transfer and promotion. Merit rating and evaluation of employees, assessment techniques, counseling. Motion, time and work-study. Prevention of losses, material loss, work loss, time loss. Administration in relation to absenteeism late coming, employee turnover, remedies, statistical analysis.

2.6 2.7 2.8 2.9

2.10 Personnel training and development training programmes for apprentices, workers, foreman and supervisors, junior executives, management staff. 3 Recruitment3.1 3.2 3.3 3.4 3.5 4 Provident fund and pension plans Gratuity provisions Exit interview Long service awards Retirement plans, housing, medical aids

Study of working of 4.1 4.2 4.3 4.4 4.5 Apprentice act Employee exchanges (compulsory notification of vacancies) act Payment of wages act, payment of bonus act Shops and establishment act Employees provident fund act

Page-34/77

ORGANIZATION CLIMATE
INSTRUCTION AND MEANING Climate is commonly experienced phenomenon and is often referred to by many expression as atmosphere, surroundings milieu, environment and culture, traditions and method of action. Which is their totality comprise its culture, climate for people. Each new employee makes his psychological contract with an organization hoping that it will have a supporting climate to help him meet his economic, social ad psychological wants the perception he has of that climate produces its images in mind. Some organization are busting and efficient others are easy going some are quite human others are hard cold an organization tends to attract and keep people who feet its climate DEFINITIONS Climate perceptions are psychologically meaning full molar description that people can agree characterize a systems practices and procedures its practice and may create a molar perception Function as a frame of reference for the attainment of sun congruity between behavior and a system practices and procedures however if the climate is one which reward and supports the display of individual differences people in the system will not behave similarly further because satisfaction is the personal evaluation of a system practices and procedures, people in this system will tend to agree less on their satisfaction that on their description of the system climate. According to Benjamin Frankin Schereides and roves organization climates is the summary perception, which people have about an organization it is thus a global expression of what an organization is According to forehand 1968, climate can be seen as an interaction between environment variables and persons variables. Organization all characteristics are perceived selected and interpreted by organizational members who create the climate, then influences, along with individual motives and abilities the outcome variables of satisfaction, productivity and motivation Climate should be seen as a system variable, which can permit the analysis and understanding of individual and group behavior in actual and complex social situations (lit win and stringer 1968, tagiuri, 1968)

Page-35/77

Climate refers principally to the prevalent attitudes; values norms and fillings have concerning the organization (Payne and push 1976) The three aspects o' climate have been determined through an evolutionary process. Forehand and glimmer initially proposed that organization climate referred to the set of characteristics that describe an organization and distinguish it from and are relatively over time and influences the behavior of people in the organization A sound climate is a long term proposition, manages need to take assets approached to climate meaning that they take a long run view of climate as an organizational assets. Unlike discipline excessive pressure on people in the organization may temporarily increase the production and productivity also but I may be at the cost of climate assets an interesting example is the new branch manager who for two years used all sorts of autocratic devices to cut budget and put pressure on his man to increase productivity. He lost some of his key man but achieved an outstanding output record, which leads to his promotion to the home office near to the end of his second year. Climatic assets should depleted that productivity at the branch immediately collapsed and could be restored only after more than two years of clean up work by skill troubleshooters Factors affecting organizational climate * Organizational content * Culture * process * Physical environment * Systems, values and norms

ORGANIZATION CONTENT The reaction of the employees and degree to which they welcome and accept the managerial philosophy is very crucial to the development of sound and favorable organizational climate. The climate is said to be highly favorable when the existing management techniques are such that employees goals are perfectly matched to the ideas of organization STRUCTURE Structure is another important factor affecting the organization climate structure is the frame work that is frame work that establishes formal relationship and delineates authority and functional responsibility PROCESS

Page-36/77

In every organization certain process are vital so that it is runs communication, decision making motivation and leadership are some of the very important process through which the management achieves its tasks if we consider leader follower relations in leadership process it is leaders choice whether to allows subordinates In decision-making or not. A leader has to be aware of all possible consequences of his action on organizational climate while deciding about the most appropriate supervisory technique for a given situation it should be noted that failure to give consideration to the affect on climate could cause great harm to the organization. PHYSICAL ENVIRONMENT The external conditions of the environment, the size the location of the work place etc, will also affect organizational climate SYSTEM VALUES AND NORMS Every organization has discernible and fairly evident formal value system where certain kinds of behavior are rewarded and encouraged and certain kinds of behavior forces an individual to formal sanctions the formal value system is communicated to employees through rules, regulations and policies. But is formal value system is very difficult to ascertain. But both exert influences on organization climate. MODEL OF CLIMATE (TRADITIONAL) Three classes of variables influencing organizational climate includes external influences physical influences and socio cultural environment. Climate is also influenced by personal effects of the members of the organization. External influences on climate are physical environment personal influences involve managerial behavior, the leadership pattern and rewards and controls. REVISED CLIMATE MODEL The revised model is similar to the primary one except the fact that psychotically climate now has a central role with the organizational climate the concept developed by lain and housel which explain the perceptual development of climate have also been integrated in to the model. The model depicts several influences on the climate which may be external personal awareness of this variables is moderated by the group, the individual is the member of by the task and by individual personalities the quasi physical, quasi social and quasi conceptual facts the person perceives are the function of this external organization and person variables.

Page-37/77

ESI SCHEME
AND REGULATIONS TO BE FOLLOWED IN DISPENSARY / HOSPITAL 1. Courtesy Begets Courtesy. Help us to serve you better.

E. S. I. Identity Card is not transferable. Misuse of E.S.I. Card is a punishable Offence. Patients and their attendants are requested to Help us to keep the Hospital / Dispensary Clean. If the IP's Number is not in the Running List, the Employer must issue Form 37, to ensure their contribution to ESI Corporation. Please bring your Identity Card coming to the hospital / Dispensary along with the 200 pages note book with a family group photo of 6 x 4 size which should be attested by the employer, each family member should be identified by the IMO with two identification marks. The first 50 pages should be allotted to the IP, next 50 pages to the spouse and remaining pages should be allotted to the family members. Only the name entered in the ESI Card eligible for medical benefits. They are: i) Spouse ii) iii) vi) A) A dependent minor child (up to the age of 18 years.) A wholly dependent son, who is receiving education, up to age 21 years. Subject to being wholly dependent. An unmarried daughter irrespective of her age and

B) A child who is infirm by reason of any physical or mental abnormality or injury and is wholly dependant on the earnings of the Insured Person, so long as the infirmity continues. v) Dependant parents

Please follow 'Queue' system while taking O.P. slips, consultation, medicines, injections etc.

Page-38/77

Examination of patient takes time. Please have patience, please do not disturb while attending on other patients. If a person wants to go to ESI Hospital, he / she must take the Reference slip from the seal and it should be utilized within one week. In case of Emergency, Causalities & Labor pains, the IP may go to ESI Hospital directly with the ESI Identity card and notebook. In case of accidents with factory, the employer must intimate within 24 hours of accident to the concerned ESI Dispensary and Local Office in the prescribed from No. 16.

LABOUR JURISDICTION

Under the Constitution of India, Labor is a subject in the Concurrent List where both the Central & State Governments are competent to enact legislation subject to certain matters being reserved for the Center. Labour Jurisdiction : ctiUnion List Entry No. 55 : Regulation of labor and safely in Entry No. 61: Industrial disputes concerning Union employees Constitutional Status:fffLabour Concurrent List Entry No. 22 : Trade Unions; industrial and labor disputes. Entry No. 23: Social Security and insurance, employment and Unemployment. Entry No. 65: Union agencies and Entry No. 24: Welfare of labor including conditions institutions for "Vocational"......training...." of work, provident funds, employees invalidity and old age pension and maternity benefit. Cabinet Minister: Sh. K. Chandrasekhar Rao

ESI
Employees' State Insurance Scheme of India is an integrated social security scheme tailored to provide social protection to workers and their dependants, In the organized sector, in contingencies, such as, sickness, maternity and death or disablement due to an employment injury or occupational hazard.

Page-39/77

The ESI Act, (1948) applies to following categories of factories and establishments in the implemented areas:* Non-seasonal factories using power and employing ten(10) or more persons * Non- seasonal and non power using factories and establishments employing twenty(20) or more persons. The "appropriate Government" State or Central is empowered to extend the provisions of the ISI Act to various classes of establishments, industrial, commercial or agricultural of otherwise. Under these enabling provisions most of the State Govt's. Have extended the ESI Act to certain specific class of establishments, such as, shops, hotels, restaurants, cinemas, preview theatres, motors transport undertakings and newspaper establishments etc. employing 20 or more persons. The ESI Scheme is mainly financed by contributions raised from employees covered under the scheme and their employers, as a fixed percentage of wages. Employees of covered units and establishments drawing wages unto Rs. 6500/- per month come under the purview of the scheme for social security benefits. However, employees, earning up to Rs. 40/- a day as wages are expenditure on Medical Benefit within the per capita ceiling of Rs. 600/- per annum and all additional expenditure beyond the ceiling. Employees covered under the scheme are entitled to medical facilities for self and dependants. They are also entitled to cash benefits in the event of specified contingencies resulting in loss of wages or earning capacity. The insured women are entitled to maternity benefit for confinement. Where death of an insured employee occurs due to employment injury, the dependants are entitled to family person * Celling for commutation of partial disablement benefit has been raised from the existing Rs. 10,000/-to Rs. 30,000/-w.e.f. 19-04-2003 in case the daily rate of benefit is upto Rs.5/Enhancement of selling on expenditure on medical per insured person per annum from the existing Rs. 650/-to Rs. 750/-per person w.e.f. 01-04-204 Employees earning up to RS. 50/-a day exempted from payment of ISI Contribution w.e.f. 01-04-2004. The employers share of contribution is however payable. Confinement expenses for child delivery without utilizing ESI Medical service have also been increased from Rs. 7500/-w.e.f. 01-04-2004 The wage selling for coverage of employees under the ESI Act has been enhanced from Rs. 6500/- to Rs. 7500/-w.e.f. 01-04-2004

* *

* *

Page-40/77

Four more slabs have been added to the Daily Standard Benefit rates for sickness benefit to the existing 28 slabs ranging from Rs. 125/- to Rs. 145/-w.e.f. 01-042004

The Corporation has now introduced 'Rajiv Gandhi Shramik Kalyan Yojna for insured persons who face involuntary unemployment w.e.f. 1st April 2005. Theinsured persons under the scheme are entitled to an unemployment allowance for a period of up to six months equal to almost half the wages.

The section 46 of the envisages following six social security benefits:Medical Benefit Sickness Benefit (SB) Extended sickness Benefit (ESB) Enhanced Sickness Benefit Maternity Benefit(MB) Disablement Benefit Temporary disablement benefit (TDB) Permanent disablement benefit (PDB) Dependent's Benefit (DB)

Funeral Expenses
An interesting feature of the ISI Scheme is that the contributions are related to the paying capacity as a fixed percentage of the workers wages, whereas, they are provided social security benefits according to individual needs without distinction. Cash Benefits are disbursed by the Corporation through its Local Office LO's/ Mini Local Offices (MLO's)/Sub Local Offices SLO's)/pay officers, subject to certain contributory conditions. In addition, the scheme also provides some need-based benefits to insured workers. These includes: Rehabilitation allowance Vocational Rehabilitation The Employees' State Insurance Scheme provides full medical care in the form of medical attendance, treatment, drugs and injections, specialist consultation and hospitalization to insured persons and also to members of their families where the facility for Specialist consolation hospitalization has been extended to the families. For the families, this benefit has been divided into two categories as under:FULL MEDICAL CARE

Page-41/77

This consists of hospitalization facilities and includes specialist services, drugs and dressings and diets as required for in-patients.

EXPANDED MEDICAL CARE This consists of consultation with the specialists and supply of special medicines and drugs as may be prescribed by them in addition to the outpatient care. This also includes facilities for special laboratory tests and X-Ray examinations. IMMUNIZATION The Corporation has embarked upon a massive programme of immunization of young children of insured persons. Under this programme, preventive, inoculation and vaccines are given against diseases like diphtheria, pert sis, polio, tetanus, measles, mumps, rubella, tuberculosis etc. FAMILY WELFARE SERVICES Along with the immunization programme, the Corporation has been undertaking provision of family Welfare Services to the beneficiaries of the Scheme. The Corporation has organized these services in 180 centers besides reserving 330 beds in hospitals for undertaking tubectomy operations. So far, 828976 sterilization operation viz. 176197 vasectomies and 652779 tubectomies have been performed up to 31.3.1999. The ESI Corporation has also extended additional cash incentive to insured person to promote acceptance of sterilization method by providing sickness cash benefit equal to full wage for a period of 7 days for vasectomy and 14 days for tubectomy. The period for which cash benefit is admissible is extended beyond the above limits in the event of any complications after Family Planning operations. SUPPLY OF SPECIAL AIDS Insured persons and members of their families are provided artificial limbs, hearing aids, and artificial appliances like spinal supports, cervical collars, walking calipers, crutches, wheel chairs and cardiac pace makers as a part of medical care under the Scheme. Sickness Benefit represents periodical cash payments made to an IP during the period of certified Sickness occurring in a benefit period when IP requires medical treatment and attendance with abstention from work on medical grounds. Prescribed certificates are; Forms 8, 9, 10, 11 & ESIC Med. 13. Sickness benefit is roughly 50 % of the average dally wages and is payable for 91 days during 2 consecutive benefit periods. Qualifying Conditions

Page-42/77

(1) To became eligible to Sickness Benefit. an IP should have paid contribution for not less than 78 days during the corresponding contribution period. (1.1) A person who has entered into insurable employment for the first time has to wait for nearly 9 months before becoming eligible to sickness benefit, benefit, because his corresponding benefit period starts only after that interval. (1.1.1) Sickness Benefit is not payable for the first two days of a spell of sickness except in case of a spell commencing within 15 days of closure of earlier spell for which sickness benefit was last paid. This period of 2 days is called ''waiting period'' This provision should be clearly understood by IMos/IMPs as actual experience shows that such of IPs who want to avail medical leave on flimsy grounds generally come for first certificate/ First & Final Certificate within 15 days of earlier spell, usually on unpaid holidays and/ or on each weekly off etc, to avoid loss of benefit for 2 days due to fresh waiting period. Maternity Benefit is payable to an insured Woman in the following cases subject to contributory conditions:Confinement-payable for a period of 12 weeks (84 days) on production of Form 21 and 23. Miscarriage or Medical Termination of Pregnancy (MTP)-payable for 6 weeks (42 days) from the date following miscarriage-on the basis of form 20 and 23. Sickness arising out of Pregnancy, Confinement, Premature birth-payable for a period not exceeding one month-on the basis of Forms 8, 10 and 9. In the event of the death of the Insured Woman during confinement leaving behind a child, Maternity Benefit is payable to her nominee on production of Form 24 (B). Maternity benefit rate is double the Standard Benefit Rate, or roughly equal to the average daily wage. Sickness Benefits Temporary Disablement Benefits (TDB) a) TDB is payable to an employee who suffers employment injury (EI) or Occupational Disease and is certified to be temporarily incapable to work, Employment Injury'' has been defined under Section 2(8) of the Act, as a personal injury to an employee caused by accident or occupational disease arising out of and in the course of his employment, being in insurable employment, whether the accident occurs or the occupational disease is contracted within or outside the territorial limits of India. Certificates Required for TDB: Accident Report in form 16, Form 8, 9, 10, 11 and ESIC Med. 13. Eligibility for TDB:

Page-43/77

The benefit is not subject to any contributory conditions. An IP is eligible from the day he joins the Insurable employment. (d)TDB Rate is 40 % over and above the normal sickness benefit rates. This works out to nearly 85 % of the average daily wages Duration of TDB: There is no prescribed limit for the duration of TDB. This is payable as long as temporary disablement lasts and significant improvement by treatment is possible. If a Temporary Disablement spell lasts for less than 3 days (excluding day of accident). IP will be paid sickness benefit, if otherwise eligible. A special point for IMOs/ IMPs is that some IPs may resist taking a Final Certificates especially before 3 days for fear of loss of TDB. (a) PDB is payable to a n IP who suffers permanent residual disablement as a result of EI (including Occupational Diseases) and results in loss of earning capacity. The proper authority for assessing loss of earning capacity for injuries is the Medical Board and for Occupational Diseases, Special Medical Board. (b)The duration of PDB may be for the period given by Medical Board, if assessment is provisional or for entire life if assessment is final. (c)PDB Rate: The PDB rate is calculated as percentage of loss of earning capacity as assessed by the Medical Board/ MAT/ EI court in relation to TDB. List of injuries deemed to result in permanent total disablement and percentage loss of earning capacity has been previewed in 2nd Schedule to ESIC Act, 1948. Hence, the maximum rate of PDB can be equal to the rate of TDB. PDB amount is revised by the ESIC from time to time to adjust for inflation. The latest enhancement is with effect from 01.08.2002 (d) Commutation of PDB (Regulation 76-B): IP whose PDB has been assessed as final and who has been awarded the same at the rate not exceeding Rs. 1.50 per day may apply for commutation of periodical payments of PDB into a lump-sum. When an application for commutation is made within 6 months, LO/ RO will refer the case to MR. / PETER to certify whether the IP has an average expectation of life for his age. Medical Referee in the relevant place on RO/ LO letter issues such a certificate. (e)Age of an IP will have to be proved to the satisfaction of the Corporation in all cases. Medical Boards assess the age of IPs who is not able to produce satisfactory proof of age and opinion of Medical Board shall be final in this regard. The dependants' benefit is payable to the dependants as per Section 52 of the Act read with provision of 6(A) of Section 2 in cases where an IP dies as result of EI. The age of dependants, has to be determined either by production of Documentary evidence as specified in Regulation 80(2) or

Page-44/77

Age certified by Medical Officer in charge of Government Hospital or Dispensary. The minimum rate of DB w.e.f 1.1.90 is Rs. 14/- per day and these rates of the DB are increased from time to time. The latest enhancement is with effect from 01.08.2002

CRAFTSMEN TRAINING
The Directorate General of Employment & Training (DGE & T) I n the Ministry of Labour, Government of India initiated craftsmen Training Scheme (CTS) in 1950 by establishing about 50 Industrial Training Institutes (ITIs) for imparting skills in various vocational trades to meet the skilled manpower requirements for technology and industrial growth of the country. The second major phase of increase in ITIs came with the oil-boom in West-Asia and export of skilled manpower to that region from India, Several new private ITIs were established in 1980's in southern states mostly in Kerala, Karnataka and Andhra Pradesh, etc. from where trained craftsmen found placement mainly in Gulf countries. in 1980, there were 830, ITIs and the number rose to 1900 ITIs in 1987. During 1990's the growth of ITIs had been steep and presently there are over 4971 ITIs(1869 in Govt. & 3102 in Private Sector) having a total seating capacity of 7,18 lakhs. Under the constitution of India, Vocational training's the concurrent subject of both Central and State Government. The development of training's the concurrent subject of both Central and State Governments. The development of training schemes at National level, evolution of policy, laying of training standards, norms, conducting of examinations, certification, etc. are the responsibilities of the Central Government, whereas the implementation of the training schemes largely rests with the state Goats./UT Administrators. The Central Govt. is advised by the National Council of Vocational Training (NCVT), a tripartite body having representatives form employers, workers and Central/ State Same purpose by the respective State Governments at state levels. OBJECTIVES OF THE CRAFTSMEN TRAINING SCHEME

To provide semi-skilled/ skilled workers to industry by systematic training to School leavers to reduce unemployment among educated youth by equipping them with suitable skills for industrial employment.

Page-45/77

FACTORIES ACT
1) This act may be called the factories Act, 1948 2) It extends to the whole of India 3) It shall come into force on the 1st day of April 1949. EMPLOYMENT PROVIDENT FUND

For New Entrants:

Enrolment: an employee is eligible for membership from the day he joins the covered establishment. If the employees emoluments exceed Rs. 6,500/- per month, he has the option to join the scheme(s) with the consent of employer. Declare previous employment details, if any, in form No.11 to yhe employer. On becoming a member of the schemes file details in form No.2 (family particulars/nomination) through the employer. Rate of contribution payable by a member shall be @ 12% of his emoluments. A member can contribute statutorily over and above the prescribed rate.

For existing members:

Enrolment: Any change in the family status, such as:o Marriage of the member. o Additions/deletion in the family. o Legal adoption of the children.

Page-46/77

o Chang of nominee is to be filed in form No.2 through the employer. In the event, the member is holding a scheme certificate (under EPS, 95), he should surrender the same to the concerned EPFO office, through his employer. A member is entitled to various benefits & facilities such as withdrawals, advances, pensions, death insurance etc. Employer: Coverage Establishments employing 20 or more persons and engaged in any of the 180 industries/classes of businesses specified. Co-operative societies, employing 50 or more persons & working without the aid of power. Establishment not coverable statutorily can come under the coverage of the Act statutorily. An Establishment continues to be covered under the Act, irrespective of the fall in the employment strength. Since the Act applies on its own force to the establishments, the employers are required to file the particulars in the specified format for registration and allotment of business number. Financial obligations: Statutory rate of contribution is 12% of emoluments (basic wages, dearness allowance, cash value of food concession and retaining allowances if any) in the case of 175 establishments. Rate of contribution shall be 10% in the case of the following: Brick, beedi, jute, guar gum factories, coir industry other than spinning sector. Establishment declared as sick undertaking by BIFR. A matching contribution is to collected from the emolument of the employees. Out of 12% (or 10% as the case may be) of the employers share of contribution, 8.33% is to be remitted towards pension fund. Employer is also required to pay a contribution of 0.5% of the emoluments towards EDLIS1976.

Page-47/77

Administrative charges: An employer is required to pay administrative chargers at 1.10% of emoluments towards provident fund charges and 0.01% towards EDLI scheme 1976. No separate administrative charges for pension scheme Inspection charges: In respect of exempted establishment under P.F. scheme employer is liable to pay only inspection charges at the rate of 0.18% of emoluments. In the case of establishment exempted from EDDI scheme, the employer is required to pay only inspection charge at the rate of 0.005 % of emoluments. Interest Liability For belated remittances of contributions, administrative/inspection charges at the rate of 12% on such remittances for the period of delay are to be remitted. Damages For all the belated remittances of contributions, administrative/inspection charges damages are also payable as penalty ranging from 17% to 37% p.a. depending up on delay. Duties of Employer Enroll are categories of employees including the employees engaged by or through contractors and piece rated, hourly rated employees. Remit the contribution and administrative charge before the 15th of the following month. File the monthly returns in form 9, form3 (P.S), and form5A. File the monthly returns in form 12A, form5, form10 and challans for remitting the dues. The employer has to ensure that statutory dues in respect of contractors employees are remitted and returns field. Employer should attest the form No. 2 and the claims forms submitted by the member/legal heirs/nominees. Make available all relevant records for inspection of visiting officials with due authorization. Exemption under the Schemes Page-48/77

Provident Fund An individual member getting P.F. benefits on better than statutory provisions can apply for exemption in form 1 under Para 27. Employers can apply for exemption in respect of a class of employees getting similar or better benefits than the statutory P.F. Scheme under P.27A subject to the condition-governing grant of exemption. The employer can seek exemption from P.F. Scheme for the entire establishment if the majority of the employees also consent for exemption, subject to certain conditions governing grant of exemption and certain formalities. Pension Scheme Employer can avail exemption for the establishment ass a whole, with the consent of majority of employees, if an alternative pension scheme is formulated by the establishment with benefits either on par with or superior to the EPS 95 and subject to certification of the viability and long sustenance of the scheme by an independent qualified actuary and satisfying the other conditions prescribed governing the grant of exemptions. There is no provision for exemption of individual or for class of employees. ELDI Scheme The establishment can get exemption from the EDLI scheme, if employees their in are entitled for a benefit in the nature of insurance whether linked to their P.F. deposit or not and without paying any contributions.

Page-49/77

PAYMENT OF WAGES ACT, 1936 AN THE RULES MADE THERE UNDER

OBJECTIVE OF THE LEGISLATION: The payment of wages act, 1936 regulates the payment of wages to certain of persons employed in the industry, The scope of this act is limited to the persons drawing the earned wages for the month, which does not exceed Rupees one thousand six hundred. The department is enforcing this legislation to the persons employed at the registered factories. MAIN PROVISION ENVISAGED IN THE ACT: It regulates the payment of wages in time i.e.., not later than 7th day from the last day of the wage period for factories employing less than 1000 employees and 10th day for factories exceeding 1000 employees. Wages shall be paid in cash in current currency with in the working hours. Only authorized dedications can be caused from the earned wages: Workers shall be Issued wage slips giving all the details of their earned wages along with the wages paid: Fines can be imposed as per the rules specified: CLAIMS, WHICH CAN BE MADE UNDER THE ACT: Delay in payment of earned wages or unauthorized deductions from the earned wages of the workmen, redressed can be obtained by filing an application under Section 15 of the Act, before the competent authority notified by the Government. The application can be made either by the Inspector appointed under the Act, or by aggrieved person himself or through a registered trade union in prescribed formats viz., Form NO. A, Form No. B and Form c as the case may be. The competent authority who hears the application may direct for immediate payment of earned wages in addition to imposing compensation for the said delay in payment of wages or ten times the wages for the unauthorized deductions made. Any aggrieved workmen working in registered factories may contact the concerned area inspector of Factories for suitable redressed. STATUTORY REGISTERS TO BE MAINTAINED 1. Wages register,

Page-50/77

2. Register of advance; 3. Register of fines; 4. Register of deductions; Offering professional, managerial, career developmental, and computer courses to keep our staff abreast of the changing needs of the education world. Encouraging our staff to become life-long learners by continually assessing their own training and developmental needs and suggesting us new ways in fulfilling their goals. Improving our participants' ability in carrying out work responsibilities with greater effectiveness and efficiency. Delivering cost effective, timely, and accessible development programs that contribute to the university's business strategy. Cultivating relationships that enhance our ability to provide state-of-the-art programs to our employees. Promoting human resource development as an integral part of the CSU East Bays strategic plan. Sustaining a responsive, well-executed, and fiscally responsible approach to individual and organizational development. Assessing individual and organizational performance to determine ways human resource development efforts can improve effectiveness. Designing, developing, and implementing programs and services that provide new knowledge, new skills, innovative thinking, and motivation, thereby contributing to significant improvements in the University's services and processes. Evaluating training effectiveness and making changes to maximize financial and time investments. Promulgating workplace harmony, effectiveness, and job satisfaction by providing programs that encourage appreciation of and sensitivity toward all persons. Promoting the concept of human resource development as an ongoing , shared responsibility among faculty, staff, supervisors, administrators, and the Training and Development Department. Encouraging management practices that enhance performance and morale.

Page-51/77

Assisting managers and administrators in identifying appropriate human resource development activities to facilitate the highest level of performance by faculty and staff. Facilitating partnerships among University departments to increase the sharing of the institution's expansive knowledge and skills. * Promote an understanding of complex University policies, state and federal laws, health, safety, and other environmental procedures by collaborating with other campus units to provide training programs and resources on these critical topics. To upgrade and update the skills of the serving industrial workers to specialize in their field of work.

Under the scheme, training in selected skill areas is being imparted through short-term modular courses of one to six weeks duration. Tailor-made courses suiting to the specific requirements of industrial establishments are also offered. To train skilled personnel at technician level in the fields of Industrial, Medical, consumer Electronics, Information Technology and Process Instrumentation by organizing short term and long term courses according to the needs of the industry. Training activities can be grouped under five major wings: *Consumer Electronics Wing-provides training in the disciplines of Audio, Radio, color TV, Digital Camera, Cordless Phones, Cell Phones and equipment. This kind of training can equip personal in the organization to deal with minor breakdowns I n various equipments without having to call outside mechanic very time which not only causes delay but also also takes huge amounts of money in the name of repair and maintenance. *Industrial Electronics Wing-provides training in the disciplines of Power Electronics, Digital & Linear ices, Microprocessors, Micro controller and pics, so as to provide adequate assistance at the time of system break down. *Information Technology Wing-Provides training in Computer Hardware, Software and Networking.; this will help the employees to learn new Software installed to conduct training programmes, and to update software as per requirements of the company. Process Instrumentation Wing- Provides training in Industrial Sensors, Process Control, Microprocessors in the Process Industries which will help in repair and admittance and quality control checks over huge expensive machinery and their overhaul or else its breakdown may cause total disruption in production process. There is a hire instructor in the production dept. To train the new comers about the working there is a need to train instructors in the techniques of imparting industrial skills, who in turn would train semi-skilled manpower for industry. Courses to provide comprehensive training both in skill development and Principles of teaching. Courses to

Page-52/77

update and upgrade the knowledge and skill of the instructors and to keep them abreast of technological developments in Industry.

The trades for which the trainers can be hired or recruited includes that of Electrician engineering techniques, carpenter, welding, painting, mechanist, girder, fitter, wireman, tool and dye marker etc. To train the existing and potential shop-floor foremen and supervisors in technical and managerial skills through long-term and short-term courses. *The objectives inter-alias includes consciousness of better quality and productivity, ability for problem solving, cost reduction, and application of modern technology etc. There is a need for organizing training courses in the areas of Training Methods and Techniques; Communication and interpersonal skills; Leadership and Motivation; Designing of training Curriculum; Total quality Management; Management Development Programmers; Organizing and Managing Training Institutes; Training Media and Methodology; etc. The Employees Provident Fund Scheme In respect of establishments employing 20 or more persons and engaged in industry notified under Section 6 of Act(other than the Establishments. Declared as sick) 12 % of the basic pay DA, cash value of food concession and retaining allowance, if any, subject to a maximum of Rs. 6500/- per month.. Voluntary higher contributions are also acceptable at the joint request of the member and the employer. However. the rate of contribution is 10 % in respect of the following categories of establishments: *Any establishment covered prior to 22.9.97 in which less than 20 persons are employed. *Any sick industrial company as defined in clause (0) of Sub-Section (1) of Section 3 of the sick industrial companies (special provisions) Act 1985 and which has been declared as such by the Board for industrial and Financial Reconstruction. *Any Establishment, which has at the end of any financial year accumulated losses equal to, or exceeding its entire net worth. *Any Establishment engaged in manufacturing of (0) Jute, (b) Beedi, (c) Brick, (d) Coir (other than spinning sector), (e) Guar Gum Industries/ Factories. The employees pension scheme

Page-53/77

From and out of employers share of P.F. contribution of the total wages limited to Rs. 6500/- per month is segregated and credited to the employees pension fund in A/C No. 10 (w.e.f.1-06-2001). The central government also would contribute at the rate of 1.1 / 6% of total wages. No amount recovered form employees wages. Employer should pay 0.5% of total wages subject to a ceiling of Rs. 6500/- per month (w.e.f.1-06-2001).

INTRODUCTION TO ORGANIZATION

Atlas: A Journey of Achievements A man had a dream. To provide quality bicycles to his countrymen at reasonable prices. The man was Late Janki Das Kapur. The dream: Atlas Cycle Industries Ltd. A modest beginning in an improvised shed at Sonepat. This was transformed into a 25acre factory complex in a record period of 12 months. In the very first year of operation 12000 Atlas Cycles rolled out of the plant. Soon, the first consignment of Atlas Cycles was sent overseas. Atlas has since then exported to over 35 countries. By 1965, Atlas had emerged as India's largest cycle manufacturer. Greater demand, higher production and ever-expanding markets made Atlas a name to reckon with. It was time for accolades. Atlas was presented with the FICCI Award for 'Best Industrial Relations'. Atlas' growing importance in the international arena did not go unnoticed either. Italy's Gold Mercury International Award was conferred on Atlas. Subsequently, At also received the prestigious EEPC Award for export excellence for the year 198O-81 and several times later on. The innovations and the constant quest for perfection continued. Atlas Gold line was an instant success all over the country. Then came the Fun fleet range of sports bikes, which took the market by storm. The racer bike of international class, Atlas Pro-10, was the new breed of cycles to roll out of the Atlas plant.

Page-54/77

The honor of being appointed official supplier of bicycles to the IXth Asiad, at Delhi, added another feather to Atlas' cap. With growing demand for its products came the need for achieving self-sufficiency in specialized bicycle components. To meet its entire steel tube requirements the Atlas Steel Tube mill was set up at Gurgaon. Not only was dependence on external suppliers broken but the stringent quality controls, synonymous with Atlas, could be maintained. The frontiers kept expanding. A second cycle plant at Sahibabad raised the production capacity to meet ever-growing demand. New expansions. New entrants. At Atlas this is a process that never seems to stop. An Atlas cycle to suit every individual taste and requirement. The promise of Atlas. The dream of one man fifty years ago. The dream continues. To clock new records, new innovations, new ventures.

Domestic Sales Atlas Cycles (Haryana) Ltd. has a wide domestic sales network in the following states.

Page-55/77

International Sales Atlas Cycles (Haryana) Ltd. exports cycles to over a dozen countries worldwide

Page-56/77

A combination of a keen understanding of today's consumer needs and commitment to constant innovation and up gradation is the magic behind Atlas. Perfect teamwork and a dedication towards quality is what makes the large organization run like a well-oiled machine. A sincerity of purpose coupled with the will to excel. This has enabled Atlas to race ahead in the tracks of success. A company that cares A concern for the well being of its employees is integral to Atlas' orientation and it strives to give every person at Atlas a sense of belonging and security. Atlas is also conscious of its social obligations. The presence of Atlas in Sonepat has given the township a new and positive stature. Today, the township boasts of a full-fledged hospital and public school, thanks to the house of Atlas.

Personal Details *Applied for *First Name Last Name *Date of Birth *Martial Status Day Month Year

*Gender *Address

Page-57/77

*Current Location If "Other" Pin Code Please type your current location

Page-58/77

MR.JAIDEVKAPUR PRESIDENT ATLAS CYCLES (HARYANA) LTD SAHIBABAD (U.P) Cycle Industries Ltd., Sonepat, way back in 1951 with completely indigenous know-how and expertise. After completing his education, Mr. Jai Dev Kapur joined the Atlas Cycle Industries Ltd. right from its inception. Following closely on the footsteps of his illustrious father, he worked hard to take Atlas to new heights of achievement year after year. It is because of his persevering efforts and farsightedness that Atlas now is one of the leading manufacturers of quality bicycles in India and is a name to reckon with in the country and abroad as a producer of quality bicycles suiting the needs of the kids, the common man and the youngsters at an affordable price. A firm believer in progressive management and scientific techniques, Mr. Kapur is an extensively traveled person. He has led a number of Atlas export promotion delegations abroad. It is as a result of his efforts that Atlas has emerged as a leading exporter of bicycles and bicycles components. Again, it is because of his business acumen and sustained efforts that Atlas has taken a pioneering lead in lending technical know-how to set up bicycle manufacturing units on the foreign soil. Atlas bicycles are already being exported to over 75 countries. Mr. Jai Dev Kapur evinces keen interest in industrial growth and productivity movement in the country. He had been the President several times of All India Cycle Manufacturers' Association and Sonepat Productivity Council and fought for the cause of bicycle industry on various government forums. Mr. Kapur is also the Director of Milton Cycle Industries Limited, Sonepat. In spite of his administrative and executive pre-occupations, Mr. Kapur finds time to devote for charitable, religious and humanitarian works. He is the Chairman of Dewan Harnam Das Saraswati Devi Trust and Sheila Kapur Memorial Trust, Trustee of Shri

Page-59/77

Narsingh Das Hira Devi Trust, New Delhi and member of the governing body of Dharamshila Cancer Foundation and Research Center, New Delhi. All these Trusts have been doing laudable work for the emancipation of the poor, needy and downtrodden. Mr. Kapur is the Trustee and Secretary of Shri Swami Satyanand Dharmarth Trust, New Delhi. This Trust is engaged in the religious activities in the country. Dewan Harnam Das Saraswati Devi Trust is running a well-equipped Hospital and a Public School at Sonepat. Mr. Jai Dev Kapur had been the Managing Trustee of these two reputed institutions for about two decades and executed these projects ably and successfully to fulfill the dream of his father. These institutions carved out a name for their efficiency and standard. Due to the recent restructuring of the Atlas Group of Industries, Mr. Jai Dev Kapur is now the President of Atlas Cycles (Haryana) Ltd. and heading the Sahibabad Unit (U.P), an ISO 9001-2000 certified company.

COMPANY STATUS REGARDING OBJECTIVE OF STUDIES

The main objective company status regarding is to develop : The capabilities of each employee as an individual.

The capabilities of each individual in relation to his/her present and expected future role. The dynamic relationship between each employee and his/her supervisor. The team spirit and functioning in every unit of the organization. Collaboration among different units of the organization The overall health and self-renewing capabilities of the total organization. The higher the level of manager, the more attention should be paid to the HRD function in order to ensure its effectiveness.

Page-60/77

 The maintenance of a healthy working climate and the development of its human resources are the responsibilities of every organization. Employees feel committed to their work and the organization if the organization perpetuates a feeling of be belonging. HRD can be planned and monitored in ways that are beneficial both to the individual and to the organization.

DATA PRESENTATION

&

ANALYSIS

Page-61/77

FINDING THE STUDIES

As we know Potential Appraisal is a systematic and objective way of judging the relative wroth or ability of an employee in performing the task potential appraisal help to identify those who are not and reasons for such performance. The company should go for the 360-degree potential appraisal. Under his method the person whose performance is to be judged is in company is around him who rates the performance of the employee based up on certain predefined criterias. The system is like 360-degree potential appraisalHEAD

SUPERVISORS

PERSON WHOSE PERFORMANCE TO RATE

PEERS

Page-62/77

MANAGER Under this I were find the level of problem. Which types problems comes in future. Positive and Negative aspect out comes in future. Finding some other else.

Preparation done for the survey: ---

The questionnaire prepared for the workers were very simple that too in Hindi language so that they can easily understand the questions and reply. The questionnaires provided to the executives were a lengthy one. The interview schedule prepared for the management people was a short one with all open-ended questions so that their ideas can easily be known. For filling of the questionnaire classrooms sessions were organized for workers, where 5-to 6-worker s were called at a time. All the questions were explained to them. If they were able to make on their own. So they were allowed to do so, else we asked for their responses and marked then accordingly in the questionnaire, as many of the workers were illiterate. Some time we also conducted on that job survey where we asked question to the workers while they were doing their job because there were many workers who were busy all the time and they did not want to leave their work. They also felt that such surveys are useless so why should they leave their work for it. Then all these questionnaire and interviews were analyzed.

Page-63/77

RECOMMENDATION & SUGGESTIONS

After the study of the subject following are the recommendation and suggestion for over coming problems and for enhancement of services: Management should try reducing the amount of documentation and to do some practical type activity in faviour of employees. Executive should be given training in handling human resource department very efficiently.

The solution to the problems should be at a faster rate because they many impact badly in future. Effort such as better facilities improvement of term and condition etc. should be made in order to increase the popularity of other department. The only problem of work environment is that it is highly target based management should make certain improvement in this aspect. Research executive should be encouraged in order to increase operations. Page-64/77

 Level of personal contact with employees should be maintained for high employee satisfaction.

Satisfaction with the work culture. INTERPRETATION: the figure shows that 50 % are highly satisfied with the work culture, 33 % gave their satisfaction rating on average scale and 16 % are in between the previous two categories, some reasons for slightly less satisfaction on the e part of rest 50 % work force may be attributed to following acts. -Less involvement of employees at lower management level in decision making process -Highly centralized organizational structure giving the employees less scope to directly interact with the top management for the quick problem solving tasks, and company function flaws at shop floor, and other various grievances on the part of lower management which owing to the tall hierarchy takes large amount of time to reach the top management, thereby resulting in slow decision making. Delay in communication of problems, suggestions, -Lack of knowledge of overall company's goals and policies -No motivation exercised involved to boost the morale of the employers -No knowledge sessions held to apprise the employees of the company's accounts, financial position, loss and profit statement, thereby asking them for their full-hearted cooperation for the result achievement. -No motivation exercise held to boost the morale of the employees Work satisfaction linked with department 5 point scale rating 1-not at all satisfied 2-not satisfied 3-average satisfaction 4-very satisfied 5-highly satisfied

Page-65/77

Satisfaction rating imparted to different departments on the basis of calculation of average response from all the employees. The following figures denotes average satisfaction level of each of the department Time office department: 2 Sales department: 3 Exports department: 4 Cost accounts department: 5 Production department: 5 Human resource department: 5

INTERPRETATION: time office dept. involves more the clerical work, same monotonous task, which gives no satisfaction to the employees, that's why maximum employees rated. Their satisfaction below average. The working involves same daily schedule with no restructuring been done since many years, same time consuming old traditional ways of record keeping and maintenance, and manual work. The below average rating may be attributed to the old age of the persons employed, with no fresh recruits in the department there by no scope for improvement and creativity, no enthusiasm and zeal to work in intelligent manner. Therefore it can be concluded that there is a need for business process restructuring: -Innovative ways of record maintenance. -Setting of challenging forgets for the employees. -Appropriate training for the employees, at regular intervals apprising them of upcoming trends in the market related to their work. -Usage of web enabled services to bring more efficiency, less of manual errors in recording and faster report generation. -Greater involvement in decision making regarding new policy formulation about workers as they are the ones who better know than anybody else, about the preferences, requirements, and problems of the workers owing to their direct interaction with them. -Need for challenging reward system for boosting up their morale for their successful target achievement?

Page-66/77

SALES DEPT: the organization as a whole is highly centralized with decision making power only in hand of few individuals, that is top management, the sales persons although are the right persons to be contacted to get the first hand knowledge of market trends customer reactions. Product positions in the market, competitors strategies, thereby greater involvement, is needed of the sales persons I decision making regarding marketing activities, promotional campaigns, advertising budget allocations, their involvement is also needed in research and development dept. As they batter know of customer references in terms of features, new designs in demand, their preferences which should be incorporated while new product design, production. Department should consult them to know of demand and supply pattern of the market, on going rates of different raw materials in the market so as to device raw material requirement, inventory level decision to avoid extra cost in procuring large stick. Leading to increase in stocking and inventory carrying costs when the demand is less and vice versa Due to the lack of above initiatives, sales persons feel slightly alienated from the core management activities and thus are not able to utilize their productivity to fullest extent despite of their potential and willingness to do so. COST A/C DEPT: higher rate of satisfaction level on the part of companies accounts shows that the staff employed is highly motivated to work for the company despite of their low involvement in decision making the staff is well suited to the organizational culture and enjoys doing work in limited span of activities. PRODUCTION DEP: high satisfaction level can be attributed to the diverse activity handling in the production process -Doing daily plan formulation -Facing challenges -Handing breakdowns, human interventions and problems -Striving to achieve challenging targets thus in a way the persons are highly motivated to do their work, they accepts all responsibilities, and fulfill their self actualization needs from their work -Handles all diverse functions like that of paint dept, tubular dept., assembly dept, maintenance dept. Etc The work environment is very challenging and motivating thus raising their satisfaction level to highest. H R DEPT.: Following reasons can be attributed to high satisfaction level: -Well-qualified persons -It initiatives taken for some purposes -Diverse activity handing making the work more interesting -Socially responsibility of hiring, recruiting, orienting, training, terminating, counseling, auditing, promotions, transfers etc.

Page-67/77

-Greater involvement in decision-making, and hr acts as integrating force between top. Department wise calculation of average opinion H R Dept.: 2 Cost A/C Dept: 1 Exports Dept.: 3 Production Dept.: 4 Time office Dept.: 4 Sales Dept.: 5 INTERPRETATION: Cost a/c: lowest level rating may be attributed to following reasons -Set stds. Procedures of accounting bounds the work within limits and same set of policies and rules used each time leaves no scope for innovation and creativity from the side of an individual rules used each time leaves no scope for innovation and creativity from the side of an individual rules used each time leaves no scope for innovation and creativity from the side of an individual Hr dept.: rating at 2 may be because the activities are already so diversified, dealing with personal of all depts. And dealing at all levels of hierarchy, doing activities right from hiring, recruiting, selection, orientation, payroll, personal management till termination, thus there is no further need for diversification as further diversification can only lead to overburdening which can harm the quality of work. Exports: there is a need for diversification in the sense that only postal method or same old traditional ways are followed for dealing with foreign clients thus there is need for incorporation of some it element I the work to make it more interesting fast and efficient. Production: people agree that diversification is must to maintain enthusiasm, interest, and zeal of person to work without introduction of boredom and monotony. Time office: there is a great need for diversity as same old routine manual ways of record keeping are followed, same old clerical work, consuming huge time, thus there is a need to introduce some innovative ways like, software solutions, for maintaining records, for getting instant hard copy without having to separately prepare registers, for online processing of leave applications from higher authorities via some intranet based solutions, for sending online reports as per demand from other depts. Or higher authorities for analysis etc. Sales: sales persons feel that there should be diversity in activities in the sense that for improving sales for promotion purpose, routine methods should be done away with and instead internet advertising, promotion via online application processing of offshore clients, online availability of data also outlet location along with customer handing online facility which if provided will help in increasing the clientele.

Page-68/77

Atlas cycle is a trusted name in the cycle industries and among customers worldwide for ever 50 years starting with production of bicycles in 1951 atlas is today ranked amongst the target bicycles manufacturer under one roof into world it has not only been exporting cycles to 40 countries like Tanzania, iran, zambia and others and has annual turnover exceeding rest 4.0 billion with workforce of over 5000 techniques The establishment of the atlas cycles factory in 1951 has had board social and economic impact atlas takes the precautionary approach to environment all challenges and top management is fully committed to environmental protection and preservation via adoption of clearer production techniques in the factory as well as subsidiary industries and venders atlas is continuously engaged in formulating cleaner production measure to prevent the deterioration of air, noise, water and soil. Atlas has taken a lead among the private sector northern India industries and assumed the role of change agent to implement and demonstrate effective implementation of cp in production activities as responsible corporate citizen. The Company conducted various workshop and training programmers in various school, colleges and institutes. CONCLUSION Training requirements: The organization despite of its huge staff, employees base, has an organization structure too much tall which makes difficult for employees to interact with officials of higher rank within the company, this kind of structure can be prone to red tapism, thereby company needs to liberalize its policies towards its employees by reducing the levels of hierarchy, by having greater. Interactions with lower levels of management as well as persons working on shop floor. There is a need for greater participation in decision making lower levels of management which can result in more proactive sort of an organization structure, with every employee being well aware of company's rules, regulations, long term and short term goals and aspirations of the owners of the company, this kind of structure may lead to a kind of (mbo) management by objectives where a person feels more belonging to his company, thereby driven by objectives of the company rather than just income. this kind of method will also help in developing executive skills in lower level positions so as equip them to replace their seniors as and when necessary. The satisfaction level of some depts. Being slightly below the highest expectation may be because of lack of inner motivation thereby there is need for in formal meets to be conducted at regular intervals for boosting up the morale of the employees and the leaders should themselves come to the fore front for this kind of exercise as an it will have greater impact upon the employees. There should be suitable reward system for the employees based upon their work and extraordinary talent by them and competition of targets successfully within time which will motivate others also t show their talent, to use extraordinary zeal to work which ultimately will help in boosting up the company's performance. Bringing down of no. Of organization levels will not only help in cost cutting but also bring about greater transparency in the working.

Page-69/77

There is a need to introduce suitable it infrastructure well equipped with ERP system so as to integrate all depts. Of the company, maintaining a central repository of all data so that record maintenance and updating will need only time entry, as it will automatically update all other records rather than the old system of multiple entries in different depts. Of the same data thereby it will help save time, energy and bring about greater efficiency in work. There is a need to have a suitable extranet extranet solution with its clients, suppliers and customers and prospective customers so as to have quick information of orders, instant processing and delivery of product. With the help of online contacts, better bargaining power can be achieved, greater no. Of options in terms of supply of raw material can be had, based on lowest cost and best quality offer, An installation of his can bring greater efficiency in the working of hr dept. As it helps automate all hr related activities saving lots of time in processing and producing various kinds of official letters with predetermined formats without having to form the letter manually. There is a need t o regularly review the performance of the employees and to inform them of the same to motivate them to improve upon their work

BIBLIOGRAPHY

Personnel management and industries by P.C. TRIPATHY Human Resources Management by DECENZO, STEPHENP. ROBBINS Personnel management by C.B. MEMORIA Value based management.com www.atlascycles. co. in Institute of management studies- IMS journal Industrial Law book by N.D. KAPOOR
Page-70/77

ANNEXURE

Specimen Questionnaire used in survey Job Evaluation form Some advertising clips by Actor & Sports player

Page-71/77

JOB TITLE:.. CODE:DATE:. GRADE OF RANKE: DEPARTMENT/S:. NAME:.SUPERIORS TITLE.. SUPERIORS NAME: HOURS WORKED FOR:AM.TO.PM GENDER: AGE:.. DURATION:. TICH THE RIGHT CHOICE: .ONCE FOR A PARTICULAR WORK .REGULAR OCCASIONAL .NEED BASED RECRUITMENT: INTERNAL.EXTERNAL.BOTH JOB SECURITY: PERMANENT TEMPORARY. CONTACTBASED

WHAT IS THE GENERAL PURPOSE OF YOUR WORK ROLE OF IT INYOUR WORK? .WHAT WAS YOUR LAST JOB? .. WHAT JOB WOULD YOU NORMALLY EXPECT TO BE PROMOTED? SPAN OF CONTROL: LIST THE NAMES OF THE PERSONS AND REGULARLY SUPERVISE AND THEIR JOB TITLE? ARE THREE ANY INCENTIVE PROVIDED TO YOU FOR SUCCESSFULLY ACHIEVING YOUR TARGET

Page-72/77

 IS THE PERFORMANCE:EVALUATION DONE ON INDIVIDUAL BASIS OR BY GROUP EFFORT PLEASE TICK THE JOBS YOU DO IN YOUR SUPERVISORY ROLE ...HIRING COACHING. PROMOTING .ORIENTING ...COUNSELLING COMPENSATING. TRAINING ..BUDGETING DISCPLINE .SCHEDULING DIRECTING TERMINATING DEVELOPING .MEASURING PERFORMANCES . HOW WOULD YOU DESCRIBE THE SUCCESSFUL COMPLETTION OF YOUR WORK? PLEASE TICH THE EDUCATIONAL EQUIREMENTS FOR YOUR JOB ..NO FORMAL EDUCATION REQUIRED ..LESS THAN HIGH SCHOL DIPLOMA ..COLLEGE DEGREE EDUCATION BEYOND UNDERGRADUATE DEGREE .LIST THE ADVANCED DEGREES REQUIRED ACTIVITIES YOU PERFORM DAILY ACTIVITIES: PERIDIOC ACTIVITIES: HAZARDSFACEDIN PAST: INTERACTION WITH OTHER DEPARTMENT .. MENTAL SKILL REQUIREMENTS FOR THE JOB: PHYSICAL SKILL REQUIREMENTS FOR THE JOB: ACTIVITES AS PER THE COMPANY POLICY TO BE PERFORMED BY THE CANDIDATE RATING SCALES 1..2..345.. PLEASE INDICATE THE PHYSICAL EFFORT REQUIRED IN YOUR JOB:.

Page-73/77

LEVEL OF DIFFICULTY FACED. HOW MUCH ARE YOU SATISFIED WITH YOUR WORK.. DO YOU FIND YOUR JOB INTERESTING.. THE WORK INVOLVED IS MONOTONOUS IN NATURE THERE IS A NEED FOR A DIVERSITY IN ACTIVITES.. JOB ROTATION IS REQUIRED TO REMOVE THE MONOTONY. THE WORK IS VERY CHALLENGING AND MOTIVATION.. WHAT RANKS OF PERSONS INTERACT WITH YOU DIRECTLY DID YOU DO YOUR WORK ACCORDING TO SET STD. PATTERNS OF THE COMPANY OR HAVE YOU EVER TRIDE TO INTRODUCED ANY NEW CONCEPT FOR DOING YOUR DUTIES:

RANK THE FOLLOWING SKILLS AS PER YOUR CURRENT JOB:12.3 HUMAN SKILLS: CONCEPTUAL SKILS: TECHNICAL SKILLS: PLEASE MARK THE NEEDS WHICH YOU ACQUIRE BY YOUR JOB WHICH YOU ASPIRE TO ACHIEVE

WHICH ALL PRECAUTIONS ARE NEEDED TO BE TAKEN BY YOU IN WORK SCHEDULE: . . . ALLOWANCES AVAILABLE TO YOU. . . .

Page-74/77

. ALLOWANCES TO BE PROVIDED TO YOU POST AS PER THE COMPANY POLICIES . . . . WHAT ARE YOUR COMPANYS GOALS . . . HOW YOUR WORK CONTRIBUTE TOWARDE THE COMPANYS GOALS . . . WHAT (IF ANY) RECENT DEVELOPMENT HAD TAKEN PLACE IN THE COMPANYS WORK PROFILE/STRATEGY/TECHNICAL OR ANY OTHER . . .

WHAT IMPROVMENTS CAN YOU SUGGEST IN YOUR COMPANYS WORKING POLICIES OR IN YOUR OWN DEPARTMENT WHICH CAN HELP IN BOOSTING UP THE PRODUCTIVITY AND EFFICIENCY OF WORK? . . . WHO DO YOU ADDRESS YOUR SUGEESTION OR GRIEVIENCES TO? . . . WHAT ROLE IN DECISION MAKING DO YOU HAVE IN THE FOLLOWING TASKS (PLEASE TICK THE TASKS YOU ARE CONSULTED FOR) ...BUSINESS ACQUISITIONS AND MERGERS ...TECHNICAL UPDATION LIKE NEWMACHINERY BUYING/NEW SOFTWARE INSTALLED ...PLANT AUTOMATION ...RECRUITMENT ...CHANGE IN COMPANYS POLICIES ...CHANGE IN EMPLOYEES ALLOWANCES ...CHANGE IN PAY STRUCTURE ...PROMATION RELATEDACTIVITIES ...CHANGES IN YOUR OWN DEPARTMENT (TECHNICAL/FACILTY LOCATION/LAYOUT PLANS) HOW DID YOU REACH YOUR CURRENT POST . . .

Page-75/77

INTERNAL PROMOTION.IF YES WHAT WAS THE PREVIOUS POST HELD BY YOU . DIRECT RECRUITMENT WHAT IS YOUR EXPERIENCE WITH THE COMPANY. PAY SCALE:

JOB EVALUATION CRITERIA:QUALIFICATION PAYSACLE SPAN OF CONTROL EXPERENCE GRADE NAME DEPARTMENT QUALIFACTION (POINTS) PAYSCALE (POINTS) SPAN CONTROL GRADE (POINTS) EXPERIENCE (POINTS) TOTAL RANK NAME DEPARTMENT QUALIFACTION (POINTS) PAYSCALE (POINTS) :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________

Page-76/77

SPAN CONTROL GRADE (POINTS) EXPERIENCE (POINTS) TOTAL RANK NAME DEPARTMENT QUALIFACTION (POINTS) PAYSCALE (POINTS) SPAN CONTROL GRADE (POINTS) EXPERIENCE (POINTS) TOTAL RANK

:_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________ :_____________________________

Page-77/77