1

EMPLOYEE SATISFACTION AT WORKER LEVEL IN

ASHOK LEYLAND

SUMMER TRAINING PROJECT REPORT SUBMITTED IN THE PARTIAL

FULLFILLMENT OF THE REQUIREMENT FOR AWARD

Page 1

PREFACE
The viewing of Human Resource or Personnel of an organization as an important economic
resource is a recent development. Human Resource of an undertaking is defined as a collection
of aptitude, skills, expertise, knowledge, and attitude, effort of workers, direct and indirect staff
and executives. Human resource is considered to be the most valuable asset of any organization.
The performance, success or failure of the organization is greatly influenced by the quality of
this resource.
All professional post graduate courses MBA envisage for a student to acquire proficiency in
academic knowledge as well as its application in practice by way of exposure to the business
world. Industrial training is, therefore, a part of this curriculum, which helps in developing
analytical and interpreting skills in the students through application of several concepts of
management to understand the functioning of the industries. I conducted this training in Ashok
Leyland CHENNAI (Unit), which is based on extensive study of the Human Resource
Management System.
I have tried to explain in detail the present level of HR STRATEGY IN ASHOK LEYLAND IN
CHENNAI PLANT. I have tried also to recommend a few modifications, which might help
management to tackle the various issues of dissatisfaction among the group. The company
genuinely was interested in making employees satisfied as it believes:

Satisfied Worker is a Productive Worker.

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TABLE OF CONTENTS
(A)

COMPANY PROFILESSS

Page No.

1. INTRODUCTION OF ASHOK LEYLAND

2. MISSION ,VISION ,VALUES

3. MILESTONES OF ASHOK LEYLAND

10-11

4. PRODUCTS AND SERVICES

(B)

(C)

12-13

5. NO. OF PLANTS AND THEIR LOCATION

14

6. CHENNAI UNIT

15

7. VARIOUS DEPARTMENTS AND THEIR FUNCTION

16-18

8. PATTERNS OF SHARE HOLDERS

19-20

9. GROUPS COMPANIES

21

10. COLLABORATORS

22

11. COMPETITORS

23

12. CUSTOMERS

23-24

ASHOK LEYLAND POLICIES

25

1. ENVIRONMENT POLICY

26

2. QUALITY POLICY

27

3. SAFTERY & HEALTH POLICY

28

HUMAN RESOURCE MANAGEMENT

29

1. CONCEPT OF HUMAN RESOURCE MANAGEMENT

30

2. AIMS & OBJECTIVE OF HRM

31

3. HR ACTIVITIES

32

4. HUMAN RESOURCE STRATEGY

33

5. HRM & PRODUCTIVITY

33

(D)

REVIEW OF LITURATURE

34-35

(E)

HR PRESPETIVE

38

1. HR DEPATMENT PROFILE

39

RESPONSIBILITIES OF DEPARTMENT
RESPONSIBILITIES OF INDIVIDUAL
2. RECRUITEMENT, SELECTION & PLACEMENT

42-48

3. TIME OFFICE FUNCTION

58

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4. REMUNERATION & OTHER ALLOWANCES AND FACILITIES

49-53
5. PROMOTION POLICY

54-55

6. PERFORMANCE APPRAISAL

56-57

7. LEAVE AVILABLE

59

(F)

OBJECTIVE OF THE REPORT

36

(G)

RESEARCH METHODOLOGY

37

(H)

DATA INTERPRETATION

60-76

(I)

LIMITATION

77

(J)

CONCLUSION

78

(K)

SUGGESTION & RECOMMENDATION

79-80

(L)

BIBLOGRAPHY

81

(M) ANNEXURE

82-83

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ORGANIZATION PERSPECTIVE
INTRODUCTION
Eight out of ten metro state transport buses in India are from Ashok Leyland. At 70 million
passengers a day, Ashok Leyland buses carry more people than the entire Indian rail network!
From 18 seater to 82 seater double decker buses, from 7.5 tonne to 49 tonne in haulage vehicles,
from numerous special application vehicles to diesel engines for industrial, marine and genset
applications, Ashok Leyland offers a wide range of products.

For over five decades, Ashok Leyland has been the technology leader in India's commercial
vehicle industry, moulding the country's commercial vehicle profile by introducing technologies
and product ideas that have gone on to become industry norms.

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VISION
Be among the top Indian corporation acknowledged nationally and internationally
For:
Excellence in quality of products.
Excellence in customer focus and service.

MISSION
Be a leader in the business of commercial
vehicles, excelling in technology ,quality and value to customer fully supported by customer
service of the highest order and meeting international environment and safety standard.

VALUES
CUSTOMER
We value our customers and will constantly endeavor to fulfill their needs by productively
offering them products and services appropriate to their diverse applications.

EMPLOYEES
We consider our employees as our most valuable asset and are committed to provide full
encouragement and support to them to enhance their potential and contribution to the company
business.

VENDORS
Our vendors are our valued partner in our business development and we will with in a spirit of
mutual cooperation to meet our objectives.

SHAREHOLDER
We value the trust respond in us by our shareholder and strive unstintingly to ensure a fair and
reasonable return on their investment.

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MILE STONE OF ASHOK LEYLAND

The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent
India. Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr. Raghunandan
Saran, an industrialist, to enter automotive manufacture. In 1948, Ashok Motors was set up
in wha
t was then Madras, for the assembly of Austin Cars. The Company's destiny and name
changed soon with equity participation by British Leyland and Ashok Leyland commenced
manufacture
of
commercial
vehicles
in
1955

Since then Ashok Leyland has been a major presence in India's commercial vehicle industry
with a tradition of technological leadership, achieved through tie-ups with international
technology leaders and through vigorous in-house R&D.

Access to international technology enabled the Company to set a tradition to be first

with technology. Be it full air brakes, power steering or rear engine busses, Ashok Leyland
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pioneered all these concepts. Responding to the operating conditions and practices in
the country, the Company made its vehicles strong, over-engineering them with extra
metallic muscles. "Designing durable products that make economic sense to the consumer,
using appropriate technology", became the design philosophy of the Company, which in turn
has moulded consumer attitudes and the brand personality.

Ashok Leyland vehicles have built a reputation for reliability and ruggedness. The
375,000 vehicles we have put on the roads have considerably eased the additional pressure
placed on road transportation in independent India.

In the populous Indian metros, four out of the five State Transport Undertaking (STU) buses
come from Ashok Leyland. Some of them like the double-decker and vestibule buses are
unique models from Ashok Leyland, tailor-made for high-density routes.

In 1987, the overseas holding by Land Rover Leyland International Holdings Limited
(LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-Resident
Indian transnational group and IVECO. (Since July 2006, the Hinduja Group is 100% holder
of LRLIH).
The blueprint prepared for the future reflected the global ambitions of the company, captured
in four words: Global Standards, Global Markets. This was at a time when liberalisation and
globalisation were not yet in the air. Buoyed by the backing of two international giants,
Ashok Leyland embarked on a major product and process upgradation to match world-class
standards of technology.

In the journey towards global standards of quality, Ashok Leyland reached a major milestone
in 1993 when it became the first in India's automobile history to win the ISO 9002
certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in
1998 and ISO 1400
1 certification for all vehicle manufacturing units in 2002. It has also become the first Indian
auto company to receive the latest ISO/TS 16949 Corporate Certification which is
specific to the auto industry.

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PRODUCTS
BUSES

Viking BS - I

Viking BS - II

12 M Bus

Cheetah BS - I

Panther Luxury

Cheetah BS - II

Stag BS - II

Vestibule Bus

Airport Tarmac coach

222 CNG Bus

Lynx

Double Decker

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TRUCKS

Ashok Leyland manufactures trucks of various capacities that take on any task with ease.

4 X 2 Haulage Models

4 X 2 and Multixled Tippers

Tractors

ecomet

Production plant
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Multiaxle Vehicles

11

Ashok Leyland has six manufacturing plants - the mother plant at Ennore near Chennai, two
plants at Hosur (called Hosur I and Hosur II, along with a Press shop), the assembly plants
at CHENNAI and Bhandara. The total covered space at these six plants exceeds 450,000
sq m and together employ over 11,500 personnel.

Ashok Leyland has six manufacturing plants:

ENNORE
HOSUR 1
HOSUR 2
HOSUR 2a
BHANDARA
CHENNAI

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INDUSTRY PROFILE

The automobile industry in India is the tenth largest in the world with an annual production of
approximately 2 million units is expected to become one of the major global automotive
industries in the coming years. A number of domestic companies produce automobiles in India
and the growing presences of multinational investment, too has led to an increase in overall
growth following the economic reforms of 1991 the Indian growth as a result of increased
competiveness and relaxed restrictions.
History:
In 1953, the Govt of India and the Indian private sector initiated manufacturing processes to
help develop the automobile industry, which had emerged by the 1940s in a nascent form.
Between 1940 to the economic liberalization of 1991, the automobile industry continued to grow
at a slow pace due to the many govt restrictions. Japanese manufacturers entered the Indian
market ultimately leading to the establishment of Maruti udyog. A number of foreign firms joint
ventures with Indian companies.
AUTOMOBILE INDUSTRY HISTORY:
In the year 1769, a French engineer by the name of Nicolas J. Cugnot invented the
first automobile to run on roads.
This automobile, in fact, was a self-powered, three wheeler, military tractor that
made use of steam engine. The range of the automobile, however, was very brief and at the
most, it could only run at a stretch for fifteen minutes. In addition, these automobiles were
not fit for the roads as the steam engines made them very heavy and large, and required
ample starting time. Oliver Evans was the first to design a steam engine driven automobile
in the U.S.
The automobile industry finally came of age with Henry Ford in 1914 for the bulk
production in cars. This lead to the development of the industry and it first begun in the

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assembly lines of his car factory. The several methods adopted by Ford, made the new
invention i.e.) car, popular amongst the rich as well as masses.
According to the history of automobile industry U.S, dominated the automobile
markets around the globe with no notable competitors. However, after the end of Second
World War in 1945, the automobile industry of other technologically advanced nations such
as Japan and certain European nations gained momentum and within a very short period,
beginning in the early 1980s, the U.S automobile industry was flooded with foreign
automobile companies, especially those of Japan and Germany.
The current trends of the Global automobile industry reveal that in the
developed countries the automobile industry are stagnating as a result of the drooping car
markets, whereas the automobile industry in the developing nations, such as India and
Brazil, have been consistently registering higher growth rates every passing year for their
flourishing automobile markets.
INDIAN AUTOMOBILE INDUSTRY:
India is one of the fastest growing automobile industries in the world. After 1960,
the automobile industry saw rapid growth and many automotive manufacturers started
production
The automobile industry in India is the seventh largest in the world with and annual
production of over 2.6 million units in 2009. In 2009, India emerged as Asias fourth largest
exporter of automobiles, behind Japan, South Korea and Thailand. By 2050, the country is
expected to top the world in car volumes with approximately 611 million vehicles on the
nations roads.
A well developed transport network indicates a well developed economy. For rapid
development a well-developed and well-knit transportation system is essential. As Indias
transport network is developing at a fast pace, Indian automobile industry is growing too.
Also, the automobile industry has strong backward and forward linkages and hence provides
employment to a large section of the population. Thus the role of automobile industry cannot
be overlooked in the Indian economy. Indian automobile industry includes manufacture of
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trucks, buses, passenger cars, defence vehicles, two wheelers etc.., the industry can be
broadly divided into the car manufacturing, two-wheeler manufacturing and heavy vehicle
manufacturing units.
The major car manufacturers are Hindustan Motors, Maruti Udyog, Fiat India Pvt.
Ltd, Ford India Ltd., General Motors Pvt. Ltd., Honda Siel Cars India Ltd., Hyundai Motors
India Ltd., Skoda India Pvt. Ltd., Toyota Kirloskar Motor Ltd., to name a few.
The two wheeler manufacturing is dominated by companies like TVS, Honda
Motorcycle &Scooter India Pvt. Ltd., Hero Honda, Yamaha, Bajaj etc..,
The heavy motors like buses, trucks, defence vehicles, auto rickshaws and other
multi utility vehicles are manufactured by Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj,
Mahindra and Mahindra etc..,

INDIAN AUTOMOBILE MARKET:

Many foreign companies have been investing in the Indian automobile market in
various ways such as technology transfers, joint ventures, strategic alliances, exports and
financial collaborations. The auto market in India can boast of attractive finance schemes,
increasing purchase power and launch of latest products. Some vital statistics regarding the
automobile market in India has been mentioned below:

India ranks 2nd in the global two-wheeler market

India is the 4th biggest commercial vehicle market in the world
India ranks 11th in the international passenger car market
India ranks 5th pertaining to the number of bus and truck sold in the world.

HEAVY VEHICLES MARKET:

Heavy vehicles market in India comprises of trucks, machines, ambulances and
school buses. The popular heavy vehicle brands in India are Volvo, Eicher, Tata, Telco,
Ashok Leyland and Swaraj Mazda.
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Following are the major players in the Indian Heavy Vehicles Market:

Tata Motors is the largest automobile manufacturing company in India that

manufactures a wide range of heavy vehicles adhering to world class standards. It is the
market leader in commercial vehicles in all the segments, be it heavy vehicles, medium size
vehicles, small vehicles, buses or defence vehicles. The heavy vehicles manufactured by
Tata Motors have highly developed braking structure, high ground authorization, better
direction competence and a muscular body. The advanced engine imparted to these heavy
vehicles makes them a class apart from the other heavy vehicles running on the Indian roads
and Highways. Tata Motors leads this segment with a market share of 61%.

Ashok Leyland is an exclusively heavy vehicle manufacturing company situated in

Chennai and was initiated in the year 1948. It is one of Indias biggest producers of heavy
vehicles such as trucks, buses, military vehicles and also the second biggest commercial
vehicle firm in India heavy vehicle division with a market share of around 27%. Ashok
Leyland is also renowned for producing auto spare parts and engines for marine and
industrial submission.
Eicher Motors was initiated in 3rd September, 1960. The first firm to manufacture the
first tractor in India. The indigenously manufactured tractor was introduced in the Indian
market straight from Eichers Faridabad factory. The history of the firm can be traced back
to 1948, when Good earth Company was established for vending and repairs of imported
tractors in the nation.
Swaraj Mazda, a tie up between Mazda and Swaraj Enterprise, Swaraj Mazda represents
advanced Indian expertise and manufacturing. The firm has Research and Development
improvement edge on international scale. The firm manufactures various products such as
Bus, Ambulance, Trucks etc.
The modern automobile market in India has been considering key issues in the process of
growth:

Customer care, and not just service

Domestic as well as multi-national investments
Searing through cut-throat competition
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Road safety
Anti-pollution norms
Co-ordination with government to enable advancement
Used vehicle trade

The future of Indian automobile market is bright as it looks forward to manufacturing and
implementing new innovations such as electric cars as provided by Reva, alternate fuels like
CNG and LPG and probably customized internet automobile orders.

COMPANY PROFILE
Ashok Leyland has been a major presence in Indias commercial vehicle industry since
1948, the year it was born. The origin of Ashok Leyland can be traced to the urge for selfreliance, felt by independent India. Pandit Jawaharlal Nehru, India's first Prime Minister
persuaded Mr. Raghunandan Saran, an industrialist, to enter automotive manufacturing.
They are one of the Indias leading manufacturers of commercial vehicles and special
vehicles, engines for industrial purpose, gen sets and marine requirement equipments. For
over five decades, Ashok Leyland has been the technology leader in Indias commercial
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vehicle industry, molding the countrys commercial vehicle profile by introducing
technologies and product ideas that have gone on to become industry norms.
Ashok Leyland at the time of its inception was known as Ashok Motors. It was
assembling Austin cars at the first plant, at Ennore, near Chennai. In 1950, the company
started assembly of Leyland commercial vehicles and soon the local manufacturing under
license from British Leyland; participation in the equity capital, in 1954, the company was
re christened Ashok Leyland.
In 1987 the overseas holding by LRLIH (LAND ROVER LEYLAND
INTERNATIONAL HOLDINGS LIMITED) was taken over by a joint venture between the
Hinduja group, the Non Resident Indian Transnational group and IVECO Fiat SPA part of
the Fiat group and Europes leading truck manufacturing company. Ashok P.Hinduja is the
chairman of the company. The Hinduja group also associated with Ennore Foundries
Limited, Automotive Coaches and Components Limited, and Gulf Ashley Motors Limited.
The subsidiary holdings are Ashley Holdings Ltd., Ashley Investment Ltd., and
Ashok Leyland Project Services. The chief competitors of the company are;

Mahindra
Volvo
Tata Motors

With a commanding strength of the about 12,000 employees the company is looking
forwards to enhance the scope of its action. It is aiming at expanding its production
operation overseas to make it a more globally accessible company. It is looking to acquire a
small to medium sized commercial vehicle manufacturers in China and other developing
nations, which have an established product line. An example would be the 2007 acquisition
of the Czech based Avias truck business rechristened Avia Ashok Leyland Motors.
Since its inception, Ashok Leyland has been a major presence and these years have
been punctuated by a number of technological innovations which went to become industry

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standard. This tradition of technological innovations and leadership was achieved through
years of vigorous in-house research and development.
From 18 seater to 82 seater double-decker buses, from 7.5 tons to 49 tone in
haulage vehicles, from numerous special application vehicles to diesel engines for industrial,
marine and genset applications, Ashok Leyland offers a wide range of products.
Ashok Leyland has seven manufacturing plants

Ennore Plant, Chennai.

Hosur Plants Unit I, Unit II and Unit II A.
Alwar, Rajasthan.
Bhandara, Maharashtra.
Pantnagar, Uttarakhand
Early products of Ashok Leyland included the Leyland Comet bus chassis sold to many

operators including Hyderabad Road Transport, Ahmedabad Municipality, Travancore State

Transport, Bombay State Transport and Delhi Road Transport Authority.
In the popular metro cities, four out of five state transport undertaking buses come from
Ashok Leyland. Some of them like the Double Decker and Vestibule buses are unique
models from Ashok Leyland, tailor made high-density routes.

Statistics reveal that the company is Indias largest exporter of medium and heavy duty
trucks. It sells close to 83,000 medium and heavy vehicles each year. The company has a
near 98.5% market share in the Marine Diesel engine markets in India. At 60 million
passengers a day, Ashok Leyland buses carry more people than the entire Indian Railway
network.
The Five AL Values are:
1. International
2. Speedy
3. Value Creator
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4. Innovative
5. Ethical

GROWTH MILESTONES OF ASHOK LEYLAND:

1966 Full air brakes introduced
1967 Double Decker buses introduced.
1968 Power steering offered.
1979 Multi-axle trucks introduced.
1980 Integral bus with air suspension.
1992 Self-certification status for defence supplies.
1994 ISO 9001 Certification
1997 Indias first CNG powered bus.
1998 QS 9000 Certification
1999 CNG (Compressed Natural Gas) introduced.
2000 Euro-I, Engines/vehicles introduced.
2002 ISO 14000 Environment Management System Certification.
2002 Exclusive Machine line 2 for Hino cylinder.
2003 E-Comet launched.
2004 50,000 mark vehicle produced.
2006- ISO/TS 16949 Corporate Certification.

ASSOCIATE COMPANIES:

Automotive Coaches & Components Ltd (ACCL)

Lanka Ashok Leyland
Hinduja Foundries
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IRIZAR TVS
Ashok Leyland Project Services Ltd
Gulf Ashley Motors Ltd
Ennore Foundries Ltd

FACILITIES:

The company has seven manufacturing locations in India

1) Ennore, Tamilnadu
2) Hosur: Unit 1, Tamilnadu
3) Hosur: Unit 2, Tamilnadu
4) Hosur: Unit 2A, Tamilnadu
5) Alwar, Rajasthan
6) Bhandara, Maharashtra
7) Pantnagar, Uttarakhand

Ashok Leylands Technical Centre, at Vellivoyalchavadi in the outskirts of

Chennai, is a state-of-the-art product development facility, that apart from modern test tracks
and component test labs, also houses Indias one and only Six Poster testing equipment.

The company has an Engine Research and Development facility in Hosur.

The new plant in the North Indian state of Uttarakhand at Patnanagar is set up at an

investment outlay of Rs.1200 crores. This plant is expected to go on stream in the year 2010
to cater mainly to the North Indian market taking advantage of the excise duty and other tax
concessions. The facilities have been so designed as to accommodate further expansion in
terms of capacity and future models. At full capacity utilization, 75000 vehicles will roll out
of the Patnanagar plant.
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The company has signed an agreement with Ras Al Khaimah Investment

Authority (RAKIA) in UAE for setting up a bus body building unit in the Middle east.
CLIENTS (Not exhaustive):
Indian Army.
US Army.
Honduras Armed Forces (HAF).
Tamilnadu State Transport Corporation (TNSTC).
Metropolitan Transport Corporation (MTC), Chennai.
State Express Transport Corporation (SETC), Tamilnadu.
Kerala State Road Transport Corporation.
Maharashtra State Road Transport Corporation (MSRTC).
Andhra Pradesh State Road Transport Corporation (APSRTC).
Parveen Travels.
Sharma Transport.
VISION
Achieving leadership in the medium/heavy duty segments of the domestic
commercial vehicle market and a significant presence in the world market through transport
solutions that best anticipate customer needs, with the highest value -to-cost ratio.

MISSION
-Identifying with the customer.
-Being the lowest cost manufacturer.
-Global benchmarking our products, processes and people, against the best in the
Industry.
QUALITY POLICY
Ashok Leyland is committed to achieve customer satisfaction by anticipating and
delivering superior value to the customer in relation to their own business, through the
products and services offered by the company and comply with statutory requirements.

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Towards this, the quality policy of Ashok Leyland is to make continual
improvements in the processes that constitute the quality management system, to make them
more robust and to enhance their effectiveness and efficiency in achieving stated objectives
leading to
1. Superior products manufactured as also services offered by the company.
2. Maximum use of employees potential to contribute to quality and environment by
Progressive up gradation of their knowledge and skills as appropriate to their
functions.
3. Seamless involvement from suppliers and dealers in the mission of the company
to address customers changing needs and protection of the environment
ORGANIZATION STRUCTURE OF M/s. ASHOK
LEYLAND LTD.
(AUTHORITY FLOW)

MANAGING DIRECTOR
WHOLE TIME
EXECUTIVE DIRECTOR
SPECIAL DIRECTOR
GENERAL MANAGER
DEPUTY GENERAL
MANAGER
ASST.GENERAL
MANAGER
DIVISIONAL
MANAGER
SENIOR MANAGER
MANAGER
DEPUTY MANAGER

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ASST.MANAGER
SENIOR OFFICER
OFFICER

PRODUCT PROFILE
Ashok Leyland offers a comprehensive product range with trucks from
7.5 tons GVW to 49 tons GVW (Gross Vehicle Weight). From 19 to 80 seaters in passenger
transport, a host of special application vehicles and diesel engines for industrial gensets and
marine application. Product profile can be broadly split into five categories viz. Buses,
Trucks, defence vehicles, special Vehicles and Engines.
BUSES
LYNX BS-II

Viking BS-II

12 M Bus-BS II

Cheetah (Front engine)

Viking BS-III

Viking AL

Airport Tarmac Coach

Vestibule Bus

Panther (Rear engine)

Cruiser

Viking CNG BS-III

Falcon (Front engine)

Stag BS-II

Double decker

TRUCKS
4x2 Haulage models

Ecomet

4x2 and Multi-axle Tipper

Tractor

Multi Axle vehicles

DEFENCE VEHICLES
Short Chassis Bus

Field artillery tractor

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Comet 4x4

24
Topchi field Artillery tractor
Stallion 6x6

Long Chassis Bus

Stallion truck fire fighting

SPECIAL VEHICLES
Hippo tractor

Stallion Mk III Tipper

Beaver tractor

Rapid Intervention Vehicle

Beaver Haulage

Hippo Haulage

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Hippo Tipper

ENNORE PLANT:
Ashok Leyland has six manufacturing plants - the mother plant at Ennore near Chennai,
two plants at Hosur (called Hosur I and Hosur II, along with a Press shop), the
assembling plants at Alwar and Bhandara. The total covered space at these six plants
exceeds 450,000 sq m and together employees over 11,500 personnel.
Spread over 135 acres, Ashok Leyland Ennore is a highly integrated
Mother Plant accounting for over 40% ALL production. The plant manufactures a wide
range of vehicles and house production facilities for important aggregates such as
Engines, Gear Box, Axles and other key in-house components. Number of employees in
ennore plant are 4146 and number of models manufactured are 132. Ashok Leyland is the
flagship company of the hinduja group and is the second largest manufacturer of

25

commercial

vehicles

in

26

India.

Ashok motor was set up in 1948 for the assembly of Austin cars. The company name and
objective changed with equity participation by British Leyland and Ashok Leyland
commenced manufacturer of commercial vehicles in 1955. It has since than grown as a
reputed manufacturer of quality automotive products ranging from light commercial
vehicles to heavy duty vehicles and for automotive, industrial and marine applications. In
1987, the overseas hold by Land Rover Leyland International Holidays Ltd(LRLIH) was
taken over by a joint venture between the Hinduja group, Non-Resident Indian
Transitional group and IVECO (since July 2006,the Hinduja group is 100% stake holder
of LRLIH). Ashok Leyland also acquired truck business unit of Avia, Prague (Czech
Republic effective 19-10-06).
The products of the company are of proven design for durability
and reliability and are hence very popular both in Indian and overseas markets. In recent
years the product range is upgraded in to the latest technological development in the
world, for which the company has the technical support from IVECO (FIAT group),
Italy for manufacture of IVECO cargo range of vehicles; Hino Motors, Japan for
manufacture of fuel efficient engines; and ZF , Germany for manufacture of synchromesh
gear boxes.
In the journey towards the Global standard of Quality , Ashok
Leyland has reached a major milestone in 1993 , when it became the first in Indias
automobile industry to win ISO 9002 Certification. The more comprehensive ISO 9001
certification came in 1994, QS 9000 in 1998 and ISO 14001 certification for all vehicle
manufacturing units in 2002. It has also become the first Indian automobile company to
receive the latest ISO/TS 16949 corporate certification which is specific to the auto
company.
The company has the corporate office register at Chennai.
The marketing headquarter is at Chennai and the sales and services network, dealer
network and spare parts warehouse spread throughout India with regional sales office and

27

services centre located in all major cities and towns in the country. The products are also
exported to a range of overseas countries

28

The marketing personal maintain constant interaction with customers for application
development and feedback for continuous improvement of the products. The services
function is carried out by qualified personal whose skills are continuously upgraded
through training to meet the servicing requirements of newer or improved products. The
design function is carried out by the product Development Division operating through 4
centres viz. Product Development (Ennore) for R&D related to Ashok Leyland engines,
Technical centre vellivoyalchavadi for design, proto-type developments of vehicle,
vehicles and components testing; Engine R&D (Hosur) for design and development of
Hino engines and Advanced Engineering (Chennai) for research related to future
products.

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The manufacturing units of the company are located at Ennore (TN), Hosur (TN),
Alwar (Rajasthan) and Bhandara (MR). The Ennore , Hosur (plant - 1), Hosur (plantii), Ambattur , Alwar and Bhandara manufacturing units are certified ISO 9001:2000 and
QS 9000:1998 certification by Indian register Quality system.
The company is also certified to ISO 14001:2000 Environmental Management System
for all the manufacturing units.
The Bhandara unit of the company has won the Golden Peacock Environmental
Award 2002 of the world Environmental Foundation in the Large/manufacturing
category.
Ashok Leyland is also the 1st auto mobile company to receive the
ISO/TS 16949 corporate certification in June 2006. TS 16949 reckon the nuances of
automobile Industry and is more customer centric. It integrates the salient concepts of all
the QMS standards has been accepted recognized and followed by all automobiles
manufactures in USA , Europe and Asia.

30

Ashok Leyland has also obtained ISO 27001 certificates for its
Ennore Data canter and Advanced Engineering group located in Chennai. Ennore data
centre obtained the certificate in May 2005 and advanced engineering in April 2007.

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PATTERNS OF SHARE HOLDERS

CATEGORY
PROMOTERS-LRLIHL LTD
RESIDENT-INDIVIDUALS
NRIS
CORPORATE BODIES
MUTUAL FUNDS
TRUSTS
BANKS
FINANCIAL INSTITUTION
OTHERS-GDR
TOTAL

%
50.93
9.87
0.17
1.81
8.77
0.03
0.26
17.70
1.56
100

GROUP COMPANIES
32

> Automotive Coaches & Components Ltd (ACCL)

> Lanka Ashok Leyland

> Ashok Leyland Project Services Limited

> Ennore Foundries

> IRIZAR-TVS

> Ashok Leyland Finance

A Division of IndusInd Bank

COLLABORATIONS
33

Ashok Leyland started manufacture of commercial vehicles in 1955, with technology

from and equity participation by Leyland Motors Ltd., UK.

In 1987, the Hinduja Group gained a controlling interest in Ashok Leyland and its
associate companies when it acquired the UK-based Land Rover Leyland International
Holdings Ltd. (LRLIH), jointly with IVECO. (Since July 2006, the Hinduja Group is
100% holder of LRLIH). Complementing its in-house R&D efforts are technological
collaborations with world leaders like Hino Motors and ZF for contemporary aggregates
to maintain the vital innards of its high performing products
The latest technology acquisition is for the manufacture of the high-powered 'J' Series
engines, from Hino Motors of Japan. It is a timely tie-up coinciding with the development
of modern highways and the anticipated market need for higher powered, higher
productivity vehicles in the higher tonnage segments

Collaboration with word

Leaders like Hino Motors
And ZF for contemporary
Aggregates to maintain
The vital innards of its high
Performing products.

COMPETITORS

34

Ashok Leyland has built a reputation for reliability and ruggedness. In case of bus the
state gives its preferences first to the Ashok Leyland buses but still some of the major
competitors in the market are:
TATA MOTORS
EICHER
VOLOVO
MAHINDRA

CUSTOMERS
In the populous Indian metros. Four out of the state transport undertaking (stu) buses
come form Ashok Leyland. Some of the double-decker and vestibule buses are unique
models form Ashok Leyland, tailor-made for high-density routes.
The 375.000 vehicles have put on the roads have considerably eased the additional
pressure placed on road transportation in independent India. The major customers are
the state transport corporation s such as:
Rajasthan Transport corporation
Haryana State Corporation
Delhi Transport Corporation
U.P Transport Corporation

India's first CNG-run bus

35

In January 1997, Mumbai's taxi drivers had a complaint about a BEST bus: they couldn't
hear it coming! Not only did it make next to no noise, it also emitted very little pollutants.
What makes this bus different is the fuel that powers it. Spearheading the induction of
CNG technology in the National Capital Region, Ashok Leyland has put out over 2,500
buses on its roads.

ASHOK LEYLAND POLICIES

36

ENVIRONMENT POLICY

QUALITY POLICY

SAFETY & HEALTH POLICY

ASHOK LEYLANDS ENVIRONMENTAL POLICY

37

Environmental Policy
We are committed to preserving the environment through a comprehensive Environmental
Policy and a proactive approach in planning and executing our manufacturing and service
activities.The objective of Ashok Leyland's Environmental Policy is to adhere to all applicable
environmental legislations and regulations, adopt pollution preventive techniques in design and
manufacture, conserve all resources such as power, water etc., and optimise its usage, through
scientific means, minimize waste generation by all possible ways and Reduce, Reuse and
Recycle the same through a time bound action plan as well as provide a clean working
environment to our employees, contractors and neighbours.Towards this, we propagate our
environmental policy and our commitment to continuous improvement to all employees,
suppliers, customers and neighbours.

At Ashok Leyland are committed to preserving the environment and will

Commit to comply with all relevant legal and other requirements.

Adopt pollution preventive techniques in design & manufacture of our
product.
Conserve all resources such as power, water, oil, gas, compressed air
etc.and optimize their Osage, through scientific methods.
Provide a clean working the environment to our employees,
contractors and neighbor.
Set and review objectives and targets for continually improving the
environment

Towards fulfilling the above we propagate our environmental policy and

our commitment to continual improvement to all employees, suppliers, customers
and neighbors. We will strive towards maintaining harmony between society and
environment towards achieving our environmental goal.

38

QUALITY POLICY

It is objective of Ashok Leylands quality policy to achieve customer satisfaction

by meeting the customer expectation in relation to the product and services offered by the
company.
Towards this objective quality policy of Ashok Leyland is

To make continuous improvements in the products manufactured by the company

as also in the services offered by the company.

To enhance employee potential to contribute to quality by improving the

employees as appropriate to their function.

To induce in vendors commitment to continuous improvement to meet quality

standards.

39

SAFETY & HEALTH POLICY

Ashok Leyland affirms that all its employees, irrespective of cards rank need to be
safe guards against any personal injuries or damage to the properties during
working periods. That the management recognizes the principle that accident
prevention contributes in the long run to all round progress and development of
the organization.
Towards this objective Ashok Leyland is committed to:

Implementing all practical safety measures like safe working and

environmental conditions.
Carrying out a system ting critical appraisal of all potential hazards
involving personnel, Plant services and operation methods.
Following strictly safety rules and regulations incorporated in the
factories act and rules.
Maintaining safe and healthy working environment at all working
places conducive to the success of the management safety
programmed in long run.
Implementing safety and health education programmed for
employees with specific emphasis on creating safety and health
awareness.
Welcoming useful and constructive suggestions and ideas in regard
to safety and health.

That the management reaffirms its firm conviction in the implementation

of its safety policy without any reservations. It resolves to promote and achieve
high degree of safety standards.

In 1998,Ashok Leyland becomes the first Indian automotive

manufacturer to win the QS 9000 certification.
In 2000 Ashok Leyland introduced in April 2000 vehicles fitted
with engines meeting EURO-1/ India 2000 emission norms.
In 2001,Ennore unit received ISO-14001 certificate.
In 2002 Hybrid Electricvehice launched.

40

HUMAN RESOURCE MANAGEMENT

CONCEPT OF HUMAN RESOURCE MANAGEMENT

AIMS OF OBJECTVES OF HRM

HR ACTIVITIES

HUMAN RESOURCE STRATEGY

HRM AND PRODUCTIVITY

RESPONSIBILITIES OF DEPARTMENT

RESPONSIBILITIES OF INDIVIDUAL

OBJECTIVE OF THE STUDY.

METHOLOGY

41

CONCEPT OF HUMAN RESOURCE MANAGEMENT

The terms human resource management and personnel management are treated
synonymously and used inter changeably. Human resource management is concerned
with the PEOPLE dimension in management. Every organization is made up of people,
acquiring their services, developing their skills, motivating them to high levels of
performance, and ensuring that they continue to maintain their commitment to archive
organizational objectives. This is true regardless of the type of organization-government,
business, education, health, recreation etc. Getting and keeping good people is critical in
every organization. In essence, Human resource management is concerned with the
proper use of the human factor in business. Today the science of Human resource
administration encompasses the entire human aspect of management. In short, we may
say that Human resource management consists of the following activities;

Concerned with recruitment and selection of employee.

Concerned with personnel policies.

Training and development of employees.

Ensure economic, social and individual satisfaction.

42

AIMS & OBJECTVES OF HRM

The objectives of HRM are follows:
To attain maximum individual development.
To achieve effective utilization of human resources in the achievement of
organization goal. Both monetary and non-monetary incentives motivate employees.
To attract and secure appropriate people capable of performing effectively the
organizations specific tasks.
To ensure that the organization gets the right type of people in the right numbers
and at the right time place.
To establish a desirable working relationship between employer and between
groups of employees.
To generate max.individual group development with in an organization by
offering opportunities for advancement to employees through training and job education
by effecting transfer or offering training facility.
To maintain a high moral better relations inside an organization by sustaining and
improving the condition which have been established so that employees may stick to their
jobs for a longer period.

43

HR ACTIVITIES:
Human resource development (HRD) involves recognizing and utilizing the latent
skills and talents of people working in an organization where as, human resource
management (HRM) is a broader term. It refers to the management of personnel, from
recruitment classified in to seven heads, as follows in the preceding page

44

HUMAN RESOURCE STRATEGY:

Human resource strategy ensure that the organization human resource can fulfill
the needs of stated business. The top management can formulate and implement plans to
achieve the necessary human resource. The crux of resource planning lies in the capacity
of manager to anticipate and meet changing needs relating to acquisition, development
and utilization of people. It is basically a two-step process forecasting and programme
planning. The second step involves taking an inventory of available information on
current staffing, individual qualifications and appraisals, expressed employee career
interests and targeted development plans. The current human resource requirements have
to be analyses. The balancing should be done between the projected future supply and
demand. Thus results represent the need for human resource indicating necessary action
like recruitments need, training and development, succession or job re-assignment needs
and organization assignments. Specific needs provide the link between satisfied issues
relating to changing management contitions with the programme planning aspects. A
specific programme plan or the action step based on the forecast can be adopted as give
below: The role and the person must be matched for this, the various job requirements skills,
experience, intelligence, education and training have to be based as possible, on
systematic measurement and grading. Human qualities are difficult observation and
measurement. There should be effective scheme for systematic development of attitudes,
knowledge, skills and the behaviour pattern required by an individual to bring more
variety and participation through job rotation enlargement or enrichment.
I observed that this strategy is adopted in Ashok Leyland at CHENNAI plant while
dealing with Human Resource.

HRM AND PRODUCTIVITY

With the organization, effective HRM provides a means to satisfy the growing
expectation of employees and the employers in a manner that results in a motivated and
committed workforce with high productivity. The Human resource management comprise
the following activities:
Training and Development
Organization development
Planning of job design
Human resource planning
Selection and staffing
Union labour relation
The outcome of HRM, apart from an increase in productivity is an improved is the
quality of work life, enhanced satisfaction level and an overall preparedness for change.

45

REVIEW OF LITERATURE

Employeesatisfactionandretentionhavealwaysbeenimportantissuesforphysicians.Afterall,

highlevelsofabsenteeismandstaffturnovercanaffectyourbottomline,astemps,recruitment
and retraining take their toll. But few practices (in fact, few organizations) have made job
satisfaction a top priority, perhaps because they have failed to understand the significant
opportunitythatliesinfrontofthem.Satisfiedemployeestendtobemoreproductive,creative
andcommittedtotheiremployers,andrecentstudieshaveshownadirectcorrelationbetween
staffsatisfactionandpatientsatisfaction. 1Familyphysicianswhocancreateworkenvironments
thatattract,motivateandretainhardworkingindividualswillbebetterpositionedtosucceedina
competitive health care environment that demands quality and costefficiency. What's more,
physiciansmayevendiscoverthatbycreatingapositiveworkplacefortheiremployees,they've
increasedtheirownjobsatisfactionaswell.

Herzberg's theory
Inthelate1950s,FrederickHerzberg,consideredbymanytobeapioneerinmotivationtheory,
interviewedagroupofemployeestofindoutwhatmadethemsatisfiedanddissatisfiedonthe
job.Heaskedtheemployeesessentiallytwosetsofquestions:
1. Thinkofatimewhenyoufeltespeciallygoodaboutyourjob.Whydidyoufeelthat
way?
2. Thinkofatimewhenyoufeltespeciallybadaboutyourjob.Whydidyoufeelthatway?

46

From these interviews Herzberg went on to develop his theory that there
are two dimensions to job satisfaction: motivation and "hygiene" (see
"Two dimensions of employee satisfaction"). Hygiene issues,
according to Herzberg, cannot motivate employees but can minimize
dissatisfaction, if handled properly. In other words, they can only
dissatisfy if they are absent or mishandled. Hygiene topics include
company policies, supervision, salary, interpersonal relations and
working conditions. They are issues related to the employee's
environment. Motivators, on the other hand, create satisfaction by
fulfilling individuals' needs for meaning and personal growth. They
are issues such as achievement, recognition, the work itself,
responsibility and advancement. Once the hygiene areas are
addressed, said Herzberg, the motivators will promote job satisfaction
and encourage production. Two dimensions of employee satisfaction

Frederick Herzberg theorized that employee satisfaction depends on two sets of issues:

"hygiene" issues and motivators. Once the hygiene issues have been addressed, he said, the
motivatorscreatesatisfactionamongemployees.
Hygieneissues(dissatisfiers)
Companyandadministrativepolicies
Supervision
Salary
Interpersonalrelations
Workingconditions

Motivators(satisfiers)
Workitself
Achievement
Recognition
Responsibility
Advancement

sss

47

OBJECTIVES OF THE STUDY

The objective of any work is to complete the task and reach upon some conclusions. The
main objective of this project work is following:
To study HR strategic of the human resource in Ashok Leyland LTD. CHENNAI
in the areas of recruitment, selection, training, promotions, and performance
Appraisal transfer, grievances, and job satisfaction.
To collect & examine the information about employees attitude regarding human
resource management in Ashok Leyland Ltd. CHENNAI.
To may suitable recommendation to increase satisfaction of workers these respect.

48

METHODOLOGY
The present work was undertaken in Ashok Leyland LTD. CHENNAI unit the
various aspects. Good methodology is the life blood any project work. The resource of
any project work largely depends upon correct selection and application of the most
suitable method in accordance with the nature of information to be covered in the project
work.

AREA OF THE STUDY

All type of employees of Ashok Leyland Ltd., CHENNAI were considered and selections
were made from various cadres of employees in CHENNAI unit.

SAMPLE SIZE:
I have considered nearly 80 respondents (unionized category of the employees) in
my sample. Though I have talked/ discussed with all of them but for study purpose I have
taken the views of 30 respondents, it is 37.5% of total employees (unionized), which
were selected from various shops, departments, and cadres of CHENNAI unit. For
officers category of employees, I have discussed with nearly all of them and taken the
general view of them on this subject.

DATA COLLECTION
To achieve the objectives both primary and secondary sources of data has used for this
study.

(A)PRIMARY DATA
In order to gather facts in the course of study, I prepared a questionnaire for getting
response from employees. I gathered all the information as per the questionnaire,
through observation, personal talks and personal experiences. Under observation
method I watched many activities of the workers to collect some useful information,
which required for this project work. Places like, in the office, on the shop floor and
in the canteen etc. from the available data, I categorized all the employees on the
basis of different age group.

(B)SECONDARY DATA
For the purpose of getting the secondary data I gathered through past records, various
magazines of Ashok Leyland, annual reports, companys manuals and agreements
between the management & workers, were systematically gone through.

49

HR PRESPETIVE
EMPLOYEE PROFILE
HR DEPARTMENT PROFILE
RESPONSIBILITY OF DEPARTMENT.
RESPONSIBILITY OF INDIVIDUAL.
RECRUITMENT, SELECTION AND PLACEMENT
REMUNERATION AND OTHER ALLOWANCES AND
FACILITIES
PROMOTION POLICY
PERFORMANCE APPRAISAL
WELFARE AMENITIES AND SOCIAL SECURITY SYSTEM.
EMPLOYEE ENGAGEMENT
UNIQUE HR PRACTICES
PRESENT TREND OF HR

50

EMPLOYEE PROFILE
Ashok Leyland follows the centralized recruitment procedures for the different
categories of employee and the executive are recruited from the head plant Ennore,
Tamilnadu. CHENNAI unit of Ashok Leyland recruits the temporary workman and
the engineers.

ENTRY LEVEL:
The entry level qualification of the workman category is that should have passed I.T.I
and for the engineers should have passed the B.E or other equivalents degree.

AVERAGE AGE:
The average age of the employee at the CHENNAI unit, Ashok Leyland rages from
30-35 years of age.

MANPOWER:
CATEGORY
Executive
GET/DET
Staff
Workmenpermanent
WorkmenTemporary
Trade
Apprentice
Total

UNIT
30
3
2
84

MARKETING FINANCE
4
5
0

SYSTEMS
3

TOTAL
42
3
2
84

198

198

40

40

357

369

The female ratio in the CHENNAI unit is 0.54% and the ratio between the temporary
workmen and the permanent workmen ranges 22.76% respectively. The trade
apprentices contribute around (40nos) about 10.84% to the total of 369 employees.

51

RESPONSIBILITIES OF DEPARTMENT
The Personnel & Administration department is responsible for:

Labour management, HRD activities statutory obligation, welfare

activities and other administrative functions
Provide appropriate required manpower for the work under different
department.
Organize/conduct training programme as per training procedure.
Emphasize on the HODs to utilize the skill acquired/enhanced by the
concerned employee by giving sufficient opportunitities.

RESPONSIBILITIES OF INDIVIDUAL
DY. MANAGER P&A
--Report to unit head
(A) Responsible for

Planning& Arranging for Human Resources.

Training &Human Resource Development.
General Administration & personnel function

(B) AUTHORITY

Recruitment of personnel up to unionized category

Arranging training programmes up to CG-25 grade.

52

SR. EXECUTIVE PERSONNEL

(R.K.SHARMA)

TO ASSIST DY. MANAGER-P&A IN;

Planning and arranging for Human Resources.

Training & Human Resource Development.

General Administration & Personnel functions.

To improve continually on the functions relating to above.

53

SELECTION AND TRAINING OF PERSONNEL

RECRUITMENT
SELECTION PROCEDURE
INDUCTION AND TRAINING

54

SELECTION AND TRAINING OF PERSONNEL

RECRUITMENT
Recruitment is the most important function. Logically the first step in the
development of an organization human resource activity is to acquire the
people to operate the organization. The manpower is not only required in
the beginning, but it is also required through out the companys life. In
Ashok Leyland the manpower is recruited for the following reasons:
Changing need of the company.
The expansion of organization necessitate extra work force.
Rate of turnover due to voluntary quits, discharge,
retirement etc.

RECRUITMENT POLICY
In Ashok Leyland, the recruitment policy has the following characteristics;
A centralized recruitment procedure for different categories
of employees.
It is flexible in nature so that it can meet the changing need
of the organization.
Job analysis is highlighted.
Lays down the terms and conditions of employment.
The method of recruitment, both for internal and external
recruitment.

SOURCES OF RECRUITMENT:
The company considers both types of sources of recruitment i.e. internal and
external.

(A)INTERNAL SOURCES:
Internal sources are the most obvious sources. These include human
resource already on the pay roll of the company. It is done through
promotion, transfer or some time through demotion. Some times
55

applicants are informed about the decision as to whether they are

successful or not in aspiring new opening.
The internal recruitment is also done through sending the e-mail to all
other units of Ashok Leyland Ltd. From time to time and select the
suitable candidate from these units. The main advantage of this source of
recruitment is that to improve morale, promotes loyalty to result in
economy in training cost.

(B)EXTERNAL SOURCE:
The external sources of recruitment meet the recruitments of
workforce for all levels and for all times. Under external source the
work force is engaged from outside. The main external sources of
recruitments are following:
Advertisements.
Employment exchange
Campus recruitments in colleges, and institutions.
Factory gates.
Part time employees.
Labour contractors/ professional contracts.

SELECTION PROCEDURE
The object of human resource selection is to ascertain clearly the type of
person required and to secure an appropriate candidate for filling that position.
In Ashok Leyland Ltd. The following steps are taken in selection process:
After job analysis preparing job description and man specification.
Determining the source of recruitments.
Inviting the interview.
Conducting the interview.
Putting the applicants through tests, where it is necessary.

56

 Checking the medical, physical examination of the applicant.

Induction and
Follow up.

INDUCTION AND TRAINING:

(A)INDUCTION:
In Ashok Leyland Ltd. Once the employee is hired, an induction
programme is made up. Induction is concerned with the problem of
introducing or orienting a new employee reports to personnel department
for completing his joining formalities like filling up nomination forms,
gratuity form, Bio-data form etc.photocopies of all checking. The period
of induction is different for each category of employees.

(B)TRAINING AND DEVLOPMENT:

In Ashok Leyland Ltd., once an applicant is selected, he or she becomes its
member, the next duty is to place him/ her in the right job and provide him
with training and development facilities needed for him to fit in the
present job as well as the future career chalked out for such individual.
The company has its own HRD center at CHENNAI for imparting training
to its officers. Outside training programme are also attended by officers as
per requirement of their job. At the unit level in-house training programme
are also attended by officers as per the requirements.
In CHENNAI, there is a separate department know as training center
which imparts education to raw hands for skilled jobs. On the job
training is also giving to new employees. Given below are various
categories of trainees in Ashok Leyland Ltd. CHENNAI:
Engineering Trainees
Technician Trainees

57

 Trade Apprentices
Company Trainees
Customers Trainees
The engineering trainees and technician trainees are recruited through
campus recruitment by corporate training and development department for
entire organization and training is give to them in all fields at various
plants of the organization.
Trade Apprentices and company trainees are recruited at unit level and
training is given to them according to their prescribed syllabus, approved
by the board of Technical Education Rajasthan and practical training is
given to them on the shop floors.
Various state transport undertaking sends customers trainees, dealers of
Ashok Leyland Ltd. For imparting them practical training on the latest
technology. The duration of this training is 2 week. In CHENNAI plant,
depending upon the category of trainees/ apprentices, total duration of
training is designed to formulate modules as follows:

BASIC TRAINING:
For first 2/3 days, every trainee is engaged in Training center for basic
training. In this the trainees become familiarized about the company and
about the following information:
The safety precautions
Industrial house keeping
Training guidelines
About Ashok Leyland Ltd. and its product range.

IN PLANT TRAINING:

58

Under in plant training or on the job training the trainee is posted under
supervisor and he is supposed to do manual work for at least 8 hours per day.
However a close monitoring is done ensuring that he observe safety rules
religiously.
For executive category of employees, training is give at Ashok Leyland Ltd. s
plant Ennore (Tamilnadu) and in CHENNAI plant also.
CLASSIFICATION OF EMPLOYEES IN ASHOK LEYLAND, CHENNAI

PERMANENT:
Permanent employee is one who has been engaged on a permanent basis
and includes any person who satisfactorily completed a probation period
including breaks due to sickness, accident, and leave. Lockout, strike and whose
services have been confirmed in writing by him in this behalf.

PROBATIONER:
A probationer is an employee who is provisionally employed to fill
permanent vacancy in a post. The period of probation is ordinarily six months, but
period of probation can be extended to another six month if the employee has not
shown skill within six months.

TEMPORARY:
An employee who has been appointed for a limited period of time, which
is essentially of temporary nature.

CASUAL:
An employee whose employment is of casual nature.

APPRENTICE:
A learner, who is or not paid an allowance during the period of his training
including apprentices under apprentices act, 1961.

59

TRAINING PROCESS
Begin
Identify& analyze training needs
Compile training needs
Evaluate & audit training programme
Review programme context & faculty
H.O.D. feed back
Process improvement
Process end
In Ashok Leyland, CHENNAI the training process are as mentioned above, the
training is based on the appraisal from the immediate supervisor or the Head of
Department. The personnel collect the appraisal from the department and identify
the areas pf development of each individual after the identification of the training
needs suitable training are selected and the programmes are conducted to the
respected employee. After the conduction of the training programme collects the
feed back from the employee and based on the suggestion the training programs
are revived and after six months the feed backs are collected from the H.O.D. if
60

the employee still needs development he can be engaged in the training schedule
again.

REMUNERATION AND OTHER ALLOWANCES

& FACILITIES

REMUNERATION

OTHER ALLOWANCES & FACILITIES

REMUNERATION AND OTHER ALLOWANCES &

FACILITIES
REMUNERATION

61

SALARY AND WAGES:

Wage and salary administration is one of the vital areas of personnel
administration. Wages & salaries are perhaps the most important single element in
the conditions of employment. Organization morale cannot be maintained at high
level without a fair, equitable and sound remuneration programme. Modern wage
and salary administration is very complex and sophisticated, requiring expertise
and specialist knows how.

THE MINIMUM WAGES ACT, 1948

Under the minimum wages act, 1948 appropriate government is
empowered to fix the minimum rate of wages payable to employees in all
scheduled employment which include employment in any woolen, carpet making,
shawls, rice mill engineering industry etc as well as employment under any local
authority. The objective of the act was to assure the employee not only physical
subsistence as would be conductive to the general health of public.

WAGES AND
CHENNAI:

SALARY

ADMINISTRATION

IN

Commencement and cessation of salary is explained in the companys personnel

policy, which stipulates that an employee shall commence to draw the salary of a
post to which he/ she is appointed from the date he/she assumes to take the charge
of the post.
For worker and staff, the wages and salary administration is attached local finance
department while for officers categories of employees, the responsibilities is given
to pay roll section of Chennai. The salary grade for staff and workers are given
below:

Workman regular:
PAY SCALE
820-2091
835-2435
850-2300

GRADE
Unskilled B
Unskilled A
Semiskilled C
62

semiskilled B
semiskilled A
skilled C
skilled B
skilled A
Highly skilled

870-2377
895-2665
935-2865
965-3055
995-3246
1035-3285

Staff category:
GRADE
Driver
Driver 1
Clerk cum typist 1
Clerk cum typist 11
Steno typist
Office Assistant

PAY SCALE
865-2509
900-2670
930-3180
965-3375
1000-3410
1040-3770

For office category of the employees their salary structure is decided at corporate
level for the whole organization.

63

OTHER ALLOWANCES & FACILITIES

The Ashok Leyland Ltd. CHENNAI Company provides various facilities to their
employee. The main allowances and facilities at CHENNAI plant are following:

DEARNESS ALLOWNCE:
The existing rate of fixed D.A. being paid Rs.1956.25 as per sub clause 2.4 of the
agreement dated 15.05.2000 is revised to Rs. 2401.75 per month W.E.F. 30.04.2004.

HOUSE RENT ALLOWANCEES:

The existing rate of fixed H.R.A. being paid Rs.765/- as per sub clause 2.7 of the
agreement dated 15.05.2000 is revised to Rs.1250/- per month W.E.f. 30.04.2004.

CONVEYANCE ALLOWANCE:
The existing rate of conveyance allowance being paid Rs.425/- as per sub
clause 2.8 of the agreement dated 15.05.2000 is revised to Rs.750/- per month W.E.f.
30.04.2004.

NIGHT SHIFT ALLOWANCE:

The existing rate of night shift allowance being paid Rs.4.00/- per day as per sub
clause 2.10 of the agreement dated 15.05.2000 is revised to Rs.4.50 per night shift W.E.f.
30.04.2004.

WASHING ALLOWANCE:
The existing rate of Washing allowance currently being paid Rs.70.00/- per month
as per sub clause 2.11 of the agreement dated 15.05.2000 is revised to Rs.125.00 per
night shift W.E.f. 30.04.2004.

64

LUNCH ALLOWANCE:
The existing rate of lunch allowance being paid Rs.20/- as per sub clause 2.12 of
the agreement dated 15.05.2000 is revised to Rs.25/- per month W.E.f. 30.04.2004.

BONUS SCHEME:
The minimum rate of bonus is 8.33% and maximum rate is 20% under the
payment of bonus Act. The Ashok Leyland Ltd. Company fixed the bonus for the next
three years rs.5500,6050 respectively effective from 30.04.2004

LEAVES & HOLIDAYS RULES:

The regular employees (excluding apprentices/ casuals) are eligible for the
following type of leave:

Earned leave
Casual leave
Sick leave
National and festival holidays.

EARNED LEAVE:
Earned leave is computed taking in to the account the period of duty including
leave with pay , holidays the period of lay off , and absence on account of injury accident
arising out of and in the course of employment. For those governed by factories act the
EL can be accumulated up to maximum of 30 days.

CASUAL LEAVE:
Casual leave of 10 day for unionized category of employees and 7 days for others
in a year is allowed and it will be credited at the beginning of the same year.

SICK LEAVE:
At present, all unionized category of employee are covered under ESI, so no sick
leave is give to them. Executives are given 7 days leave in a year as sick leave, which can
be accumulated up to 49 days.

NATIONAL AND FESTIVAL HOLIDAYS:

65

There shall be 12 festival/ national holidays with wages in a year. Out of these,3
shall be National Holidays i.e. 26th January,15th August and 2nd October and the rest 9
days shall be declared as festival holidays in consultation with union.

PEROMOTION

POLICY

APPRAISAL

PEROMOTION POLICY
PERFORMANCE APPRAISAL

66

&

PERFORMANCE

PEROMOTION POLICY
A)

PROMOTION

Promotion may be describe as an upward movement or advancement of an employee

in the organization to another job. The purpose of a promotion is to promote the staff
to a vacancy which in general is worth more to the organization than the incumbents
present position. However, promotion may involve one or more things such as
increase in pay or wages, better scale of pay, better status, designation and prestige,
higher responsibilities and challenges, authorities and span of control, higher sill and
specialization, better working conditions and facilities, better privileges and perks and
place of location or working hours etc.

PROMOTION POLICIES AT ASHOK LEYLAND

Ashok Leyland Ltd. Is a forward looking organization is committed to identify, train,
develop and sustain its human resources in such a manner as to integrate the
individual career aspirations of its executives with the fulfillment of the companys
objectives. Towards this Ashok Leyland Ltd accepts basically a fair equitable and
performance oriented promotion policy is the first consideration. In Ashok Leyland
Ltd many objectives are taken into considerations, some of them are following:That the growth opportunities of executives integrate with the fulfillment of the
companys objectives.
To identify, train, develop, competent personnel with growth potential for high level
performance.
Company has recently introduced a fast leadership program (FLP) for young
executive so that they can b promoted as a future leader for the company at young
age. Among them the individual name is recommended by the concerned unit head

67

based on his/her performance. He/she has also cleared the competency test before
putting his/her fast leadership programme.
In Ashok Leyland Ltd the promotion is fixed for the workman category of the
employee, as they are promoted time to time after certain period of interval. For other
category of the employee the different methods of promotion adopted, based on the
following:

1.

POTENTIAL APPRAISAL

Potential appraisal is done by the employees supervisor who has the opportunity t
observe the employee for some time. In the CHENNAI plant the appraisal report is done
by supervisor of every employee and on the basis of tat report the employee is promoted
for higher job.

2.

EXPERIENCE

In Ashok Leyland Ltd the promotion is based on the experience bases, the employee who
has more experience will be promoted for higher position. This type of promoted is
necessary to improve the morale of the employee.

3.

MERIT

In Ashok Leyland Ltd the promotion is based on the merit also, the employee who has
more skill, knowledge and more competent will be promoted first as compared to other
employee. This type of promotion is out of turn but employee rise faster.
The promotion of any employee is done on the basis of above qualities, or on the
combination of all the above qualities.

PERFROMANCE APPRAISAL
In Ashok Leyland Ltd the following objectives are considered for the implementation of
performance system:
To notify the performance base of the company to the employee to ensure an objective
assessment of employees performance and potential on this performance appraisal to
establish an objective basis for the different level of performance and to identify
employee with potential to grow in the organization
To counsel the employee appropriately regarding their strength and weakness and assist
in developing them to realize their full potential in line with the companys objective and
goal

PARAMEERS
68

In Ashok Leyland CHENNAI the tool that is used for calculating the employees work
potential is 360-degre form of appraisal. 360 degree of appraisal is that the employee is
evaluated on all aspects around him such as the he has been evaluated by his immediate
supervisor, his friends, Head of Department, Personnel Department, etc. through the
appraisal the main objective is to find out the Key Resource Areas (KRA)

Five level of performance laid in the appraisal form the CHENNAI units is that
54321-

exceptional - consistently outstanding performance

superiorperformance that is consistently and significantly beyond job
requirements; contributes in related areas also.
good- performances which adequately meets job requirements and occasionally
produces good work over and above job requirements
barely just meet minimum requirements
Satisfactory- unsatisfactory des not meet the job requirements at all

WORK BEHAVIOUR
The factors for assessment indicated in the form are directly related to the achievements
or results obtained by the appraise. Every employee is appraised on each factors in
relation to his present position for work behavior in Ashok Leyland, CHENNAI the
appraisal is done carefully in such a way that rating of one factor does not influence on
rating others an unduly influenced by any single exception occurrence or by recent events
or incident is avoided.

69

TIME OFFICE FUNCTION

Finance activities

Time office

Salary

Payment

Statutory
Compliance

PAY ROLL FUNCTION

Pay roll function is the important function of the time office that includes the salary
administration, maintaining of registers, PF & ESI deduction, availing of leave, an the
management tactics to reduce the absenteeism. Some of the registers maintained in the
time office are:
1.

Pay slip

2.

Monthly input checklist

3.

Monthly process checklist

4.

Monthly pay master checklist

5.

Monthly PF, Pension, ESI checklist

6.

Monthly supplementary checklist

7.

Monthly input form

8.

Half yearly ESI

70

9.

Yearly PF statement

10.

PF continuation card

11.

HSBC land credit

LEAVES AVAILABLE
EARNED LEAVE
Earned leave is computed taking in t account the period of duty including leave of
duty including leave with pay, holiday, the period of lay off, and the absence on account
of injury accident arising out of and in the course of employment. For those governed by
the Factories Act the EL can be accumulate up to maximum of 30 days.

71

WE TOOK 30 SAMPLES FOR ATTITUDE

SURVEY OF WORKERS IN DIFFERENT
DEPARTMENTS:
DEPARTMENTNAME
PRODUCATION
PPC
PS
QC
P&A
TOTAL

NUMBER
12
6
5
5
2
30

ATTITUDE SURVEY OF WORKERS

72

Q.1

DEPART MENT NAME:

Q. 2

PRODUCATION
PPC
QC
P&A
PS

AGE:

AGE
25-30
31-35
36-40
41-45
46-50
51-55
56-60
TOTAL

PRODUCTIO
N
1
4
4
2
1

12

PPC

QC

P&A

PS

1
3
1
1
6

1
2
2

73

1
2
1
1
1

TOTAL
2
6
9
8
2
3
1
30

Q.3

QUALIFICATION:

DEPATMENT
EDUCATION

PRODUCTION
10TH (9)
12TH(3)

PPC
10TH (5)
BA (1)

TECHNICAL

ITI

ITI

Q.4

QC
10TH (3)
12TH (1)
BA (1)
ITI

P&A
10TH (2)
NON ITI

PS
10TH (2)
12TH(2)
BA (1)
ITI

TOTAL EXPEINCE:

EXPEINCE

PRODUCTION

PPC

QC

P&A

PS

TOTAL

0-5
6-10
11-15
16-20
21-25

3
2
2
5

1
1
2
2

2
1
2

2
1
2

1
5
6
5
13

Q. 5

JOB CONTENT:

74

(A) IS THE WORKING HOURS ARE SATISFACTION TO YOU?

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
10
1
1

QC
4
1
-

P&A
1
1
-

PPC
5
-

PS
5
1
-

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
There are so much workload.
In 8 hours working, lunch should be adjusted.

(B)

DO YOU THINK THE HEALTH& SAFETY POLICY OF THE COMPANY IS

GOOD FOR YOU?

75

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
5
7

QC
1
3
-

P&A
2
-

PPC
5
-

PS
4
1

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
There are no medical facilities.
There are not available medicians and doctor does not proper take care of
patient.
There are not doctor available in first shift & second shift (full time).

Q.6

JOB OPPURTUNITIES:
DO YOU THINK ANY OPPURTUNITIES FOR YOUR CAREER ADVANCE
IN YOUR PRESENT JOB?
76

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
6
6
-

QC
2
3
-

P&A
1
1
-

PPC
5
-

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
There is not any permotion policy for workers.

77

PS
4
2
-

Q.7

TRAINING PROGRAM
(A) YOU THINK COMPANY IS ARRANGIG TRAINING PROGRAM FOR

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
11
1
-

QC
5
-

P&A
2
-

PPC
5
-

PS
4
2
-

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
There are not providing full training as requirement.
Training must provide for new modal or changes.
(B) DO YOU HAVE OPPORTUNITY FOR GETTING KNOWLEDGE OF
NEW TRENDS LIKE ISO, 5S, EMS?
DEPARTMENT
YES
NO
SO-SO

PRODUCTION
10
1
1

QC
4
1
-

P&A
2
-

YES
NO
SO-SO

78

PPC
5
-

PS
5
1
-

(C) HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN

TRAINING CENTER/OUTSIDE FACTORY?
DEPARTMENT
YES
NO
SO-SO

PRODUCTION
10
2
-

QC
4
1
-

P&A
2
-

PPC
5
-

PS
5
1
-

YES
NO
SO SO

(D) DO YOU GET OPPORTUNITY FOR KNOWING ALL THE ACTIVITIES

OF YOUR DEPARTMENT?
DEPARTMENT
YES
NO
SO-SO

PRODUCTION
10
2
-

QC
4
1
-

P&A
2
-

PPC
5
-

YES
NO
SO-SO

79

PS
5
1
-

(E) ARE YOU INTERESTED IN KNOWING THE OTHER JOBS IN

DEPARTMENT?
DEPARTMENT
YES
NO
SO-SO

PRODUCTION
11
1
-

QC
3
2
-

P&A
1
1
-

PPC
5
-

PS
5
1
-

YES
NO
SO-SO

(F) DOES YOUR COMPANY HAVE TRANSFER POLICY?

ANS: DEPARTMENT WISE.
DEPARTMENT
YES
NO
SO-SO

PRODUCTION
11
1
-

QC
3
2
-

P&A
1
1
-

PPC
5
-

YES
NO
SO-SO

80

PS
5
1
-

(G)

HOW DO YOU FEEL ABOUT TRANSFER POLICY?

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
9
3
-

QC
3
2
-

P&A
2
-

PPC
5
-

PS
5
1
-

YES
NO

IF NO THAN WHY?
BECAUSE:
There is not right transfer policy because now transfer policy is like
PRODUCATIONQCPRODUCTION DEPARTMENT
IT SHOULD BE
Transfer policy is like

Production department PPC PS QS PRODUCTION

DEPARTMENT

Before some year age transfer gave on seniority basis but now it is gave
favoritisms.
If an electrician get the transfer on production line what the do that place.

81

Q.8

DEPARTMENT
YES
NO
SO-SO

SUPPORT OF EXECUTIVES
DO YOU THINK YOUR EXECUTIVES ARE SUPPORTING?
PRODUCTION
12
-

QC
5
-

82

P&A
2
-

PPC
5
-

PS
6
-

Q.9

MOTIVATION LEVEL
(A)

ARE YOU SATISFIED WITH YOUR JOB?

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
8
4
-

QC
3
2
-

P&A
2
-

PPC
4
1
-

PS
4
1
1

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:

Job is not providing for there trade.

There are doing repeat work thats by we cannot learn more different works.
There are no body for tell about the work like how we do the work?
There are not proper tools.

83

(B)

ARE YOU SATESFED WITH YOUR SALARIES &WAGES?

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
3
9
-

QC
1
4
-

P&A
1
1
-

PPC
1
4
-

PS
1
4
1

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
.
There is so much workload but salary is not good. We cannot fulfill our needs.
In CHENNAI Al unit workers salary are less than to other Ashok Leyland
plant.

84

(C)

ARE YOU SATISFIED WITH YOUR WORKING CONDITION?

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
7
5
-

QC
3
2
-

P&A
1
1
-

PPC
2
2
1

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
.
Toilets always dirty.
In summer we fell more heat and in winter we fell colder.

85

PS
3
2
1

(D)

ARE YOUR COMPANY GIVING SOME REWARD & OTHER BENEFITS

FOR YOUR PERFORMANCE?

DEPARTMENT
YES
NO
SO-SO

PRODUCTION
8
4
-

QC
3
2
-

P&A
2
-

PPC
4
1
-

YES
NO
SO-SO

IF NO THAN WHY?
BECAUSE:
.
There is no definition for good work.

86

PS
4
1
1

(E)
DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU ARE
GOOD?
DEPARTMENT
YES
NO
SO-SO

PRODUCTION
1
5
6

QC
3
2
-

P&A
1
1

PPC
4
1
-

YES
NO
SO-SO

IF NO THAN WHY ?
BECAUSE:
.
Chapatti is become very tied.
Vegetables &dell are not make good.
Vegetables is not make according to weather.
Food quality is not good.

87

PS
1
1
4

Q.10

EXPECTATION LEVEL:
WHAT PROGRME DO YOU THINK IF INCLUDED WILL IMPROVE
YOUR SKILLS&PERFORMANCE AND JOB SATISFACATION.
ANS:

Company visit
Training program should be providing of new production line.

88

LIMITATION
1-The worker is not very keen in giving suggestion.

2-Being a trainee ,I felt lack of authority to gather some

vital information.

3-Asurvey was conducted during working hour, it was

difficult to trace workers.

4-There was lack of willingingness to fill the questionnaire

as they considered it merely a Ginnick.

5-The worker were not willing to come up with their

true feeling as they felt that its just the wastage of
time.

89

CONCLUSION
As quoted earlier present the importance of HR is rising rapidly and every organization
Is looking forward to have a strong HR department for the long run and believes that
HR contributes to the quality policy of organization.

Arranging and enhancing of employee potential to contribute to by improving the

knowledge and skill of the employee as appropriate to their function by what of imparting
required training need assessed and communication to personnel and administrative dept
by the respective HOD.

Create and cultivates the sense of belongigness to our organizational and work and
involve in enhancing the quality by the way of improving the skill of employees through
continuous training.

90

THERE ARE SOME SUGESSTION FROM WORKER SIDE

Two permanent doctors should be appointed in the company. One

for day shift & another for night shift.

There will have permotion policy as performance basis for

workers.

Training will be provide as per requirement

Transfer policy should be as like

Production
department
DEPARTMENT

PPC PS PRODUCTION

Workers salaries must be equable all Ashok Leyland unit.

Company visit.

Canteen service must be good like:

Vegetables &dell are make good.
Vegetables must make according to weather.
Vegetables, floor, tea quality must be good use.

91

RECOMMENDATION AND SUGGESTION

During the project workers in Ashok Leyland CHENNAI plant I found sound relations
between the workers and management. The offers category of the company is very
competent in their jobs and very much cooperative, well mannered towards the other
employee of the company. I found during the project work that some improvements are
required in the organization which are following:
Executive/lower cadre employee should be involved in policymaking process.

As there is large free space available in the company, the company

should provide the residential facility by making some house to the
workers/executives.

The workload in every department is higher side, because staff in

every department is not enough. So some recruitments (executive,
workers) are required in every department.

Night conveyance should be providing for executives workers.

Because in night there are not available any cnvence like bus,
tempo etc.

Two permanent doctors should be appointed in the company. One

for day shift & another for night shift so that if any accident occurs
the primary treatment will be available to the workers.

There will have permotion policy as performance basis for

workers.

Workers salaries must be equable all Ashok Leyland unit.

Company visit must be providing for workman.

Canteen service must be good like:

Vegetables & dell good make.
Vegetables must make according to weather.
Vegetables, floor, tea quality must be good use.

92

BIBILOGRAPHY
1- HOUSE MAGAGINE
1. Ashok Patrika,April edition,2007

2. Ashok news,may edition2007

3.

BOOKS
1. Kothari,C.R,ResearchMethodology,wishav
publication,New Delhi,p.p 126-140
2. Rao P.Subba,Human Resource management & Industrial
Relation,2006,Himalaya Publisher,Mumbai,p.p135-150
3. Gupta

C.B

Human

Resource

Management

2006,Educational Publisher,New Delhi p.p 7.2-7.12

3. WEBSITE
1 www.Ashokleyland.com
2 www.google.com

93

ANNUXURE

Q.1

DEPART MENT NAME:

Q. 2

AGE:

Q.3

QUALIFICATION:

Q.4

TOTAL EXPEINCE:

Q. 5

JOB CONTENT:
A. IS THE WORKING HOURS ARE SATISFACTION TO YOU?
B. DO YOU THINK THE HEALTH& SAFETY POLICY OF THE COMPANY
IS GOOD FOR YOU?

Q.6

JOB OPPURTUNITIES:
DO YOU THINK ANY OPPURTUNITIES FOR YOUR CAREER ADVANCE
IN YOUR PRESENT JOB?

Q.7

TRAINING PROGRAM
B. YOU THINK COMPANY IS ARRANGIG TRAINING PROGRAM FOR
C. DO YOU HAVE OPPORTUNITY FOR GETTING KNOWLEDGE OF
NEW TRENDS LIKE ISO, 5S, EMS?
D. HAVE YOU BEEN NOMINATED FOR TRAINING PROGRAM IN
TRAINING CENTER/OUTSIDE FACTORY?
E. DO YOU GET OPPORTUNITY FOR KNOWING ALL THE
ACTIVITIES OF YOUR DEPARTMENT?
F. ARE YOU INTERESTED IN KNOWING THE OTHER JOBS IN
DEPARTMENT?
G. HOW DO YOU FEEL ABOUT TRANSFER POLICY?

94

Q.8

SUPPORT OF EXECUTIVES DO YOU THINK YOUR EXECUTIVES ARE

SUPPORTING?

Q.9

MOTIVATION LEVEL
A. ARE YOU SATISFIED WITH YOUR JOB?
B. ARE YOU SATESFED WITH YOUR SALARIES &WAGES?
C.

ARE YOU SATISFIED WITH YOUR WORKING CONDITION?

D. ARE YOUR COMPANY GIVING SOME REWARD & OTHER BENEFITS

FOR YOUR PERFORMANCE?
E. DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU
ARE GOOD?
F. DO YOU THINK YOUR CANTEEN SERVICES PROVIDING TO YOU
ARE GOOD?
Q.10

EXPECTATION LEVEL:
WHAT PROGRME DO YOU THINK IF INCLUDED WILL IMPROVE
YOUR SKILLS&PERFORMANCE AND JOB SATISFACATION.

95