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Project Study Report
On
Training Undertaken At
Titled
JOB SATISFACTION
Submitted in partial fulfillment for the
Award of degree of
Master of Business Administration
Submitted by: Submitted to
KAJAL MR. RAMESH YADAV
MBA 2nd year HR MANAGER
ACKNOWLEDGEMENT
No matter how ones tries to limit ones feeling to bind in words, they
cannot prove to a true measure of what is felt. ASHOK LEYLAND
LTD. was my wonderful experience. It offered me an insight into the
working of industry. The experience I had there was something which
no book can replace, be it the interactions with the staff or the training
sessions.
This project entitled “Welfare Activities in Ashok Leyland” is an out
come of my summer training. I would like to express my sincere
gratitude and deep regards to Mr. A.K. Chopra (Manufacturing
manager Alwar), Ramesh Yadav (Divisional Manager H.R.) ),
Bhupendra Kumar & Danish Ali Khan (ass. manager) for allowing me
to take my training in Ashok Leyland and giving me this opportunity to
learn through this project. I would like to profoundly thank employees
of related department for extending his full support and guiding me in
this endeavor. My sincere thanks to the various department heads for
explaining the process.
PREFACE
The Ashok Leyland is one of the fastest growing names in the field of heavy
vehicles products driven by their commitment for quality, their products and
services are rated and accepted as one of the best.
The main objective of the Ashok Leyland is customer satisfaction by continuous
improvement in Men, Machine, Methods, Materials and environment and
achieving zero defects for total customer satisfaction.
The Ashok Leyland was registered in 1950 by a group of eminent and experienced
entrepreneurs with a vision to provide heavy vehicles products of superior quality
and all possible ranges at most competitive prices.
The Ashok Leyland is having an ISO 9002 and 14001 certificate.
The current Turn over of the Ashok Leyland is about 83.047millions (Rs.)
It is always desirable by the management to know the perception and the new
segment if any to foray to increase the consumer base and business eventually.
I am thankful to the management for assigning such a challenging project to me.
COMPANY PROFILE
ASHOK LEYLAND:--
An Introduction
The origin of Ashok Leyland can be traced to he urge for self-reliance,
felt by independence India. Pundit 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 what
was then Madras, destiny and name changed soon with equity
participation by British Leyland and Ashok Leyland commenced
manufacture of commercial vehicles in 1950. Since then Ashok Leyland
has been a major presence in India’s commercial vehicle industry with
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 pioneered all these concepts,
responding to the operating conditions and practices in the country. The
company made its vehicles strong over engineering them extra metallic
muscles. Designing durables products that make economic sense to the
consumer, using appropriate technology
became the design philosophy of the company which in turn has molded
consumer attitudes and the brand personality.
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 flat
SPA, part of the flat Group and Europe’s leading truck manufacturer.
The blueprint prepared for the future reflected the global ambitious of the
company, captured in four words: Global Standards, Global Market. This was at a
time when liberalization was not yet in the air. Buoyed by the backing of two
international giants, Ashok Leyland embarked on a major product and process up
gradation 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 came in
1994 and ISO 14001 certification for all vehicle manufacturing units in 2002.
The year 1994 was also the year, when international technology changed the way
India perceived trucks. A new breed of world-class trucks- technologically superior
and eco-friendly rolled out
On India perceived trucks. A new breed of world-class trucks technologically
superior and eco-friendly-rolled out on Indian roads from our state-of-the-art
manufacturing plant at Hosur,
near Bangalore. `Cargo` brought with it, a new set of values and
Unmatched benefits, ushering in a revolution.
CURRENT STATUS;
Ashok Leyland is a technology leader in the commercial vehicle sector of India.
The history of the company has been punctuated by a number of technology
innovation, which have since become industry norms. It was the first to introduce
multi-axle trucks, full air brakes and a host of innovations like the rear engine
and articulated buses in India. In 1997, the company launched the country’s
first CNG bus and 2002, developed the first hybrid electric vehicle.
The company has also maintained its profitable track record for 60 years. The
annual turnover of the company was USD 1.4 BILLION in 2008-09.Selling
54,431 medium and heavy vehicle in 2008-0. Ashok Leyland is India’s largest
exporter of medium and heavy duty trucks out of India. It also one of the largest
private sector employers in India
with about 12,000 employees working in 6 factories and offices spread over the
length and breadth of India.
The company has increased its rated capacity to 105,000 vehicle per
annum.also further investment plans including putting up two new plants –
one in uttarakhand in north India and bus body building unit in middle east Asia
are fast a foot. It already has a sizable presence in African countries like Nigeria,
Ghana, Egypt and South Africa.
One company acquired Czech republic based Avia’s truck business. The newly
acquired company has named Avia Ashok Leyland motors s.r.o. This gives
Ashok Leyland a foothold in the highly competitive European truck market. The
Hinduja group also bought out IVECO’S indirect stake in Ashok Leyland in
2007.the promoter shareholding now stands at 51%.
HISTORY
Ashok Leyland was urge for self-reliance industry felt by independent
India’s first Prime Minister Pt. Jawaharlal Nehru, persuaded Mr.
Raghunandan Charan, an industrialist to enter automotive manufacture. In
1948 Ashok Motors was setup in what was than Madras, for the assembly of
Austin Cars. After that in 1955 the company’s name and luck changed by
Equity participation by British company Leyland and Ashok Motors gat a
new brand “ASHOK LEYLAND” the manufacture of commercial vehicle
industry. With a convention of technological leadership achieved by tie-ups
and collaboration with international technology leading organization and
through enthusiastic in house research and development it setup it’s
existence in Indian and foreign market
Admittance to global technology and equipment enabled the company to set
first with technology in full air brakes Power – steering, Rear- engine buses
etc. Ashok Leyland 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.
Ashok Leyland vehicles have built repute for reliability and austerity. The
5,00,000 vehicles we have put on the roads have considerably eased the
additional pressure placed on road transportation in independent India.
Ashok Leyland’s busses are used by the India’s four for out of 5 most
populated states as their state transportation corporation vehicles. Some of
them like double-decker and vestibule buses are unique models from
ASHOK LEYLAND
Tailor made for high- density routes. The company’s products are inherent
to Indian lives. Ashok Leyland dominates in city passenger’s transportation
with specialized high capacity buses such as double-decker and vestibule
bus for which the company is the only Indian source.
Ashok Leyland supplies a host of modern special purpose vehicles to India’s
defense sector. This includes stallion 4x4s, forming the backbone of the Indian
army’s logistics operations, now being assembled within the defense sector
through a technology transfer agreement. The stallions left an indelible mark for
reliability during the kargil conflict. When India and Pakistan opened their
common gate at Wagaha, Ashok Leyland buses were the choice for this prestigious
cross border passenger service.
Ashok Leyland has maintained its technological leadership even as it offers the
most comprehensive range of model configurations in its class, offering the
customer the closest fit with his unique requirements. A pioneer in alternate fuels,
Ashok Leyland made India’s first CNG powered bus in 1997. In 2002, India
entered another frontier technology when Ashok Leyland developed India’s first
Hybrid electric bus in a partnership with the Government sector.
In 1987, the overseas holding by Land Rover Leyland international holdings
Limited was taken over by a joint venture between the Hinduja Group, the non-
resident Indian transport group and IVECO.(since July 2006, the Hinduja Group is
100% holder of LRLIH)
In the journey towards global standards of quality, Ashok Leyland reached a major
milestone in 1993, when it becomes the first Indian automobile history to win ISO-
9002 Certification. The more comprehensive ISO 9001 Certification came in 1994,
QS-9000 in 1998 and ISO-14001 Certification for all vehicles manufacturing
unites in 2002. It has also become the first Indian auto-company to receive the
latest ISO/TS-16949 corporate Certification (in July, 06), which is specific to the
auto industry.
MILESTONES OF COMPANY:
Introduce full air brakes
1966 Launched double-decker bus
1967 Offered power steering in commercial vehicles
1979 Introduced multi-axle trucks
1980 Introduced the international concept of integral bus
with air suspension
1981 Introduced vestibule bus
1992 Won self certification status for defence supplies
1993 Received ISO 9002
1997 India’s first CNG powered bus joined the BEST fleet
2001 Received ISO 14001 certification for all manufacturing
units
2002 Launched hybrid electric vehicle
Achievements
Eight out of ten metro state transport buses in India are from Ashok
Leyland. At60 million passengers a day, Ashok Leyland buses carry
more people than the entire Indian rail network.
Ashok Leyland has a near 98.5% market share in the Marine Diesel
Engines Markets in India.
In 2002, all the vehicle-manufacturing units of Ashok Leyland were
ISO 14001 certified with Environmental Management System.
The company has six manufacturing locations in India:
o Encore , Chennai
o Hosur , Thamilnadu(3 plants)
o Alwar , Rajasthan
o Bandana , Maharashtra
The total covered space at these six plants exceeds 450,000 sq m and
together employs over 11,500 personnel.
Last Financial year (2006-2007) the company sold a record 83,101
vehicles which is an all time high considering the past sales
history of Ashok Leyland.
It is one of the leading Brands in India and most easily recognizable
one.
The company is setting up a new Plant in the North Indian state of
Uttarakhand at Pant Nagar at an investment outlay of Rs. 1200
crores. This plant is expected to go on stream in the year 2008. The
Plant will have a capacity to produce around 40,000 commercial
vehicles and is expected to cater mainly to the North Indian market
taking advantage of the excise duty and other tax concession The
company has signed an agreement with Ras Al Khaimah Investment
Authority (RAKIA) in UAE for setting up a new manufacturing base in
the Middle East.
The company also announced that it may set up a manufacturing
base in South Africa
AUTOMOTIVE PRODUCTS OF ASHOK LEYLAND
School bus - Stag (ICV)
Bus (MDV) - Viking Cheetah, Viking Super, Falcon
Double Decker bus - Vestibule bus
Rear-engine bus - Panther, Cruiser, Enviro
Luxury bus - Luxury, Foton
CNG bus - Viking, Viking Super, Lynx, 4.2 &
4.9
Multi- axle vehicle - Taurus 6x4 taurus 6x2 tusker super6x2
2516,2514,2214
Haulage - Comet, comet Gold, bison, tusker
supper
1512,1614, Beaver, hippo
Tipper - Comet, bison, Taurus, cargo 759, cargo
909, Cargo1614,
Hippo- Tipper, 2516
Dumper - ALRD20 dumper
Tractor - Comet, tusker turbo, Beaver, hippo, rhino,
4018, 4921
CV/ICV - Cargo 759, Cargo 909, Cargo 100 .12
Fire Fighter - Comet gold 4x2, YAK 4x4, hmv 6x6, RAT
6x6, LRV
4x4, TFF 4x2
INTRODUCTION TO THE ORGANIZATION
The Head-office of Ashok Leyland is in Chennai, India. And the
Hinduja Group owns the company. Mr. Parmanand D. Hinduja (1901-
2001) was the founder of Hinduja Group.
VISION:-
Be among the top Indian corporations acknowledged nationality and
internationality for:-
Excellence in quality of its products.
Excellence in customers focus and service.
MISSION:-
Be a leader in the business of commercial vehicles, excelling in
technology, quality and value to customers fully supported by
customer service of the highest order and meeting international
environmental and safety standards.
COLLABORATIONS:- COLLABORATIONS:-
Ashok Leyland started manufacturing of commercial vehicle in 1955,
with technology from and equity participation by Leyland
Motors ltd, U.K.
In 1987 the Hinduja group gained a controlling interest in Ashok
Leyland and its associate companies when it acquired the U.K. –
based land Rover Leyland international holdings ltd, jointly with
IVECO. (since july 2006 the Hinduja group is 100% holder of LRLIH).
Complementing its in-house R&D efforts are technologi-cal
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 Japan. It is a time-
ly tie-up coinciding with the development of modern highways and
the anticipated marked need for higher powered, higher productivi-
ty vehicles in the higher tonnage segments.
Ashok Leyland has few manufacturing plants the main plant at
Ennore near Chennai, two plants at Hosur- I and Hosur-II,
along
With a press shop the assembly plants at Alwar and Bhandara
The
total covered space at these six plants exceeds 450,000 sq.m.
and
together employ over 11,500 per
A BRIEF
Ashok Leyland, Alwar Plant is one of the PRODUCTION
unit of Ashok Leyland Ltd. Alwar city is situated in west-north of
Rajasthan and is very near to Delhi, the Capital of India. Alwar comes
in NCR (National Capital region) also. It is located at M.I.A. (Matsya
Industrial Area) Alwar.
This plant was established in 1982 and has completed its
25years successfully. This plant is known for its high production. It is
basically an assembly plant where the chassis is assembled.
Ashok Leyland, Alwar is world’s largest CNG Vehicle’s
Producing Plant. CNG (Compressed Natural Gas) is used as an
alternate fuel to diesel and very less pollution of CNG vehicles is less
than even EURO-IV Vehicles which is known for its lesser pollution
value.
The total covered area of Alwar plant is 352 acres. And the
fencing is done in around 161 acres of area. The plant comprises of 3
shops called Shop-I, shop- II and Shop-V. The plant has three gates,
one main gate, one for entering the goods-carries and the third the
products going out of the plant for sale
There is an administrative office, one P&A Department block,
department-offices, a medical center, a canteen, a news-paper
reading room and library, a training center and systems department,
RSO yard. And the construction is going on for new stores.
ALWAR UNIT
Alwar is a strategic town in Rajasthan Midway between Delhi and Jaipur.
Part of National Capital Region (NCR).
170 kms from Delhi and 150 kms from Jaipur.
Alwar unit is situated at Matsya Industrial Area (M.I.A.), which is 18
km away from the city on old Alwar-Delhi road
PLANT DETAILS
The plant was inaugurated on 22-8-1982.
The total land area is 352.09 acres.
Fenced area is 161.52 acres
SHOPS
There are three shops 140*1000=140000 sq.mt each
Shop 1 - Assembly activity
Shop 2 - Material Storage (proposed line)
Shop 5 - RSO yard & refurnishing work
TRAINING CENTRE
The Alwar training center has been recognized equivalent to Industrial
Training Institute (I.T.I.) by the government of Rajasthan. The unit has got
a training center for the purpose of imparting training to its employees.
INTRODUCTION OF
ASHOK LEYLAND ALWAR PLANT
PLANT DETAILS:
The plant was inaugurated on 22.08.1982
The total land area is 352.09 acres
Fenced area is 161.52 acres
SHOPES:
3 Shops: 140x100 meter – 14000 sq mt each
Shop office area:
274.5 sq meters in each shop
Shop No. 1: Assembly activity
Shop No. 2: Sales Yard, Non-moving materials, scrap
materials
Shop No. 5: RSO Yard & re-furbishing work
TRAINING CENTER
Workshop area
1350 sq meter being used by service promotion for
training & display models.
MAIN ADMN. BLOCK
Office space of 297 sq meter
Manufacturing Managers offices
Finance Department
Purchase Department
Systems Department
Reception & office services
PERSONAL & ADMINSTRATIVE BLOCK
Total space-428 sq meters
Personal department
Medical center
PLANTS:-
ENNORE
HOSUR-I
HOSUR-II
HOSUR-IIa
BHANDARA
ALWAR
TRAINING CENTRE:TRAINING CENTRE:
The Alwar training centre has been recognized Equivalent to
industrial training centre (ITI) by the government Of Rajasthan. The
unit has got a training center for the purpose of improving training to
its employees..
PRODUCTIVITY:PRODUCTIVITY:
Alwar unit is a benchmark for efficiency in its chosen activity namely
chassis production. Alwar unit contributes around 20% of the total
production and vision on contributing around 27%. Presently 25
chassis per day on a single shift is assembled 50 chassis can be
produced in two shifts.
VARIOUS DEPARTMENTS AND THEIR FUNCTION;VARIOUS DEPARTMENTS AND THEIR FUNCTION;
1.1. PRODUCTION DEPARTMENT PRODUCTION DEPARTMENT
This department plays a vital role.
To product the planned volume as per predetermined model –
mix in right quality and at optimum cost.
To plan and monitor the system so as to lead an efficient
production process.
To control all the cost parameters like materials consumption
power & fuel, idle time.
Over time and absenteeism.
To maintain and promote industrial harmony in respect of matters
relating to manufacturing active
2.2. QUALITY CONTROL DEPARTMENTQUALITY CONTROL DEPARTMENT
The quality department at Alwar implements and maintains the qualityThe quality department at Alwar implements and maintains the quality
standards and system. Prescribed by the central quality controlstandards and system. Prescribed by the central quality control
department the main function of this departs--ment are as follows.department the main function of this departs--ment are as follows.
Analyzing of all non conforming products and coordin-atingAnalyzing of all non conforming products and coordin-ating
corrective/ preventive action.corrective/ preventive action.
To investigate the customers complaint and follow up action.To investigate the customers complaint and follow up action.
To fined the caliber of gauges and instruments.To fined the caliber of gauges and instruments.
Identifying and implementing of applicable quality pro-cedures.Identifying and implementing of applicable quality pro-cedures.
3.3. MATERIAL DEPARTMENTMATERIAL DEPARTMENT
This department is engage in receipt and dispatch ofThis department is engage in receipt and dispatch of
materials from an to other units.materials from an to other units.
Planning and procurement of bought out finishedPlanning and procurement of bought out finished
component, tools and consumable items.component, tools and consumable items.
Proper handling storage and issue of component.Proper handling storage and issue of component.
Monitor vendor performances in terms of quality andMonitor vendor performances in terms of quality and
regularity of supply.regularity of supply.
Identifying the supply sources and negotiate terms of supplyIdentifying the supply sources and negotiate terms of supply
of on going basis.of on going basis.
Follow up materials against production requirement fromFollow up materials against production requirement from
other units of Ashok Leyland.other units of Ashok Leyland.
4. 4. PURCHASE DEPARTMENTPURCHASE DEPARTMENT
To place the order according to the requirements of theTo place the order according to the requirements of the
production.production.
To place the order of the materials required by differentTo place the order of the materials required by different
department of the organization.department of the organization.
To make the comparative statements and select the one whichTo make the comparative statements and select the one which
is appropriate according to the requirement.is appropriate according to the requirement.
The strategic sourcing department decides the vendors for theThe strategic sourcing department decides the vendors for the
part; Chennai (head office) and every unit can place the orderpart; Chennai (head office) and every unit can place the order
to the vendor only.to the vendor only.
55. SYSTEM DEPARTMENT. SYSTEM DEPARTMENT
This department is also called as the Ashok Leyland
information management system.
Maintain the hardware system and software problem of
organization.
Making the link among the all department of the organization
by interlink system.
To maintain the link through hardware a software to head office
(Chennai) and other unit of the organization.
6.6. PRODUCTION SERVICE DEPARTMENT PRODUCTION SERVICE DEPARTMENT
T his plant engineering including preventive and break down
maintenance of equipments..
Selection processes and processing equipments including
jigs, fixtures, and gauges in consultation with project
planning.
To procure machinery spares.
To design and implement preventive maintenance on
equipments.
7. FINANCE DEPARTMENT 7. FINANCE DEPARTMENT
Material accounting involving accounting of good. Goods
received and issued to the production and production and
payment to suppliers.
Basic data on the product cost at various stages and
assist in cost control.
Finance activities relating to employees i.e. payroll various
deduction, staff welfare.
All accounting activities relating to the operation of the units and reporting
to the various operating hears on performance versus plan.
Reporting to the corporate finance for the purpose of
consolidation of accounts and for budgetary control.
8.8. PERSONAL AND ADMINISTRATION DEPARTMENT PERSONAL AND ADMINISTRATION DEPARTMENT
Following are the main functions of this department.
Recruitment
Manpower planning
Training
Welfare Activities
Rules of Discipline
This department is responsible for implementing appropriate
recruitment, selection and placement procedures in respect of all union-zed
categories of employee. It also selects suitable manpower form The various
agencies such as employment exchanges institute open Market etc. All
welfare activities like canteen service, provides etc.
INTODUCTION OF HR DEPARTMENT
INTRODUCTION:
The HR/Personnel manager must be fair and firm, tactful and
resource-full, sympathetic and considerate, knowledgeable about
labor law, have a broad social outlook and have competence and
confidence. Academic qualification will also be desirable. This quality
will make him successful in his profession.
In ASHOK LEYLAND must have set policies, define procedure and
well define principle relate to its personnel. These contribute to the
effectiveness, continuity and stability of an organization.
FUNCTIONS OF HR IN ASHOK LEYLAND:-
1. Legal compliance 5.Training
& Development
2. Benefit 6. Appraisal
3. Human Research Planning 7.
Compensation
4. Employee
MISSION GEMBA
ENHANCING EMPLOYEES FOR WORLD CLASS GLOBALISED
RFORMANCE
VISION:
Achieving leadership in the domestic commercial vehicle markets
and a significant presence in the world market by 2014 through
transport solutions by enhancing the employ for their excellent work
to promote them to do their best for the goal of organization.
It’s playful part of the company. It is totally based on the
potential of the employee how can they do more, higher productivity
can be generated, how efficiently & effectively do their job. If any
employee renders his service for a new invention or a way by which
the production, quality standard or any other standards can grow
rapidly. Then the employee is awarded by the senior officers or
respective head of Mission Gemba.
The main emphasis is on the increase of the potential of the
employee. Motivate them through learning’s, self-respect, honestly,
handwork etc. have to become the essential part of an employee
working in the essential part of an employee working in the
organization.
It creates a positive psychological effect in the mind of
employee. If he perform just different job, respective with a aspect of
development of the company, he is being awarded and the same
employee works with a difference in the company with more
advantageous style.
It gives an environment of a friendly and competitive school,
which helps employee and organization to achieving their ambitions.
GEMBA is a Japanese word, which means “SHOP FLOOR”. It
provides quality assurance, fastest delivery and least cost to
customers by
Offering appropriate products and services.
Adopting lean manufacturing systems & practices
through employee empowerment and participation.
Benchmarking products, processes and people against best in the
industry.
In processing of this plan every day all permanent workers,
engineers, managers mount up on the GEMBA floor and discuss their
problem and solution with each other.
PROJECT-IMPLEMENTATION OF 5-S
INTRODUCTION:
Good housekeeping is the foundation for and first step towards
Quality Achievement in a manufacturing Organization. It boosts
Employee morale and inspires customer confidence.
1. Good envoirment has a strong influence on the people
and the quality of product they produce.
2. A customer visiting the plant sees in a quality work place
a guarantee for the product quality.
3. Good Housekeeping helps to eliminate waste by
identifying non-value added activities such as searching
for tools, over production etc.
4. Housekeeping reflects management’s general attitude
towards work in the organization.
GOOD HOUSEKEEPING IS SIMPLY THE BASIC TO A BETTER
WORKPLACE&TO:
-Reduce cost of product& services.
-Achieve Discipline in manufacturing.
-Bring improvement in quality & production.
5-S Are Actually Five Japanese Worlds: SEIRI, SEITION, SEISO,
SEIKETSU
HIERARACHY OF ASHOK LEYLAND
H.O.D. - Head of department.
Senior Executive.
Executive.
Junior Executive.
FUNCTIONS OF EACH LEVEL OF HIERARCHY
1. Head of the department- control, power of signing,
power of order and appraisal filling.
2. Senior executive- fulfillment of order given by H.O.D.
3. Executives- payment of workers, payroll, filling of TDS, filling
of time office and ESI statutory liabilities.
THREE DIMENSIONS OF GROWTH
1. CAPACITY EXPANSION 2. GLOBALIZATION
3. DIVERSIFICATION
1.CAPACITY EXPANSION :-
From under 30,000 vehicles in 2001-02, to over 83,000 vehicles in 2006-
07, Ashok Leyland's operations have gained in size, supported by phased
capacity expansion. One
significant feature of this expansion phase has been that capacities have
been added with incremental investments coupled with de-bottle necking
and improved productivity and efficiencies.
Looking beyond the current slowdown and confident of growing with
the industry , the company is on course to enhance production capacity from
the present 84,000 vehicles : 50,000 vehicle \ capacity will be created in
existing units this fiscal , with another 50,000 by
2010 at the green field Uttarakhand facility.
This expansion programme has been drawn up in line with the
company's vision to consolidate presence in the domestic market.
It also reflects the vision of the Hinduja Group for the Company – and
the Group's total, unstinted support to actualize it.
2.GLOBALIZATION:-
Globalization breaks the traditional barriers of national boundaries and
Allows the most competitive value addition, thus rewarding and
Enhancing efficiencies. The first major step in that direction was the
Acquisition of the Truck Business Unit of AVIA, since renamed AVIA
Ashok Leyland Motors (AALM). At the Ras Ai Khaimah bus assembly
Unit, activities are scheduled to commence by the current financial
Year.
The strengths of the Company in terms of its close and longstanding
Business relationship with India’s auto component sector have been
Canalized into the Component Business Group, for sourcing out of
India, to Europe, the Middle East and the North American after market
Sector.
Even as we pursue global markets, the Company has been
Benefiting through global sourcing. To gain from the significant cost
Benefits in sourcing components and materials from China, an office
Has been set up in Shanghai.
3.DIVERSIFICATION:-
Ashok Leyland and its associate companies and businesses, collectively,
Are seeking to broaden the scope of operations in their traditional
Domains, increasingly occupying adjacent domains. The high potential
of the automotive sector and opportunities from globalization converge
to offer tremendous opportunities as never before.
TECNOLOGY DEVELOPMENT
Nissan Ashok Leyland Technologies Pvt. Ltd., the technology
development:
The company has recently announced a joint venture with Japanese auto
giant Nissan (Renault Nissan Group) which will share a common
manufacturing facility in Chennai, India. The shareholding structures of the
three joint ventures are as under:
Ashok Leyland Nissan Vehicles Pvt. Ltd., the vehicle manufacturing
company will be owned 51% by Ashok Leyland and 49% by Nissan
Nissan Ashok Leyland Powertrain Pvt. Ltd., the powertrain
manufacturing company will be owned 51% by Nissan and 49% by
Ashok Leyland
Nissan Ashok Leyland Technologies Pvt. Ltd., the technology
development company will be owned 50:50 by the two partners.
R&D
World-class Technology
To offer world-class technology that is relevant and affordable to the Indian
customer is the philosophy that drives R&D at Ashok Leyland. Over the
years, this philosophy has been translated time and again into products
that seamlessly integrate international technology with local needs. "The
role of R&D is central in fulfilling the company-wide commitment to total
customer satisfaction" states Mr. R. Seshasayee, Managing Director, and
adds that the increased infrastructural and financial support expresses the
company's determination to become self-reliant in R&D.
Value to the Customer
The immediate R&D priorities are to pro-actively address safety and
environmental issues, harness and adopt technologies that provide value to
the customer in an atmosphere enabling creativity and innovation.
Powering those who "engineer tomorrows" with an enabling infrastructure
has been top priority for the company.
Test Tracks
But their R&D is not confined within walls. It extends to the test tracks as
well. Rigorous tests are carried out under stringent simulated conditions
that replicate the most treacherous landscapes.
Vehicle ruggedness and longevity are a prime customer concern, as they
directly impact earnings. Ever conscious of this, Ashok Leyland makes
extensive use of a modern CAD set-up, a comprehensive test track facility
(where cobble-stones are calibrated and reset periodically), accelerated
fatigue testing rigs and rigorous durability testing facilities. Together they
ensure that there is a constant improvement in the life and on-road
performance of every make of Ashok Leyland vehicle to hit the roads.
Safety, durability, through their R&D efforts
Innovations
Ashok Leyland product development successes have come from a keen
sense of anticipation and attentiveness. The company initiated research
into alternative fuels well before legislative debate had even begun
CETIFICATION AND REWARD OBTAINED
ISO 9002: 1987 1993 Ennore & Hosur unit
-1
ISO 9001: 1994 1994 Ennore, Hosur unit-
1 & 2, Bhandara,
Alwar & Corporate
function
QS 9000: 1998 1998 Ennore, Hosur unit-
1& 2/CPPS,
Bhandara, Alwar &
Corporate function
ISO 9001: 2000 2003 Ennore, Hosur unit-
1& 2, Bhandara,
Alwar & Corporate
function
ISO 14001: 1996 2001 Ennore
ISO 14001: 1996 2002 Ennore , Hosur unit-
1 & 2 & CPPS
ISO 14001: 1996 2003 Ennore , Hosur unit -
1 & 2 & CPPS ,
Alwar & Bhandara
BS 7799-2: 2002 2005 Information security
management
system for Ennore
data center
ISO/ TS- 16949-2002 2006 Ennore, Hosur unit-1
& 2/ CPPS,
Bhandara, Alwar &
Corporate function
POLICIES OF THE COMPANY
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 to comply with statutory requirement. Towards this the quality policy of
Ashok Leyland is to make continuous improvements in the processes that
constitute the quality management system to make them more robust ant to
enhance their effectiveness and efficiency in achieving stated objective
leading to:-
Superior products manufactured by the company as also services
offered by the company.
Maximum use of employee’s potential to contribute to quality and
environment, by progressive up gradation of their knowledge and
skills as appropriate to their functions.
Seamless involvement from vendors and dealers in the mission of
the company to address customer changing needs and protection
of the environment.
It is mandatory on the part of every employee of Ashok Leyland to
understand, implement and maintain the quality policy of the
company and to implement the procedures incorporated in this
manual and other associated quality system documents issued by
the manufacturing units and corporate functional divisions on the
basis of guidelines in this manual.
Environmental policy
Any type of activity that is performed or any type of product that is
manufactured had an effect on the surrounding or environment.
At Ashok Leyland are committed to preserving the environmental
through a comprehensive environmental policy and productive approach in
planning and executing our manufacturing and service activities.
We are concerned about the earth our children will inherit that’s why we
make sure our vehicles consume less fuel and pollute less. This concern is
reflected in the manufacturing systems, the various processes energy
conservation measure and conscious greening indicate of the company.
A system is employed to control or minimize the adverse impact on
the environment is environmental management system (EMS).
Objective of Ashok Leyland Environmental policy are:-
To adhere to all applicable environment legislation and regulations
To adopt pollution preventive techniques in design and
manufacturing of our products.
To conserve all such resources such as power, water, oil, gas,
compressed air etc. & optimizes their usage through scientific
methods.
To provide a clean working environment to our employees,
contractors and neighbors.
Commit to comply with all relevant legal and other requirements.
Continuously strive to minimize waste generation by all possible ways
and to reuse and recycle the same through a time bound action plan
Things done to protect the environment and achieve the goal of the
policy:-
Conserving natural resources like wood , coal , petroleum products
Avoiding wastage water at plant area
Switching off the idle engine, motors, pump & lights
Avoiding spilling oil , grease, paints on the floor
Do not through oil into drain
By planting many trees inside the company area)
Safety and Health Policy
Intension & commitment of the top management
Ashok Leyland affirms that all its employees irrespective of the
rank need to be safe guarded against any person injuries or
damage to the properties during working period. That the
management recognises the principle that accident prevention
contributes in the long run progress and development of the
organisation.
Ashok Leyland is committed to:-
Implementing all practical safety measures like safe working and
environmental condition.
Carrying out a systematic critical appraisal of all potential hazards
involving personal, plant services and operating methods.
Following strictly safety rules and regulations incorporated in the
factories act and rules.
Maintaining safe and healthy working environment at all working
places conductive to the success of the management safety
programs in the long run.
Implementing safe and health education programmes for employee
with specific emphasis on creating safety and health awareness.
Welcoming useful and constructive suggestions and ideas in regard
to safety and health.
CORPORATE PHILOSPHY, GOVERENCE , SOCIAL RESPONSIBILITY
Corporate philosophy
They believe that their impressive strides in the marketplace stem in equal
parts from their proactive approach and their customers' unstinting support,
earned the only way they know: by giving their customers the most
appropriate transport solutions for each of their applications, and by
backing them up with consultancy, finance, driver training and a responsive
after-market network. They are conscious of the fact that vehicles are more
than just a means of transporting people and goods; they understand that
they have a deep and far-reaching impact on society, the national economy
and the environment.
They have, therefore, always endeavoured to engineer products and
systems that promote progress on all these fronts. They firmly believe that
this honest approach will make the Ashok Leyland marquee the symbol of
the very best in transportation, today and tomorrow.
The five AL values are
International
Speedy
Value creator
Innovative
Ethical
Corporate Governance :
The Board of Directors and the Management of Ashok Leyland are
committed to the enhancement of shareholder value.
through sound business decisions, prudent financial management
and high standards of ethics throughout the organization
by ensuring transparency and professionalism in all decisions and
transactions and
achieving excellence in Corporate Governance by conforming to,
and exceeding wherever possible, the prevalent mandatory
guidelines on Corporate Governance and by regularly reviewing the
Board processes and the Management systems for further
improvement
The company has adopted a Code of Conduct for the members of the
Board and senior management, who have all affirmed in writing their
adherence to this Code.
Ombudsman
Another significant step has been the appointment of an Ombudsman to
deal with any references, complaints or grievances about the Company, its
employees or its dealings.
If the suppliers, employees or customers have any suggestions on
governance issues or grievances or complaints on Ashok Leyland's
practices - inclusive of its executives in various functions - which they feel
ought to be raised with the Ombudsman and not with the usual channels of
business, they may do so.
It is advised that the regular business dealings should be through the usual
business functional channels. The Ombudsman will not deal with them
under normal circumstances.
The Ombudsman is Mr.T. AnanthaNarayanan, a former Executive Director
of the Company, with an excellent understanding of Ashok Leyland as an
organization and its functioning, having been with the company for nearly
30 years.
Corporate social responsibility
Ashok Leyland believes in providing every employee an opportunity to
stretch beyond the call of routine work and to realise the spirit of its
corporate mantra: “They can because they care.” Employees are given an
opportunity to volunteer for any one of its social initiatives. Their volunteers
believe that amazing things can happen when people come together for a
cause. They drive their outreach programmes and most of their CSR
initiatives. As part of their CSR efforts, the Company also initiated “payroll
contribution to a worthy cause” to help the marginalised and the vulnerable.
Under this programme an employee contributes an amount of his/her
salary to one of the five social organisations identified by the Company.
Their partners
In all their CSR efforts, they also partner with government agencies, local
communities, NGOs and academic institutions to enhance their strengths
and help us leverage their expertise, reach and resources.
Community outreach
The Company is involved in the construction and renovation of
community halls, government/private schools, drilling public bore
wells, erecting bus shelters and putting up streetlights around its
manufacturing units. These development initiatives are undertaken by
a Community Development Scheme supported and managed by
representatives from the Management and the Union.
Their manufacturing units have conducted over hundred medical,
blood donation and HIV awareness camps to benefit people residing
in the neighbouring areas.
Career guidance for high school students, skill development for
unemployed youth and vocational training for women of self help
groups around their manufacturing units have been organised with
the help of specialists in the respective fields..
Ashok Leyland imparts computer training to economically deprived
students in Hosur at the Company’s Management Development
Centre. The selected students are put through a carefully designed 4-
module session and certified on successful completion of the course.
A batch of 25 students is selected every month and the programme
aims to cover 300 students every year. Ashok Leyland operates ‘Fun
Bus’ - offering a day’s free outing for the economically and socially
deprived children including children who are
Job satisfaction
Job satisfaction describes how content an individual is with his or her job. The
happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance, methods include job rotation,
job enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is
the use of rating scales where employees report their reactions to their jobs.
Questions relate to rate of pay, work responsibilities, variety of tasks, promotional
opportunities the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not
at all satisfied" and 5 represents "extremely satisfied").
Definitions
Job satisfaction has been defined as a pleasurable emotional state resulting from
the appraisal of one’s job;[1] an affective reaction to one’s job;[2] and an attitude
towards one’s job.[3] Weiss (2002) has argued that job satisfaction is an attitude but
points out that researchers should clearly distinguish the objects of cognitive
evaluation which are affect (emotion), beliefs and behaviours.[4] This definition
suggests that we form attitudes towards our jobs by taking into account our
feelings, our beliefs, and our
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (1924-1933), primarily credited to Elton Mayo of the
Harvard Business School, sought to find the effects of various conditions (most
notably illumination) on workers’ productivity. These studies ultimately showed
that novel changes in work conditions temporarily increase productivity (called the
Hawthorne Effect). It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided
strong evidence that people work for purposes other than pay, which paved the
way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study
of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern
approach of assembly lines and hourly wages. The initial use of scientific
management by industries greatly increased productivity because workers were
forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job
satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott,
and Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life – physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life.
Job satisfaction can be understood in terms of its relationships with other key
factors, such as general well-being, stress at work, control at work, home-work
interface, and working conditions.
Models of job satisfaction
Affect Theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/aren’t met. When a person values a particular facet
of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to
one who doesn’t value that facet. To illustrate, if Employee A values autonomy in
the workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory
Template:JacksonApril 2007. It is a very general theory that suggests that people
have innate dispositions that cause them to have tendencies toward a certain level
of satisfaction, regardless of one’s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be
stable over time and across careers and jobs. Research also indicates that identical
twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge
argued that there are four Core Self-evaluations that determine one’s disposition
towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one
places on his/her self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control
(believing one has control over her\his own life, as opposed to outside forces
having control) leads to higher job satisfaction. Finally, lower levels of neuroticism
lead to higher job satisfaction[citation needed].
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene
Theory) attempts to explain satisfaction and motivation in the workplace[5] This
theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively. An employee’s motivation to work is
continually related to job satisfaction of a subordinate. Motivation can be seen as
an inner force that drives individuals to attain personal and organizational goals
(Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the
job that make people want to perform, and provide people with satisfaction, for
example achievement in work, recognition, promotion opportunities. These
motivating factors are considered to be intrinsic to the job, or the work carried out.[5] Hygiene factors include aspects of the working environment such as pay,
company policies, supervisory practices, and other working conditions.[5]
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifact.[5] Furthermore, the theory does not consider individual
differences, conversely predicting all employees will react in an identical manner
to changes in motivating/hygiene factors.[5] Finally, the model has been criticised in
that it does not specify how motivating/hygiene factors are to be measured.[5]
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction. The model states that there are five core job
characteristics (skill variety, task identity, task significance, autonomy, and
feedback) which impact three critical psychological states (experienced
meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results), in turn influencing work outcomes (job satisfaction, absenteeism,
work motivation, etc.).[6] The five core job characteristics can be combined to form
a motivating potential score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis
of studies that assess the framework of the model provides some support for the
validity of the JCM.[7]gg
Communication Overload and Communication Underload
One of the most important aspects of an individual’s work in a modern
organization concerns the management of communication demands that he or she
encounters on the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be
characterized as a communication load, which refers to “the rate and complexity of
communication inputs an individual must process in a particular time frame
(Faraca, Monge, & Russel, 1977).” Individuals in an organization can experience
communication over-load and communication under- load which can affect their
level of job satisfaction. Communication overload can occur when “an individual
receives too many messages in a short period of time which can result in
unprocessed information or when an individual faces more complex messages that
are more difficult to process (Farace, Monge, & Russel, 1997).” Due to this
process, “given an individual’s style of work and motivation to complete a task,
when more inputs exist than outputs, the individual perceives a condition of
overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or
negatively related to job satisfaction. In comparison, communication under load
can occur when messages or inputs are sent below the individual’s ability to
process them (Farace, Monge, & Russel, 1997).” According to the ideas of
communication over-load and under-load, if an individual does not receive enough
input on the job or is unsuccessful in processing these inputs, the individual is
more likely to become dissatisfied, aggravated, and unhappy with their work which
leads to a low level of job satisfaction.
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert scale (named
after Rensis Likert). Other less common methods of for gauging job satisfaction
include: Yes/No questions, True/False questions, point systems, checklists, and
forced choice answers. This data is typically collected using an Enterprise
Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures
one’s satisfaction in five facets: pay, promotions and promotion opportunities,
coworkers, supervision, and the work itself. The scale is simple, participants
answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether
given statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction
Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The
MSQ measures job satisfaction in 20 facets and has a long form with 100 questions
(five items from each facet) and a short form with 20 questions (one item from
each facet). The JSS is a 36 item questionnaire that measures nine facets of job
satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants
respond to by choosing a face.
Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction
in the workplace. The way in which subordinate’s perceive a supervisor’s behavior
can positively or negatively influence job satisfaction. Communication behavior
such as facial expression, eye contact, vocal expression, and body movement is
crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal
messages play a central role in interpersonal interactions with respect to impression
formation, deception, attraction, social influence, and emotional expression
(Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor
helps to increase interpersonal involvement with their subordinates impacting job
satisfaction. The manner in which supervisors communicate their subordinates may
be more important than the verbal content (Teven, p. 156). Individuals who dislike
and think negatively about their supervisor are less willing to communicate or have
motivation to work where as individuals who like and think positively of their
supervisor are more likely to communicate and are satisfied with their job and
work environment. The relationship of a subordinate with their supervisor is a very
important aspect in the workplace. Therefore, a supervisor who uses nonverbal
immediacy, friendliness, and open communication lines is more willing to receive
positive feedback and high job satisfaction from a subordinate where as a
supervisor who is antisocial, unfriendly, and unwilling to communicate will
naturally receive negative feedback and very low job satisfaction from their
subordinate’s in the workplace.. motions == Mood and emotions while working
are
the raw materials which cumulate to form the affective element of job satisfaction.
(Weiss and Cropanzano, 1996).[8] Moods tend to be longer lasting but often weaker
states of uncertain origin, while emotions are often more intense, short-lived and
have a clear object or cause.
There is some evidence in the literature that state moods are related to overall job
satisfaction.[9][10] Positive and negative emotions were also found to be significantly
related to overall job satisfaction[11]
Frequency of experiencing net positive emotion will be a better predictor of overall
job satisfaction than will intensity of positive emotion when it is experienced.[11]
Emotion regulation and emotion labor are also related to job satisfaction. Emotion
work (or emotion management) refers to various efforts to manage emotional states
and displays. Emotion regulation includes all of the conscious and unconscious
efforts to increase, maintain, or decrease one or more components Although early
studies of the consequences of emotional labor emphasized its harmful effects on
workers, studies of workers in a variety of occupations suggest that the
consequences of emotional labor are not uniformly negative.[12]
It was found that suppression of unpleasant emotions decreases job satisfaction and
the amplification of pleasant emotions increases job satisfaction.[13] The
understanding of how emotion regulation relates to job satisfaction concerns two
models:
1. emotional dissonance . Emotional dissonance is a state of discrepancy
between public displays of emotions and internal experiences of emotions,[14]
[15] that often follows the process of emotion
2.
3. regulation.Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.[16][17]
4. Social interaction model. Taking the social interaction perspective, workers’
emotion regulation might beget responses from others during interpersonal
encounters that subsequently impact their own job satisfaction. For example:
The accumulation of favorable responses to displays of pleasant emotions
might positively affect job satisfaction[13] .
performance of emotional labor that produces desired outcomes could
increase job satisfaction.
Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about their
jobs and a predictor of work behaviours such as organizational citizenship,[18]
absenteeism,[19] and turnover.[20] Further, job satisfaction can partially mediate the
relationship of personality variables and deviant work behaviors.[21]
One common research finding is that job satisfaction is correlated with life
satisfaction.[22] This correlation is reciprocal, meaning people who are satisfied
with life tend to be satisfied with their job and people who are satisfied with their
job tend to be satisfied with life. However, some research has found that job
satisfaction is not significantly related to life satisfaction when other variables such
as nonwork satisfaction and core self-evaluations are taken into account.[23]
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information
to researchers and businesses, as the idea that satisfaction and job performance are
directly related to one another is often cited in the media and in some non-
academic management literature. A recent meta-analysis found an average
uncorrected correlation between job satisfaction and productivity to be r=.18; the
average true correlation, corrected for research artifacts and unreliability, was
r=.30.[24] Further, the meta-analysis found that the relationship between satisfaction
and performance can be moderated by job complexity, such that for high-
complexity jobs the correlation between satisfaction and performance is higher
(ρ=.52) than for jobs of low to moderate complexity (ρ=.29). Job Satisfaction also
high relationship with intention to quit. It is found in many research that Job
Satisfaction can lead to Intention to Stay / Quit in an organization (Kim et al.,
1996). Recent research has also shown that Intention to Quit can have effect like
poor performance orientation, organizational deviance, and poor organizational
citizenship behaviours (Krishnan, Sandeep., and Singh., Manjari, 2010).In short,
the relationship of satisfaction to productivity is not necessarily straightforward
and can be influenced by a number of other work-related constructs, and the notion
that "a happy worker is a productive worker" should not be the foundation of
organizational decision-making.
With regard to job performance, employee personality may be more important than
job satisfaction.[25] The link between job satisfaction and performance is thought to
be a spurious relationship; instead, both satisfaction and performance are the result
of personality.
FACTORS AFFECTING JOB SATISFACTION
What is it that makes people feel satisfied with their job? A Management Consultant namely Roy Walters after having spent years on studying job satisfaction and productivity has developed a Satisfaction Potential checklist which contains nine characteristics that define truly satisfying job. Hence, look out for these characteristics and if you don't see them in your job it is better to seriously search for another job.
The job isn't monotonous, but allows employees to change pace with varying tasks.
The job does not waste a person's time and effort. It has been planned in such a way that it can be done without exerting energy uselessly.
Employees are free to plan their work the way they can do it most effectively .
Employees believe they have a reasonable degree of authority over how their work should be done.
Employees believe they have adequate opportunities for individual growth and recognition.
Employees don't feel too closely supervised, over-instructed or rigidly controlled.
Employees don't feel too closely supervised, over-instructed or rigidly controlled.
Employees see their job as an integral part of the whole company and each employee is treated as an individual, not merely a cog in the wheel.
The answer to the question, "How am I doing?" comes from the job itself. Thus, employees can correct their own errors and improve their techniques.
Superiors offer feedback without causing embarrassment.
In other words, if any employee has to truly enjoy his job and give his best for the organization the superior has to ensure that the task given to him is not monotonous, routine, mundane and design it in such a way that he utilizes his energy to his optimum level and still feel fresh, plan his work the way he considers doing it best, give him reasonable degree of authority, responsibility and freedom to perform the way he would like to start and complete with the job, which will give him opportunities for growth, development, recognition and status, ensure that
he doesn't feel closely supervised, treat him as an integral part of the organization, give him the freedom and autonomy to improve upon their techniques and offer
FACILITIES PROVIDED BY ASHOK
LEYLAND TO THEIR EMPLOYEE-
Medical facilities
Ashok Leyland provided medical facility to their employees and their family company
provides a clinic for the employee in the campus. All the medical facilities and all
emergency services are provided in this clinic. All types of drugs are also available for
the employee of the company at free of cost. Company also provided first aid boxes in
all the departments and shopes.
Ambulance facility for 24hrs available in the company.
Company also provided medical facility for the employee’s family. Company conduct
regular heath checkup.
Canteen facility
Ashok Leyland provided a big canteen for their employees. Canteen provided to
employees breakfast and two times food daily. Canteen provided tea two times in a day
morning and evening at 2.20 RS at cost per day.
Company provided equal canteen facility for all level of employees.
UNIFORM
Company provided two pair of uniform to all permanent employees
Two sets of summer uniform including one pair of shoes and shocks every alternative
year
Company also provided 1kg soap in a month to their permanent and temporary
employees both.
Education
Company conduct educational program for the employee’s children. Company provided
coaching classes for the students of 10th and 12th stranded. Company also organizes
prize distribution function. In this function company give prizes to the students who got
good percentage for motivating him.
FACTS AND FINDINGS
Ashoka Leyland is services are provided within the establishment. These include
latrines and urinals, washing and bathing facilities, crèches, rest shelters, canteens,
uniforms, medical aid, library etc. Ashoka Leyland Actually providing the welfare
facilities in Different areas of Alwar. All Welfare facilities are providing regularly.
Ambulance facility for 24hrs available in the company. Company conduct educational
program for the employee’s children. Company provided coaching classes for the
students of 10th and 12th stranded. Company also organizes prize distribution function.
In this function company give prizes to the students who got good percentage for
motivating him. Company conducts hobby classes for women and girls. In these Class
Company runs many creative activities. It is depends on the demand of women and
girls. Company also conducts yoga class for welfare of employees, their family and
society. The C.S.R. (Corporate Social Responsibility) is involved in Different type of
Scoial Responsibilities.
Humankind has not woven the web of life. We are but one thread within it. Whatever we do to the web, we do to ourselves. All things are.
- CHIEF SEATTLE, 1855
ANALYSIS AND INTERPRETATION
1. Employee Joining this organization:-
Categories
Culture
company
reputation
working
Environment pay scale any other
No. of person% 10 85 60 75 30
0
10
20
30
40
50
60
70
80
90
no
. of
per
son
Culture workingEnvironment
any other
categories
join this organisation
Series2
Series1
INTERPETATION:-
IN ASHOK LEYLAND employee are joining the company many reason like: culture,
working environment, company reputation, pay scale& any other reason. Each employee
3. Satisfied with Welfare Activities in this Organization:-
Position Yes No
No. of person% 90% 10%
Satisfied with welfare
YesNo
INTERPRETATION:
90% employees are satisfied with welfare activities in this company. 10% employee is not
satisfied. So in this company development activities are better.
4. Comfortable with the company policies:-
Position Yes No
No. of person% 95% 5%
Company Policies
Yes
No
Yes
No
INTERPRETATION:
95% employees are comfortable with Companies policy in this company. 5% employees
are not satisfied. So in this company policy is better. Every employee is adopted these
policies.
5. The company motivates the employee:-
Categories
Reward
Promotion
policy Training
Job
Rotation
Any
other
All
Above
No of person% 75% 60% 2% 10% 5% 40%
Employee Motivate by Company
Reward
Promotion policy
Training
Job Rotation
Any other
All Above
INTERPRETATION:
The employee are motivate in different type of motivating factors in this company. Like:
reward, job rotation etc. in different proportion.
6. Satisfied with Development Activities in this Organization:-
Position Yes No
No. of person% 90% 10%
Satisfied w ith develovement
Yes
No
INTERPRETATION:
90% employee are satisfied with development activities in this company. 10% employee
are not satisfied . so in this company development activities are better.
SWOT ANALYSIS
A detailed performance analysis sets the stage for conducting a SWOT analysis. SWOT analysis is an abbreviation for strength, weakness; opportunities, and threats, SWOT analysis is an important tool for auditing the overall strategic positions of a business and its environment. Once key strategic issues have been identified, they feed into business objectives, particularly marketing objectives. SWOT analysis can be used in conjunction with other tools for audit and analysis.
Strength and weakness are internal factors. Strength could be a firm’s specialist marketing expertise. A weakness could be the lack of anew product.
Opportunities and threats are external factors. An opportunity could be a developing distribution channel such as the internet, or changing consumer lifestyle that potentially increase demand for a company’s products. A threat could be a new competitor in an important existing market or a technological change that makes existing products potentially obsolete.
The external factor, environment be it the macro environment, customer or competitor groups, is contently in a state of flux. A change by itself is neither an opportunity nor a threat. It only becomes so, in relation to an organization strength or weakness. What may represent an opportunity for a particular firm? May infact pose a serious threat to the survival of yet another firm in the industry. For instance deregulation of the telecom industry was an opportunity for private sector firms, which had the monetary and managerial resources to leverage this opportunity. Existing public sector units saw this threat, as it meant the end of their protected monopolies.
SWOT analysis can be very subjective--- two people rarely come-up with the same version of a SWOT analysis even when given the same information about the same business and its environment. Accordingly, SWOT analysis is best used as a guide and not a prescription. Adding and weighing criteria to each factor increase the validity of the analysis.
AREAS TO CONSIDER:-
Strength:- Technical skills, strong brands, distribution channels, customer loyalty, high customer retention, scale, organization work culture, employee satisfaction and retention.
Weakness:- Absence of skills critical to the industry, weak access to distribution channels, low customer retention are just some of them.
Strength includes:- Cost advantages. Financial resources. Customer’s loyalty. Modern product facility. Patents.
Weakness includes:- Narrow product line. Lack of management depth / skills. Weak market image. By cost operation due to high labor cost. In adequate financial capabilities.
Opportunities includes:- Add new product line. Enter in new market. Introduce a new capability. Acquire firm/company with needed technology.
Threats include:- Shifting the budget tastes or preferences. Entry of new rivals or competitors. Unfavorable government policies.
INFERENCE
As the analysis shows that the company is having capabilities to complete on the basis of technology available, qualified manpower. They have good market potential and resources in their hand also.
SWOT analysis helps the company to evaluate itself on the present grounds and gives them an idea for future prospects by removing their weakness and strengthening their opportunities.
SWOT analysis is very essential for any type of organization, it helps knowing the competitive situations regarding the relevant product of the concern.
At last we can say that SWOT analysis is very useful in getting the desired objectives of any concern and surviving the competitive market.
CONCLUSION
By offering economical means of movement for people and goods, the
commercial vehicle industry plays an indispensable role in every economic
activity and developmental process. The Indian commercial vehicle industry
has set for itself a challenging road map of technology up gradation in line
with accelerated emission norms, aimed at improving the quality of air.
Ashok Leyland has led with innovations in alternate fuels besides offering
fuel-efficient engines that are at once economical and environment friendly.
Along with product technology, manufacturing processes have the
potential to make a difference. As a resources-intensive industry that
consumes large quantities of steel, power, water and oil, a reduction in the
consumption of these resources would not only help in environmental
preservation, but also contribute directly to the balance sheet.
Towards this end, Ashok Leyland has been adopting clean and lean
manufacturing processes at all manufacturing locations, while also
monitoring and guiding suppliers in establishing Environmental Management
Systems. This first ever report on sustainability from the Company will be a
springboard for scaling up programmes for resource conservation,
environmental protection as also such actions with societal impact as are
expected of a responsible corporate citizen.
BIBLIOGRAPHY
websites
www.ashokleyland.com
www.google.co.in . www.ashely.com
Manuals
Magazines of ashok Leyland Ashley news Gemba times Ashok patrika Company”s report and document Articles of ashok Leyland
Books Research methodology(c.r. Kothari) Human Resources Development - T.N. Chabbra
Human Resources Development - V.S.P. Rao (Text and Cases)
Human Resource Management - Ashwathapa, K.