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Harsha engineers pvt.
Limited
Indian Supplier of boll bearing Machinery
&
Parts in Ahmedabad, Gujarat, India.
SUBMITTED BY:-
Kothari abhi
Class:-S.Y.B.B.A
Roll No: - 174Division:-B
SUBMITTED TO:-
Dipali Atre
2010-2011
N.R.INSTITUTE OF BUSINESS ADMINISTRATIONGls Campus, Mardia Plaza Lane, Opp.C.G.Road, Ellis Bridge,
Ahmedabad-380006
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CERTIFICATE
This is to certify that a project report on industrial visit to
STOVEC INDUSTRIES LIMITED is submitted by Mr. AMIT S.
PATEL to N.R.INSTITUTE OF BUSINESS ADMINISTRATION
affiliated to THE GUJRAT UNIVERSITY, in the fulfillment of the
requirement for completion of the “practical studies” in the area of
human resource management at the second year bachelor of business
administration programme.
-------------------- ----------------------
Director Prof. In Charge
DATE: / / 2010
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ACKNOWLEDGEMENT
The successful completion of this report would not havebeen possible without co-operation and support of my
teacher,friends and my institute.
I forward my gratitude to respected director of institute for
arranging this visit.
I am highly thankful to the management and staff of HARSH
ENGINEER LTD.
I express my sincere thanks to the staff of the unit who given usall the information and who have guided us during the visit. I am also
thankful to Prof. Dipali Atre with whose help, the training was made
possible and who provided full guidance,co-operation and valuable
suggestion about industrial report.
I am really obliged to the company and all those manager,Chief
executive & other person of company who heartily give me
information about the company by answering my question.
I am thankful to my college friends and allthose who have helped me directly or indirectlyin the preparation of this repor.
Abhi N kothari
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INDEX
Sr No. Particulars Page
No.
1. COMPANY PROFILE1.1 Name of the company
1.2 Location of works and registered office
1.3 Main business and product rang
1.4 Form of business organization
1.5 Brief history1.6 Mission
1.7 Business philosophy
1.8 Board of directors
2 HUMAN RESOURCE MANAGEMENT2.1 Details of workers
2.2 Scope of HR activities2.3 Organization of HR department
2.4 Human resource planning
2.5 Job analysis and Job design
2.6 Recruitment and Selection process
2.7 Orientation and Placement
2.8 Training and Development
2.9 Performance Appraisal2.10 Employee and Executive Remuneration
2.11 Incentive Payments
2.12 Employee Benefits and Services
2.13 Welfare
2.14 Safety and Health of Employee
2.15 Promotions, Transfers and Separations
2.16 Industrial Relations
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Company profile
1.1 NAME OF COMPANY
Harsha Engineers Limited
1.2 Location of works & registered office
Company Head Office / Quarters:
Sarkhej Bavla Highway,
Po-Changodar
Ahmedabad,
Gujarat-382213
Phone : 91-27-17391200
Fax : 91-27-17391259
Web : http://www.harsh engineers.com
Address
7 Evergreen Industrial Estate , 1st Floor Shakti Mills Lane ,
Off E Moses Road Mahalaxmi
Mumbai
Maharashtra 400011
Tel : 91-22-4922423/56/61Fax : 91-22-4932980
Head office
Stork Prints BV
P.O. Box 67
5830 AB Boxmeer
The Netherlands
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1.3 Main Business & Product Range
INTRODUCTION
Cage, also known as retainer is a components used to
space,separate and retain rolling elements like balls and rollers of a
bearing.the role of cages or separators as they are sometimes known,is
threefold.firstly,they spacethe rolling elements equally apart and help
with lubricant distribution of separable type bearing speeds.finally ,
they facilitate handing and installation of separable type
bearings.some of the materials used to manufacture cages aresteel,plastic and brass.
Since bearing are required to accelerate rapidly, cages shold be
lightweight and be manufactured from materials that have superior
strength/weight ratios.In the past, cages were made from brass or
bronze.these had good wear characteristics but progressively became
too expressive for all but critical applications. This resulted in the
development of steel cages , which provide excellent service at lower cost particularly in ball bearings where the cage presents a large
contact area to the balls.
Products
Roller bearing cages
Taper Roller bearing cages
Needle roller bearing cages
Cylindrical roller bearing cages
Spherical roller bearing cages
Ball Bearing cages
Deep groove ball bearing cages
Angular contect ball bearing cages
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1.4 Form of organization
HARSHA ENGINEERS are PVT LTD Company.
Owners
As of November 2007 Stork Prints’ owners are Bencis Capital
Partners (60%) and Stork (40%).
1.5 Brief History of Organization
HISTORY
Harsha engineers is a global solution provider of bearing cages as well as special purpose stampedcomponents. It is a preferred supplier of different typesof roller and ball bearing cages and cages for bearingwith special application.harsh has been a growing
organization with significant international presence.Since 1972, harsha brings rich experience gainedfrom customer engagements around the world throughtechnology pantership and strategic alliances.
Harsha takes pried in its position as a preferredsupplier to bearing manufacturers worldwide.
Harsha’s constant focus on quality, system and processes has
resulted in ISO 14001:2004(E) envroment certification and
ISO/TS16949-III certification ,which is the highest certification in
auto component manufacturing se
1972– inception of harsha engineers.
1979-developed first cages for taper roller bearing.
1985- developed brass machined cages as an import substitute.
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1993-new facility in Changodar,Ahmedabad. introduced State –of –
the art manufacturing facilities for pre-riveted ball bearing cages for
the firist time in India. The technical knowhow was sourced from
shimizu Seiko of Osaka.
ISOme in India. The technical knowhow was sourced from shimizu
Seiko of Osaka.
ISO 9002 certification received.
Tool room established with german &Japanese cnc machines.
1998-harsha establishes a 100% export oriented unit atMoraiya, Ahmedabad with technical knowhowfrom USA for taper roller beraing cages.
1998-award for outstanding performance from FAGprecision bearings.
2000-ltd. For three consecutive years.
2001- AMA-Atlas dyeche outstanding entrepreneur of the year award to managing director, Mr.Rajendra shah.
2002-poyamide cages shop set up inChangodar,Ahmedabad .
received best supplier award from Timken Indialtd.
2004-ISO/TS 16949:2002 certification received.Implemented ERP system –SAP.
2005-taper automation division established atChangodar,Ahmedabad .started production of steelspherical roller bearing cages.
2006-brass machined cages shop established inMoraiya,Ahmedabad.
2007-set up new world class deep groove ball bearing
facility at Changodar,India
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2008-ISO 14001 enviromental certification accreditedbackward integration with brass foundry.
2009-six sigma implementation across the organization.
2010-Harsha opens new manufacturing facility inChangodar,India.
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1.6 Mission & Vision Statement of organization
Vision
Vision 2010
To build a learing organization
With
customer focus
Ingraining amily values with professionalism,
Integrity,lean processes, agility,speed & innovative solutionsTo Create
Value & Competitive prices for the customer
Enhancing stakeholder value by achieving
Growth rate of more than 30%
In the field of Bearing Cages,
Automobile Components & Solutions
Mission
To enable Individuals to contribute and make a difference to
their work and their communities by fulfilling what is possible for
them.
To empower Organizations to create new advantages and realize
unprecedented futures that honor individual contribution andorganizational vision.
To create opportunities for individuals and businesses to come
together in a commitment to accomplish goals that benefits not only
the organizations but also society at large.
Stork Prints is a global leading company in the textile and
graphics printing market. Providing total system solutions: from
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screens, lacquers, inks and digital engraving to a broad range of rotary
screen and digital printing systems.
Being the expert in electroforming this not only entails highly
reliable rotary screen technology but also an extensive program of
precision metal products.
The group achieved worldwide a turnover of € 180 million in
2008. Through continuous innovation and a powerful distribution
network Stork Prints adds significant value to its customer’s processes
and products.
Core activities
Leveraging the electroforming technology rotary screen printing
for the bolls and graphics industry offering complementary digital and
flexor printing concepts in these markets all from a consumables-
driven market approach
Core competences
Development and production of screens and the printing systems
required for their use in the textile and graphic printing industry.
Supply of consumables such as ink and lacquers, services, spare parts
and auxiliaries for the textile and graphic printing industry.
Production of precision metal products by means of electroforming
and photo-etching.
HARSHA ENGINEERS is a global solution provider of Bearing
cages as well as special purpose stamped components. It is a prefered
supplier of different types of Roller and Ball Bearing Cages and cages
for Bearing with special applications. Harsha has been a growing
organization with significant international presence. Since 1972,
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Harsha brings rich experience gained from customer engagements
around the world through technology partenerships and strategic
alliances. This results in realizing superior value to help industries
perform efficiently and profitably. Harsha also believes thatinnovation and reliable support helps to strengthen customer
relationships.
Harsha takes pride in its position as a preferred supplier to
bearing manufacturers worldwide.
Harsha’s constant focus on quality, systems and processes hasresulted in ISO 14001:2004(E) Environmental Certification and
ISO/TS16949-III certification, which is the highest certification in
Auto component manufacturing sector.
Harsha is a learning organisation. Offers you an exiciting array
of careers in engineering, design,marketing,logistics,human resources
nad general management, opportunities to suit your skills andexperience the best.
Varoetu. Learning. Teamwork. Growth. Joining Harsha
translates into continued opportunities to expand your horizons. There
is challenging and interesting work being done here and our ambience
ensures that all team members excel in their assigned roles. A culture
which values excellence complements a state of the art infrastructure
and an enjoyable work environment.
Prospective employees are invited to browse through this web
site to know more about our company, our products and services and
the kind of career path potentially available to you from time to time.
Do keep in touch with our web site to find out about new job
openings in your area of speciallisation.
Business Description:
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Industries
Limited is an India-based company. The Company is engaged in
textile machinery manufacturing. The products manufactured by the
Company include nickel perforated rotary screens and machinery for
textile printings. The Company operates in four business segments:
screens, industrial machinery, graphics product and chemicals. Its
product range includes Rotary Printing Machines for textiles, Rotary
Screens and Chemicals for textile printing, and Anilox and Screens
for graphic printing.
Products
Roller bearing cages
Typically a roller bearing uses cylindrical spherical or a Needle roller
as a rolling element to reduce friction in the bearing.These rollers are
well supported by a cage or a retainer. Roller Bearing finds its
application in the bearing for construction machinery, gear
construction, vehicle manufacture,rolling mills & railway wagons.
Harsha has production shops dedicated to different product
families. These shops have manual, semi automatic and automatic
processes considering the cost effective manufacturability of a
product. The facilities are also equipped with sophisticated CNC
machines.
Harsha is technically competent to offer these cages in different
surface finishes such as Vibro finished, shot blasted, Zinc (Zn) or
Manganese (Mn) Phosphated as per customer requirements.
All these cage facilities are also equipped with state-of-the-art
dirt cleaning machines.
A sophisticated 3D CNC – Coordinate Measuring Machine for
measuring product dimensions has also been installed.
Needle Roller Bearing Cages
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Cylindrical Roller Bearing Cages fine application in bearings
where the radial load is substantially higher than the axial load.
Harsha offers a diversified range of Products which includescages for Rivet Hole type, Rivet-less type, Traction Motor Bearing
and other applications.
Product Range:
Material OD Range(mm)
Steel upto 650
Brass upto 120
Taper Roller Bearing Cages
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Deep Groove Ball Bearing can withstand high radial as well as
axial forces which make them ideal for a wide range of applications.
Product Range:Material OD Range(mm)
Steel 20-300
Brass 75-1200
Polyamide 20-100
Angular Contact Ball Bearing Cages
Angular Contact Ball Bearing Cages are designed to support
combined radial and thrust loads or heavy thrust loads depending on
the contact angle magnitude. High speed machine tool spindles
typically use Angular Contact Ball Bearing. Generally cages for these
bearing are made of special Brass or Polymide for hub bearings.
Product Range:
Material OD Range(mm)
Brass upto1200
Polyamide upto100
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Markets/clients
Graphics section:
Packaging - and label printers and converters
Repro houses for the graphics market
Industrial/security printers
Textile section:
Textile printing preparation specialists worldwide (commission
engravers) Textile printers and finishers worldwide with in-house
engraving facilities
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Metal precision section:
Electronics industry
AutomotiveFood industry
Market position
Rotary screen printing for the textile industry: world market
leader Flexographic laser engravers: among the top three Digital
textile printing: among the top three Rotary screen printingtechnology in the graphic industry: number two Precision metal
products – electroforming: world market leader
1.7 Business Philosophy
Ten things we know to be true “The perfect search engine,” says co– founder Larry Page, “would understand exactly what you mean and
give back exactly what you want.” When Google began, you would
have been pleasantly surprised to enter a search query and
immediately find the right answer. Google became successful
precisely because we were better and faster at finding the right answer
than other search engines at the time.
1. Focus on the user and all else will follow.
Since the beginning, we’ve focused on providing the best user
experience possible. Whether we’re designing a new Internet browser
or a new tweak to the look of the homepage, we take great care to
ensure that they will ultimately serve you, rather than our own
internal goal or bottom line.
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2. It’s best to do one thing really, really well.
With one of the world‘s largest research groups focused
exclusively on solving search problems, we know what we do well,and how we could do it better. Through continued iteration on
difficult problems, we’ve been able to solve complex issues and
provide continuous improvements to a service that already makes
finding information a fast and seamless experience for millions of
people
3. Fast is better than slow.
We know your time is valuable, so when you’re seeking an
answer on the web you want it right away – and we aim to please. We
may be the only people in the world who can say our goal is to have
people leave our homepage as quickly as possible.
4. Democracy on the web works.
It relies on the millions of individuals posting links on websites
to help determine which other sites offer content of value. We assess
the importance of every web page using more than 200 signals and a
variety of techniques, including our patented PageRank™ algorithm,
which analyzes which sites have been “voted” to be the best sources
of information by other pages across the web.
5. You don’t need to be at your desk to need an answer.
The world is increasingly mobile: people want access to
information wherever they are, whenever they need it. We’re
pioneering new technologies and offering new solutions for mobile
services that help people all over the globe to do any number of taskson their phone
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6. You can make money without doing evil.
The revenue we generate is derived from offering search
technology to companies and from the sale of advertising displayed
on our site and on other sites across the web. Hundreds of thousands
of advertisers worldwide use AdWords to promote their products
7. There’s always more information out there.
Our engineers turned their attention to information that was notas readily accessible. Sometimes it was just a matter of integrating
new databases into search, such as adding a phone number and
address lookup and a business directory.
8. The need for information crosses all borders.
Our company was founded in California, but our mission is tofacilitate access to information for the entire world, and in every
language. To that end, we have offices in dozens of countries,
maintain more than 150 Internet domains, and serve more than half of
our results to people living outside the United States.
9. You can be serious without a suit.
Creative things are more likely to happen with the right
company culture – and that doesn‘t just mean lava lamps and rubber
balls. There is an emphasis on team achievements and pride in
individual accomplishments that contribute to our overall success.
10. Great just isn’t good enough.
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We see being great at something as a starting point, not an
endpoint. We set ourselves goals we know we can’t reach yet,
because we know that by stretching to meet them we can get further
than we expected. Through innovation and iteration, we aim to takethings that work well and improve upon them in unexpected ways.
Managing Change believes in a proactive approach to change
By positively seeking and exploiting the opportunities that
change brings whilst ensuring that ethics are not compromised.
Managing Change advocates participation
By encouraging all stakeholders to participate actively to ensure
success.
Seeking to make change learning and rewarding experience for
all participants.
Using personal and organizational development as enablers for change.
Conducting assignments in an open and trusting style with
respect for the individual.
Business Approach
Managing Change aims for quality and practical results
The approach is systematic and thorough, seeking to challenge
business practices and aiming to solve problems with realistic and
practical solutions.
Managing Change works to the IMC professional code of conduct
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Human resource management
2.1 Details of workers
Founded: 1974
Area (m2): 49,000
No. of employees: 160
Level of workers
In the Stovec industries there are three levels of workers. Lower
level and less qualified workers which are come from ITI. Other
employees who are more qualified and they are people of mechanical
engineer and electrical engineer.
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2.2 Scope of Human Resource activities conducted
by the organization
Meaning:
The scope of HRM is very wide. Specifically includes – HR
Planning, Job Analysis and Design, Recruitment and Selection,
Orientation and Placement, Performance Appraisal and Job
Evaluation, etc.
Specifically, the activities included are – HR planning, job
analysis and design, recruitment and selection, orientation and
placement, training and development, performance appraisal and job
evaluation, employee and executive remuneration, motivation and
communication, welfare, safety and health, industrial relations and
like.
These scopes help the HR to fulfill the societal, organizational,
functional and personal objectives of the company.
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The main scope of the HR activities at Stovec industries is as
follows:
a. Recruitment and selection b. HR operations
c. Training & Development
d. Employee motivation tools
e. Rewards & Recognition
f. Employee engagement activities
Thus in Stovec industries, there is wide scope for humanresource management. An employee of that company can get wider
benefits of the good scope of the human resource functions.
2.3 Organization of HR Department
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2.4 Human Resource Planning
Meaning:
Human Resource Planning is the process of forecasting a firm’s
future demand for, and supply of, the right type of people in the right
number.
HRP is understood as the process of forecasting an organization’s
future demand for, and supply of, the right type of people in the right
number.HRM department can intiate the recruitment & selection process.HRP is the sub system in the total organization planning .
Organization planning include managerial activity that set the
company’s objective for the future and determine the appropriate
means achieve those objective.HRP facilitates the realization of the
company’s objectives by providing the right type and the right
number of personal.
In the Stovec industries ltd
2.5 Job Analysis & Job Design
Meaning and definition
Job analysis is a systematic exploration of the activities within a
job. It is a basic technical procedure one that is used to define duties,
responsibilities and accountabilities of a job.”
Job Design involves conscious efforts to organize tasks, duties
and responsibilities into a unit of work to achieve certain objectives.
Job Design follows job analysis.
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“Job analysis is the process of studying and collecting
information relating to the operations and responsibilities of a specific
job. The immediate products of this analysis are job descriptions and
job specification.
Job analysis is useful for overall management of all personnel
activities. It is Important to specify the uses of job analysis.
2.6 Recruitment & Selection process
Meaning:
Recruitment involves attracting and obtaining as many
applications as possible from eligible job-seekers.
Selection is the process of differentiating between applicants in
order to identify and hire those with a greater likelihood of success ina job.
Definition:-
“It is the process of differentiating between applicants in order
to identify those with a greater likelihood of success in job.”
SELECTION PROCESS:
1. External Environment
2. Internal Environment
3. Preliminary Interview
4. Selection Test
5. Employment interview
6. Reference and background analysis
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7. Selection decision
8. Physical examination
9. Job offers
10. Employment contract
At Stovec:-
The Recruitment process is decentralized at Stovec Ltd. in the
sense that each department looks after its needs for people and does
the needful to realize its requirements. A budget is allocated for the
recruitment process through manpower planning. Recruitment is done
through the media of job portals (name of ‘Naukri.com’ given by theofficials) and newspaper advertisement. Even consultants are
commissioned for recruitment at senior level position. During the
selection process there are two phases of interview for a candidate.
The first interview is taken to gauge a person’s technical knowledge
in the particular field he has applied for and the second interview is
taken by the HR department.
2.7 Orientation & Placement
ORIENTATION
Meaning:
Orientation is a systematic and planned introduction of
employees to their jobs, their co-workers and the organization. It is
also called induction.
Definition: - “Orientation is a systematic and planned introduction of
employees to their jobs, their co-workers and the
organization.”
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A firm needs to make four strategic choices before designing
its orientation programme. They are-
1. Formal and Informal2. Individual and Collective
3. Serial and Disjunctive
4. Investiture and Divestiture
The Human Resources Department of stovec structures an appropriate
induction programme to orient the new employees to various
businesses and services at stovec.
PLACEMENT
Meaning:
Placement refers to the allocation of people to jobs. It includes
initial assignments of new employees, and promotion, transfer, or
demotion of present employees.
After an employee has been hired and oriented, he or she
must be placed in his or her right job. It is the assignment or re-
assignment of an employee to a new or different job.
Definition: - “Placement refers to the allocation of people to jobs. It
includes initial assignment of new employees, and
promotion, transfer, or demotion of present employees”
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2.8 Training & Development
Meaning:
Training and development is an attempt to improve current or
future employee performance by increasing an employee’s ability to
perform through learning, usually by changing the employee’s
attitude or increasing his or her skills and knowledge.
Training and Development = Standard performance– Actual
At Stovec:
The training and development function of HR is centralized at
Stovec Ltd. A budget is allocated for this function at the starting of
the financial year for the complete year. It aims at improving
technical, functional, behavioral aspects and soft skills of the
organisation’s employees.
A training calendar is prepared at the beginning of the year
which dates all the training programs during the year so that the
employees are well informed about such programs. Such programs
are arranged by TNA (Training Needs Assessment) technique.
Workers’ opinions are also considered while arranging such programs
i.e. if they feel a need to be trained in a particular field and the
demand is genuine, it is considered by the management. But a
maximum of only 2 programs are arranged for training as per
workers’ needs. The need of such programs is also devised through
surveys, observations by the supervisors, one-on-one meetings with
the employees, discussion with the Head-of-Department, etc.
After conducting the programs a detailed analysis, of whether
the programs have been useful to the workers and whether there has
been a notable change in their efficiency, is done. Such analysis is
done through feedback forms, quiz and questionnaires, inquiry with
the manager, etc. A proper study of Return on Investment is also done
after conducting such programs.
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2.9 Performance Appraisal
Definition:- “Performance appraisal is a formal, structured system
of measuring and evaluating an employee’s job related behaviors and outcomes to discover how and why the
employee is presently performing on the job and how
the employee can perform more effectively in the future
so that the employee, organization, and society all
benefit.”
At Stovec:
Performance appraisal is done for people who are on company’s
payroll every 6 months. 360 degree performance appraisal technique
is used by the organization to make the event extensive.
2.10 Employee & Executive Remuneration
EMPLOYEE REMUNERATION
Meaning:
Remuneration is the compensation an employee receives in
return for his or her contribution to the organization.
Remuneration is the compensation an employee receives in
return for his or her contribution to the organization.
An average employee in the organization sector is entitled to
several benefits - both financial as well as non financial. To be
specific, typical remuneration of an employee comprises – wages and
salary, incentives, fringe benefits, perquisites, and non-monetary benefits.
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There are four theories for remuneration:
1. Reinforcement Theory
2. Expectancy Theory3. Equity Theory
4. Agency Theory
EXECUTIVE REMUNERATION
Executive remuneration has assumed considerable importancein recent years. Deregulation and the consequent entry of MNCs into
the country.
Specifically, this category includes presidents, vice-
presidents, managing directors and general managers. Their
remuneration generally comprises five elements. They are:
1. Salary
2. Bonus
3. Commission
4. Long-term incentives
5. perquisites
At Stovec:
A panel is formed to look after the compensation and benefits of
the workers. This panel decides the educational allowances and leave
allowances.
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2.11 Incentive Payments
Definition:- “Incentives are variable rewards granted to employees
according to variations in their performance.”
The other name for incentives is ‘payment by result’. But the
word ‘incentive’ is most appropriate because of its motivational
content.
The advantage of incentives is the inducement and motivation of
workers for higher efficiency and greater output.
Incentive payments make the employees indulge in conspicuous
consumption.
At Stovec:
Different departments have different incentive plans at StovecLtd.
2.12 Employee Benefits & Services
Definition:- “Benefits and services are based on critical job factors
and performance. Benefits and services, however, are
indirect compensation because they are usually
extended as a condition of employment and are not
directly related to performance.”
The word fringe is not appreciated by management
practitioners on the ground that nowadays benefits and services
constitute substantial labour cost for any organisation.
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Similarly, the terms benefits and services are often used
interchangeably by some writers.
At Stovec:
Stovec Ltd. has a canteen built for workers. They provide
scholarships to their workers’ children to motivate them to study. The
organization distributes uniforms to workers. Various leaves are given
to the workers:
13 – Paid Leave
16 – Sick Leave10 – Casual Leave
Such leaves are accumulated and carried forward to the next
year if they remain unused.
2.13 Employee Welfare
Definition: - “Labour welfare is a term which must necessarily be
elastic, bearing a somewhat different interpretation in
one country from another, according to the different
social customs, the degree of industrialization and
educational level of the workers.”
Mr. Moorthy, in his monumental work on labour welfare,
divides welfare measures into two broad groups, namely:
1. Welfare measures inside the work place and
2. Welfare measures outside the work place
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At Stovec:
Stovec Ltd. regularly organizes get-to-gathers for its workers.
Health care and medical facilities are given to the workers 24 hours a
day. Safety equipments are given to the workers so that their mental
and physical health is affected minimally by the working conditions.
Various family related benefits are also given to the workers. Various
festivals are celebrated at Stovec Ltd. so that the morale of the
employees remains high.
2.14 Safety & Health of Employees
Meaning:
Safety refers to the absence of accidents. It refers to the
protection of workers from the danger of accidents. Every
organization must strive for the safety of its workers.
At Stovec:
Safety measures generally required in this industry are provided
by Stovec Ltd. The organization provides hand gloves to workers for
their safety and ear-plugs to those workers who have to be with
machinery making high decibel noise for a long time.
2.15 Promotions, Transfers & Separations
Meaning:
Promotion results in an improvement in pay, prestige,
designation, and responsibilities of an employee within the
organization.
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Transfer involves a change in the job and the place of job
without change in position, pay or responsibilities.
Separation means when an employee is no longer with his
employer. It can be due to lay-off, resignation, dismissal,
retrenchment or voluntary retirement scheme.
At Stovec:
The employees may be transferred from one department to
another based on the requirements of the departments. The attrition
rate at Stovec is 10%.
2.16 Industrial Relations
Definition:- “Concerned with the systems, rules and procedures used
by unions and employers to determine the reward for
effort and other conditions of employment, to protect the
interests of the employed and their employers, and to
regulate the ways in which employers treat their
employees.”
The three popular approaches of IR are as following. HR
manager are expected to understand these varying approaches because
they provide the theoretical underpinnings for much of the role of
HRM.
1. Unitary Approach
2. Pluralistic Approach
3. Marxist Approach
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COMPANY PERFORMANCE
Stovec Industries Limited continues to be a leading rotary
screen producer in India and reliable partner in business. During the
years we have developed extensive applicationknow-how in the rotary
screen printing technology. In the context of the current year wehave
had a record production and sales of consumables. The company
pursues continuousprocess improvements to ensure that all screens
comply to best in classstandards of quality confirming to high
standards of Environmental health and safety. Wehave continued to
demonstrate high customer focus and with our strong localized
support weplay an important role in our customer's value chain.
The company has demonstrated consistent financial
performance and strong cash reserves.Your Company has had a
successful year and achieved a PBT of Rs. 97.397 million despiteflat
revenues. Improved profitability was driven through margin
expansion and improvedproduct mix. During the year the company
re-engineered its key business processes andsuccessfully migrated to
a new ERP platform.
OUTLOOK & OPPORTUNITIES
The general outlook for the economy in 2010 is expected to
improve. Your Company'smanagement team continues to focus on
efficient execution of various programs initiatedand also plans to add
new product lines from our parent companies portfolio of
products.With improvement in the economic situation in the
international markets, exports ofmachinery may improve. This should
help the company maintain or improve its current marketand financial
position.
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RISKS AND CONCERNS
The overall economic climate and in particular the health of
Textile processingindustry will have direct impact on the company's
business plans. The company continues totake suitable steps to
minimize these risks and their impact on Company’s overall
performance.
INTERNAL CONTROL SYSTEM
Adequate internal control procedures are in place across the
company. The company hasimplemented a new ERP platform. Theinternal control mechanisms have been integrated intothis.
HUMAN RESOURCE MANAGEMENT
The company has focused on creating performance based
culture within the organizationand Employee training is an important
focus area for the company.
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FINDINGS
During the visit to Harsha engeneering Ltd. I found out that the
HR practices followed by the HR department are at par with the
requirements by the organization. The HR department believes in
optimum utilization of resources and has very well adopted its belief
in the working life of the organization. Earlier 12 people used to work
in the HR department but due to rationalization the headcount has
decreased to 3.
The HR department neither believes in spending extravagantly
on HR practices nor cut short on spending an amount required for the
implementation. The workers seemed content with their working
environment as well as the management.
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SUGGESTIONS
Cleanliness should be maintained at the workplace so that the
workers enjoy doing their work.
More people in the HR department should be appointed so that
any grievances of the workers are solved and the activities are
smoothly conducted.
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CONCLUSIONS
The visit to Harsha engeneering was a great learning
experience. I got to know how the HR theories and practices can be
fruitfully implemented in real life situations. And a visit to world
renowned organisation like Stovec Mills just reaffirmed how right HR
practices can lead an organisation to success.
With the current HR practices, Stovec can definitely achieve its HR
vision:
HR Vision
Be The Foundation That Integrates Culture, Vision & Values ,
Creates an Environment That facilitates The Maximization of Human
Potential.
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REFERENCES
Website:- http://www.Harsha engineers.com
Aswathappa, K. Human Resource and Personal Management -
Text and Cases. New Delhi: Tata McGraw-Hill Publishing
Company Limited, 2005.