Professional Documents
Culture Documents
Manpower Utilization
Manpower Utilization
Manpower Utilization
Manpower utilization is a business concept that describes how effectively a business uses its manpower or employees. Businesses commonly use the concept of manpower utilization to evaluate output in relation to labour costs. Additionally, businesses use this concept to find new ways to more effectively harness the output of labour. The main tasks involved in planning the rational utilization of manpower resources are to maintain full employment of the able-bodied population and a balance between available manpower and macro-economic demand for labour, and to deploy manpower efficiently. The most general criterion for the rational deployment and efficient utilization of manpower on a macro-economic scale is the attainment in the planned period of optimal rates of extended reproduction and the maximum satisfaction of societys needs with minimal inputs of labour and full employment of the able-bodied population. Effective utilization of manpower has the following advantages: 1. Reduction in cost. 2. Clarity in performing tasks. 3. Saves money as well as time. 4. Less wastage in case of resources. 5. Organizational goals can be achieved faster. It is the duty of the manager to find the right person to do the right work and to allocate work according to the capabilities of an employee. Then only manpower can be utilized effectively.
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Effectiveness in manpower utilization helps the employees to find the opportunities and to perform accordingly. Thus effective utilization of manpower in the organization leads to easier achievement of the organizational goals. This project work makes an effort to analyze the effectiveness in the utilization of manpower in Alampally Brothers Ltd, N.A.D.
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To know whether the employees are satisfied with their job or not. To find out the impact of under utilization of manpower.
To find out the reasons for under utilization of manpower. To suggest solutions for under utilization of manpower.
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dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications.
History
Antecedent theoretical developments
HR spawned from the human relations movement, which began in the early 20th century due to work by Frederick Taylor in lean manufacturing. Taylor explored what he termed "scientific management" (later referred to by others as "Taylorism"), striving to improve economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing processlabour sparking inquiry into workforce productivity. The movement was formalized following the research of Elton Mayo, whose Hawthorne studies serendipitously documented how stimuli unrelated to financial compensation and working conditions attention and engagementyielded more productive workers. Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber, Frederick Herzberg, and David McClelland formed the basis for studies in organizational behavior and organizational theory, giving room for an applied discipline.
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Nearing the 21st century advances in transportation and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in machine. "Human resources management", consequently, became the dominant term for the functionthe ASPA even changing its name to SHRM in 1998. "Human capital management" is sometimes used synonymously with HR, although human capital typically refers to a more narrow view of human resources; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used to describe the field include "organizational management", "manpower management", "talent management", and simply "people management".
Practice
Business function HR's overarching mission has been compartmentalized by industry expert Dave Ulrich as four-fold: (1) aligning HR and business strategy (strategic partner), (2) re-engineering organization processes (administration expert), (3) listening and responding to employees (employee champion), and (4) managing transformation and change (change agent). In practice, HR is responsible for employee experience during the entire employment lifecycle. It is first charged with attracting the right employees through employer branding. It then must select the right employees through the recruitment process. HR then onboard new hires and oversees their training and development during their tenure with
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the organization. HR assesses talent through use of performance appraisals and then rewards them accordingly. In fulfillment of the latter, HR may sometimes administer payroll and employee benefits, although such activities are more and more being outsourced, with HR playing a more strategic role. At the macro-level, HR is in charge of overseeing organizational leadership and culture. HR also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union). Consequently, HR, usually through industry representatives, engages in lobbying efforts with governmental agencies (e.g., in the United States, the United States Department of Labor and the National Labor Relations Board) to further its priorities. The discipline may also engage in mobility management, especially pertaining to expatriates; and it is frequently involved in the merger and acquisition process. HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk.
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purpose. The day when the HR manager was concerned with administrative duties is over and the current HRM practices in many
industries are taken as seriously as say, the marketing and production functions.
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Planning is concerned with coordinating, motivating and controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery should be taken into account. Manager has to reasonably predict future events and plan out the production. The basic purpose of the management is to increase the production, so that the profit margin can be increased. Manager has to guess the future business and to take timely and correct decisions in respect of company objectives, policies and cost performances. The plans need to be supported by all the members of the organization. Planning is making a decision in advance what is to be done. It is the willpower of course of action to achieve the desired results. It is a kind of future picture where events are sketched. It can be defined as a mental process requiring the use of intellectual faculty, imagination, foresight and sound judgment. It involves problem solving and decision making. Management has to prepare for short term strategy and measure the achievements, while the long term plans are prepared to develop the
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better and new products, services, expansion to keep the interest of the owners.
4. It boosts the geographical mobility of labor. 5. It provides smooth working even after expansion of the organization. 6. It opens possibility for workers for future promotions, thus providing incentive. 7. It creates healthy atmosphere of encouragement and motivation in the organization. 8. Training becomes effective. 9. It provides help for career development of the employees.
6. Look after the expected losses due to retirement, transfer and other issues. 7. See for replacement due to accident, death, dismissals and promotion.
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7. Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers.
DOWNSIZING OF MANPOWER
Downsizing of manpower gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job. Thus manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any organization.
MANPOWER UTILIZATION
At the present stage, manpower is becoming a limiting factor in economic growth and, therefore, rational manpower utilization and higher labour productivity is becoming increasingly important. The next 15-20 years will be marked by a progressively smaller increase in the size of the work force. An absolute fall in natural growth of manpower is expected to begin in the 1980s. The sources contributing to the total growth in the working population are undergoing considerable change. Formerly, a growth in the number of factory and office workers was ensured by,
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firstly, natural population growth, and the transfer of manpower from some sectors into others, and, secondly, as a result of drawing into social
production able-bodied persons previously engaged in family households. In 1966-1970, this latter source accounted for 25 per cent of the total growth in manpower, and only 1.5 per cent in 1971-1975. In the Ninth Five-Year Plan period, therefore, macro-economic demand for additional labour was in the main satisfied by the natural growth in the able-bodied population. Considerable changes are taking place as regards the professional qualifications and levels of skill of the labour force. The sphere in which semi- and unskilled labour is used is dwindling as a result of the mechanization and automation of labour-intensive and auxiliary work, and thus making it necessary to transfer workers from some sectors to others and to retrain workers. The inter-sectoral redeployment of the labour force is on the increase, and the retraining of workers is taking place on a larger scale. Under conditions of labour shortage, manpower must be distributed among the different spheres and sectors in such a way as to ensure a forced rate of growth in the most progressive sectors and very high growth rates in the social productivity of labour. The redistribution of manpower has an important role to play. One of the important tasks facing the economy at the present stage is the economic exploitation of the extremely rich regions in the north and east of the Soviet Union. Solving this problem depends to a great extent on providing these regions with a labour force. In this connection,
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the plans contain measures for the migration of workers to the eastern and northern regions and for material incentive schemes that will encourage an inflow of people who will settle in these regions.
The compilation of the manpower utilization plan is preceded by two basic stagesan analysis of labour reserves in the preplanned period and a forecast of manpower resources and their employment. The analysis, the forecast and planning calculations are all stages in one process, which will result in finding the best variant for the deployment and utilization of manpower.
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combination with the manpower utilization study, the business can look for places to improve the way it uses its workforce.
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the study.
3. Time factor was a severe problem since the time allowed for the
project was insufficient to collect maximum data. 4. Cost factor is a major constraint. 5. Responses are not fully reliable. The mentality of the respondents while filling questionnaire will affect the replies given by them.
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INDUSTRY PROFILE
Liquefied petroleum gas (LPG) is a class of petroleum products produced from natural gas or as a by-product from refined crude oil. Types of LPG available in the United States and elsewhere are commercial grade propane, butane, butane-propane mixed, andHD-5 propane for engine fuel). This profile describes two plants, operating with three shifts for 52 weeks per year. The smaller has an annual manufacturing capacity of 2,220,000 barrels; the larger has an annual capacity of 4,440,000 barrels. classifications: (1) absorption, (2) absorption plus turbo-expander, (3) adsorption, and (4) compression. Absorption uses liquid such as naphtha or kerosene to recover LPG from gas. The rate of recovery can be increased by reducing the temperature. As a result, oil absorption plants often use refrigeration in the process. LPG is distilled from the absorption oil by heating the oil. It is possible to recover virtually 100 percent of the propane and butane by maintaining a temperature of -40[degrees]C and by controlling the oil rate. The recovered LPG is fractionated into separate
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components such as propane and butane and must be further purified to remove hydrogen sulfide, organic sulfur compounds, and water in order to meet specifications.
Absorption is used in both lean recovery (recovery of gases low in LPG content, such as propane) and heavier recovery. An oil absorption plant is relatively easy to operate and maintain, but it requires more energy than the turbo-expander process. The turbo-expander process recovers propane and butane by a combination of compression and refrigeration, followed by expansion of the gas through a turbine. When the gas expands, it cools to about -100[degrees]C. The turbo-expander process is used when it is desirable to recover ethane. The process requires less energy but more skill to maintain and operate than the absorption process.
GENARAL EVALUATION
The success of this industry depends to a great extent on the availability of natural gas. Marketwise, the sales potential for LPG should be good, particularly in areas or homes where natural gas by direct pipeline or other cheaper fuels are not available locally. The fixed capital requirements are fairly moderate in comparison with the annual estimated profits, and only one skilled worker is needed. 1. ECONOMIC The economics is good if the natural gas from which much of LPG is manufactured is higher in the components of LPG. However, available natural gas is becoming leaner in ethane and heavier
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products. Rich gas is defined as containing more than 5.0 gallons of LPG components plus/1000 cu. ft. per day of produced gas.
2. TECHNICAL VITA is pleased to present this series of industrial profiles. These Profiles provide basic information for starting manufacturing plants in developing nations. Specifically, they provide general plant description, financial, and technical factors for their operation, and sources of information and expertise. Dollar values are listed only for machinery and equipment costs, and are primarily based on equipment in the United States. The price does not include shipping costs or import-export taxes, which must be considered and will vary greatly from country to country. No other investment costs are included (such as land value, building rental, labor, etc.) as those prices also vary. The series is intended to be useful in determining whether the industries described warrant further inquiry either to rule out or to decide upon investment. The underlying assumption of these Profiles is that the individual making use of them already has some knowledge and experience in industrial development. These profiles should not be substituted for feasibility studies. Before an investment is made in a plant, a feasibility study should be conducted. All profiles are available in English only. They are priced at $9.95 each. You may take advantage of the introductory offer and
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order any three Profiles for just $25.00 or order the entire set of nineteen Profiles for a bargain price of only $150.00.
COMPANY PROFILE
Alampally Brothers Ltd is a closely held Public Limited Company controlled presently by Mezhukattil group to cater the need of L.P.G cylinders for the public sector oil corporations such as Indian Oil Corporation Ltd, Hindustan Petroleum Corporation Ltd and Bharat Petroleum Corporation Ltd. Besides manufacturing L.P.G cylinders, the company also undertakes reconditioning of old L.P.G cylinders from IOCL, BPCL and HPCL. Fresh orders from IOC are also expected shortly. Kerala has got a demand of nearly more than 20 lakh cylinders for the year2010-2011. The company owns heavy duty vehicles for the smooth delivery of cylinders to various LPG bottling plants in Kerala. M/S Alampally Brothers Limited registered under the companies Act 1956 is presently owned by Mezhukattil Group of Family. Mr. M.B. KOYAKUTTY is the Managing.Director and Mrs. Fathima Koyakkutty and Mr.T.I.Sulfikkar are the directors of the Company. Mr.Koyakkutty has other business interests in manufacturing roasted coconut oil, running hospitals etc. The company has been recently awarded ISO Certificate ISO9001: 2008 for manufacturing and supplying of L.P.G cylinders.
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The company has commissioned its manufacturing unit in the year 1985. The necessary statutory approvals and licenses have been obtained from Bureau of Indian Standards and Chief Controller of Explosives, Nagpur. The production of gas containers is based on the
levels of off take by Oil Corporations. So far the company has produced and supplied more than 10 lakhs gas cylinders to Oil corporations. During the financial year 2009-2010 the production was 1.5 lakh gas cylinders and the companys turnover was Rs.150 millions including hot repair of cylinders. The power connection is High Tension category with a permitted maximum demand of 250 KVA. A Diesel Generator set of 250 KVA is commissioned as standby arrangement in case of power failures. The water requirement of the company is met by a Borwell and an open well is available in the premises of the company. The family of Mezhukattil is a well known industrialist and business group in Kerala. Besides manufacturing industry they have interest in plantation, trading, real-estate etc. At present Mezhukattil family has promoted M/S Alampally Brothers Limited, to manufacture Liquefied Petroleum Gas containers for the Government owned oil corporations. The company has its office and manufacturing plant at Manalimukku, Naval Armament Dept P.O., Aluva 683 563. Ernakulum District, Kerala located in a 3 acre plot. The built up area of the factory building is more than 2000 sq.meters.
Financial Status
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The companys capital fund from the Shareholders is Rs. 150 lakhs. Financial assistance to the tune of Rs.600 lakhs obtained as short and long term assistance from Directors. The company has got a current account with State Bank Of India Aluva, Kotak Mahindra Bank
and Indus Ind Bank for its day to day operations. The companys investment in the firm gross fixed assets amounts to Rs.300 lakhs.
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around 200 workmen, who are well educated, trained and experienced in handling custom built machines and equipments.
Products
Liquefied Petroleum Gas (L.P.G.) is a mixture of hydrocarbon gases used as a fuel in heating vehicles and increasingly replacing chlorofluorocarbon as an aerosol propellant and a refrigerant to reduce damage to the ozone layer. Varieties of L.P.G. bought and sold include mixes that are primarily propane, mixes that are primarily butane, and the more common, mixes including both propane (60%) and butane (40%),depending on the season in winter more propane ,in summer more butane . A powerful odorant, ethanethiol, is added so that leaks can be detected easily. The international standard is EN 589.L.P.G.is manufactured during the refining of crude oil or extracted from oil or gas streams as they emerge from the ground. At normal temperature and pressure, L.P.G. will evaporate. Because of this L.P.G. is supplied in pressurized steel bottles. In order to allow for thermal expansion of the contained liquid, these bottle are not filled completely, typically, they are filled to between80% and 85% of their capacity. The ratio between the volumes of the vaporized gas and the liquefied gas varies depending on composition, pressure and temperature but is typically around 250:1. The pressure at which L.P.G. becomes liquid called its vapor pressure, likewise varies depending on composition and temperature; for example it is
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approximately 220kilopascals (2.2 bar) for pure butane at 20*c (68*f) and approximately 2.2 megapascals (22bar) for pure propane at 55*c (131*f).L.P.G. is heavier than air, and thus will flow along floors and tend to settle in low spots, such as basements.
According to the 2001 census in India, 17.5% of India households or 33.6 million Indian households used L.P.G as cooking fuel in 2001.76.64% of such households were from urban India making up 48%of urban Indian households as compared to a usage of 5.7%only in rural Indian households .L.P.G is subsidized by the Government of India. Increase in L.P.G pieces has been a politically sensitive matter in India as it potentially affects the urban middle class voting pattern.
Training
Training may be defined as an organizationally planned effort to change attitude of workers /staff so they can perform jobs an acceptable quality. Training is given to the ordinary workers to make them as skilled workers .Skilled workers and supervisors give necessary directions to them.
Promotional Possibilities
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Promotion is given to them, when an employee moves to a position higher that former one. Promotion is generally based on the seniority and skills. Motivation to workers and technical staffs are given by the way or incentives and cash awards.
The company is in an expansion stage and need a lot of technical, skilled and unskilled work force. There is right opening for the right people who can reach to the top managerial positions within a short span of time. Staffs are paid monthly and overtime work done by them is given compensatory holidays. Bonus is given to all employees once in a year.
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RESEARCH METHODOLOGY
Research methodology refers to the procedures by which researchers go about their work of describing, explaining and predicting phenomena. It starts with the approaches to identify a research problem, define the same, plan and design a research design, executes the same and concludes with the review of reported findings.
TITLE
EFFECTIVENESS IN THE UTILIZATION OF MANPOWER IN ALAMPALLY BROTHERS LTD, N.A.D
PROBLEM DEFINITION
The main asset of an organization is its manpower. Organizational objectives are achieved through the constant effort of its employees. So manpower utilization is very crucial in every organization in case of its success. If the manpower is weak in an organization, it will result in under performance.
SAMPLING
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To overcome the difficulties of complete enumeration, a part or fraction is selected from the population, which is called a sample and the process of such selection is called sampling. The theory of sampling is based on the logic of particular to general and hence all results will have to be expressed in terms of probability.
Sampling can be classified into two. They are: Probability Sampling Non Probability Sampling PROBABILITY SAMPLING The probability samples are resulting from a process of random selection, whereby each member of a universe has a known chance of being selected for the sample. Chances of bias will be less. Probability sampling methods are the following: Simple Random Sampling Systematic Sampling Stratified Random Sampling Cluster Sampling NON PROBABILITY SAMPLING Non probability sampling methods involve less statistical measures as compared to the random sampling methods. This method is featured by more injunctions of personal considerations and judgment of the investigator.
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Judgment Sampling
SAMPLE SIZE
The number of items to be included in the sample space is known as sample size. The sample size is 50 employees of Alampally Brothers Ltd, N.A.D.
DATA COLLECTION
The information for the research can be collected from the two categories they are primary data and secondary data. PRIMARY DATA
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Primary data refers to the first hand information that an investigator himself collects from the respondents. It is direct and original in nature.
For the study, primary data was collected from the individual respondents forming part of the sample and their responses were noted down. SECONDARY DATA Secondary data is the information collected from those data which have already been obtained by some other researchers. Secondary data required for the study was collected mainly from internet and some other related books.
TOOLS FOR DATA COLLECTION Questionnaire was used as main tool for collecting primary data. DATA ANALYSIS Primary data collected are tabulated and then converted into percentages. Then pie diagrams are drawn, analyzed and finally interpretation is made.
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employees have been chosen, it may not represent universally. 3. Any wrong information given by the employees will affect the accuracy of the study. 4. Responses given by employees may not be honest ones. The mentality of the employees while answering questionnaire may be different from that of correct one.
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OVERTIME WORK
From the above diagram, it is clear that 62% of the employees work overtime when it is essential and rest 38% of the employees do not work even if it is essential. 2. Are you satisfied with your job in the organization?
RESPONSE YES NO
NO: OF RESPONDENTS 35 15
% OF RESPONDENTS 70 30
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JOB SATISFACTION
30%
YES NO
70%
70% of the employees are satisfied with their job in the organization and 30% of the employees are not satisfied with their work.
3. Do you think that your educational qualification truly fits your job?
RESPONSE YES NO
NO: OF RESPONDENTS 30 20
% OF RESPONDENTS 60 40
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EDUCATIONAL QUALIFICATION
40%
YES NO
60%
60% of the employees think that their educational qualification match with their job and rest 40% of the employees believe that their qualification do not match with the job.
4. Whether your organization conducts any kind of training programs to improve your performance?
RESPONSE YES NO
NO: OF RESPONDENTS 32 18
% OF RESPONDENTS 64 36
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TRAINING PROGRAMS
36%
YES NO
64%
64% of the employees said that organization conduct training programs to improve their performance and 36% of the employees said no to the question about training programs.
RESPONSE YES NO
NO: OF RESPONDENTS 23 27
% OF RESPONDENTS 46 54
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46% 54%
YES NO
Only 46% of the employees are satisfied with the training programs conducted by the organization and rest 54% of the workers are not satisfied with those training programs.
6. Do you think that your potentials are fully being utilized by the organization?
RESPONSE YES NO
NO: OF RESPONDENTS 21 29
% OF RESPONDENTS 42 58
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POTENTIAL UTILIZATION
42%
58%
YES NO
Only 42% of the employees said that their potentials are fully utilized by the organization and 58% of the employees potentials are not completely utilized by the organization.
RESPONSE YES NO
NO: OF RESPONDENTS 15 35
% OF RESPONDENTS 43 57
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PERFORMANCE LEVEL
43%
YES NO
57%
About 57% of the employees said that their performance do not meet with superiors expectations and 43% of the employees performance reach up to the expectations of superior.
RESPONSE YES NO
NO: OF RESPONDENTS 28 22
% OF RESPONDENTS 56 44
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MANPOWER PLANNING
44% 56%
YES NO
56% of the employees said that organization has manpower planning and rest 44% contradicts this fact.
RESPONSE YES NO
NO: OF RESPONDENTS 32 18
% OF RESPONDENTS 64 36
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WORKING ATMOSPHERE
36%
YES NO
64%
64% of the employees said that organization has positive working environment and 36% of the employees said that there is no positive working environment in the organization.
10. Have you ever feel that your work load is beyond bearable?
RESPONSE YES NO
NO: OF RESPONDENTS 11 39
% OF RESPONDENTS 22 78
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WORK LOAD
22%
YES NO
78%
22% of the employees views that their work load is beyond bearable and 78% of the employees do not think so.
11. Are you being constantly scolded by your superior for not completing work in time?
RESPONSE YES NO
NO: OF RESPONDENTS 20 30
% OF RESPONDENTS 40 60
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CONSTANT SCOLDING
40%
YES NO
60%
40% of the employees are getting continuous scolding from their superior for not finishing work in time and rest 60% does not have such problems.
12. Do you think that time allotted to close up a task is enough or not?
RESPONSE YES NO
NO: OF RESPONDENTS 29 21
% OF RESPONDENTS 58 42
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TIME ALLOCATION
42%
YES NO
58%
58% of the employees think that time allotted to finish a task is enough and 42% of the employees views that time allotted to complete a task is not enough.
RESPONSE YES NO
NO: OF RESPONDENTS 22 28
% OF RESPONDENTS 44 56
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44%
YES NO
56%
44% of the employees performances are affected by their personal problems and 56% of the employees performances are not affected by personal problems.
RESPONSE YES NO
NO: OF RESPONDENTS 50
% OF RESPONDENTS 100
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EMPLOYEE CONSELLING
NO
100%
Every employees under the survey said that there is no employee counseling in the organization.
RESPONSE YES NO
NO: OF RESPONDENTS 26 24
% OF RESPONDENTS 52 48
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INTERVAL
48%
52%
YES NO
52% of the employees answered that interval provided by the organization is sufficient and rest 48% of the employees viewed that interval is not enough for relaxation
RESPONSE YES NO
NO: OF RESPONDENTS 37 13
% OF RESPONDENTS 74 26
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SUPERIOR'S GUIDANCE
26%
YES NO
74%
74% of the workers are satisfied with superiors guidance and 26% of the workers are not completely satisfied with superiors guidance.
RESPONSE YES NO
NO: OF RESPONDENTS 32 18
% OF RESPONDENTS 64 36
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36%
YES NO
64%
64% of the employees stated that organization has a good grievance settlement system. On the other hand 36% of the employees said that there is no good grievance settlement system in the organization.
RESPONSE YES NO
NO: OF RESPONDENTS 33 27
% OF RESPONDENTS 66 34
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34%
YES NO
66%
66% of the employees are satisfied with companys overall performance. Whereas, 34% of the employees are not at all satisfied with companys overall performance.
RESPONSE
NO: OF RESPONDENTS
% OF RESPONDENTS
20 30
40 60
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BELOW AVERAGE
SELF EVALUATION
40%
40% of the employees view themselves as above average workers and 60% of the employees evaluated as average workers. There is below no average group in the organization
20. If you are an above average employee, please list out your qualities that makes you good? Commitment towards the work Good mentality Punctuality Good rapport with co-workers
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21. Could you please suggest some measures to improve your performance if necessary? Provide proper training. Give proper respect to the workers. Create good organizational climate. Modify interval schedule.
These are suggestions put forward form the part of employees for improving their performance.
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FINDINGS
Major findings of the study are discussed below: 1. To understand the effectiveness in the utilization of manpower in Alampally Brothers Ltd. From the survey conducted among employees, it has been found that the organization failed to tap out the full potential of the employees. Some employees performance (about 57%) is not coinciding with superiors expectations. This may be due to lack of effective
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training. A group of employees are not able to put their efforts in the right and efficient manner. This may be due to poor guidance from the part of superiors and poor rapport between the employer and the employee. 2. To know whether the employees are satisfied with their job or not. 70% of the employees are satisfied with their job in the organization. Their satisfaction with the working conditions and good relationship with the employer enhance their satisfaction towards the job. They remarked that organization is giving due proper consideration to workers while framing their HR policies. Besides this, few employees (30%) are not satisfied with their job. This may be because of wrong posting. That means employees academic qualification does not truly fit the job.
3. To find out the impact of under utilization of manpower. Under utilization of manpower result in lower productivity which in turn result in reduced profits. Thus under utilization of manpower will negatively affect the overall performance of the organization. 4. To find out the reasons for under utilization of manpower.
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From the survey conducted, it is also found that employees personal problems are negatively affecting their work. Employees fail to pay their complete attention in the job. There is no employee counseling in the organization. Some employees (48%) are not satisfied with the interval provided by the organization. They said that interval is not enough them to get recharged. 36% of the employees are not at all happy with the grievance settlement system of the organization. 5. To suggest solutions for under utilization of manpower. Under utilization of manpower is a major cause for organizations under growth. Manpower can be utilized better if the organization conducts effective training and orientation classes for the employees. The organization must modify its interval schedule so that workers get enough time to get recharged. Organization must introduce employee counseling program to solve the personal or psychological problems of the employees.
SUGGESTIONS
The main problem that prevails in the company is improper utilization of manpower that affects the companys overall performance. In this chapter, some suggestions are put forward for the effective utilization of manpower in the organization. The company should provide effective training classes to the employees in order to bring out their full potentials. Poor skilled labours
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must be filtered out and special orientation programs should be given to them. Company must conduct manpower planning to fix the right number of employees in the right job and in the right time. The company must pay attention to the educational qualification of the employees while posting for the job. The grievance settlement system of the company must be periodically revised and should ensure its good functioning. The company must keep on enquiring about the employees problems and try to resolve those difficulties. The interval schedule of the company must be modified in accordance the workers wish and whim so that they will get sufficient time to get relaxed and to perform work in an efficient way. The company must introduce employee counseling program in order to help the mentally weak employees and to solve their personal as well as psychological problems. This will helps to bring out the full potential of the employees.
CONCLUSION
Good and efficient manpower is the real asset of every organization. Its nothing but quality of manpower present in the company decides organizations success. Treatment of human resource is not a simple task like treatment of other physical resources such as machines and money. Company must schedule its activities in tune with human resource exist there.
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Employees performance depends up on so many factors. Some employees may look for good working conditions for better performance While, some others ask for improvement in intervals to show their good performance. In that way, human minds are all totally different. Company should take necessary measures in order to tackle these differences. Optimum manpower utilization can be achieved when it is possible to schedule more work than men available.
QUESTIONNAIRE
MANPOWER UTILIZATION IN ALAMPALLY BROTHERS Ltd, N.A.D. DEPARTMENT: JOB DESIGNATION: EDUCATIONAL QUALIFICATION:
1. Do you work overtime when it is essential?
Yes
No
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3. Do you think that your educational qualification truly fits your job? Yes No
4. Does your organization conduct training programs to improve your performance? Yes No
6. Do you think that your potentials are fully being utilized by your organization? Yes No
10. Have you ever feel that your work load is beyond bearable? Yes No
11. Are you being continuously scolded by your superior for not completing work in time?
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Yes
No
12. Do you think that time allotted to close up a task is enough or not? Yes No
13. Whether your personal problems ever hinder your performance? Yes No
15. Whether the interval provided by the company is sufficient or not? Yes ` No
17. Does your company have good grievance settlement system? Yes No
18. As an employee, are you satisfied with companys overall performance? Yes No`
Average
20. If you are an above average employee, please list out the qualities that makes you good? 21. Could you please suggest some measures to improve your performance, if necessary?
BIBLIOGRAPHY
BOOKS
1. T.N. Chhabra. Human Resource Management. Delhi: Dhanpat Rai and Co, 2005. 2. Kumar M.C Dileep and Vineet K.M. Research Methodology. New Delhi: Kalyani Publishers, 2010
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3. Pattanayak, Biswajeet. Human Resource Management. New Delhi: Prentice Hall Of India, 2008.
WEBSITES
1. http://en.wikipedia.org/wiki/Human Resource Management
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