Hero Internship Industry Profile

VINAYAKA MOTORS PVT LTD
1.1 INTRODUCTION
Training and development play an important role in the effectiveness of organizations and to the
experiences of people in work. Training has implications for productivity, health and safety at
work and personal development. All organizations employing people need to train and develop
their staff. Most organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the form of employing
specialist training and development staff and paying salaries to staff undergoing training and
development. Investment in training and development entails obtaining and maintaining space
and equipment. It also means that operational personnel, employed in the organization’s main
business functions, such as production, maintenance, sales, marketing and management support,
must also direct their attention and effort from time to time towards supporting training,
development and delivery.
This means they are required to give less attention to activities that are obviously more
productive in terms of the organization’s main business. However, investment in training and
development is generally regarded as good management practice to maintain appropriate
expertise now and in the future. The relevance of occupational psychology to training and
development. Contributing to training has long been one of the main concerns of occupational
psychology this is not surprising given that training involves learning and that learning is a
central issue in psychology. Training is one of the core skills of occupational psychology. People
with qualifications in and experience of occupational psychology have been employed in
different capacities in training and development roles in government organizations, private
companies and consultancy groups.
The discipline offers many benefits and perspectives to help resolve training issues and problems
and has also been at the root of many methods and techniques that have now become part of the
routine practices within human resource management. Training specialists must be alert to the
wider issues regarding the problems presented to them and need the skills and confidence to deal
with them. They must understand how training fits into the wider organizational context. An
occupational psychology perspective is extremely beneficial in helping the practitioner to
understand how training relates to other interventions aimed at improving job performance.
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OBJECTIVE
 To pursue the practical knowledge of HR practice in the organization and to
study the organization profile.
 Develop the ability to observe and analysis the dynamics of HR.
 To build a professionalism.
 To understanding the applicability of HR system, challenges and current
trends.
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Area of study
Training and development:
Training and development play an important role in the effectiveness of organizations and to
the experiences of people in work. Training has implications for productivity, health and safety
at work and personal development. All organizations employing people need to train and develop
their staff. Most organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the form of employing
specialist training and development staff and paying salaries to staff undergoing training and
development. Investment in training and development entails obtaining and maintaining space
and equipment.
This means they are required to give less attention to activities that are obviously more
productive in terms of the organization’s main business. However, investment in training and
development is generally regarded as good management practice to maintain appropriate
expertise now and in the future. Training is one of the core skills of occupational psychology.
People with qualifications in and experience of occupational psychology have been employed in
different capacities in training and development roles in government organizations, private
companies and consultancy groups.
The discipline offers many benefits and perspectives to help resolve training issues and
problems and has also been at the root of many methods and techniques that have now become
part of the routine practices within human resource management. Training specialists must be
alert to the wider issues regarding the problems presented to them and need the skills and
confidence to deal with them. They must understand how training fits into the wider
organizational context. An occupational psychology perspective is extremely beneficial in
helping the practitioner to understand how training relates to other interventions aimed at
improving job performance.
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Limitation of the study.

The study covers only Organizational Study. And concentrate only on understanding the
organization working in the practical world. The study was completed in a short span of time so
it was unable to gain more knowledge about the workings of the company.
Industry profile
The automobile world sector is a key player in the global and Indian economy. The global motor
vehicle industry (four wheelers) contributes 5 per cent directly to the total manufacturing
employment, 12.9 percent to the total manufacturing production value and 8.3 percent to the total
industrial investment. It also contribute US dollar 560 billion to the public revenue of different
countries, in term of taxes on fuel, circulation, sale and registration. The annual turnover of the
global auto industry is around US dollar 5.09 trillion, which is equivalent to the sixth largest
economy in the world (organization International des constructers d’Automobiles, 2006). In
addition, the auto industry is linked with several orher sectors in the economy and hence its
indirect contribution is much higher than this. All over the world it has been treated as a leading
economic sector because of its extensive economic linkages.
Indian’s manufacture of 7.9 million vehicles, including 1.3 million passenger cars, amounted to
2.4 percent and 7 percent, respectively, of global production in number. The auto components
manufacturing sectors is another key player in the Indian automotive industry. Exports from
India in this sector rose from US dollar 1.0 billion in 2003-04 to US dollar 1.8 billion in 2005-06
contributing 1% to the world trade in auto components in current USD.
In India, the Automobile industry provides direct employment to about 5 lakh persons. It
contribute 4.7% to India’s GDP and 19 % to India’s tax indirect tax revenue. Till early 1980s
there were few players in Indian auto sector, which was suffering from low volumes of
production, obsolete and substandard technologies. With de-licensing in the 1980s and opening
up of this sector to FDI in 1993, the sector has grown rapidly due to the entry of global players.
A rapidly growing middle class, rising per capita incomes and relatively easier availability of
finance have been driving the 57 vehicle demand in India, which in turn, has promoted the
government to invest at unprecedented level in roads, infrastructure, including projects such as
Golden quadrilateral and North-East-West-South Corridor with feeder roads. 2 The reserve bank
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of India’s annual policy statement documents an annual growth of 37.9 percent in credit flow to
vehicle industry in 2006. Given the passenger car penetration rate is just about 8.5 vehicle per
thousand, which is among the lowest in the world; there is a huge potential demand for
automobiles in the country.
There are two distinct sets of player in the Indian auto industry: automobile component
manufactures and the vehicle manufactures, which are also referred to as original equipment
manufacturing parts, component, bodies and chassis involved in auto mobile manufacturing, the
letter is engaged in assembling of all these components into an automobiles the Indian
automotive component manufacturing sector consist of 500 firm in the organized sector and
around 31000 enterprises in the unorganized sector. In the domestic market, the firms in this
sector supply component to vehicle manufactures, othe component suppliers, state transport
undertakings, defense establishments, railway and even replacement market. A verity of
components are exported to OMEs abroad and after markets worldwide.
The automobile manufacturing sector, which involve assembling the automobile components,
comprises two-wheeler, three-wheeler, four-wheeler, passenger car light commercial vehicles,
heavy trucks and buses/coaches. In India mopeds, scooters, motorcycles constitute the two
wheeler industry, in the increasing order of market share. In 2005-06, the Indian auto sector had
produced over 7.6 million two wheelers and 1.3 millions passenger car and utility vehicles. India
is a global major in the two wheeler industry producing motorcycles, scooters and mopeds
principally of engine capacities 58nbelow 200cc. it is the second largest producer of two-wheeler
and 13th largest producer of passenger cars in the world. Tata figure among the ten largest global
manufacturers of LCVs, heavy trucks, buses and coaches, while it is among the top 25 in
passenger car manufacturing.
The two-wheeler industry in Indian has grown at a compounded annual growth rate of more than
10 percent during the last five years and has also witnessed a shift in the demand mix, with sales
of motorcycle showing an increasing trend. Indian two wheelers comply with some of the most
stringent emission and fuel efficiency standards worldwide. The passenger car segment has been
growing at a rapid pace from over 650000 vehicles sold during 2001 to over a million vehicles
sold during 2004-05, showing an annual growth rate of 17.36percent.
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GOVERNMENT INITIATIVES:
The Government of India encourages foreign investment in the auto mobile sector
and allows 100 per cent FDI under Automatic route. To boost manufacturing , the
government had lowered excise duty on smack cars, motor cycle, scooters and
commercial vehicles to eight per cent from 12 per cent , on sports utility vehicles
to 24 per cent from 30 per cent , on mid-segment cars to 20% from 24% and on
large –segment cars to 24%from 27%.
The government’s decision to resolve VAT disputes has always resulted in the top
Indian auto makers namely, Volkswagen, Bajaj Auto, Mahindra &Mahindra and
TATA Motors announcing and investment of around Rs 11,500 crore (US$ 1.85
BILLION ) in Maharashtra. The automobile mission plan for the period 2006-
2016, designed by the government is aimed at accelerating and sustaining growth
in this sector. Also, the well-established Regulatory frame work under the Minister
of shipping, Road transport and Highways, plays a part in providing a boost to this
sector.
The Government of India- appointed SIAM and Automotive Components
Manufacturers Associating (ACMA) are responsible in working for development
of the Indian Automobile industry.
ROAD AHEAD
The futures of the auto industry depend on the positive sentiments and demand
for vehicles in the market. With the festival season coming up, the Indian auto
sector will see the raising demand which is expected to bring in a major growth.
An auto dealer survey by a firm UBS suggested that Indian auto industry, raiding
on trend like the upcoming festival season and decline in fuel price, will observe a
12per cent y-o-y growth in FY15.
Also, keeping up with international trends, there is expected to be a surge in the
number of hybrid vehicles in the Indian auto sector in the years to come.
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COMPANY PROFILE
Nature of the business carried
Hero motocrop Ltd., formerly Hero Honda, is an indian motorcycle and scooter manufacturer
based in New delhi, india. The company is the largest two wheeler manufacture in the world, and
also in india, where it has a market share of about 46% in the two wheeler category. The 2006
forbes list of the 200 world’s most respected companies has Hero honda motors ranked at 108.
On 31 march 2013, the market capitalization of the company was Rs.30,800 crore.
The Hero Motocorp Ltd Group was established back in January 19, 1984, when the founder of
the company, Dr. Brijmohan Lall Munjal created an enduring business, led by a family of like-
minded workers and managers united by a set of high, yet shared principles. Driven by this
inspiration, the TVS group has today emerged as India’s leading player in the automobile and
automotive components industries. The group has 30 companies employing a work force of
around 40,000 people. TVS Motor Company is the largest among the group companies in terms
of size and turnover.
INTRODUCTION
The vinayak motors pvt. Ltd (Hero) is well established in mysuru, it was set up in 2007, under
companies act 1956. Their main aim is to satisfy customer’s needs by providing sevice in two-
wheelers. The name of the company in itself suggests a different in it. There are total 308
employees. The major competition of VINAYAK are better service for two-wheelers, etc.
VINAYAK is the small scale unit.
VINAYAK MOTORS PVT. LTD (HERO) began operation in 2007 under the leadership of Mr.
for the better service provider of HERO two-wheelers and they are providing service department,
accident department, advantage department with a diversified product range and a reputed
market presence.
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Quality Policy Of Vinayaka Motors Pvt.LTD
“ At Vinayaka Motors commit to implement effective quality system and processed to achieve
highest customer satisfaction through continual improvement performance driven by excellence”
Vision
To be the leading automobiles dealers by providing information, services, products and

representations that result in the member improved financial success Vinayaka Motors consider
customer key for satisfaction as the ultimate success.
MISSION
Their mission is to please their customers through creating innovative and good value vehicles.
VALUES
The company’s value can be Identified focus on productivity, quality, profitability, caring for
customers, employees, cultural heritage and the environment.
OBJECTIVES OF THE COMPANY
 Modernization of Indian automobile industry.

 Production of fuel-efficient vehicle to conserve scare resources.
 Production of large number of motor vehicle which was necessary for economic
growth.
AREA OF OPERATION
As it is the company. The company has four showroom head office is Mysuru and other three
showrooms with sales, service and spare parts facility in Mysuru, Nanjangud, Hullahalli, and
Chamrajnagar..
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HISTORY AND DEVELOPMENT
The Vinayaka Motor Pvt Ltd came into existence in in the town Hullahalli. It initially setup as
Vinayaka Pvt. Ltd. And later on diversified into various sector among which is automobile sector
Vinayaka Motors (p) ltd.
Vinayaka Motors Pvt Ltd offers you the complete range of automobile from Hero Motocorp Pvt
Ltd. The showroom has state of the art facilities, accessories outlet and provides a one stop
solution for complete peace of mind.
“Hero” is the brand name used by the munjal brothers for their flagship company. Hero cycle
Ltd. A joint venture between the Hero Group and Honda Motor company was established in
1984 as the Hero Honda Motors Limited at Dharuhera, india. Munjal family and Honda group
both owned 26% stake in the company. In 2010, it was reported that Honda planned to sell its
stake in the venture to the munjal family.
During the 1980s, the company introduced motorcycles that were popular in india for their fuel
economy and low cost. A popular advertisement campaign based on the slogan ‘Fill it – Shut it -
Forget it’ that emphasized the motorcycle fuel efficiency helped the company grow at a double
digit pace since inception. The technology in the bikes of hero honda for almost 26 years (1984-
2010) has come from the Japanese counterpart Honda.
Hero motocorp has three manufacturing facilities based at Dharuher, Gurgaon in Haryana and at
haridwar in Uttarakhand. These plants together are capable of churning out 3 million bikes per
year. Hero Mptpcorp has a large sales and service network with over 3000 dealerships and
service points across india. Hero honda has a customer loyalty program since 2000, called the
Hero Honda passport program.
The company has a stated aim achieving revenues of $10 billion and volumes of 10 million two-
wheelers by 2017-2018. This in conjunction with new countries where they can now market their
two-wheeler following the disengagement from Honda. Hero Motocorp hopes to achive 10 per
cent of their revenue from international markets, and they expected to launch Nigeria. In
addition, to cope with the new demand over the coming half decade, the company was going to
build their fourth factory in south india and their fifth factory in wester india. Ther is no
confirmation where the factories would be built.
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AWARD AND MILE STONE
 Overall Good Performing Dealership

 Best overall performance in December -2012
COMPETITORS INFORMATION
Mysore automobile market is highly competitive and tough one. The main reason for their
presence of other “B” Brand currently there are many companies in India. They have got various
model such as compact Bikes, mid-range bikes luxury bike multi utility vehicle, sports utility
vehicle etc.
The Key Competitors are
 Arjun motors (Yamaha)

 Star Bajaj (Bajaj1)
 Sona Mptors (TVS)
 Heritage Honda (Honda)
 Place Honda(Honda)
FUTURE GROWTH AND PROSPECTS
Vinayak Motors Pvt Ltdhas been trying to achieve success through maximum reaping its benefits
in the long run. Within a short span of time, they have sold more than 3100 vehicles; the sales
from Vinayaka Motors Pvt Ltdare consistently being improved every month since its
incorporation. Soon, it will reach the height of contributing majority of the market share of
Heromotocorp in Mysuru.
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ORGANIZATION CHART
MANAGING DIRECTOR
GENERAL MANAGER
ASSISTANT MANAGER INTERNAL AUDITORS
DIVISIONAL MANAGER ASSISTANTS
TEAM LEADER TEAM LEADER

ASSISTANTS
TEAM LEADER
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FUNCTIONS OF HUMAN RESOURCE DEPARTMENT
HRM is concerned with 2 sets of function namely operative and managerial function.
Operative function
The operative functions are those tasks or duties which are specifically entrusted to
the human resource or personnel department. These are concerned with employment,
development, compensation, integration and maintenance of personnel of the
organization
Operative functions are
 Recruitment
 Selection
 Training and development
 Employee relationship.
Managerial function
The basic managerial functions consist of Planning, Organizing, Directing, and Controlling.
 Planning: the personnel manager is expected to determine the personnel programme

regarding, recruitment, selection, training of employees.
 Directing: It involves supervising and guiding the personnel’s.
 Controlling: It comprises measuring the employee’s performance , correcting negative
deviation.
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RECRUITMENT AND SELECTION:
Recruitment Objectives of Vinayaka Motors Ltd
 To acquire adequate quality talent at minimum recruitment cost to meet the human
resources needs of the organization.
 To build and sustain organizational capability.
 To hire the right person or the right job.
The primary responsibility for the recruitment process lies with the HR department. However the
indenting department will partner with the HR department to make this process more effective.
Largely the indenting department will assess the fitness of any prospective candidate for the job
where as the HR department will assess the fitness of the candidate for the organization.
Sources of recruitment in Vinayaka Motors Ltd
 Campus recruitment
 Newspaper advertisement
 Online recruitment portals
 Placement consultants
 Walk-in-interview
 Company website and internet portals
 Employee referrals
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Selection process:
The selection process for fresh candidates will consist of written test, group discussion and
personal interview.
 Application screening: Applications received will be preliminarily screened by the HR

department and thereafter by the indenting department only suitable candidates will be
called for personal interview.
 Personal interview: personal interviews are aimed at ascertaining the competency level,
track record, personality traits, areas of interest/preference, personal information, career
objectives, credibility, job and organization fit of any prospective candidate.
It is preferable that outstation candidates are first screened through a process of Tele interview,
jointly conducted by indenting and HR department.
Selection of candidates for any position should necessarily involve a two tier interview process:
 The preliminary interview will be conducted by a panel involving representatives of

indenting department and HR department. The panel will assess the candidates against
the job specifications/norms.
 Candidates meeting the requirements can be shortlisted for final interview by a panel
involving relevant MC members. For positions of DGM and above MD should be a part
of the final interview panel.
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INDUCTION
 An induction program is the process used within vinayaka motors Ltd to welcome
new employees to the company and prepare them for their new role. It helps in the
effective integration of the employee into the organization
 An Induction Program also include the safety training delivered to contractors before they
are permitted to enter a site or begin their work. It is usually focused on the particular
safety issues of an organization but will often include much of the general company
information delivered to employees.
 The timetable should be prepared, detailing the induction activities for a set period of
time for the new employee, including a named member of staff who will be responsible
for each activity. This plan should be circulated to everyone involved in the induction
process, including the new starter. If possible it should be sent to the new starter in
advance. like this the induction program is taken place in Vinayaka Motors Ltd.
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TRAINING PROGRMME
The term Training is concerned with impacting specific skills for particular purpose. The term
Development refers broadly to the nature and direction of change of an employee for doing a
particular job.
OBJECTIVE OF TRAINING
Generally line managers ask the personal manager to formulate the training policies. The
personal manager formulates the following training objective in keeping with the Company’s
goals and objectives.
 To prepare the employee both new and old to meet the present as well as the changing
requirement of the job and the organization.
 To prevent the Obsolescence.
 To impart the new entrants the basic knowledge and skills the need for an intelligent
performance of definite job.
 To prepare employee for higher level tasks.
 To ensure smooth and efficient working of a department.
Training methods
This type of training also known as job instruction training, is the most commonly used method.
Under this method, the individual is placed on a regular job and taught the skills necessary to
perform the task. The trainee learns under the supervision and guidance of a qualified worker or
instructor. On-the-job training has the advantage of giving first hand knowledge and experience
under the actual working condition. While training learns how to perform a job, he is also a
regular worker rendering the services for which he is pais. The problem of transfer of training is
also minimized as the person learns on-the-job. The emphasis is placed on rendering services is
the most effective manner rather than learning how to perform the job. On-the-job training job
methods include job rotation, coaching, job instruction or training through step by step and
committee assignments.
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Job Rotation:This type of training involves the movement of the trainee from one job to
another. The trainee receives job knowledge and gains experience from his supervisor or trainer
in each of the job assignments. Through this method of training is common in training in training
managers for general management position, Trainees can also be rotated from job to job in
workshop jobs. This methods gives an opportunity to the trainee to understand the problems of
employees on other jobs and respect them.
Coaching: The trainee is placed under a particular supervisor functions as a coach in training
the individual. The supervisor provides the feedback to the trainee on his performance and offers
him some suggestions for improvement. Often the trainee shares some of the duties and
responsibilities of the coach and relieves him of his burden. A limitation of this method of
training is that the trainee may not have the freedom or opportunity to express his own ideas.
Job Instruction : This method is also known as training through step by step. Under this
method, Trainer explains the trainee the way of doing the jobs, Job knowledge and skills and
allows him to do the job.
OFF-THE-JOB TRAINING
Under this method of training the trainee is separated from job situation and his attention is
focused upon the learning the material related to his future job performance. Since the trainee is
not distracted by job requirement, he can focus his entire concentration on learning the job rather
than spending his time in performing it. There is an opportunity for freedom of expression for the
trainees. Of-the-job training are as follows :
Vestibule Training: In this method, Actual work conditions are stimulated in a class room.
Materials, Files and equipment those that are used in actual job performance are also in the
training. This type of training is commonly used for training personnel for clerical and semi
skilled jobs. The duration of this training ranges from a few days to a few weeks. Theory can be
related to practice in this method.
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Classroom Lectures: under the off the job methods of training, classroom method or lecture
method is well-known to train white collar or managerial level employees in the organization.
Under this method employees are called to the room like that of classroom to give training by
trainer in the form of lectures. This method is effectively used for the purpose of teaching
administrative aspects or on management subject to make aware of procedures and to give
instructions on particular topic.
Audio-Visual: Providing training by way of using Films, Televisions, Video, and Presentations
etc. This method of training has been using successfully in education institutions to train their
students in subjects to understand and assimilate easily and help them to remember forever. New
companies have come up for providing audio visual material for students in their concern
subjects. In the corporate sector, mainly in customer care centres employers are giving training to
their employees by using audio visuals material to teach how to receive, talk and behaviour with
the customer.
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SALARY AND WAGE RATES:
Salary and wage policy of the company is followed as per minimum wage act of government of
India. The fine for misconduct of the employees and the uniform charges are deducted from the
salary of employees.
The incentives and commission is added as per the performance of the employees, bonus is given
to all the employees as it is mandatory by the companies act
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Counseling
Is done to certain employees who are either identified by departmental head.

Employees can also approach the HR manager voluntarily and things are kept very
confidential.
Employee counseling is a psychological healthcare intervention which can take many

forms. It aims to assist both employer and employee by intervening with an active
problem solving approach to tackling the problems at hand.
The specific aims employee counseling are :
 Explore and find the key sources of difficulty

 Review the individual current strategy and style of coping
 Implement method of dealing with the perceiving, thereby alleviating the issue
.Often this step may involve also improving interpersonal relation at work or
improving personal performance.
 Evaluate the effectiveness of the chosen strategies.
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PAYMENT OF WAGES:
All employees will be paid their wages on working days before the expiry of the seventh day
after the last day of the wag period in respect of which such wages are payable.
Any wages due to an employee remain unclaimed and not paid on the usual pay day, it shall be
paid to the employee or if substantiated on his behalf to his nominee or legal representatives on
any specified week days.
PROMOTION
Promotion is vertical movement of an employee within the organization. In other words,

promotion refers to the upward movement of an employee from one job to another higher one,
with increase in salary, status and responsibilities. Promotion may be temporary or permanent,
depending upon the needs of the organization. There can be ‘dry promotion’ also where an
employee is assigned to a higher level job without increase in pay.
A promotion is not only a way to add more responsibilities to an employee but is a major form of
boosting employee motivation and morale. This results in high productivity and prevents the
company from losing its valuable and important employees.
Promotion has an in-built motivational value as it elevates the authority, power and status of an
employee within an organization. It is considered good personnel policy to fill vacancies in a
higher job through promotions from within because such promotions provide an inducement and
motivation to the employees and also remove feelings of frustration.
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Purposes:
The following are the purposes or objectives of promotion in Vinayaka Motors Ltd.
1. To recognize an employee’s skill and knowledge and utilize it to improve the organizational
effectiveness.
2. To reward and motivate employees to higher productivity.
3. To develop competitive spirit and inculcate the zeal in the employees to acquire skill,
knowledge etc.
4. To promote employees satisfaction and boost their morale.
5. To build loyalty among the employees toward organization.
6. To promote good human relations.
7. To increase sense of belongingness.
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Promotion given to employees in an organization can be classified into three types:
1. Horizontal promotion: When an employee is shifted in the same category, it is called

‘horizontal promotion’. A junior clerk promoted to senior clerk is such an example. It is
important to note that such promotion may take place when an employee shifts within the same
department, from one department to other or from one plant to another plant.
2. Vertical Promotion: This is the kind of promotion when an employee is promoted from a
lower category to lower category involving increase in salary, status, authority and
responsibility. Generally, promotion means ‘vertical promotion’.
3. Dry Promotion:
When promotion is made without increase in salary, it is called ‘dry promotion’. For example, a
lower level manager is promoted to senior level manager without increase in salary or pay. Such
promotion is made either there is resource/fund crunch in the organization or some employees
hanker more for status or authority than money.
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TRANSFER
An employee will be liable to be transferred from one job to another or from one department to
another or from one section to another or from one section to another or from one office to
another provided the nature of job performed by such employee is not different from one which
he was performing earlier.
The management may depute any employee for out section duty in connection with the work or
business of the company.
Employee transfer is the most important part of an organization which allows the
company to shift, the employee from one department to the other. This process is
usually a horizontal movement in an organization where there is no change in the
employee's responsibility.
DISCIPLINEANDDISCIPLINARYPROCEDURE
In disciplinary procedure vinayaka motors ltd are as follows
 Dress Code:
Every permanent employee is provided uniform it should be worn as per company rules.
 Identity card:
Is issued to all employees and will be valid up to 3 years. In case of loss of ID cards, the
same should be reported to the HR department.
 And various other Rules and regulation
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SYSTEM OF COMMUNICATION FOLLOWED
Communication in the organization is based on the following:
Daily/weekly/monthly meeting
Notice aboard
Circulars
Other aspects
MOTIVATIONAL ASPECTS
Motivation is one of the most important concepts in HRD. In most organizations, it is common to
hear the refrain that a particular employee is not motivated and hence his or her performance has
taken a backseat. This is the reason companies spend humungous amounts of money in arranging
for training sessions and recreational events to motivate the employees. Motivation can be
understood as the desire or drive that an individual has to get the work done. For instance, when
faced with a task, it is the motivation to accomplish it that determines whether a particular
individual would complete the task according to the requirements or not. Further, the absence of
motivation leads to underperformance and loss of competitiveness resulting in loss of productive
resources for the organization. It is for this reason that the HR managers stress on the employees.
Performance Review
a whether further training a required, a wage or salary increase is warranted, or an employee

performance review, also know as a performance appraisal, is a tool to measure and assess
employee efficiency and effectiveness. Managers can use a performance as a rational and
objective basis to determine should be promoted to a higher-level position.
A performance review in Vinayaka motors Ltd, involves three steps. First, the manager nad
employee should sit down and clearly define job duties and exceptions of job performance so
that they’re both on the same page.
Second, the manager should conduct the performance by comparing the employee’s performance
against the standards and exceptions developed in the first step. And, finally the manager should
provide the employee with feedback about his or her performance in light of the established
standards and expectations. Based on the appraisal result, the manager might recommend the
employee get further training or that the standards and expectations be modified. He or she also
might recommend a pay raise or promotion for the employee.
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Leave policy
General principles
 Leave cannot be claimed as a matter of right
 The leave sanctioning authority has the powers to refuse or grant leave
 Leave year is from 1st January to 31st December.
 Different types of leave cannot be clubbed together.
 An employee on leave cannot take up any part time or full time service/ employees
consultancy assignment elsewhere.
 Absence from duty, without sanction of leave or not joining duty after the expiry of
sanctioned leave, renders an employee to disciplinary action as per the rules of the
company.
 The company has the right to cancel a granted leave, depending upon the business
exigencies.
Types of leave
 Earned leave(EL)
 Casual leave(CL)
 Sick leave(SL)
 Maternity leave(ML)
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Earned leave (EL)

 A worker is entitled for earned leave with wages at the rate of one day for every 20days
(160 hrs) of work performed in the previous month. A maximum of 15days will be
granted per calendar year (for 240 working days).
 While calculating 240 days, earned leave, maternity leave up to 12 weeks and lay off
days will be considered, but leave shall not be earned on those days.
 Any intervening holidays, during the leave period will not be included in the leave
period. However, in case of absence without leave, the holidays falling between the
absence days shall be treated as absent days only.
 Portion of earned leave that is not availed by an employee during the year, can be
accumulated, the maximum number of days of earned leave an employee may
accumulate is days.
 Wages for leave encashment at the time of separation, and overtime wages shall be paid
on gross salary and however, it will not include bonus or overtime.
 After accumulating 30days of EL an employee can encash some portion of his EL during
his tenure of service or at the time of separation. The encashment will be based on gross
salary.
 After submitting his/her registration, the employee will not be eligible for availing of any
earned leave. However in exceptional circumstances, employee can avail EL with
specific sanction of the concerned head of department.
27
Casual leave(CL)
 Employee can utilize CL only if all earned leaves have been fully utilized.
 An employee will earn a day of casual leave once he/she completes 2 years in the
company including probation period/training period in case of GET & MTs.
 An employee can avail a maximum of 5days of casual leave in a calendar year.
 For employees must seek prior sanction of casual leave from their department head in HR
portal in case of staff and in case of workmen in leave card.
 Casual leave cannot be clubbed with any other type of leave.
 Applying for leave does not give the employee a right to go on casual leave, unless the
same in sanctioned by the department head.
 A maximum of 3 days casual leave in a row can be taken at a time.
 If casual leave extends beyond 3 days in a row, then the excess days taken will be treated
as “leave without pay” and the company will have a right to take appropriate action.
 Un-availed balance of casual leave will not be carried forward and it cannot be encashed.
 Under certain unavoidable circumstances, casual leave can be granted without prior
permission, but in such case, the absence should be notified to the respective
departmental heads/supervisors on the same day through phone and verbal consent
sought.
 In case of availing casual leave, without prior permission the employee should submit a
written application for leave immediately on joining and the leave application, duly
approved by the department heads, should reach the HR department within 3 working
days of rejoining the employee on duty.
28
Sick leave(SL)
 There is no entitlement in terms of numbers of days sick leave. Person who is sick has to
get the approval from his manager for the same if the employee is sick.
 In case sick leave extends beyond 3 days, the staff members, availing the approval for the
same in required to submit a medical certificate from a certified medical practitioner,
detailing reasons for such leave.
 All sick leave applications must be approved by the department head. If he is not
convinced of the merits of the case, he has the rights to refuse the leave. All approved or
rejected sick leave application must be submitted to HR department for their records.
 Sick leave does not cover pre-natal/maternity.
29
Maternity leave (ML)

(employees not covered under ESI)
 All non ESI covered female employee are eligible for 3 calendar months maternity leave,
on full pay, on each occasion of confinement, provided they have been employed with the
company for more than 80 days.
 Remuneration of the employee on maternity leave will be calculated for 3 months
preceding absence and is paid for a period of six weeks before delivery & six weeks after
delivery.
 In case of very specific needs, the female employees member may request additional
leave, over and above the maternity leave in such case, the head of the department can
consider extending the duration of maternity leave, by permitting her to take leave out of
her balance accumulated earned leave. This however, requires prior approval of the head
of the department, who has the powers to refuse it, if deemed fit.
(Employees covered under ESI)
 ESI rules, as applicable to Hero Motocorp , shall apply which are as follows at this
juncture, but could change from time to time & will apply accordingly.
 Wherever the worker is covered by the ESI the maternity benefit will be paid by the ESI
corporation.
30
Main provisions envisaged under the maternity act are as follows:

 Any women worker who has worked for minimum of 80 days in a factory is eligible to
claim the benefit under the act by her employer.
 The benefit consists of payment of twelve weeks paid holidays.
 A medical bonus of rs.250/- is also eligible by the woman worker.
 No employer shall employ any woman in the factory before six weeks immediately
following the day of her delivery.
 Woman worker are restricted to perform hazardous jobs during the pregnancy period.
 The amount of maternity are benefit for the periods preceding the day of her expected
delivery can be made in advance subject to production of proof and subsequent payment
shall be paid by the employer within 48hrs of production of such proof that woman has
delivered the child.
 The woman availing this benefit shall give her claim application in the prescribed form
which has to be supplied by her employer.
31
Procedure for applying for leave

The available leave balance should be checked by the staff in HR portal and for workmen in
leave cards available with the HR department. Leave application should be forwarded minimum
of one week in advance of availing leave by the employee, through his/her supervisor their
department head for approval. The department head has the powers to either grant or disapprove
the leave. The approved leave application has to be submitted to the HR department for
recording and subsequent processing.
The department head will be the leave sanctioning authority for all employees in his/her
department. The plant head Berry Global shall be the leave sanctioning authority for all
department heads who report him directly and any other employees who directly report to the
plant head Berry Global.
Cancellation of leave
The department head has the powers to cancel a sanctioned leave on situational / need basis. If an
employee proceeds to avail the cancelled leave, then those days will be treated as absence from
duty and the rules pertaining to absence from duty will be applied.
32
Total Quality Management (TQM)
Is a participative, systematic approach to planning and implementing a constant organizational

improvement process. Its approach is focused on exceeding customers' expectations, identifying
problems, building commitment, and promoting open decision-making among workers.
Quality of Work Life (QWL)

Is a relatively new concept which is defined as the overall quality of an individual's working
life. QWL is sometimes considered as a sub-concept of the broad concept of quality of life,
which refers to the overall quality of an individual's life.
Quality is critical to satisfying customers and retaining their future loyalty so bear this in mind to
ensure quality products or service that can make an important contribution to long-term revenue
and profitability. Customer expectations are rising all the time, so failing to meet them is
commercial suicide.
QUALITY CIRCLE
A quality circle or quality control circle is a group of workers who do the same or similar work,
who meet regularly to identify, analyze and solve work-related problems. Normally small in size,
the group is usually led by a supervisor or manager and presents its solutions to management;
where possible, workers implement the solutions themselves in order to improve the
performance of the organization and motivate employees. Quality circles were at their most
popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker
participation schemes.
33
LABOUR LAWS APPLIED IN THE ORGANISATION:
FACTORY ACT:
Where 10 or more workers on day of the preceding 12 months and any part of which a
manufacturing process being carried on the aid of power.
All Factories should obtain factory license. Every Factory should have an Occupier. MD or any
Board of director can be Occupier of the Factory. Occupier is having ultimate control over
affairs of the factory. Occupier can appoint a Factory Manager. And when the Occupier is out of
Station , Factory Manager will have control on the Factory.
 Obtaining Factory License:
All factories should obtain factory license from the Inspectorate of Factories of the respective
location. While submitting application for factory license the following to be enclosed:
From No.1,1A ,2 in triplicate; Questionnaire in duplicate, Process Flow chart in triplicate, List of
Directors in triplicate, Rental Agreement if any in duplicate, Memorandum in duplicate, Plans
in triplicate, Board Resolution copy and Original Challan(as fixed by the Govt.)
 Factories employing up to 50 workers:
It should have Medical Officer on Retainer ship. Pre-employment Periodical medical

examination will be conducted. To provide fully equipped first aid box. Minimum 5 persons
trained in first- aid procedures. One should always be available.
 Factories employing 51 to 200 workers:
Is should have an occupational Health Centre. A part time Factory Medical Officer shall be
overall in charge of the center. One qualified and trained dresser-cum-compounder on duty
throughout should be available. A fully equipped first aid box in all the departments.
34
 Factories employing above 200 workers:
 One Full time medical officer for factories employing up to 500 workers and one more
Medical officer for every additional 1000 workers or part thereof.
 A Factory which has more than 250 workers ordinarily employed shall provide with
canteen facility.
 More than 150 workers , suitable lunch room with drinking water facility to be provided.
 The Factory Manager shall appoint a Canteen Managing Committee.
 Welfare Officer:
In a factory where 500 or more workers employed there should be a designated welfare officer.
 Crèches
If more than 30 women workers, suitable room for the use of children under age six years of
such women to be provided.
35
EMPLOYEES PROVIDENT FUND (EPF) AND MISCELLENEOUS ACT, 1952:
 All the employees should be covered on the first day of the employment.
 PF Nomination Form to be filled compulsorily while reporting for duty.
 20 or more employees – separate to be obtained.
 Employees Contribution: 12% of Basic + DA
 Employers Contribution: 13.15% of Basic + DA
( 8.33% of the employers contribution ( subject to a Max . of Rs.541/-) will go to family pension
scheme . Balance amount ( 3.67%) will be added to the Employees P. F. A/c)
 Administration charges 0.65%.
 Employees Deposit Linked Insurance 0.5% - Death Benefit – 102000/-.Premium paid by

management once in a year.
36
 PF Benefits:
 Rate of interest: 8.55%.
 Permanent Withdrawal – Towards Construction of House, Repayment of hosing loan ,

Site purchase, renovation of house, children education, children marriage, medical
ground , self – marriage.
 Family Pension Benefits:
 Minimum 5 years of service required to get pension. Pension will get only after attaining
58 years. In spite of retirement age 60 years, employees will get pension after
completing 58 years. Afterwards, this % of contribution will go to PF a/c only
 Employee will get pension after retirement,
 After death of the member , 3 members of deceased family( including spouse ) will get
pension. Children are eligible for family pension till their marriage.
37
EMPLOYEES STATE INSURANCE ACT (ESI), 1948:
 Those who are drawing salary less than Rs .21000/- should be covered under ESI on the
first day of the employment. Wage Limit increased from Rs. 15000/- to Rs. 21000/-
Effective from 01.05.2017.
 ESI Nomination Forms to be filled compulsory while joining for employment.
 Except Washing allowance all wage components including overtime will be taken into a/c
for deduction of ESI Contribution.
 Contractor should cover their employees either on their own code or Principal Employers
code.
 ESI Declaration form should be duly filled while reporting for duty. Initially a temporary
ESI Card will be issued by the concerned. After 6 months permanent card will be issued.
 Code to be obtained: Workers who are working in an industry where 10 or more

workers are working with the aid of power.
 Contribution Period: October to March and April to September (Minimum 70

contribution should be paid for getting the medical benefits).
 Benefit Period: In spite of stoppage of contribution members are eligible for benefits for
further 6 months period.
Benefits:
 Medical benefit can be availed immediately.
 All nominees declared by the employee is eligible for medical benefits.
 Sickness, Disablement, Dependent Benefits, Maternity Benefit, Medical Benefit, Funeral

Benefit.
 In case of major decease , ESI Office will refer to the listed hospitals for further
treatment.
 Leave wages as per the ESI Act.
38
WORKMEN COMPENSATION ACT, 1923:
The Minimum amount payable in case of Death has been increased from Rs. 80,000/- to
Rs. 1.2 lakhs. All the employees (workers to chairman) are eligible for workmen compensation.
Benefits:
 Death, Permanent total disablement, Permanent Partial Disablement and temporary.
 Death Benefit Calculation: 50% of salary x relevant factor
 Note: Relevant factor is depending upon the age of the employee. The schedule is shown
in Workmen compensation Act,
 Permanent Total Disablement Benefit: 60% of Salary x RF x% of disability.
 Left Middle Finger: 12%, left Ring Finger: 11%, Loss of one eye: 40%, Loss of one
phalange of right little finger: 5%(If the total % is more than 100%, it should be counted
as 99% only).
39
PAYEMENT OF GRATUITY ACT, 1972:
The Ceiling limit of Gratuity amount has been increased from 3.5 lakhs to Rs. 10 Lakhs.
Gratuity payable is exempted from Income Tax Benefits.
For computation of 240 days all paid leave to be included
Calculation:
Last drawn salary× No.of years of Service× 15(days)
26 days
No.of year service(Less than 6 months ignored and more than 6 months to be considered as one
year)
Eligibility:
Minimum 5 years (4 yrs. + 240days(8 months) can be treated as 5 Years for calculation of
gratuity).
PAYAMENT OF BONUS ACT, 1965:
 Minimum bonus payable is 8.33%
 Contract employees are eligible for 20% bonus.
The Payment of Bonus (Amendment) Act, 2015 envisages enhancement of eligibility limit
under section 2(13) from Rs.10,000/- per month to Rs.21,000/- per month and Calculation
Ceiling under section 12 from Rs. 3500 to Rs.7000 or the minimum wage for the scheduled
employment, as fixed by the appropriate Government,
Bonus Act applicable
The Bonus Act 1965, is only applicable when all of the following conditions are met:
1. The company is at least 5 years old

2. The company has at least 20 employees
3. The company has made a profit in that year
4. The employee’s wages are not more than 21,000 every month
40
What has changed with the payment of the Bonus Act?
The government has approved amendments that have not only increased the amount paid out but
also the number of people who are eligible. Here are the recent changes to the act:
1. Wage limit increased from Rs. 10,000 to Rs. 21,000
Earlier this act only covered employees that were earning up to Rs. 10,000 per month and lower.
However, the amendment has raised this ceiling to Rs. 21,000. This has been done with the
intention of bringing more employees under the eligibility of the Bonus Act. This also means that
employers will have to pay employees that fall between the Rs. 10,000 and Rs. 21,000 the
pending Bonus amounts since April 1, 2014.
2. Maximum bonus limit increased to 20% of Rs. 7000
Earlier, the maximum statutory bonus that could be paid out was 20% of Rs. 3500. However,
this has been changed to 20% of Rs. 7,000 (or minimum wages, whichever is higher). This gives
companies a chance to allot a greater portion of employees’ CTCs towards bonuses.
Minimum Bonus increased to 8.33% of Rs 7,000
Before the amendment, the minimum that could be paid to employee under the bonus act was Rs.
292 (8.33% of 3,500). However, this amount has been doubled to become Rs. 583( or 8.33% of
the minimum wages, whichever is higher) . Since, companies are expected to pay all arrears
since 2014, this particular change seems to be causing the highest discomfort for employers. In
states where the minimum wage is higher than Rs 7,000, the statutory arrears liability becomes
even higher.
41
MATERNITY BENEFIT ACT, 1961:
Applicability
The act is applicable to all establishments which are factories, mines, plantations, governments
establishments, shops and establishments under the relevant applicable legislation, or any other
establishment as may be notified by the central government.
 Where 10 and above workers working in a factory (both men and women)
 She should have worked minimum 80 days. (including leave with wages)
 84 days leave.
 Another one month leave with wages may be granted in case of illness due to pregnancy.
 For tubectomy another 14 days leave may be granted.
Medical bonus has been increased from Rs.1000/- to Rs.2000/- where the employer is not able to
provide the parental and postnatal care for the women workers.
Eligibility
As per the Act, to be eligible for maternity benefit, a women must have been working as on
employee in an establishment for a period of at least 80 days in the past 12 months. Payments
during the leave period is based on the average daily wage for the period of actual absence.
Cash benefits
 Leave with average pay 6 weeks before and 6 weeks after the delivery.
 Medical bonus of at least Rs.1000 extending to Rs.20000 if the employer is unable to
provide free medical care to the women employee. (section 8) (Amended on 15-04-2008)
 Additional leave with pay for up to 1 month on production of proof, revealing illness due
to pregnancy, delivery, miscarriage, or premature birth.(section 10)
 In case of miscarriage, 6 weeks leave with average pay from the date of miscarriage.
(section 9)
42
Non Cash Benefits/Privilege
• Light work for 10 weeks before the date of expected pregnancy if she asks for it.
• Two nursing breaks in the course of her daily work until the child attain age of 15 months.
(Section11)
• In case of tubectomy operation leave with wages for 2 weeks. (Section 9A)
• No discharge or dismissal while being on maternity leave. (Section 12)
• No change to her disadvantage in any of the conditions of her employment while on maternity
leave.(Section12)
• Pregnant woman discharged or dismissed may still claim maternity benefit from the employer.
(Section 12)
43
Learning experience:
I got an opportunity to learn many things during my internship of 2 month at Vinayaka Motors
Pvt Ltd, Hullahalli. In this month of period I have learnt about how HR department operating
with all HR functions and I learnt how to be professionalism.
 I worked for a month and had an amazing learning experience. When we are working in a
human resource department in a company that is growing at a very fast rate, sometimes
it’s challenging to stay on top of everything.
 Learnt various professional etiquettes in the short period of time, which included time
management wardrobe etiquettes, table manners etc.
 Improved my vocabulary learnt many words in HR.
 The most challenging part was to select the candidates based on their communication and
explaining the candidates the salary package and also the job description.
 I also conducted personal interview of the employees to know about their incentives.
 Helped in increasing the communication skill with the stranger, peers and supervisor.
44
Conclusion
In Two month of internship period I realized that what I done was beginning of my new life in
the newly future. What I learned was not only the professional skills, but also the skills to
communicated with others the outer world is quite different from the campus. In the real society,
we should pay attention to tiny detail because we must set up your own image. If you did
something wrong you did not have anything chance anymore because what you faced were not
your classmates or your teacher but your rivals. Every time I began a new task, I would try my
best to be careful. That would help me develop my life in the future and I would always try to be
like that.
That was the definition of responsibility I found the real work, I appreciate it and will appreciate
it forever.
45
References:
 BIBLIOGRAPHY
 Rao V.P.S ,Third Edition (2010). Human Resource management (vol.3).
Published by Dr. Rajan chopra for EBPL, B-25/546, sector-59, Noida – 201-301
& printed by excel printers, Delhi 110002
(page no: 119-132, 235-250, 463-482, 397-412)
 Kapoor N.D (2013). Labour Law, New Delhi. SULTHAN CHAND AND SONS
(page no:1-40, 40-70, 116-145, 145-160, 160-168, 184-200, 274-297)
 B.S. Moshal, Organizational Behaviour, 2014, Published by Ane Books Pvt Ltd,
481, Parwana Bhawan, 24, Ansari Road, Daryaganj, New delhi -110002
(page no: 30-41, 47-49)
 WEBLIOGRAPHY
 http://www.heromotocrop.com/en-in/
 https://en.wikipedia.org/wiki/Hero_MotoCorp
 http://www.imaginmor.com/automobileindustryindia.html
 http://en.m.wikipedia.org/wiki/HMSI
46

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VINAYAKA MOTORS PVT LTD

Limitation of the study.

Nature of the business carried

Quality Policy Of Vinayaka Motors Pvt.LTD

To be the leading automobiles dealers by providing information, services, products and

OBJECTIVES OF THE COMPANY

 Modernization of Indian automobile industry.

HISTORY AND DEVELOPMENT

AWARD AND MILE STONE

 Overall Good Performing Dealership

The Key Competitors are

 Arjun motors (Yamaha)

FUTURE GROWTH AND PROSPECTS

ASSISTANT MANAGER INTERNAL AUDITORS

DIVISIONAL MANAGER ASSISTANTS

TEAM LEADER TEAM LEADER

FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

Operative functions are

 Planning: the personnel manager is expected to determine the personnel programme

RECRUITMENT AND SELECTION:

Recruitment Objectives of Vinayaka Motors Ltd

 To build and sustain organizational capability.

 To hire the right person or the right job.

Sources of recruitment in Vinayaka Motors Ltd

 Online recruitment portals

 Company website and internet portals

 Application screening: Applications received will be preliminarily screened by the HR

 The preliminary interview will be conducted by a panel involving representatives of

SALARY AND WAGE RATES:

Is done to certain employees who are either identified by departmental head.

Employee counseling is a psychological healthcare intervention which can take many

The specific aims employee counseling are :

 Explore and find the key sources of difficulty

Promotion is vertical movement of an employee within the organization. In other words,

2. To reward and motivate employees to higher productivity.

4. To promote employees satisfaction and boost their morale.

5. To build loyalty among the employees toward organization.

6. To promote good human relations.

7. To increase sense of belongingness.

Promotion given to employees in an organization can be classified into three types:

1. Horizontal promotion: When an employee is shifted in the same category, it is called

In disciplinary procedure vinayaka motors ltd are as follows

SYSTEM OF COMMUNICATION FOLLOWED

Communication in the organization is based on the following:

a whether further training a required, a wage or salary increase is warranted, or an employee

Earned leave (EL)

Maternity leave (ML)

(Employees covered under ESI)

Main provisions envisaged under the maternity act are as follows:

Procedure for applying for leave

Total Quality Management (TQM)

Is a participative, systematic approach to planning and implementing a constant organizational

Quality of Work Life (QWL)

LABOUR LAWS APPLIED IN THE ORGANISATION:

 Obtaining Factory License:

 Factories employing up to 50 workers:

It should have Medical Officer on Retainer ship. Pre-employment Periodical medical