1.

2 STATEMENT OF THE PROBLEM

The company are expected to motivate their workers in order to increase their works in
order to increase their performance so as to be profitable . Some company take workers for
granted by not providing adequate training and compensations for hard work as human
elements in the achievement of the company goals .

This has in some cases affected the productivities of such company’s .The study therefor
find out how workers can be managed to enhance their productivity and at the same time
increases the profitability of the companies.

1.3 SCOPE OF THE STUDY

Since no single research can validly cover all areas of the topic the researcher tends that thrust
of this project will be limited within the scope of study of the impact of HRM on employees
performance in Bluemountain autos. Considering the intricacies involved , the scope of human
resource management is widening with every passing day . It covers but is not limited of human
resource planning ,hiring (recruitment and selection),training and development , payroll
management, rewards and recognitions , industrial relations , grievance handling ,legal
procedures etc .

1.4 OBJECTIVES OF THE STUDY

The study has been under taken with the following specific objectives

• To study the impact of HRM in the Bluemountain autos company

• To ascertain the satisfaction of employees towards HR practices in
Bluemountain autos company
• To identify the problems of HR practices in Bluemountain company
1.5 IMPORTANCE OF THE STUDY
Human resource management can be defined as the effective management of people in an
company HR management helps bridge the gap between employees performance and
companies strategic objectives .HR practices may thus benefit employee performance and one
type of employee well-being ,while damaging another dimension of employee well-being.
These finding possibilities of complex patterns of trade-offs between HRM, different
dimensions of employee well-being and employee performance .

1.6 RESEARCH METHODOLOGY

Research methodology is defined as the systematic method to resolve a research problem

through data gathering using various techniques, providing an interpretation of data gathered
and drawing conclusions about the research data.

1.61 RESEARCH AND DESIGN

A research design is scientific framework for conducting some research investigation. It is a
statement or specification of procedures for collecting and analyzing the
information require for the solution of some specific problem. In this study,
descriptive research design was used to describe the characteristics of the project and
response involved in the study

1.6.2 POPULATION
A population is the number of living people that live together in the same place. In this study
population comprises of the entire employees of Bluemountain autos company .There are more
than 50 employees working in the company

1.6.3 SAMPLE SIZE

In the survey, a total number of 50 samples have been collected .
1.6.4 SAMPLING DESIGN
A sample design is a definitive plan for obtaining a sample from a given
population. It refers to the technique or the procedure the researcher would adopt in
selecting items for sample. A good sample must be representative of the population.
Convenience sampling has been used as the sample design for the study

1.6.5 SOURCE OF DATA

Both primary and secondary data have been used for the study

PRIMARY DATA :
Primary data are those which are edited for the first time and thus happen to be original in
character .The primary data collected was through a well -structured questionnaire and that was
distributed among the people and response collected .
SECONDAEY DATA :
Secondary data are those which are directly collected by someone for another purpose they are
second had information . Here the secondary sources are research books journals, magazines
internet etc.

1.6.6 RESEARCH INSTRUMENT

A well-structured questionnaire was used to collect the data from the respondents.

1.6.7 TOOL OF ANALYSIS

Relevant statistical tools such as table, percentage charts &diagrams where used for analyzing
and interpreting the data

1.6.8 PERIOD OF STUDY

The study is conducted within a period of 21 days .
1.7 LIMITATIONS
• It was very difficult to stipulate a time for the employees because they were very busy
with their routine work
• Most of the data is collected through questionnaire and interview. So there is chance of
personal bias.
• Limited period is an important drawback of the study
• The study was confined to a particular geographical area ,i. e Calicut district
• The assumptions are based on the answers given by limited (50) employees.

1.8 LAYOUT OF PROJECT

This report is presented in 5 chapters

Chapter 1: INTRODUCTION
Chapter 2: REVIEW OF LITERATURE
Chapter 3: THEORETICAL FRAMEWORK
Chapter 4: DATA ANALYSIS AND INTERPRETATION
Chapter 5: FINDINGS, SUGGESTIONS AND CONCLUSION
2.1 REVIEW OF LITERATURE

A literature review is a critical and in-depth evaluation of previous research. It is a summary

and synopsis of a particulars area of research, allowing anybody reading the research to
establish why one has pursued this particular research program. The following the review of
some journals and books related to the research problem.

John T. Delaney and Mark A. Huseli (1996), for-profit and non profit firms from the National
Organizations Survey, we found positive associations between human resource management
(HRM) practices. such as training and staffing selectivity, and perceptual firm performance
measures. Results also suggest methodological issues for consideration in examinations of the
relationship between HRM systems and firm performance.

Shay S. Tzafir & Amit B A Gur, (2000) have undertaken the study within an Israeli Health
Care Organization to examine the relationship between HRM practices, and Service Quality as
well as the mediating role of trust in management. Human resources Management (HRM) plays
a central role in the exchange relationships between the organization's management and its
employees.

T. KIRAN KUMAR (2008) suggested that a performance management (PM) enables the
business to measure, manage and optimize its performance and profitability by relating the
employees pay to competency and contribution. It ensures a conclusive business environment
enabled healthy performance and brings all the employees under a single strategic umbrella.
Integrating the components of PM and managing it effectively is't easy. In reality, companies
have realized that it requires a high level of coordination between information-sharing and
timely review.
Dr .R.K. Premarajan, (2012) HR practitioners ought to be able to forecast what type of work,
pay and benefits, promotion system and recognition an employee would desire and sculpt these
around him. A good indicator of these desires would be their career anchor.

Heneman Robert. L, (2013) - has conducted a study on HRM practices in small and medium
size enterprises. The study involved an in-depth qualitative assessment of a variety of
management issues including human resource management practices that challenges the
creation and growth of small and medium sized enterprises. The result revealed gaps and
omissions in the literature, including the importance to entrepreneurs of developing high
potential employees that can perform multiple roles under various stages of organizational
growth and matching of people to the organization culture.

Guest David. E, (2013)- in his study HRM the workers verdict has discussed the perception
of workers on human resource management. Theoretical analysis on HRM, potential
implications of HRM for workers etc. are covered in this study.

Dayal Ishwar (2014) has pointed out that personnel to be appointed in different categories
must fit in with the demand for the required kinds of ability. Thus, the organizational waste is
minimized when a right man does the right job. A 103 scientific selection ensures this by
identifying individuals with abilities required for a given job.

Ratnam C.S, Venkata, Chandra. V. (2015) in the study conducted by them discussed impact
of societal diversity in India on corporations and their management. The study also presents an
exploratory analysis of the Sources of diversity in India and its implications for human resource
management and reviews the experiences of select organizations.

Ms. Kavitha (2014) has studied the importance of manpower planning in organization and felt
that HRP helps in predicting future manpower requirements and thereby estimating number
and kind of manpower requirements so as to meet the company’s short-term as well as long
term objectives.
Dr.JameenderRitesh (2014) studied the importance and impact of Human Resource Planning
in Effectiveness and Competitiveness of an Organization and felt that HRP is essential in order
to Prevent shortage of human resource and skill Satisfy future staffing needs Avoid industrial
unrest Show the flow of information of individuals and increase productivity and concluded
that Effective manpower planning must embrace the procurement, employment, development
and maintenance of human resource of the organization.

Delery and Doty, 1996 HRM practices are prepared and implemented in a way that human
capital plays important role in achieving the goals and objectives of the organization. The
appropriate use of HRM practices strongly influence the standard of employer and the degree
of employee commitment (Purcell, 2003). HRM practices like, training and development,
performance appraisal allow the employees to do better in order to enhance the organizational
performance
According to Chen and Hsieh (2006, p. 66), rewards are “everything employees perceive to
be of value resulting from the employment relationship”. In addition, Armstrong, et al.,
(2011) defined rewards as a strategy, policies, and operations pursued by the company
to ensure that the value of people and the contribution they make to achieving organization
goals. Lim and Ling (2012) represented a reward as a system that consists of rewards and
benefits that are given to employees. Such rewards are vacation holidays, health insurance, and
transportation allowance and reward performance.

Hussain and Ahmad (2012) considered HRM to be a system that attempts to realize an active
balance between the personal interests of people and their economic added value.

Burma (2014) viewed HRM is a strategic and clear approach for the organization's most valued
assets behind on the employees.
HUMAN RESOURCE MNAGEMENT

Human resource management refers to a set of programmed functions and activities designed
and carried out in order to maximize both employee as well as organizational effectiveness.
The people at work are the most important factor of production in factories and of service in
hospitals from the point view of management. These needs may be physiological, social and
psychological and all combine their efforts for organizational goals. The term 'human resources
is defined as the total knowledge, skill, creative abilities, talents and aptitudes of an
organization's work force, as well as the values. It is the sum total or aggregate of inherent
abilities acquired knowledge and skills represented by the talents and aptitudes of the persons
employed in an organization. Thus, human resource management is a process of bringing
people and organization together so that the goals of each are met. It tries to secure the best
from people by winning their wholehearted cooperation. In short, it may be defined as the art
of 4 procuring, developing and maintaining competent workforce to achieve the goals of an
organization in an effective and efficient manner. Human resource management involves the
application of management functions and principles. It is applied to acquiring, developing,
maintaining and remunerating employees in an organization. It means a total all round
development of the person so that he can contribute his best to the community and to the nation.

DEFINITION OF HRM

Edwin B. Filippo - Human resource management is "The planning organizing, directing and
controlling of the procurement, development compensation, integration and maintenance of
people for the purpose of contributing to organizational, individual and societal goal."

French Wendell - "Human resource management is the recruitment selection, development,

utilization of and accommodation to human resources by the organizations."
OBJECTIVES OF HRM
The major objectives of HRM are as follows 1. Maximum individual development -HRM
develop the skills of an individual worker to the fullest potential, in a way, leads to
enhancement of his abilities.
1.Maximum individual development - HRM develop the skills of an individual worker to
the fullest potential, in a way, leads to enhancement of his abilities
2. Effective utilization of human resource- The human resource is recognized as an asset.
So, it is in contrast to other physical resourceable gain maximum output with minimum cost.
3. Effective relationship between the employer and employee- HRM create an environment
conducive to work so that respect and trust Are developed between them.
4. Establishing group satisfaction- HRM encourages group satisfaction and team spirit,
which will improve relationship between employer and employee. It will create moral to work
whole heartedly and will also lead to welfare and harmony.
5. Develop and maintain a quality of work life- The organizational performance depends on
improvement in the quality of work life. So it makes employment in the organization a
desirable, personal and social situation.
6. Communicate HR policies to all employees- The responsibility of HRM to communicate
in the possible sense, tapping ideas and opinions of customers, non-customers and other public
as well as understanding the views of internal human resources.
7. Ethically and socially responsive to the needs of society- HRM ensure that organizations
manage human resource in an ethical and socially responsible manner through ensuring
compliance with legal and ethical standards.

NATURE OF HUMAN RESORCE MANAGEMENT

Human resource management is a process of bringing people and organization together so that
the goals of each are met. It tries to secure the best from people by winning their wholehearted
cooperation. It has the following features-
People Oriented: - It is all about people at work, both as individuals and groups. It tries to put
people on assigned jobs in order to produce good results.

Continuous Process: - Human resource management is not a "one shot" function. It requires
a constant alertness and awareness of human relations and their importance in every day
operation.
Future Oriented: - It helps an organization meet its goals in the future by providing for
competent and well-motivated employees.
Integrating Mechanism: - It tries to build and maintain cordial relations between people
working at various levels in the organization.
Action Oriented: - Human resource management focuses attention on action, rather than on
record keeping or rules.
Inter-Disciplinary function: Human resource management utilize knowledge and inputs
drawn from various sector, Psychology, Sociology, anthropology, economics etc. It is multi-
disciplinary activity.
Development Oriented: - The main intention of human resource management to develop the
full potential of employees. Comprehensive function: It is concerned with all types of
organization and all categories of personnel from top to bottom of the organization. Auxiliary
Service: Human resource manager is a specialist advisor. They assist and advise the line or
operating managers to do their personnel work more effectively.

The Semantics- Human Resource Management

As in any other discipline, there is the problem of semantics in human resource management
too. Human resource management differs from personnel management both in scope and
orientation. HRM views people as an important source or assets to be used for the benefit of
organizations, employees and the society. It is emerging as distinct philosophy of management
aiming at policies that promote mutuality- mutual goals, mutualrespect, mutual rewards and
mutual responsibilities. Though a distinct philosophy, HRM cannot be treated in isolation. It is
being integrated in to the overall strategic management of business. Further, HRM represents
the latest term in the year 1990 was a turning point in this evolution. The American Society for
Personnel Administration (ASPA), the largest professional association in this field of
management, changed its name to the Society for Human Resource Management (SHRM).
Since then the expression is gradually replacing the hackneyed term 'personnel management.
Personnel management has a limited scope and an inverted orientation. It was never considered
a part of the strategic management of business. Historically, personnel management preceded
human resource management. Another term widely used these days is HRD. For many people,
HRD and HRM convey the same meaning. This is not true. Essentially, it is a function more
concerned with the training and development of employees. HRD therefore, is a part of HRM
and forms one wing of the latter department. Industrial Relations Management (IRM) is yet
another term which adds to the problems of semantics. 'Industrial relations' as the term implies,
is merely concerned with employee grievances and their settlement, unionization, and the like.
Obviously, is one wing of HRM.

Evolution of Human Resource Management:

As a part of study, it is necessary to know the evolution of Human Resource

Management. It is a relatively new term emerged during the 1970's Majority people continue
to refer to the discipline by its traditional title i.e., Personnel Management. Due to changing
trend, the term nowadays used in industrial sector is HRM. Coming to the evolution of HRM,
it may be stated that concern for the welfare of workers in management of business has been
in existence since ages. KOUTILAYA had dealt with some important aspects of human
resource management in his “ARTHASASTRA” 400 BC. The Government then took an active
interest in the operation of different enterprises and provided systematic procedure for
regulating employer-employee relationships. Elsewhere, human resources in organizations
received the management attention much earlier. As early as in 1800 BC itself, 'minimum wage
rate and incentive wage plan' were included in the Babylonion Code of Hammurabi. Experts
of HRM in our country have tried to chronicle the growth of the subject only since the 1920's.
This was the period when state intervention to protect the interest of workers was felt necessary
because of difficult conditions which followed the First World War, and emergence of trade
unions. For the first time in 1931 The Royal Commission on Labour recommended the appoint
of Labour officer to deal with the selection of workers and settle their grievances. Because the
jobbers were rendering less services and more harm in industries. The next landmark was The
Factories Act 1948, made appointment of welfare officers compulsory in each factory
employing 500 or more workers. After the recommendation of Royal Commission, Labour
officer can fulfil many other duties particularly in respect of welfare. Meanwhile, a series legal
measure were enacted with view to regulating hours of work, work environment, wages,
employee benefit etc. The recognition of trade unions for maintains employer employee
relationship.

SCOPE OF HRM:

The scope of HRM is very wide, which is obvious from the fact that it is called by several terms
such as 'Labour management. Personnel management, Manpower management, Human
relation etc. All major activities in the working life of workers from the time of his/ her entry
into an organization until he/she leaves come under the purview of HRM. Specifically, the
activities included are-Human resource planning. job analysis and design, recruitment and
selection. orientation. motivation and communication, welfare, safety and health, industrial
relations and the like. The Indian Institute of Personnel Management has specified the scope
of HRM as
1. Personnel aspect: This is concerned with manpower planning, recruitment, selection,
placement, transfer. promotion, training and development, layoff and retrenchment,
remuneration, incentives, productivity etc.
2. Welfare aspect: It deals with working conditions and amenities such as canteens, crèches,
rest and lunch room, housing, transport, medical assistances, education, health and safety,
recreation facilities etc.
3. Industrial relation aspect: This is concerned with organization relations with the
employees as a group and includes union-management relations, joint consultation, collective
bargaining and negotiating. grievance and disciplinary procedures, settlement of disputes etc

For the sake of convenience, we can categories all the above activities sections:-(1) Int
executive remuneration (4) Employee motivation (5) Employee maintenance (6) Industrial
relation and (7) Prospects of HRM.

Recent Development in HRM:

Globalization and international corporate scene have made a great impactin the process of
development in all the developing countries. Among different developing countries, India is a
one, which facing new system of liberalization. A shift from standardized to a flexible
manufacturing of customer-oriented product and services to capture the world market in a
competitive scenario has become an inevitable need. The requirements of the open market need
to be understood with adequate care and caution. The development of skills in the workers of
an organization is of paramount importance so far as organizational development is concerned.
There are various factors have contributed to the recent development in HRM. Many changes
have taken place in corporate sector to bring efficiency and cost effectiveness. The transition
of old Human Resource Development (HRD) to New People Management (NPM) is a gradual
process. So, during this changing situation HRM plays a vital role in its wide field of activities.
The employees are empowered to take routine decisions in their respective field of work. This
makes an employee feel that he is part and parcel of the organization. They accept responsibility
and accountability towards their jobs. So they are in a way to become self-sufficient.
Some important points in the recent development in HRM are as follows:-
1. Globalization has led to international competitiveness.
2. This competition in global market demands better skill to match the benchmark level in
quality of goods or services
3. A trend has been noticed amongst the industrialists to choose location for a new industry,
where either the labour union are weak or not in existence. are shifting from mass production
and specialization
4. Industries are shifting from mass production and specialization to the Japanese Style of
management and flexible specialization
5. The new HRM concepts are not conducive to unions to function, as its main focus is on
individual and not on collective work
6. relationship Value of HRM (Emerging role of HRM)

In the changing scenario, it has become evident that the human resource of an organization can
lead it on the path of success. It is the competencies and attitudes of the human resource that
can make or break a business. Innovative and proactive human resource managers have been
defining new boundaries of HRM. The business of attracting and retaining talent and nurturing
it has become imperative for the development of an organization. A new strategic role has
emerged for HRM, that of a key player, to make the organization survive and success in
competitive business environment. The human resources of an organization play a vital role in
determining its progress and prosperity. Even a nation with rich physical resources will not
develop, if its human resources are inadequate. In this modern age of technology and
globalization, quality human resource is an important contributor to well being and
development of a nation. That means a notion rich its human resources can developed nation
enriches the quality of its human resources, this is a cyclic process. HR- A Competitive
Advantage- Presently an organization has become knowledge based, service oriented,
competitive and more dynamic. The quality of human resources has become an essential factor
in determining the success of every organization. According to Adi Godrej, Chairman and
Managi Director, Godrej Consumer Products Ltd., "all corporate strengths are dependent on
people." Human resource is a unique asset to the organization and is essential for an
organization to gain competitive advantage over its competitors. Hence, there is a need for
effective human resource management in the market. HR- Accounting- The concept of
attributing an appropriate value to the worth of human resources of an organization has become
popular.

Role of HRM in the Service Sector:

Economic theory traditionally looks at the society as consisting of three main sector, namely,
(i) the primary or agriculture sector comprising occupations and activities such as agriculture,
forestry, fishing, mining and quarrying (ii) the secondary or industrial sector comprising
manufacturing and construction. (iii) the tertiary or service sector comprising occupations and
activities like banking. insurance, hotel, transportation, communication, education and health.
Service sector enacts a crucial economic role in the society. Service creates value by providing
a bridge between the production and consumption segments of the society. Unlike agriculture
produce and industrial goods a service is intangible and perishable, in the sense that neither its
provider nor its consumer can store a service. This characteristic has an important implication
for the kind of human resource and human competencies required in the service industries.
Hence, human resource management in the service sector, besides having certain universal
aspects, in addition, has certain aspects unique to it.

3R's of Human Resource Management

(1) RECRUITMENT: Personnel planning, job analysis, job knowledge, application blank,
contact with labour sources, inviting applications, screening applications, staggering
interviews, interview, selecting the candidates.

(II) RETAINMENT: Induction, placement and job assignment, preliminary employee,

counselling wage and salary administration, administration of leave, shift system, transfers,
discipline maintenance, grievances and their settlement, communication engineering,
incentives, rewards, motivation, training, employee welfare, supervisory leadership promotion,
union-management relations.
(III) RETIREMENT: Retirement interview, reward and recognition.
provident fund, pension, gratuity, filling vacancies (recruitment)

Functions of Human Resource Management:

Human resource management functions refer to tasks performed in an organization to provide

for and coordinate human resources. It can broadly classify into two categories. (1) Managerial
Functions (II) Operative Functions

(1) Managerial Functions:

1. Planning of personnel today prevents crises tomorrow. It involves formulating the future
course of action. It also includes identifying human resource requirements and forecasting
personnel needs.
2. Organizing. It is primarily concerned with proper grouping of personnel activities, assigning
of different groups of activities to different individual and delegation of authority. It involves
establishing an intentional structure of roles for people in an organization.
3. Directing. It is the process of directing all the available human resources towards
organizational goals. It involves supervising and guiding the personnel without direction there
is no destination guiding the personnel without direction there is no destination.
4. Controlling. It is concerned with the regulation of activities in accordance with the plans. It
is the comparison of results with the standards and correction of deviations that may occur. It
makes individuals aware of their performance through review report and personnel audit.

(II) Operative Function

The operative functions are related to specific activities of HRM. Viz: Procuring. Developing,
Compensating. Integrating and maintaining the employees for attaining the organizational
goals. These functions are also known as service functions.
1. Procurement- This function is concerned with procuring and employing people who possess
necessary skill, knowledge and aptitude. It includes following-
i) Job analysis- It is the process of collecting information relating to the operations and
responsibilities pertaining to a specific job.
ii) Human resource planning- involves forecasting the requirements and future supply of
human resources. It assures an organization of suitable and adequate manpower performs
various jobs in accordance with the organizational goals.
iii) Recruitment- It is the process of searching for prospective employees and stimulating them
to apply for job in the organization.
iv) Selection- It is a process of choosing capable applicants according to the predetermined
number out of a large number of applicants through different tests.
v) Placement- It means sending the newly employed person to some department for work. It is
based on the qualification and qualities of the person selected.
vi) Induction and orientation- Induction is the welcoming process to make the new employees
feel at home and generate in him a feeling of belonging to the organization.
vii) Internal mobility- The movement of employees from one job to another through transfer
and promotion is called internal mobility.
2. Development- It is the process of training and developing employees to improve and update
their knowledge, skills, aptitude and attitude. It helps them to perform their job better. This
function includes-
i) Training- It is a continuous process, by which employees learn skills. knowledge, abilities
and attitudes to organizational and personnel goals.
ii) Executive Development- It is a systematic process of developing managerial skills and
capabilities through appropriate program.
iii) Career planning and development- It refers to identifying one's career goals and formulating
plans of reaching them through means of education, training and work experiences.
iv) Human resource development- It create a climate that enable every employee to develop
and use his capabilities in order to further both individual and organizational goals.
3. Motivation and Compensation- It is a process which stimulates people to give their best to
the organization through the use of intrinsic and extrinsic rewards.
i) Job Design- The main purpose of job design is to integrate the needs of employers to suit the
requirements of an organization.
ii) Work Scheduling- It is an attempt to structure work incorporating the physical and
behavioural aspects of work.
iii) Motivation- It is the complex of forces inspiring and keeping a person at work in an
organization.
iv) Job Evaluation- It is a systematic process of determining the relative worth of jobs in order
to establish which jobs should be paid more than others within the organization.
v) Performance Appraisal- It is a systematic and objective way of evaluating work related
behaviour and potential of employees.
vi) Compensation Administration- The main purpose to design a low-cost pay plan that will
attract, motivate and retain competent employees.
vii) Incentives and Benefits- In addition to basic wage structure, organization offer incentive
compensation based on actual performance. It includes social security, insurance, welfare
amenities etc.
4. Maintenance- It has aims to protecting and preserving the physical and psychological health
of employees through various welfare measures.
i) Health and safety-All employees are ensuring a work environment that protects from physical
hazards and unhealthy condition.
ii) Employee welfare- It includes the services, amenities and facilities offered to employees
within or outside the establishment for their wellbeing.
iii) social security measures- To provide social security to employees in addition to fringe
benefits. It includes maternity benefits, dependent benefits, retirement benefits, medical
benefits, disablement benefits etc.
5. Integration Function- It helps to integrate the goals of an organization with employee
aspirations through various employee- oriented programs. Such as:
i) Grievance redressal Every organization requires a permanent procedure for handling
employee grievances.
ii) Discipline- It means working in accordance with certain recognized rules, regulations and
customs whether they are written or implicit in character.
iii) Teams and teamwork- Self managed teams have emerged as formal groups in organization.
Teams have inherent strengths which lead to organizational goals.
iv) Collective bargaining. It is a process of agreeing on a satisfactory labour contract between
management and union.
v) Employee participation and empowerment- Participation means sharing the decision making
power with the lower ranks of an organization in an appropriate manner.
vi) Trade unions and employee's association- It is a continuous association of workers for the
purpose of maintaining or improving the conditions of their working lives.
 COMPANY PROFILE

M/s TVS-Prince Motors PVT LTD is a Partnership firm incorporated on 24th December 2018.
It is registered at Registrar of Companies, Managing Partners are Mr. SREEand Mr Shinoj.
Company having Approximate annual Turn over RS 50 Cr. Corporate office located in ceekey
complex, Puthiyara Kozhikode, Kerala. India. Prince Motors TVS in Kerala is one of the
leading motor cycle dealer in Kozhikode. Exclusive dealer of TVS Motor Cycle .TVS brand is
third largest motorcycle manufacture in India .Company offers wide range of products to its
customers TVS apache, Jupitor,Scooty pep and Ntorq. Are popular models under TVS. Now
company started the Electrical Segment also.

Company engaged in sale of fresh motor Cycle, after sales service and Original spare sales.
Quality staff available in showroom for customer service. Company having more than 50000
satisfied customers. This well established firm has become popular for its excellent service
and customer orientation. With this excellent customer service, they succeeded in getting a
huge base of customers, which is increasing day by day. The dedicated employees of the firm
who are committed to their roles and customers, are always ready to extend their service to the
customers, to achieve the vision and the larger goals of the company. The company aspires to
extend their service to a larger clientele in the coming days. Located at one of the prime
locations in the city, is yet another advantage.
INDUSTRIAL PROFILE OF TWO-WHEELER INDUSTRY

The two industries in India have been in existence since 1955. It consists of 3-segments
• Scooter
• Mopeds
• motorcycle

The increase in sales volume of the two wheeler industry is the proof of its growth. In 1971,
sales were around 0.1 million units per annum. But by 1988, this figures this risen to million
units per annum.

Similarly, capacities of production have also increased from about 0,2 million units of annual
capacity in the seventies to more than 4 million units in the nineties. The Two- wheelers
industry in India began operations within the framework of the national policy as espoused by
the Industrial Policy Resolution of 1956.This resolution divided the entire industrial sector into
three groups, of which one contained industries whose development was the exclusive
responsibility of the State, another included those industries in which both the State and the
private sector could participate and the last set of industries that could be developed exclusively
under private initiative within the guidelines and objectives laid out be the five Year Plans

Private investment was chunnelized and regulated through the extensive use of licensing giving
the State comprehensive control over the direction und Pattern of investment. Entry of firms,
capacity expansion, choice of product and copocity mix technology, were all effectively
controlled by the state in a bid to prevent the concentration of economic power However due
to lapses in the System, fresh palices were brought were brought in at the m of the sixties.
These consisted of MRTP of 1969 FERA of 1973, which were aimed at regulating monopoly
and foreign investment respectively. Films that came under the purview of these acts were
allowed to invest only in a selected set of industries

This net of controls on the economy in the seventies caused filins to Operate below the
minimum scale of efficiency under utilize capacity and Use out dated technology while
operating below the minimum scale of efficiency resulted from the fact that several incentives
were given to smaller firms, the capacity under- utilization was the result of the capacity mix
begin determined independent of the market demand. The policy of distributing imports based
capacity, causing firms to expand beyond levels determined by demand so as to be eligible for
more imports, use of out dated technology resulted from the restrictions placed on import of
technology through the provisions of TERA Recognition of the deleterious effects of these
policies led to the initiation of reforms. In

1975 which took on a more pronounced shape and acquired wider scope under the New
Economic Policy (NEP) in 1985 As part reforms, several groups Of industries were deli censed
and broad banding was allowed in select industries. Control over capacity was relaxed through
the specification of the operate below the minimum scale of efficiency of production for several
industries. Foreign investment was allowed in select industries and norms the MRTP Act were
relaxed. These reforms led to arise in the trend rate of growth in real GDP from 3.7% in the
seventies to 5.4% in the eighties. However the major set of reforms came in Deregulated, the
Indian rupee deregulated, the Indian rupee was devalued and made convertible on the current
account and tariffs replaced quantitative restrictions in the area of trade.

The initiation of reforms led to drop in the growth of real GDP between 1990-92 but this
averaged about 5.5% per annum after 1992. The decline in GDP in the year after reforms was
the outcome of devaluation and the contractionary fiscal and monetary policies taken in 1991
to address the foreign crisis. The two-wheeler industry in India has to a great extent been shaped
by the industrial policy of the country. Regulatory policies like FERA MRTP cause the growth
of some segment in the industry like motorcycle to stagnate. These are all later able to growth
(both in terms of overall sales volume and numbers of players) once foreign investments were
allowed in the 1981.
The reforms in the eighties like "broad banding" caused the entry of several new firm and
products which caused the existing technologically out dated products to lose sales volume
and/or exit the market. Finally, with liberalization in the nineties, the industry witnessed a
proliferation in brand.