CHAPTER 1

INTRODUCTION

1
 CHAPTER 1

INTRODUCTION

Job analysis is the process of studying and collecting information relating to the operations
and responsibilities of a specific job. The immediate products of this analysis are job
descriptions and job specifications.
Job analysis measures job content and the relative importance of different job duties an
responsibilities. Having this information helps companies comply with government
regulations and defend their actions from legal challenges that allege unfairness or
discrimination. As we will see the generic defense against a charge of discrimination is that
the contested decision (to hire, to give a raise, to terminate) was made for jol related reasons.
Job analysis provides the documentation for such a defense.
With regard to the purpose of job analysis, it may be stated that the programme is useful in
overall PM/HRM. Specifically, job analysis provides information to develop job descriptions
and job specifications, and to conduct job evaluations. These, in turn, are useful in helping
managers identify the kinds of individual they should recruit, select, and develop, as well as
providing guidance for decisions about training and career development, performance
appraisal, and wage and salary administration.
Speaking about the status of the job-analysis programme, there are two possibilities. First, a
given company may not have such a programme. Two, the company may have a well-
established job-analysis programme. Where the programme is non-existent, the company
must appoint a consultant who will select a method for data collection, supervise its
administration and analyse the information, and write the job descriptions and specifications.
For organizations with a well-established job-analysis programme, it should be remembered
that job-analysis information provides only a snapshot of a particular job. Jobs change over a
period of time due to technological innovations, organizational restructuring and changes in
products, among other reasons. Thus, well-administered job-analysis programmes provide a
built-in system for periodically reassessing jobs. This reassessment may be done,
expeditiously, through observations, interviews, or by using a brief questionnaire or checklist.
Unlike performing job analysis from scratch, keeping the programme up-to-date is a much
less expensive and less time-consuming endeavour

2
IMPORTANCE AND SIGNIFICANCE OF THE STUDY
Employees, an essential resource for an organization, put forth their effort towards the
success of the same. Their effort, contribution, motivation etc. is highly connected to the way
they perceive their job. A clearly identified job duties and responsibilities is not only
important but an essential ingredient to lure employee contribution. The equation is simple,
feeling and delivering. That is, the way they feel their job, the same way they will deliver
their service. A job analysis program helps a lot to better understand one’s job. A job analysis
is exploring everything connected o a job. That is, identifying the activities, qualifications,
environment etc. It includes job duties, responsibilities, job environment, qualification
required, and value of the job towards attainment of organizational goal. Increasing attention
is being focussed on the changing nature of the 'job' concept itself, with mention of such
phenomena as the 'jobless' organization and 'de-jobbing' (Singh, 2014). It is thus useful to
first examine the nature and substance of jobs. ligen and Hollenbeck (1991, p.173) define a
job as "a set of task elements grouped together under one job title and designated to be
performed by a single individual." However, a consensus seems to be developing that job
boundaries are becoming blurred, as inter-job activities become the norm (Drucker, 1987;
Sanchez, 1994; Shippmann et al., 2000).
This is essential for companies to recruit the right applicants who suit their work setting and
requirements else they will end up stagnating. Without a job analysis for positions, an
organization will have shortage of clear understanding on employee roles. So the study needs
to use several organization to find out what employees are really thinking after going through
a job analysis program.

RATIONALE OF THE STUDY

The identification of the best employee for the best task at the right time creates a challenge
in which no single perfect method exists. Job analysis is the key to provide the kind of
information required to ensure that the effectiveness of employee’s management is
maintained due to the recurring variations in the business environment, business operations
and technology. The inadequate systematic structure of a job portfolio such as jobs analysis,
description, specification, work evaluation, job design, and work succession management and
planning results in poor training and selection of the employees in the Mahindra and
Mahindra Ltd. Nagpur. Inadequate or lack of a good strategic job analysis before carrying out
recruitment and training process has been identified as the major cause of poor corporate

3
performance of the selected private sector organizations. Therefore, this study will conduct to
examine the effect of job analysis on corporate performance and influencing the employees
work of the selected private sector organization i.e. Mahindra and Mahindra ltd.

NEED OF STUDY
The job analysis process and its study is contributed for continuously evaluation of
jobs related aspects through feedback mechanisms like employee adaptation and
performance. Training program can take help of such study projects from time to time for
proper need assessment.
A list of clear duties and responsibilities can be derived according to position of
employees through such studies. Improvement of employee skill is very good benefits of such
studies in Private organisations. Organizational arrangement of skill improvement programs
can be made possible after doing such studies.

SCOPE OF STUDY
The study is having scope in the public sector organizations also. The banks also can do the
study on the job analysis from employee’s point of view.
The job descriptions and job specifications are the specific determination in the study of job
analysis so the questionnaire specifically based on these terms can be use for the further
studies.
The project is having scope for every kind of organizations including private sector and
public sector. The study can be conduct in other geographical location.

LIMITATION OF THE STUDY

The limitations of the study are as follows
1. The study is limited to the only one private sector manufacturing unit.
2. The limited sample is one of the limitations of the study.
3. Time and cost is also another constraint.
4. The study conducted for the specific aspects of job analysis.

4
 CHAPTER 2
REVIEW OF LITERATURE

5
 CHAPTER 2

REVIEW OF LITERATURE
Taylor, studied the job as one of his principles of scientific management. From his ideas and
data, time and motion study of jobs was emerged. This consciousness on job analysis
stimulated as the human relations associated with the determination on other issues and other
human resource practices emerged. Behavioural scientists and Psychologists rediscovered in
1960 jobs as a focal point of study in the organizations. Till such time, job analysis has been
focused only on the work being carried out. This was altered in the 1970s as psychologists
were attracted in job analysis. Their involvement was in three areas such as
(i) Quantifying job analysis by developing questionnaires for data collection
(ii) Worker orientation to job analysis
(iii) Focusing on smaller units rather than the whole job, task, or elements within jobs.
As job analysis is the process used to collect information about the duties, responsibilities,
necessary skills, outcomes, and work environment of a particular job, HR executives need as
much data as possible to put together a job description, which is the frequent outcome of the
job analysis. Additional out-comes include recruiting plans, position postings and
advertisements, and performance development planning within your performance
management system (Susan M. Heathfield, 2014). According to North American Registry of
Midwives, a job analysis is a list of tasks essential to the performance of a profession. The list
defines the scope of practice for that profession, according to a consensus of the practitioners.
The list of tasks is not meant to limit the job performed by those professionals, but to identify
the core skills needed for entry into the profession.
However, job analysis may be viewed as the hub of virtually all human resource management
activities necessary for the successful functioning of organizations (Gael, 1988a;Mirabile,
1990; Oswald, 2003; Siddique, 2004). Job analysis is focused on the collection of work-
related information for the job as it currently exists and/or has existed in the past (Palmer &
Valet, 2001, Schneider & Konz, 1989). The successful completion of a job analysis is a labor
intensive; consuming large amount of time of incumbent, incumbent’s supervisor and job
analyst or subject matter expert (Henderson, 2004). As a result, organizations are sometimes
reluctant to go for such program. The data obtained from a job analysis can be used in a
variety of ways, e.g. recruiting and selecting employees, developing and appraising
employees, compensation, job and organizational design (Fisher, Schoenfeldt and Shaw,

6
2004). A concerned HR manager should conduct a job analysis program periodically. For
this, a culture of cooperation and communication is highly required. Support from all levels
of employees and a clear understanding of the process is preliminary consideration. There are
several ways of performing a job analysis. Dessler (2000) identifies six steps in doing a job
analysis, namely:
Step 1: Identify the use to which the information will be put
Step 2: Review relevant background information
Step 3: Select representative positions to be analyzed
Step 4: Actually analyze the job by collecting data on job activities, required employee
behavior, working condition etc.
Step 5: Review information with job incumbent
Step 6: Develop a job description and job specification
All job analysis program brings 3 basis outputs, namely job description, job evaluation and
job specification.
Statt(2004) discussed that the job description outlines the job tasks, duties and responsibilities
and serves as a guide for the recruitment and selection process going forward In general, a
job description can be seen as relating to all the technical, administrative and managerial
aspects of the job, the job title, job summary, job duties, tasks and outputs.
Byars& Rue (2006) further described job description as a written narrative of the tasks to be
performed and what it entails. Job evaluation is a systematic process used to determine the
worth of jobs and creating a link between job worth and salary (Werther & Davis, 1993).
Gupta & Chakraborty (1998) further clarified that as the worth of a job is determined, it
might be seen in terms of salary and other fringe benefits in accordance with the existing
salary structure of the organization. Das & Garcia-Diaz (2001) intimated a widely used
method of job evaluation called point based job evaluation method.
Job Specification is the list of the essential components of a job including a summary of the
work to be performed, primary duties and responsibilities, and the minimum qualifications
and requirements necessary to do the crucial works of the job. Among the method of data
collection, interview, questionnaire, observation, diary/log, combination etc are popular. The
best method is to be matched according to organizational design and requirement. It is to be
noted that before going for a job analysis, preparing a cost-benefit analysis is must. Some-
time the anticipated cost may exceed limit, whereas benefits may not be visible enough. HR
specialist need to be careful about this aspect of job analysis.

7
 CHAPTER 3
RESEARCH METHODOLOGY

8
 CHAPTER 3

RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

The objectives of the study are as follows.
1. To study the views of the employees regarding job analysis at Mahindra and Mahindra Ltd.
2. To identify importance of implementing job analysis program at Private organizations.
3. To study the effect of job description on performance of the selected private sector
organization.
4. To study the extent to which job specification influence performance of employees at
Mahindra and Mahindra Ltd.

HYPOTHESES
Hypothesis 1
Null Hypothesis: There is no significant relationship between the job analysis and
employees’ performance.
Alternate Hypothesis: There is a significant relationship between the job analysis and
employees’ performance.

Hypothesis 2
Null Hypothesis: There is no significant relationship between the job analysis and
recruitment of employees at Mahindra and Mahindra Ltd.
Alternate Hypothesis: There is a significant relationship between the job analysis and
recruitment of employees at Mahindra and Mahindra Ltd.

9
RESEARCH METHODOLOGY
The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and statistical tools used
for analyzing the collected data.

Research Design
The research design used for this study is of the descriptive type.
REASEARCH SAMPLING
Population – Working employees of Private organization in Nagpur city.
Sampling Unit – Mahindra and Mahindra Ltd., Nagpur
Sampling Frame- The employees of the selected Mahindra and Mahindra Ltd consider for
study.
Sample Size –
An appropriate sample size is based on a number of accuracy factors that one must consider
together. Total sample size is 100.
o Sampling Technique
 Selection of respondent - A technique of random sampling
administered for canvassing the questionnaire to the selected categories
of respondents i.e., Employees working in Mahindra and Mahindra
Ltd.
DATA COLLECTION METHOD
Primary Method
 Questionnaire – Questions based upon job analysis administered to the target
group i.e., employees of Mahindra and Mahindra Ltd. This questionnaire frame in
such a way that the answers reflect the ideas and thoughts of the respondents with
regard Job Analysis. Multiple choice questions and Likert scale type questions
administered for designing the questions to get the measurable output from the
questions.
Secondary Method – Journals, books, Mahindra and Mahindra Ltd reports, magazines,
articles referred for strengthening the concepts of Job Analysis.

10
 CHAPTER 4
THEORETICAL BACKGROUND

11
 CHAPTER 4

THEORETICAL BACKGROUND

In simple terms, job analysis may be understood as a process of collecting information

about a job. The process of job analysis results in two sets of data: (i) job description and (ii)
job specification (see Fig. for difference between the two). These data are recorded separately
for references.
Job analysis is the process of collecting job related information. Such information helps in
the preparation of job description and job specification.

Job Analysis
A Process of obtaining all Pertinent Job Facts

Job Description Job Specification

A statement containing items such as A statement of human qualifications
• Job title necessary to do the job. Usually contains
• Location such items as
• Job summary • Education
• Duties • Experience
• Machines, tools, and equipment • Training
• Materials and forms used • Judgment
• Supervision given or received • Initiative
• Working conditions • Physical effort
• Hazards • Physical skills
• Responsibilities
• Communication skills
• Emotional characteristics
• Unusual sensory demands such as sight,
smell, hearing

Fig. Job Description and Job Specification in Job Analysis

A few definitions on job analysis are quoted below.
1. Job analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this
analysis are job descriptions and job specifications.

12
 2. Job analysis is a systematic exploration of the activities within a job. It is a basic
technical procedure, one that is used to define the duties, responsibilities and
accountabilities of a job?
3. A job is a collection of tasks that can be performed by a single employee to contribute
to the production of some product or service provided by the organization. Each job
has certam ability requirements (as well as certain rewards) associated with it. Job
analysis is the process used to identify these requirements.
Specifically, job analysis involves the following steps:
1. Collecting and recording job information.
2. Checking the job information for accuracy.
3. Writing job descriptions based on the information.
4. Using the information to determine the skills, abilities and knowledge that are
required on the job.
5. Updating the information from time to time

USES OF JOB ANALYSIS

Job analysis measures job content and the relative importance of different job duties an
responsibilities. Having this information helps companies comply with government
regulations and defend their actions from legal challenges that allege unfairness or
discrimination. As we will see the generic defense against a charge of discrimination is that
the contested decision (to hire, to give a raise, to terminate) was made for jol related reasons.
Job analysis provides the documentation for such a defense. For instant
■ A company may be able to defend its policy of requiring sales representatives to have a
valid driver's license if it can show via job analysis that driving is an essential activity in the
sales rep's job. Otherwise, under the Americans with Disabilities Act, the employer may be
asked to make a reasonable accommodation for blind job applicant who asserts his rights to
be considered for the job.
■ The owner of a fast-food restaurant who pays an assistant manager a weekly salary (with
out any overtime pay) may be able to defend herself from charges of an overtime pa violation
with a job analysis proving that the assistant manager job is exempt from th overtime
provisions of the Fair Labor Standards Act (see Chapter 10). The owner ca prove this by
showing that most of the job duties and responsibilities involve supervising and directing
others rather than preparing food and providing service to customer:

13
In addition to establishing job relatedness for legal purposes, job analysis is also useful for
the following HR activities:
■ Recruitment Job analysis can help the HR department generate a higher-quality of job
applicants by making it easy to describe a job in newspaper ads that can be targeted to
qualified job applicants. Job analysis also helps college recruiters screen job applicants
because it tells them what tasks, duties, and responsibilities the job entails.
■ Selection Job analysis can be used to determine whether an applicant for a specific jo
should be required to take a personality test or some other kind of test. For example,
personality test that measures extroversion (the degree to which someone is talkative
sociable, active, aggressive, or excitable) may be justified for selecting a life insurance sales
representative. (Such a job is likely to emphasize customer contact, which include making
"cold calls" on potential new accounts.) Job analysis may also reveal that th personality test
measuring extroversion has a weak relationship to the job content c other jobs (for example,
lab technician) and should not be used as part of the selection process for those jobs.
■ Performance appraisal The performance standards used to judge employee performance
for purposes of promotion, rewards, discipline, or layoff should be job relate Under federal
law, a company is required to defend its appraisal system against lawsuit and prove the job
relatedness of the performance criteria used in the appraisal.
■ Compensation Job analysis information can be used to compare the relative worth c each
job's contributions to the company's overall performance. The value of each job' contribution
is an important determinant of the job's pay level. In a typical pay structure, jobs that require
mastery of more complex skills or that have greater levels of responsibility pay more than
jobs that require only basic skills or have low amounts o responsibility.
■ Training and career development Job analysis is an important input for determining
training needs. By comparing the knowledge, skills, and abilities that employee brings to the
job with those that are identified by job analysis, managers can identify their employees' skill
gaps. Training programs can then be put in place to improve job performance.

USES OF JOB ANALYSIS

As was stated earlier, job analysis is useful for overall management of all personnel activities.
While this is a generalised statement, it is important to specify the uses of job analysis. Job-
related data obtained from a job-analysis programme are useful in HRP, employee hiring,
training, job evaluation, compensation, performance appraisal, computerized personnel

14
information systems, and safety and health. Each of these applications of job analysis is
described in brief here. They will however be explained in greater detail in subsequent
chapters.

HRP

Recruitment & Selection

Training and development

Job analysis
Job Evaluation

Job analysis Remuneration

Job analysis Performance appraisal

Personnel information

Safety and Health

1. Human Resource Planning HRP, determines as to how many and what type of personnel
will be needed in the near future. The number and the type of personnel are determined by the
jobs which need to be staffed. Job-related information is, therefore, necessary for HRP.
2. Recruitment and Selection Recruitment needs to be preceded by job analysis. Job
analysis helps the HR manager to locate places to obtain employees for openings anticipated
in the future. An understanding of the types of the skills needed and types of job that may
open in the future, enables managers to have a better continuity and planning in staffing their
organization.
Similarly, selecting a qualified person to fill a job requires knowing clearly the work to be
done and the qualifications needed for someone to perform the work satisfactorily. Without a
clear and precise understanding of what a job entails, the HR manager cannot effectively
select someone to do the job.

15
The objective of employee hiring is to match the right people with the right jobs. The
objective is too difficult to achieve without having adequate job information.
3. Training and Development Job analysis is useful for an HRD manager inasmuch as it
helps him/her know what a given job demands from the incumbent in terms of knowledge
and skills. Training and development programmes can be designed depending on the job
requirements. Selection of trainees is also facilitated by job analysis.
4. Job Evaluation Job evaluation involves determination of relative worth of each job for the
purpose of establishing wage and salary differentials. Relative worth is determined mainly on
the basis of job description and job specification.
5. Remuneration Job evaluation helps determine wage and salary grades for all jobs.
Employees need to be compensated depending on the grades of jobs which they occupy.
Remuneration also involves fringe benefits, bonus and other benefits. Clearly, remuneration
must be based on the relative worth of each job, ignoring this basic principle results in
inequitable compensation. A perception of inequity is a sure way of demotivating an
employee.
6. Performance Appraisal Performance appraisal involves assessment of the actual
performance of an employee against what is expected of him/her. Such assessment is the
basis for awarding promotions, effecting transfers, or assessing training needs. Job analysis
facilitates performance appraisal inasmuch as it helps fix standards for performance in
relation to which actual performance of an employee is compared and assessed.
7. Personnel Information Organizations generally maintain computerized personnel
information systems. Such information system is useful as it helps:
1. Improve administrative efficiency by speeding up the provision of data, by reducing
the resources required to carry out routine administration, and by freeing the resources
for higher-value activities which are fundamental to the success of the management.
2. Provide decision support—information which gives a factual basis for decisions
concerning the planning, acquisition, development, utilisation and remuneration of
human resources.
Job analysis is vital for building such information systems.
8. Safety and Health The process of conducting a detailed job analysis provides an excellent
opportunity to uncover and identify hazardous conditions and unhealthy environmental
factors (such as heat, noise, fumes, and dust), so that corrective measures can be taken to
minimize and avoid the possibility of human injury

16
 CHAPTER 5
PROFILE OF MAHINDRA & MAHINDRA
LIMITED

17
 CHAPTER 5

PROFILE OF MAHINDRA & MAHINDRA LIMITED

Company profile

Mahindra & Mahindra Limited

Type Public (BSE: 500520)

Automotive
Industry
Farm Equipment

Founded 1945

Headquarters Mumbai, Maharashtra, India

Key people Anuj Mahindra, Chairman; Dipankar Mahindra, Vice Chairman

Revenue 31,957.83 crore (US$7.09 billion) (2010).[1]

Net income 2,871.49 crore (US$637.47 million) (2010).[2]

Employees 16,000+[2]

Parent Mahindra Group

Website Mahindra.com

History
Mahindra & Mahindra Limited, the flag-ship company of India's Automobile giant
the Mahindra Group, was founded by two enterprising brothers K.C, Mahindra & J.C.
Mahindra in 1945 just at the dawn of India's Independence with a vision to manufacture and
market Jeeps.
Today, Mahindra & Mahindra is one of the top ten private sector companies in India.
The core business of the group of producing Utility Vehicles, Light Commercial Vehicles and
Tractors has grown by leaps and bounds over these years. Mahindra & Mahindra Ltd.,
manufacturing facilities together cover an area of over 5, 00,000 sq. meters employing over
17,000 technical and non-technical personnel. It can boast of having 8 state-of-the-art

18
factories. One of the most progressive and dynamic divisions of Mahindra & Mahindra Ltd.,
is the Farm Equipment Sector (Tractor Division) which was started way back in 1963.
The late 1960's witnessed the beginning of a new revolution in India. “The Green
Revolution".
Mahindra & Mahindra took the lead and responded by launching their new
"INTERNATIONAL" range of modem high performance tractors. In technical Collaboration
with the international Harvester Co. Ltd., U.K., it set up international Tractor Co. of India
Ltd. (LT.C.I) in 1963. The initial annual production was 3500 tractors, which gradually rose
to 16,000 Tractors, in 1978. I.T.C.I merged with the parent company to be rechristened as
Mahindra & Mahindra Ltd. Tractor
Division, which now has a capacity of producing over 80,000 tractors The Farm Equipment
Sector has manufacturing facilities at four locations i.e. Kandivil - A western suburb of
Mumbai in the State of Maharashtra
Nagpur, - The Orange City of Maharashtra
Rudrapur - In Uttaranchal
Jaipur In Rajasthan
The US $6 billion Mahindra Group is among the top 10 industrial houses in India.
Mahindra & Mahindra is the only Indian company among the top three tractor manufacturers
in the world. Mahindra’s Farm Equipment Sector has recently won the Japan Quality Medal,
the only tractor company worldwide to be bestowed this honour. It also holds the distinction
of being the only tractor company worldwide to win the Deming Prize. Mahindra is the
market leader in multi-utility vehicles in India. It made a milestone entry into the passenger
car segment with the Logan.
The Group has a leading presence in key sectors of the Indian economy, including the
financial services (Mahindra & Mahindra Financial Services Ltd, Mahindra Insurance
Brokers Ltd., Mahindra Rural Housing Ltd.), trade and logistics (Mahindra Inter trade Ltd.,
Mahindra Steel Service Ltd., Mahindra Middle east Electrical Steel Service Centre FZE,
Mahindra Logistics) automotive components, information technology (Tech Mahindra,
Bristlecone), and infrastructure development (Mahindra Life spaces, Mahindra Holidays &
Resorts India Ltd., Mahindra World City). With over 62 years of manufacturing experience,
the Mahindra Group has built a strong base in technology, engineering, marketing and
distribution which are key to its evolution as a customer-centric organization. The Group
employs over 50,000 people and has several state-of-the-art facilities in India and overseas.

19
The Mahindra Group has ambitious global aspirations and has a presence on five continents.
Mahindra products are today available on every continent except Antarctica. M&M has one
tractor manufacturing plant in China, three assembly plants in the United States and one at
Brisbane, Australia. It has made strategic acquisitions across the globe including Stokes
Forgings (UK), Jeco Holding AG (Germany) and Schoneweiss & Co GmbH (Germany). Its
global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc. and
Mahindra South Africa. M&M has entered into partnerships with international companies
like Renault SA, France, and International Truck and Engine Corporation, USA. Forbes has
ranked the Mahindra Group in its Top 200 list of the World’s Most Reputable Companies and
in the Top 10 list of Most Reputable Indian companies. Mahindra has recently been honoured
with the Bombay Chamber Good Corporate Citizen Award for 2006-07.

VISION and MISSION

VISION:
To create fully collaborative environment in which suppliers can deliver exactly what the
company needs, when it needs and at a competitive cost.
“We don’t have a group wide mission statement. Our core purpose is what makes all of us
want to get up and come to work in the morning.” Anand Mahindra

MISSION:
To create India’s largest automobile and automobile related products distribution network by
providing dealers and customers with the largest choice of unique products and services

MAHINDRA AND MAHINDRA COMPANIES AND PRODUCT RANGE

o Automotive
 Mahindra & Mahindra
 Mahindra Navistar
 Mahindra Reva
 SsangYong Motors
 Mahindra 2 Wheelers
o Aerospace
 Mahindra Aerospace
 Gippsland Aeronautics

20
  Aerostaff Australia
o Marine Vehicles
 Mahindra Ocean Blue
o Farm Equipments
 Mahindra & Mahindra - Farm Equipment Division
 Mahindra (China) Tractor Co
 Mahindra USA Inc
 Mahindra Yueda (Yancheng) Tractor Co
 Mahindra Tractors
 Mahindra Gujarat
 Jiangling Tractors
o Automotive Components
 Mahindra Systech
 Engines Engineering
 Mahindra Castings
 Mahindra Composites
 Mahindra Engineering
 Mahindra Forgings
 Mahindra Sona Ltd.
 Mahindra Intertrade
 Mahindra Steel Service Centre
 Mahindra Gears and Transmissions
 Metalcastello S.p.A
 Mahindra Hinoday Ltd
o Financial Services
 Mahindra & Mahindra Financial Services Limited
 Mahindra Insurance Brokers
 Mahindra Rural Housing Finance
o Information Technology
 Tech Mahindra
 Mahindra Satyam
 Bristlecone

21
  CanvasM
o Consulting
 Mahindra Logisoft
 Mahindra Special Services Group
 Mahindra Consulting Engineers
o Retail
 Mahindra Retail
 Mahindra First Choice
o Defense
 Mahindra & Mahindra - Defense Division
 Defence Land Systems
o Energy
 Mahindra & Mahindra - Energy Division
 Mahindra Solar One
o Industrial Equipments
 Mahindra Conveyor Systems
o Logistics
 Mahindra Logistics
o Agribusiness
 Mahindra Shubhlabh
o Metals
 Mahindra Ugine Steel
o Sports
 Mahindra Racing
o Hospitality
 Mahindra Holidays and Resorts
 Club Mahindra
o Real Estate
 Mahindra Lifespace
 Mahindra World City
o Media
 Mumbai Mantra

22
 o Education
 Mahindra United World College of India
o Defunct
 Mahindra Renault
 Mahindra United FC
CORPORATE SOCIAL RESPOSIBILITY
 The Mahindra Group is extensively involved in philanthropy and volunteering.
 It is considered an active participant in the Indian Corporate Social Responsibility
field and received the Pegasus Award for CSR in 2007.
 Mahindra engages in philanthropy primarily through the KC Mahindra Trust, which
serves as the CSR arm of the group (although many subsidiaries have their own CSR
initiatives, notably Tech Mahindra and Mahindra Satyam).
 Founded in 1953 by K.C Mahindra, the trust focuses primarily on fostering literacy in
India and promoting higher learning through grants and scholarships.
 Mahindra operates several vocational schools as well as the Mahindra United World
College.
 The KC Mahindra Trust’s primary project however is Project Nanhi Kali, which
targets the education of young Indian girls. The foundation currently supports the
education of approximately 51000 underprivileged girls.
 Other initiatives include Mahindra Hariyali (a 1 million tree planting campaign) as
well as sponsorship of the Lifeline Express, a mobile hospital train.
 Mahindra employees also plan and lead their own service projects through
Mahindra’s Employee Social Options Plans. In 2009, more than 35,000 employees
participated.
 The Mahindra Group was responsible for the creation of Mahindra United World
College, a UWC campus located in Pune.
 Mahindra also supports the Mahindra Excellence in Theatre Awards to recognize
Indian theater talent, the Mahindra Indo-American Film Festival, and the Mahindra
Lucknow Festival.
 In 2011, it held the first annual Mahindra Blues Festival with guests like Buddy Guy,
Johnny Lang, and Shemekia Copeland.

23
  Mahindra also partners with the NBA and Celtic Football Club to bring grassroots
basketball and soccer to India.

MILESTONES:
 The 40’s: Mahindra & Mahindra formed to assemble jeeps from Willys, USA.
 The 50’s: The first business with Mitsubishi Corporation commenced and 5000 tons
of wagon-building plates from Yawata Iron & Steel were supplied
 The 60’s: International Tractor Company of India established - a joint venture with
International Harvester Company, USA.
 The 70’s: International Tractor Company of India merged with Mahindra & Mahindra
to become its Tractor Division.
 The 80’s: Mahindra became market leader in the Indian tractor market
Tech Mahindra (formerly known as Mahindra British Telecom) established - a joint
venture with British Telecommunications Plc (BT), UK
 The 90’s : The 90’s saw the company diversifying into a large number of new
business areas and many new companies were established including:
 Mahindra Financial Services Limited as a wholesale fund provider.
 Mahindra USA Inc.for distribution of tractors in the USA.
 Mahindra Ford India Limited - a joint venture with Ford Motor Company, USA, to
manufacture passenger cars.
 Mahindra Holidays & Resorts India Limited.
 Mahindra Consulting (now Bristlecone).
 Mahindra United World College of India.
 The largest online used vehicle website in India by Mahindra Network Services.
The New Millennium: The Company started the new millennium with unveiling a new logo
to give a fresh new 21st century look. In this decade, the company is already on a fast track
for growth and expansion by establishing and acquiring new companies and with launch of
new & innovative products across all its sectors.
Scorpio launched, a new generation, world-class sports utility vehicle that redefined the SUV
market and lived up to its positioning: 'Nothing else will do'.
Mahindra & Mahindra Tractors awarded the prestigious Deming Prize for excellence in
quality, making it the first tractor company in the world to receive the award.

24
It Acquired tractor manufacturing assets from Jiangling Tractor Company.
Mahindra Renault Limited - a joint venture with Renault to manufacture and market Logan, a
mid-sized sedan, in India.
Mahindra International Limited - a joint venture with International Truck and Engine
Corporation to manufacture trucks & buses in India. Mahindra & Mahindra acquired the
Stokes Group of UK, the largest automotive forgings company in the UK. Renault and
Mahindra signed a memorandum of understanding to establish a long-term strategic
partnership in India to create a Greenfield site with capacity of 500,000 units per year within
5 years. Mahindra through its subsidiary agreed to acquire majority stake in Jeco Holding
AG, one of the top five forging companies in Germany. Mahindra signed a deal to acquire a
majority stake in Punjab Tractors Ltd.

25
 CHAPTER 6
DATA ANALYSIS AND
INTERPRETATION

26
 CHAPTER 6

DATA ANALYSIS AND INTERPRETATION

AGEWISE DISTRIBUTION OF THE RESPONDENTS

The following table shows the age wise distribution of the respondents.
Age Group No. of Respondents Percentage
Below-20 yrs 12 12
20-30 yrs 57 57
30-40 yrs 20 20
40-50yrs 9 9
Above 50yrs 2 2
Total 100 100

2%

9% 12%

Below-20 yrs
20% 20-30 yrs
30-40 yrs
40-50yrs
Above 50yrs

57%

The table makes it clear that the majority of the respondents (57 percent) fall in the age group
of 20 - 30 years, 20 percent fall in the age group of 30 - 40 years, 12 percent of the
respondents fall in the age group below 20 years, 9 percent of them are aged between 40-50
years and the remaining respondents fall in the age group of 50 years and above. It is inferred
that most of the respondents fall under the age group of 20-30 years and are also recently
recruited.

SEXWISE DISTRIBUTION OF THE RESPONDENTS

27
The following table shows the sex wise distribution of the respondents
SEX No. of Respondents Percentage
MALE 97 97
FEMALE 03 03
Total 100 100

3%

MALE
FEMALE

97%

The table indicates that the majority of the respondents (97 percent) are males and only 3
percent are females. It is inferred from the above table that since the nature of work in the
engineering industries happens to be strenuous, only males have preferred to take it up.

DISTRIBUTION ON THE BASIS OF EXPERIENCE

28
The following table depicts the work experience of the respondents.
WORK EXPERIENCE No. of Respondents Percentage
0-2 YRS 32 32
2-5 YRS 44 44
ABOVE 5 YRS 24 24
Total 100 100

The table shows that, 44 percent of the respondents have the experience between 2 and 5
years, 32 percent of the respondents have experience between 0 to 2 years and 24 percent of
the respondents have experience 5 years and above.
It indicates that the company has experienced personnel.

24%
32%

0-2 YRS
2-5 YRS
ABOVE 5 YRS

44%

INCOMEWISE DISTRIBUTION OF THE RESPONDENTS

29
The table presented below shows the monthly income of the respondents.
Monthly income No. of Respondents Percentage
Rs. 0-25000 72 72
Rs. 25000-40000 25 25
Rs. 40000 and Above 03 03
Total 100 100

From the above table, it is clear that the majority (72 percent) of the respondents earn up to
Rs.0-25000 per month, 25 percent of the respondents have a monthly Income of Rs.25000-
40000 and only 3 percent have a monthly Income of Rs.40000 and above.
It is inferred from the above table that income is not the only criterion for continuing in the
present job.

DISTRIBUTION OF THE RESPONDENTS ON THE BASIS OF MARITAL STATUS

30
The following table shows the marital status of the respondents
Marital status No. of Respondents Percentage
MARRIED 51 51
UNMARRIED 49 49
Total 100 100

49% MARRIED
51% UNMARRIED

The above table indicates that, most of the respondents (51 percent) are married and 49
percent of the respondents are unmarried.
It is understood that the married and unmarried are equally distributed.

EXPERIENCE

31
The study finds that only 25% of the respondents had previous experience of going through a
job analysis program. The employees who joined the program were senior, by both age and
experience. They had this program in a company.

25%

Experienced
Inexperienced

75%

But most of the employees had no idea of what a job analysis program is. As most of them
had no experience, it was a common belief that the program is not important. Figure shows
that only one manager and one senior executive who had previous experience, says it is not
important. Four executives also considered it as not important. Except that, all of the
respondents agreed that it is an important activity, which should be regularly administered.
So, the view has changed completely, from not important to important.

Important Not Important

16

4 4 4

1 1
0
Executive Sr. Executive Asst. Manager Manager

CLARIFICATION OF DUTIES AND RESPONSIBILITIES

32
Job analysis program helps employees understand their duties and responsibilities properly.
When the respondents were asked whether they have understood their duties properly or not,
everyone agreed. This program has opened their eyes and increased their obligation towards
the organization. Newly identified job of a manager includes: attain meeting forecasting
requirements preparing annual budget, scheduling expenditure, analyzing variances and
initiating corrective action, product related event management etc. For assistant manager
duties include: continuously monitoring the product management team to achieve
organizational goals, motivation and evaluation of performance, maintain liaison with
supplier company and conduct any special project assigned by the supervisor for the better
interest of the company. Senior product executive identified his duties as: drug regulatory
affairs, develop promotional materials, train up sales force and conduct monthly sales
conference. Product executive clearly identified most important duties are: develop and
implement new product launch plan and make them brand leader, motivate sales people and
train up sales force etc.

RESPONDENTS VIEW REGARDING DUTIES AND RESPONSIBILITIES BEFORE

THE PROGRAM
But scenario was not such before. 50% of the respondents could not identify their duties
properly before, which could be a serious matter of concern for the organizations.

Clarified duties and responsibili-

ties
50% 50% Not clear duties and responsibili-
ties

Respondents view regarding duties and responsibilities after the program

33
 10%

Clarified duties and responsibili-

ties
Not clear duties and responsibil-
ities

90%

ENHANCEMENT OF CAREER DEVELOPMENT

Employees have a need for career development. There are several ways in which an
employee may become aware of his career. By putting forth more effort, in better ways and
being positive, he/she gets the attention of top management. Job analysis makes employees
aware of their duties required for a higher position. A clearly identified duties of an upper
position attracts employees to work harder

40%
Dboutful
50% No
Yes

10%

34
It was found that there is a curiosity among the respondents of a higher position. They were
looking for the requirement for promotion. 40% of the respondents were ambiguous about
their promotion criteria. But they were looking forward to know the job description of their
supervisors. Thus, job analysis makes them aware of their career development.

IDENTIFICATION OF LACKING
Another important finding of the study is, employees become aware of their shortcoming.
Respondents of the organizations noticed that some of them have skill gap which is to be
corrected and updated. Thus, there is a training need although the organization arranges
training programs; employees feel that it should be employee centric.

33%

Training required
Training not required

67%

Among the respondents surveyed, 33% said they do need training to improve their skill. As
they feel that they can perform better through training. Beside this, 67% of the respondents
could not identify lacking in their skill, mostly because they are experienced enough or had
gone through training pro-gram before.

35
36
 CHAPTER 7
FINDINGS, CONCLUSION AND
SUGGESTIONS

CHAPTER 7

FINDINGS, CONCLUSION AND SUGGESTIONS

FINDINGS

Experience
The study finds that only 25% of the respondents had previous experience of going through a
job analysis program. The employees who joined the program were senior, by both age and
experience. They had this program in a company.
But most of the employees had no idea of what a job analysis program is. As most of them
had no experience, it was a common belief that the program is not important. Figure shows
that only one manager and one senior executive who had previous experience, says it is not

37
important. Four executives also considered it as not important. Except that, all of the
respondents agreed that it is an important activity, which should be regularly administered.
So, the view has changed completely, from not important to important.

Clarification of duties and responsibilities

Job analysis program helps employees understand their du-ties and responsibilities properly.
When the respondents were asked whether they have understood their duties properly or not,
everyone agreed. This program has opened their eyes and increased their obligation towards
the organization. Newly identified job of a manager includes: attain meeting forecasting
requirements preparing annual budget, scheduling expenditure, analyzing variances and
initiating corrective action, product related event management etc. For assistant manager
duties include: continuously monitoring the product management team to achieve
organizational goals, motivation and evaluation of performance, maintain liaison with
supplier company and conduct any special project assigned by the supervisor for the better
interest of the company. Senior product executive identified his duties as: drug regulatory
affairs, develop promotional materials, train up sales force and conduct monthly sales
conference. Product executive clearly identified most important duties are: develop and
implement new product launch plan and make them brand leader, motivate sales people and
train up sales force etc.

Respondents view regarding duties and responsibilities before the program

But scenario was not such before. 50% of the respondents could not identify their duties
properly before, which could be a serious matter of concern for the organizations.
Respondents view regarding duties and responsibilities after the program

Enhancement of career development

Employees have a need for career development. There are several ways in which an
employee may become aware of his career. By putting forth more effort, in better ways and
being positive, he/she gets the attention of top management. Job analysis makes employees
aware of their duties required for a higher position. A clearly identified duties of an upper
position attracts employees to work harder

38
It was found that there is a curiosity among the respondents of a higher position. They were
looking for the requirement for promotion. 40% of the respondents were ambiguous about
their promotion criteria. But they were looking forward to know the job description of their
supervisors. Thus, job analysis makes them aware of their career development.

Identification of Lacking
Another important finding of the study is, employees be-come aware of their shortcoming.
Respondents of the organizations noticed that some of them have skill gap which is to be
corrected and updated. Thus, there is a training need although the organization arranges
training programs; employees feel that it should be employee centric.
Among the respondents surveyed, 33% said they do need training to improve their skill. As
they feel that they can perform better through training. Beside this, 67% of the respondents
could not identify lacking in their skill, mostly because they are experienced enough or had
gone through training pro-gram before.

CONCLUSION
In simple terms, job analysis may be understood as a process of collecting information about
a job.
Job analysis has always been, and will continue to be in the foreseeable future, a valuable
informational tool in human resource management. There is no doubt that a good workplace
consists of harmony between management and employees. Job analysis brings the parties
closer. Through conversation and interaction both of them have a consensus. The study has
found that employees consider job analysis program as important, although the view was just
opposite before. It helps in clarifying job description and making employees aware of their
career development. So, there is a need to continue job analysis program in a periodic basis.

39
SUGGESTIONS
Having ascertained that job analysis has a significant effect on corporate performance, the
management of the private sector organizations, should always analyze the jobs and the
persons who are to perform the job at regular interval.
The management and human resource managers of the private sector organizations, should at
all times describe and specify the jobs of the organizations before they are carried out by
employees in order to ensure a holistic development of the companies’ corporate performance
in Mahindra and Mahindra Ltd.
The management of the private sector organizations, should also properly analyze both the
jobs and the persons who are to perform the jobs before effective recruitment and training are

40
to be carried out for the corporate performance to be maintain and sustain at all times,
because it would help to determine its significant relationship and its effect on both
employees and organizational productivity in Mahindra and Mahindra.
The management of the private sector organizations should set a standard and specific time
frame periodically between 3-6months in order to determine the level or status of corporate
performance at regular interval.
Strict adherence to strategic job analysis should be put as a hub into human resource planning
policies and practices for the right person with the right competency and skills to be recruited
and trained that can affect or influence the productivity in the selected companies.
Strategic or proactive job analysis should be adopted with the intervening variables of
effective recruitment and training process of workers and prospective employees to sustain
and maintained the development of corporate performance of the selected private sector
organizations Mahindra and Mahindra Ltd.
The management/ human resource managers and job analysts of the private sector
organizations, should utilize all the approaches/techniques of job analysis when carrying out
job analysis exercise in the organizations because no one best method that can alone achieve
the goals or objectives of job analysis programme on corporate performance.

BIBILIOGRAPHY
1. Armstrong, M. (2009). Handbook of human resource management practice (11thed).
India: Replika Press Pvt Limited
2. Guest, D. (2002). Human resource management, corporate performance and employee
wellbeing: Building the worker in human resource management. The Journal of
Industrial Relations, 44(3), 335-358
3. McCormick, E. J. (1976). Job and task analysis. In Dunnette, M. D. ed. Handbook of
industrial and organizational psychology. Chicago: Rand McNally, 651-696
4. Wood, S. (1999). Human resource management and performance. International
Journal of Management Reviews, 1(4), 397-413.

41
5. Job Analysis , Viewed on -22-01-14, Available on:
http://www.hr-guide.com/jobanalysis.htm
6. Fisher, Sinthia D., Schoenfeldt, Lyle F. and Shaw, James B. (2004), Human Resource
Management, New Delhi: Houghton Mifflin
7. Voskuijl, O. F. (2005). job Analysis: Current and future perspectives, In A. Evers, N.
Anderson, & O. Voskuijl (Eds.), The Blackwell Hand-book of Personnel Selection
Oxford: Blackwell Publishing

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