A

SYNOPSIS
ON
HR STAFFING
AT
HERO MOTOCORP PVT LTD
A Project report submitted to Osmania University
In partial fulfillment for the Award of the Degree of
MASTER OF BUSIUNESS ADMINISTRATION

Submitted by
D.MANISH
HT NO: 212120672170
UNDER THE GUIDANCE OF
------------------------------------------
ARISTOTLE PG COLLEGE
(Affliated To Osmania University, Hyderabad)
Recognized By UGC under section 2(f) of UGC Act 1956
Beside Moinabad Police Station,
Chilkur, Moinabad ,Ranga Reddy District, Telangana.
2020-2022
INTRODUCTION

Human Resource Management is a managerial function which facilitates the

effective utilization of people (manpower)in achieving organizational goals. Human Resource

Management (HRM) is a management function that helps managers, recruit, select, train and

develop members for an organization. Obviously, HRM is concerned with the people’s

dimension in organizations. Human resource management(HRM or simply HR) is the

management of an organization's workforce, or human resources. It is responsible for the

attraction, selection, training, assessment, retention, and rewarding of employees, while also

overseeing organizational leadership and culture, and ensuring compliance with employment

and labor laws. In circumstances where employees desire and are legally authorized to hold a

collective bargaining agreement, HR will typically also serve as the company's primary

liaison with the employees' representatives (usually a labor union).

“….the Part of management which is concerned with the people at work and with their

relationship within an enterprise .It aims to bring together and develop into an effective

organization of the men and women who make up the enterprise having regard for the well-

being of the individual and of working groups, to enable them to make their best contribution

to its success”

(National Institute of Personnel Management (NIPM), India)

An HRM staffing pertains to the means as to how to implement the specific functions of

HRM. An organization’s HR function may possess recruitment and selection policies,

disciplinary procedures, reward/recognition policies, an HR plan, or learning and

development policy however all of these functional areas of HRM need to be aligned and

correlated, in order to correspond with the overall business staffing. An HRM staffing thus is

an overall plan, concerning the implementation of specific HRM functional areas.

An HRM staffing typically consists of the following factors

 "Best fit" and "best practice" - meaning that there is correlation between the HRM

staffing and the overall corporate staffing. As HRM as a field seeks to manage human

resources in

 Order to achieve properly organizational goals, an organization’s HRM staffing seeks

to accomplish such management by applying a firm's personnel needs with the

goals/objectives of the organization. As an example, a firm selling cars could have a

corporate staffing of increasing car sales by 10% over a five year period. Accordingly,

the HRM staffing would seek to facilitate how exactly to manage personnel in order

toachieve the 10% figure. Specific HRM functions, such as recruitment and selection,

reward/recognition, an HR plan, or learning and development policies, would be

tailored to achieve the corporate objectives.

 Close co-operation (at least in theory) between HR and the top/senior management, in

the development of the corporate staffing. Theoretically, a senior HR representative

should be present when an organization’s corporate objectives are devised. This is so,

since it is a firm's personnel who actually construct a good, or provide a service. The

personnel's proper management is vital in the firm being successful, or even existing

as a going concern. Thus, HR can be seen as one of the critical departments within the

functional area of an organization.

 Continual monitoring of the staffing, via employee feedback, surveys, etc.

The implementation of an HR staffing is not always required, and may depend on a number

of factors, namely the size of the firm, the organizational culture within the firm or the

industry that the firm operates in.

An HRM staffing can be divided, in general, into two facets - the people staffing and the HR

functional staffing. The people staffing pertains to the point listed in the first paragraph,

namely the careful correlation of HRM policies/actions to attain the goals laid down in the

corporate staffing. The HR functional staffing relates to the policies employed within the HR

functional area itself, regarding the management of persons internal to it, to ensure its own

departmental goals are met.

 CHAPTER-II

REVIEW OF LITERATURE

HUMAN RESOURCE MANAGEMENT:

Every organization irrespective of its size, has four resources namely men, material, money
and machinery. Of these, men i.e., people are the most vital resources and only they make all
the differences in an organization. In this connection L.F. Urwick says that “Business houses
are made/broken in the long-run not by the markets or capital, patents or equipment, but by
men” Peter F. drucker says that, “Man of all the resources available to Man, can grow and
develop”. This gives genesis to the concept of HRM. Of all the sub-systems, HR is the central
sub-system of an organization. As the central sub-system, it controls the functions of each
sub-system and the whole organization. The prosperity and growth of an organization
depends mainly upon the policies, programs and practices of HR sub-system. So an
organization aiming at growth from all dimensions should maintain a dynamic and effective
HR sub-system.

DEVELOPING A HRM STAFFING

Faced with rapid change organizations need to develop a more focused and coherent
approach to managing people. In just the same way a business requires marketing or
information technology staffing it also requires a human resource or people staffing.

In developing such a staffing two critical questions must be addressed.

 What kinds of people do you need to manage and run your business to meet your
strategic business objectives?
 What people programs and initiatives must be designed and implemented to attract,
develop and retain staff to compete effectively?

In order to answer these questions four key dimensions of an organization must be addressed.
These are:

 Culture: the beliefs, values, norms and management style of the organization
  Organization: the structure, job roles and reporting lines of the organization
 People: the skill levels, staff potential and management capability
 Human resources systems: the people focused mechanisms which deliver the staffing
- employee selection, communications, training, rewards, career development, etc.

Frequently in managing the people element of their business senior managers will only focus
on one or two dimensions and neglect to deal with the others. Typically, companies
reorganize their structures to free managers from bureaucracy and drive for more
entrepreneurial flair but then fail to adjust their training or reward systems.

When the desired entrepreneurial behavior does not emerge managers frequently look
confused at the apparent failure of the changes to deliver results. The fact is that seldom can
you focus on only one area. What is required is a strategic perspective aimed at identifying
the relationship between all four dimensions.

If you require an organization which really values quality and service you not only have to
retrain staff, you must also review the organization, reward, an appraisal and communications
systems.

The pay and reward system is a classic problem in this area. Frequently organizations have
payment systems which are designed around the volume of output produced. If you then seek
to develop a company which emphasizes the product's quality you must change the pay
systems. Otherwise you have a contradiction between what the chief executive is saying
about quality and what your payment system is encouraging staff to do.

There are seven steps to developing a human resource staffing and the active involvement of
senior line managers should be sought throughout the approach.
STEPS IN DEVELOPING HRM STAFFING

STEP 1: GET THE 'BIG PICTURE'

Understand your business staffing.

 Highlight the key driving forces of your business. What are they? Example:
technology, distribution, competition, the markets.
 What are the implications of the driving forces for the people side of your business?
 What is the fundamental people contribution to bottom line business performance?

STEP 2: DEVELOP A MISSION STATEMENT OR STATEMENT OF INTENT

That relates to the people side of the business.

Do not be put off by negative reactions to the words or references to idealistic statements - it
is the actual process of thinking through the issues in a formal and explicit manner that is
important.
 CHAPTER-III

RESEARCH METHODOLOGY

NEED FOR THE STUDY:

 To increase productivity.

 To improve quality.

 To help a company fulfill its future personnel needs.

 To improve organizational climate.

 To improve health & safety.

 Obsolescence prevention.

 Personal growth.

SCOPE OF THE STUDY:

One of the main functions of personnel management in industrial

organization is to impart programmers to its employees.

HRM plays a large part in determining the effectiveness and efficiency of the

establishment. Increase in productivity is possible only when there is an increase in

quantity of output. It applies not only to new employees but also to experienced people. It

can help employees and employers to increase their level of performance and to develop

skills, knowledge on their present job assignments.

OBJECTIVES OF THE STUDY:

• To help the organization reach its goals.

• To ensure effective utilization and maximum development of human resources.

• To ensure reconciliation of individual goals with those of the organization.

• To achieve and maintain high morale among employees.

• To increase to the fullest the employee's job satisfaction and self-actualization.

• To develop and maintain a quality of work life.

• To develop overall personality of each employee in its multidimensional aspect.

• To enhance employee's capabilities to perform the present job.

RESEARCH METHODOLOGY

Research is scientific and systematic search pertinent information in a specific topic. The

meaning of research is “A Careful Investigation (or) Inquiry.

HRM STAFFING is the corner stone of sound management, and it makes employees and

employers more effective and productive. It is actively and intimately connected with all

personnel and managerial activities.

There is a present need for HRM STAFFING measures, So that new and changed

techniques may be taken advantage and improvements effected in new methods, which are

woefully inefficient. Training is practical and of vital necessity because, apart from other

advantages mentioned, and increase their “Market Value”, earning power job security

HERO MOTOCORP LTD is spending for HRM STAFFING activities. It is introducing

global concepts like,

  Team Building

 Time Management

It uses all the technology available and modern equipment in HRM STAFFING

programmers. In a contemporary study, it was revealed that it is more inflammable so the

workers and superiors must concentrate on the work what they are doing. At any time if

they don’t concentrate on their work it is very dangerous to the whole industry.

OBJECTIVES OF RESEARCH

 On an average, every employee undergoes at least 2 training program for a

financial year and the employer in HRD requires the executive development

program at the time of intensive competition. Therefore the primary

objective of the study is aimed to know the adequacy of training given to

employees and employers.

 To know whether employees and employers are having enthusiasm in

knowing about training and development programs, training plans,

implementation and participation.

 To suggest appropriate techniques and modification in training to achieve

corporate goals.

 Development to employers arises due to providing technical skills and

conceptual skills to non-technical managers and managerial skills and

conceptual skills to technical managers.

RESEARCH INSTRUMENT:

In order to collect the data from the people in organization the research instrument used

is QUESTIONNAIRE.

A structured questionnaire has been designed, consisting of Closed Ended questions.

All the questions are objective. Questionnaire does not contain any column for personal

details of the people in INDU Projects Ltd.,

Questionnaire is designed for employees and employers containing 12 questions

respectively. The questions are framed consisting of different factors. Both positive and

negative questions are included to reduce the bias.

DATA SOURCES

Data can be broadly classified as;

 Primary data.

 Secondary data.

Primary data:

Primary data is obtained through observation, questionnaires, and personal

interviews.

Secondary Data:

Secondary data is obtained through various,

Management books

Journals

Newspapers and Internet web: www.induprojects.coms

SAMPLING

Sampling is always necessary to collect data from the whole organization. A

small representative sample may serve the purpose. Sample means “A Group

Taken from a Large Lot“. This small group should be miniature cross-section

and really “Representative” in character. This selection process is called

Sampling.

Sample Size

Sample is device for learning about masses by observing a few individuals the

selected sample is “50”.

Sample Planning

Sample planning consists four major parts they are

 Sample Unit : Employees

 Sample Size: 50

 Population : 298

 Sample frame: Employees of HERO MOTOCORP LTD, Hyderabad

 Sample procedure: Convenience Sampling

SAMPLING METHOD

The various methods of sampling can be grouped under 2 broad heads:

Probability Sampling (Random)

The method adopted here is Random Sampling Method. A Random sample is one
where each item in the universe has an equal chance of known opportunity of being
selected.

Non Probability Sampling (Non Random)

The method does not provide every item in the universe with a known chance of being
included in the sample. The selection process is at least particularly subjective. The
implementation of an HR staffing is not always required, and may depend on a number of
factors, namely the size of the firm, the organizational culture within the firm or the
industry that the firm operates in.

An HRM staffing can be divided, in general, into two facets - the people staffing and the HR
functional staffing. The people staffing pertains to the point listed in the first paragraph,
namely the careful correlation of HRM policies/actions to attain the goals laid down in the
corporate staffing. The HR functional staffing relates to the policies employed within the HR
functional area itself, regarding the management of persons internal to it, to ensure its own
departmental goals are met.

LIMITATIONS OF THE STUDY:

 Lack of understanding towards the strategic needs of the business.

 Improper analysis of environmental and cultural factors which have its

impact on the content of the strategies.

 Development of ineffective HR practices.

 Development of improper initiatives which affects the performance of the

organizations and its objectives.

 Absence of supporting processes for taking the initiatives.

 INDUSTRY PROFILE
The automobile industry is one of India’s most vibrant and growing industries. This industry
accounts for 22 per cent of the country's manufacturing gross domestic product (GDP). The
auto sector is one of the biggest job creators, both directly and indirectly. It is estimated that
every job created in an auto company leads to three to five indirect ancillary jobs.
India's domestic market and its growth potential have been a big attraction for many global
automakers. India is presently the world's third largest exporter of two-wheelers after China
and Japan. According to a report by Standard Chartered Bank, India is likely to overtake
Thailand in global auto-export market share by the year 2020.
The next few years are projected to show solid but cautious growth due to improved
affordability, rising incomes and untapped markets. With the government’s backing, and
trends in the international scenario such as the decline in prices of natural rubber, the Indian
automobile industry is slated to witness some major growth.
Market size
The cumulative foreign direct investment (FDI) inflows into the Indian automobile industry
during the period April 2000 – August 2015 was recorded at US$ 10,119.68 million, as per
data by Department of Industrial Policy and Promotion (DIPP).
Data from industry body Society of Indian Automobile Manufacturers (SIAM) showed that
137,873 passenger cars were sold in July 2015 compared to 131,257 units during the
corresponding month of 2014. Among the auto makers, Maruti Suzuki, Hyundai Motor India
and Honda Cars India emerged the top three gainers with sales growth of 15.45 per cent, 12
per cent and 11 per cent, respectively.
The three-wheeler segment posted a 24 per cent growth to 51,461 units on the back of
increased demands from the urban market. Total sales across different vehicle segments grew
12 per cent year on year (y-o-y) to 1,586,123 units.
Scooter sales have jumped by 29 per cent in the ongoing fiscal, and now form 27 per cent of
the total two-wheeler market from just 8 per cent a decade back. The ever-rising demand for
scooters, which has far outstripped supply, has prompted Honda to set up its first dedicated
scooter plant in Ahmedabad.
Tractor sales in the country are expected to grow at a compound annual growth rate (CAGR)
of 8–9 per cent in the next five years making India a high-potential market for many
international brands.
Investments
To match production with demand, many auto makers have started to invest heavily in
various segments in the industry in the last few months. Some of the major investments and
developments in the automobile sector in India are as follows:
 Ashok Leyland plans to invest rupees 450–500 crore (US$ 73.54–81.71 million) in
India, by way of capital expenditure (capex) and investment during FY15. The
company is required to manage rupees 6,000 crore (US$ 980.56 million) of assets in
seven locations across the world, for which maintenance capex is needed.

 Honda Motors plans to set up the world's largest scooter plant in Gujarat to roll out
1.2 million units annually and achieve leadership position in the Indian two-wheeler
market. The company plans to spend around rupees 1,100 crore (US$ 179.76 million)
on the new plant in Ahmedabad, and expand its range with a few more offerings.

 Yamaha Motor Co has restructured its business in India. Now, Yamaha Motor India
(YMI) will take care of its India operations. “The restructuring is part of Yamaha’s
mid-term plan aimed at improving organizational efficiency,” as per Mr. Hiroyuki
Suzuki, Chief Executive and Managing Director. YMI would be responsible for
corporate planning and strategy, business planning and business expansion, quality
control, and regional control of Yamaha India Business.

 HERO Motors plans to use the 'hub-and-spoke' model in which India will be the key
manufacturing base while it will have mini-hubs in overseas markets. The company
also plans to set up mini hubs in potential markets like Africa, Middle-East and South
East Asia.

 Hero Cycles through its unit OPM Global has acquired a majority stake in German
bicycle company Mitteldeutsche Fahrradwerke AG (MIFA) for €15 million (US$
19.11 million). The company plans to invest an additional €4 million (US$ 5.09
million) as capital expenses in restructuring the acquired company.
 CORPORATE PROFILE

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is the world's largest manufacturer
of two - wheelers, based in India.

In 2001, the company achieved the coveted position of being the largest two-wheeler
manufacturing company in India and also, the 'World No.1' two-wheeler company in terms of
unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position
till date.

Vision
The story of Hero Honda began with a simple vision - the vision of a mobile and an
empowered India, powered by its two wheelers. Hero MotoCorp Ltd., company's new
identity, reflects its commitment towards providing world class mobility solutions with
renewed focus on expanding company's footprint in the global arena.
Mission

Hero MotoCorp’s mission is to become a global enterprise fulfilling its customers' needs and
aspirations for mobility, setting benchmarks in technology, styling and quality so that it
converts its customers into its brand advocates. The company will provide an engaging
environment for its people to perform to their true potential. It will continue its focus on
value creation and enduring relationships with its partners

Strategy
Hero MotoCorp’s key strategies are to build a robust product portfolio across categories,
explore growth opportunities globally, continuously improve its operational efficiency,
aggressively expand its reach to customers, continue to invest in brand building activities and
ensure customer and shareholder delight.

Manufacturing
Hero MotoCorp two wheelers are manufactured across 3 globally benchmarked
manufacturing facilities. Two of these are based at Gurgaon and Dharuhera which are located
in the state of Haryana in northern India. The third and the latest manufacturing plant is based
at Haridwar, in the hill state of Uttrakhand.
Technology
In the 1980’s Hero Honda pioneered the introduction of fuel-efficient, environment friendly
four-stroke motorcycles in the country. Today, Hero Honda continues to be technology
pioneer. It became the first company to launch the Fuel Injection (FI) technology in Indian
motorcycles, with the launch of the Glamour FI in June 2006.

Distribution
The Company's growth in the two wheeler market in India is the result of an intrinsic ability
to increase reach in new geographies and growth markets. Hero MotoCorp’s extensive sales
and service network now spans over to 6000 customer touch points. These comprise a mix of
authorized dealerships, service & spare parts outlets and dealer-appointed outlets across the
country.

Brand

The new Hero is rising and is poised to shine on the global arena. Company's new identity
"Hero MotoCorp Ltd." is truly reflective of its vision to strengthen focus on mobility and
technology and creating global footprint. Building and promoting new brand identity will be
central to all its initiatives, utilizing every opportunity and leveraging its strong presence
across sports, entertainment and ground-level activation.

HERO'S MANDATE

Hero is a world leader because of its excellent manpower, proven management, extensive
dealer network, efficient supply chain and world-class products with cutting edge technology
from Company, Japan. The teamwork and commitment are manifested in the highest level of
customer satisfaction, and this goes a long way towards reinforcing its leadership status
BRIEF PROFILE OF DIRECTORS
MR. BRIJMOHAN LALL MUNJAL
Mr. BrijmohanLallMunjal is the founder Director and Chairman of the Company and the $
3.2 billion Hero Group. He is the Past President of Confederation of Indian Industry (CII),
Society of Indian Automobile Manufacturers (SIAM) and was a Member of the Board of the
Country's Central Bank (Reserve Bank of India). In recognition of his contribution to
industry, Mr. Munjal was conferred the Padma Bhushan Award by the Union Government.
Mr. BrijmohanLallMunjal is currently on the board of the following companies:
No. Name of Company Nature of Office

1 Hero Honda Motors Limited Chairman and Whole-time Director

2 Hero Honda Finlease Limited Chairman and Director

3 Munjal Showa Limited Chairman and Director

4 Easy Bill Limited Director

5 Rockman Industries Limited Director

6 ShivamAutotech Limited Director

 CHATER-V

CHAPTERIZATION
CHAPTERIZATION
CHAPTER-1
INTRODUCTION
CHAPTER-2
REVIEW OF LITERATURE
CHAPTER-3
RESEARCH METHODOLOGY
 NEED OF THE STUDY
 OBJECTIVES OF THE STUDY
 SCOPE OF THE STUDY
 DATA COLLECTION
 LIMITATIONS
 STATISTICAL TOOLS
CHAPTER-4
INDUSTRY/COMPANY PROFILE
CHAPTER-5
DATA ANALYSIS
CHAPTER-6
FINDINGS
CHAPTER-7
SUGGESTION & CONCLUSION
BIBLIOGRAPHY
ANNEXURES