ashok leyland

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Project Study Report On Training Undertaken At Titled JOB SATISFACTION Submitted in partial fulfillment for the Award of degree of Master of Business Administration Submitted by: Submitted to

Transcript of ashok leyland

Page 1: ashok leyland

Project Study Report

On

Training Undertaken At

Titled

JOB SATISFACTION

Submitted in partial fulfillment for the

Award of degree of

Master of Business Administration

Submitted by: Submitted to

KAJAL MR. RAMESH YADAV

MBA 2nd year HR MANAGER

ACKNOWLEDGEMENT

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No matter how ones tries to limit ones feeling to bind in words, they

cannot prove to a true measure of what is felt. ASHOK LEYLAND

LTD. was my wonderful experience. It offered me an insight into the

working of industry. The experience I had there was something which

no book can replace, be it the interactions with the staff or the training

sessions.

This project entitled “Welfare Activities in Ashok Leyland” is an out

come of my summer training. I would like to express my sincere

gratitude and deep regards to Mr. A.K. Chopra (Manufacturing

manager Alwar), Ramesh Yadav (Divisional Manager H.R.) ),

Bhupendra Kumar & Danish Ali Khan (ass. manager) for allowing me

to take my training in Ashok Leyland and giving me this opportunity to

learn through this project. I would like to profoundly thank employees

of related department for extending his full support and guiding me in

this endeavor. My sincere thanks to the various department heads for

explaining the process.

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PREFACE

The Ashok Leyland is one of the fastest growing names in the field of heavy

vehicles products driven by their commitment for quality, their products and

services are rated and accepted as one of the best.

The main objective of the Ashok Leyland is customer satisfaction by continuous

improvement in Men, Machine, Methods, Materials and environment and

achieving zero defects for total customer satisfaction.

The Ashok Leyland was registered in 1950 by a group of eminent and experienced

entrepreneurs with a vision to provide heavy vehicles products of superior quality

and all possible ranges at most competitive prices.

The Ashok Leyland is having an ISO 9002 and 14001 certificate.

The current Turn over of the Ashok Leyland is about 83.047millions (Rs.)

It is always desirable by the management to know the perception and the new

segment if any to foray to increase the consumer base and business eventually.

I am thankful to the management for assigning such a challenging project to me.

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COMPANY PROFILE

ASHOK LEYLAND:--

An Introduction

The origin of Ashok Leyland can be traced to he urge for self-reliance,

felt by independence India. Pundit Jawaharlal Nehru, India’s first prime

minister persuaded Mr. Raghunandan Saran, an industrialist, to enter

automotive manufacture. In 1948, Ashok motors was set up in what

was then Madras, destiny and name changed soon with equity

participation by British Leyland and Ashok Leyland commenced

manufacture of commercial vehicles in 1950. Since then Ashok Leyland

has been a major presence in India’s commercial vehicle industry with

tradition of technological leadership, achieved through tie-ups with

international technology leaders and through vigorous in house R&D.

Access to international technology enabled the company to set a

tradition to be first with technology. Be it full air brakes, power steering

or rear engine busses, Ashok Leyland pioneered all these concepts,

responding to the operating conditions and practices in the country. The

company made its vehicles strong over engineering them extra metallic

muscles. Designing durables products that make economic sense to the

consumer, using appropriate technology

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became the design philosophy of the company which in turn has molded

consumer attitudes and the brand personality.

In 1987, the overseas holding by land Rover Leyland International

Holdings

limited (LRLIH) was taken over by a joint venture between the Hinduja

Group, the Non-Resident Indian transnational group and IVECO flat

SPA, part of the flat Group and Europe’s leading truck manufacturer.

The blueprint prepared for the future reflected the global ambitious of the

company, captured in four words: Global Standards, Global Market. This was at a

time when liberalization was not yet in the air. Buoyed by the backing of two

international giants, Ashok Leyland embarked on a major product and process up

gradation to match world-class standards of technology.

In the journey towards global standards of quality Ashok Leyland reached a

major milestone in 1993 when it became the first in India’s automobile history

to win the ISO 9002 certification came in

1994 and ISO 14001 certification for all vehicle manufacturing units in 2002.

The year 1994 was also the year, when international technology changed the way

India perceived trucks. A new breed of world-class trucks- technologically superior

and eco-friendly rolled out

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On India perceived trucks. A new breed of world-class trucks technologically

superior and eco-friendly-rolled out on Indian roads from our state-of-the-art

manufacturing plant at Hosur,

near Bangalore. `Cargo` brought with it, a new set of values and

Unmatched benefits, ushering in a revolution.

CURRENT STATUS;

Ashok Leyland is a technology leader in the commercial vehicle sector of India.

The history of the company has been punctuated by a number of technology

innovation, which have since become industry norms. It was the first to introduce

multi-axle trucks, full air brakes and a host of innovations like the rear engine

and articulated buses in India. In 1997, the company launched the country’s

first CNG bus and 2002, developed the first hybrid electric vehicle.

The company has also maintained its profitable track record for 60 years. The

annual turnover of the company was USD 1.4 BILLION in 2008-09.Selling

54,431 medium and heavy vehicle in 2008-0. Ashok Leyland is India’s largest

exporter of medium and heavy duty trucks out of India. It also one of the largest

private sector employers in India

with about 12,000 employees working in 6 factories and offices spread over the

length and breadth of India.

The company has increased its rated capacity to 105,000 vehicle per

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annum.also further investment plans including putting up two new plants –

one in uttarakhand in north India and bus body building unit in middle east Asia

are fast a foot. It already has a sizable presence in African countries like Nigeria,

Ghana, Egypt and South Africa.

One company acquired Czech republic based Avia’s truck business. The newly

acquired company has named Avia Ashok Leyland motors s.r.o. This gives

Ashok Leyland a foothold in the highly competitive European truck market. The

Hinduja group also bought out IVECO’S indirect stake in Ashok Leyland in

2007.the promoter shareholding now stands at 51%.

HISTORY

Ashok Leyland was urge for self-reliance industry felt by independent

India’s first Prime Minister Pt. Jawaharlal Nehru, persuaded Mr.

Raghunandan Charan, an industrialist to enter automotive manufacture. In

1948 Ashok Motors was setup in what was than Madras, for the assembly of

Austin Cars. After that in 1955 the company’s name and luck changed by

Equity participation by British company Leyland and Ashok Motors gat a

new brand “ASHOK LEYLAND” the manufacture of commercial vehicle

industry. With a convention of technological leadership achieved by tie-ups

and collaboration with international technology leading organization and

through enthusiastic in house research and development it setup it’s

existence in Indian and foreign market

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Admittance to global technology and equipment enabled the company to set

first with technology in full air brakes Power – steering, Rear- engine buses

etc. Ashok Leyland pioneered all these concepts. Responding to the

operating conditions and practices in the country, the company made its

vehicles strong over engineering them with extra metallic-muscles.

Ashok Leyland vehicles have built repute for reliability and austerity. The

5,00,000 vehicles we have put on the roads have considerably eased the

additional pressure placed on road transportation in independent India.

Ashok Leyland’s busses are used by the India’s four for out of 5 most

populated states as their state transportation corporation vehicles. Some of

them like double-decker and vestibule buses are unique models from

ASHOK LEYLAND

Tailor made for high- density routes. The company’s products are inherent

to Indian lives. Ashok Leyland dominates in city passenger’s transportation

with specialized high capacity buses such as double-decker and vestibule

bus for which the company is the only Indian source.

Ashok Leyland supplies a host of modern special purpose vehicles to India’s

defense sector. This includes stallion 4x4s, forming the backbone of the Indian

army’s logistics operations, now being assembled within the defense sector

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through a technology transfer agreement. The stallions left an indelible mark for

reliability during the kargil conflict. When India and Pakistan opened their

common gate at Wagaha, Ashok Leyland buses were the choice for this prestigious

cross border passenger service.

Ashok Leyland has maintained its technological leadership even as it offers the

most comprehensive range of model configurations in its class, offering the

customer the closest fit with his unique requirements. A pioneer in alternate fuels,

Ashok Leyland made India’s first CNG powered bus in 1997. In 2002, India

entered another frontier technology when Ashok Leyland developed India’s first

Hybrid electric bus in a partnership with the Government sector.

In 1987, the overseas holding by Land Rover Leyland international holdings

Limited was taken over by a joint venture between the Hinduja Group, the non-

resident Indian transport group and IVECO.(since July 2006, the Hinduja Group is

100% holder of LRLIH)

In the journey towards global standards of quality, Ashok Leyland reached a major

milestone in 1993, when it becomes the first Indian automobile history to win ISO-

9002 Certification. The more comprehensive ISO 9001 Certification came in 1994,

QS-9000 in 1998 and ISO-14001 Certification for all vehicles manufacturing

unites in 2002. It has also become the first Indian auto-company to receive the

latest ISO/TS-16949 corporate Certification (in July, 06), which is specific to the

auto industry.

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MILESTONES OF COMPANY:

Introduce full air brakes

1966 Launched double-decker bus

1967 Offered power steering in commercial vehicles

1979 Introduced multi-axle trucks

1980 Introduced the international concept of integral bus

with air suspension

1981 Introduced vestibule bus

1992 Won self certification status for defence supplies

1993 Received ISO 9002

1997 India’s first CNG powered bus joined the BEST fleet

2001 Received ISO 14001 certification for all manufacturing

units

2002 Launched hybrid electric vehicle

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Achievements

Eight out of ten metro state transport buses in India are from Ashok

Leyland. At60 million passengers a day, Ashok Leyland buses carry

more people than the entire Indian rail network.

Ashok Leyland has a near 98.5% market share in the Marine Diesel

Engines Markets in India.

In 2002, all the vehicle-manufacturing units of Ashok Leyland were

ISO 14001 certified with Environmental Management System.

The company has six manufacturing locations in India:

o Encore , Chennai

o Hosur , Thamilnadu(3 plants)

o Alwar , Rajasthan

o Bandana , Maharashtra

The total covered space at these six plants exceeds 450,000 sq m and

together employs over 11,500 personnel.

Last Financial year (2006-2007) the company sold a record 83,101

vehicles which is an all time high considering the past sales

history of Ashok Leyland.

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It is one of the leading Brands in India and most easily recognizable

one.

The company is setting up a new Plant in the North Indian state of

Uttarakhand at Pant Nagar at an investment outlay of Rs. 1200

crores. This plant is expected to go on stream in the year 2008. The

Plant will have a capacity to produce around 40,000 commercial

vehicles and is expected to cater mainly to the North Indian market

taking advantage of the excise duty and other tax concession The

company has signed an agreement with Ras Al Khaimah Investment

Authority (RAKIA) in UAE for setting up a new manufacturing base in

the Middle East.

The company also announced that it may set up a manufacturing

base in South Africa

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AUTOMOTIVE PRODUCTS OF ASHOK LEYLAND

School bus - Stag (ICV)

Bus (MDV) - Viking Cheetah, Viking Super, Falcon

Double Decker bus - Vestibule bus

Rear-engine bus - Panther, Cruiser, Enviro

Luxury bus - Luxury, Foton

CNG bus - Viking, Viking Super, Lynx, 4.2 &

4.9

Multi- axle vehicle - Taurus 6x4 taurus 6x2 tusker super6x2

2516,2514,2214

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Haulage - Comet, comet Gold, bison, tusker

supper

1512,1614, Beaver, hippo

Tipper - Comet, bison, Taurus, cargo 759, cargo

909, Cargo1614,

Hippo- Tipper, 2516

Dumper - ALRD20 dumper

Tractor - Comet, tusker turbo, Beaver, hippo, rhino,

4018, 4921

CV/ICV - Cargo 759, Cargo 909, Cargo 100 .12

Fire Fighter - Comet gold 4x2, YAK 4x4, hmv 6x6, RAT

6x6, LRV

4x4, TFF 4x2

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INTRODUCTION TO THE ORGANIZATION

The Head-office of Ashok Leyland is in Chennai, India. And the

Hinduja Group owns the company. Mr. Parmanand D. Hinduja (1901-

2001) was the founder of Hinduja Group.

VISION:-

Be among the top Indian corporations acknowledged nationality and

internationality for:-

Excellence in quality of its products.

Excellence in customers focus and service.

MISSION:-

Be a leader in the business of commercial vehicles, excelling in

technology, quality and value to customers fully supported by

customer service of the highest order and meeting international

environmental and safety standards.

COLLABORATIONS:- COLLABORATIONS:-

Ashok Leyland started manufacturing of commercial vehicle in 1955,

with technology from and equity participation by Leyland

Motors ltd, U.K.

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In 1987 the Hinduja group gained a controlling interest in Ashok

Leyland and its associate companies when it acquired the U.K. –

based land Rover Leyland international holdings ltd, jointly with

IVECO. (since july 2006 the Hinduja group is 100% holder of LRLIH).

Complementing its in-house R&D efforts are technologi-cal

collaborations with world leaders like Hino motors and ZF for

Contemporary aggregates to maintain the vital innards of its high

performing products.

The latest technology acquisition is for the manufacture of the high

powered ‘J’ Series engines, from Hino motors Japan. It is a time-

ly tie-up coinciding with the development of modern highways and

the anticipated marked need for higher powered, higher productivi-

ty vehicles in the higher tonnage segments.

Ashok Leyland has few manufacturing plants the main plant at

Ennore near Chennai, two plants at Hosur- I and Hosur-II,

along

With a press shop the assembly plants at Alwar and Bhandara

The

total covered space at these six plants exceeds 450,000 sq.m.

and

together employ over 11,500 per

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A BRIEF

Ashok Leyland, Alwar Plant is one of the PRODUCTION

unit of Ashok Leyland Ltd. Alwar city is situated in west-north of

Rajasthan and is very near to Delhi, the Capital of India. Alwar comes

in NCR (National Capital region) also. It is located at M.I.A. (Matsya

Industrial Area) Alwar.

This plant was established in 1982 and has completed its

25years successfully. This plant is known for its high production. It is

basically an assembly plant where the chassis is assembled.

Ashok Leyland, Alwar is world’s largest CNG Vehicle’s

Producing Plant. CNG (Compressed Natural Gas) is used as an

alternate fuel to diesel and very less pollution of CNG vehicles is less

than even EURO-IV Vehicles which is known for its lesser pollution

value.

The total covered area of Alwar plant is 352 acres. And the

fencing is done in around 161 acres of area. The plant comprises of 3

shops called Shop-I, shop- II and Shop-V. The plant has three gates,

one main gate, one for entering the goods-carries and the third the

products going out of the plant for sale

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There is an administrative office, one P&A Department block,

department-offices, a medical center, a canteen, a news-paper

reading room and library, a training center and systems department,

RSO yard. And the construction is going on for new stores.

ALWAR UNIT

Alwar is a strategic town in Rajasthan Midway between Delhi and Jaipur.

Part of National Capital Region (NCR).

170 kms from Delhi and 150 kms from Jaipur.

Alwar unit is situated at Matsya Industrial Area (M.I.A.), which is 18

km away from the city on old Alwar-Delhi road

PLANT DETAILS

The plant was inaugurated on 22-8-1982.

The total land area is 352.09 acres.

Fenced area is 161.52 acres

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SHOPS

There are three shops 140*1000=140000 sq.mt each

Shop 1 - Assembly activity

Shop 2 - Material Storage (proposed line)

Shop 5 - RSO yard & refurnishing work

TRAINING CENTRE

The Alwar training center has been recognized equivalent to Industrial

Training Institute (I.T.I.) by the government of Rajasthan. The unit has got

a training center for the purpose of imparting training to its employees.

INTRODUCTION OF

ASHOK LEYLAND ALWAR PLANT

PLANT DETAILS:

The plant was inaugurated on 22.08.1982

The total land area is 352.09 acres

Fenced area is 161.52 acres

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SHOPES:

3 Shops: 140x100 meter – 14000 sq mt each

Shop office area:

274.5 sq meters in each shop

Shop No. 1: Assembly activity

Shop No. 2: Sales Yard, Non-moving materials, scrap

materials

Shop No. 5: RSO Yard & re-furbishing work

TRAINING CENTER

Workshop area

1350 sq meter being used by service promotion for

training & display models.

MAIN ADMN. BLOCK

Office space of 297 sq meter

Manufacturing Managers offices

Finance Department

Purchase Department

Systems Department

Reception & office services

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PERSONAL & ADMINSTRATIVE BLOCK

Total space-428 sq meters

Personal department

Medical center

PLANTS:-

ENNORE

HOSUR-I

HOSUR-II

HOSUR-IIa

BHANDARA

ALWAR

TRAINING CENTRE:TRAINING CENTRE:

The Alwar training centre has been recognized Equivalent to

industrial training centre (ITI) by the government Of Rajasthan. The

unit has got a training center for the purpose of improving training to

its employees..

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PRODUCTIVITY:PRODUCTIVITY:

Alwar unit is a benchmark for efficiency in its chosen activity namely

chassis production. Alwar unit contributes around 20% of the total

production and vision on contributing around 27%. Presently 25

chassis per day on a single shift is assembled 50 chassis can be

produced in two shifts.

VARIOUS DEPARTMENTS AND THEIR FUNCTION;VARIOUS DEPARTMENTS AND THEIR FUNCTION;

1.1. PRODUCTION DEPARTMENT PRODUCTION DEPARTMENT

This department plays a vital role.

To product the planned volume as per predetermined model –

mix in right quality and at optimum cost.

To plan and monitor the system so as to lead an efficient

production process.

To control all the cost parameters like materials consumption

power & fuel, idle time.

Over time and absenteeism.

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To maintain and promote industrial harmony in respect of matters

relating to manufacturing active

2.2. QUALITY CONTROL DEPARTMENTQUALITY CONTROL DEPARTMENT

The quality department at Alwar implements and maintains the qualityThe quality department at Alwar implements and maintains the quality

standards and system. Prescribed by the central quality controlstandards and system. Prescribed by the central quality control

department the main function of this departs--ment are as follows.department the main function of this departs--ment are as follows.

Analyzing of all non conforming products and coordin-atingAnalyzing of all non conforming products and coordin-ating

corrective/ preventive action.corrective/ preventive action.

To investigate the customers complaint and follow up action.To investigate the customers complaint and follow up action.

To fined the caliber of gauges and instruments.To fined the caliber of gauges and instruments.

Identifying and implementing of applicable quality pro-cedures.Identifying and implementing of applicable quality pro-cedures.

3.3. MATERIAL DEPARTMENTMATERIAL DEPARTMENT

This department is engage in receipt and dispatch ofThis department is engage in receipt and dispatch of

materials from an to other units.materials from an to other units.

Planning and procurement of bought out finishedPlanning and procurement of bought out finished

component, tools and consumable items.component, tools and consumable items.

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Proper handling storage and issue of component.Proper handling storage and issue of component.

Monitor vendor performances in terms of quality andMonitor vendor performances in terms of quality and

regularity of supply.regularity of supply.

Identifying the supply sources and negotiate terms of supplyIdentifying the supply sources and negotiate terms of supply

of on going basis.of on going basis.

Follow up materials against production requirement fromFollow up materials against production requirement from

other units of Ashok Leyland.other units of Ashok Leyland.

4. 4. PURCHASE DEPARTMENTPURCHASE DEPARTMENT

To place the order according to the requirements of theTo place the order according to the requirements of the

production.production.

To place the order of the materials required by differentTo place the order of the materials required by different

department of the organization.department of the organization.

To make the comparative statements and select the one whichTo make the comparative statements and select the one which

is appropriate according to the requirement.is appropriate according to the requirement.

The strategic sourcing department decides the vendors for theThe strategic sourcing department decides the vendors for the

part; Chennai (head office) and every unit can place the orderpart; Chennai (head office) and every unit can place the order

to the vendor only.to the vendor only.

55. SYSTEM DEPARTMENT. SYSTEM DEPARTMENT

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This department is also called as the Ashok Leyland

information management system.

Maintain the hardware system and software problem of

organization.

Making the link among the all department of the organization

by interlink system.

To maintain the link through hardware a software to head office

(Chennai) and other unit of the organization.

6.6. PRODUCTION SERVICE DEPARTMENT PRODUCTION SERVICE DEPARTMENT

T his plant engineering including preventive and break down

maintenance of equipments..

Selection processes and processing equipments including

jigs, fixtures, and gauges in consultation with project

planning.

To procure machinery spares.

To design and implement preventive maintenance on

equipments.

7. FINANCE DEPARTMENT 7. FINANCE DEPARTMENT

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Material accounting involving accounting of good. Goods

received and issued to the production and production and

payment to suppliers.

Basic data on the product cost at various stages and

assist in cost control.

Finance activities relating to employees i.e. payroll various

deduction, staff welfare.

All accounting activities relating to the operation of the units and reporting

to the various operating hears on performance versus plan.

Reporting to the corporate finance for the purpose of

consolidation of accounts and for budgetary control.

8.8. PERSONAL AND ADMINISTRATION DEPARTMENT PERSONAL AND ADMINISTRATION DEPARTMENT

Following are the main functions of this department.

Recruitment

Manpower planning

Training

Welfare Activities

Rules of Discipline

This department is responsible for implementing appropriate

recruitment, selection and placement procedures in respect of all union-zed

categories of employee. It also selects suitable manpower form The various

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agencies such as employment exchanges institute open Market etc. All

welfare activities like canteen service, provides etc.

INTODUCTION OF HR DEPARTMENT

INTRODUCTION:

The HR/Personnel manager must be fair and firm, tactful and

resource-full, sympathetic and considerate, knowledgeable about

labor law, have a broad social outlook and have competence and

confidence. Academic qualification will also be desirable. This quality

will make him successful in his profession.

In ASHOK LEYLAND must have set policies, define procedure and

well define principle relate to its personnel. These contribute to the

effectiveness, continuity and stability of an organization.

FUNCTIONS OF HR IN ASHOK LEYLAND:-

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1. Legal compliance 5.Training

& Development

2. Benefit 6. Appraisal

3. Human Research Planning 7.

Compensation

4. Employee

MISSION GEMBA

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ENHANCING EMPLOYEES FOR WORLD CLASS GLOBALISED

RFORMANCE

VISION:

Achieving leadership in the domestic commercial vehicle markets

and a significant presence in the world market by 2014 through

transport solutions by enhancing the employ for their excellent work

to promote them to do their best for the goal of organization.

It’s playful part of the company. It is totally based on the

potential of the employee how can they do more, higher productivity

can be generated, how efficiently & effectively do their job. If any

employee renders his service for a new invention or a way by which

the production, quality standard or any other standards can grow

rapidly. Then the employee is awarded by the senior officers or

respective head of Mission Gemba.

The main emphasis is on the increase of the potential of the

employee. Motivate them through learning’s, self-respect, honestly,

handwork etc. have to become the essential part of an employee

working in the essential part of an employee working in the

organization.

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It creates a positive psychological effect in the mind of

employee. If he perform just different job, respective with a aspect of

development of the company, he is being awarded and the same

employee works with a difference in the company with more

advantageous style.

It gives an environment of a friendly and competitive school,

which helps employee and organization to achieving their ambitions.

GEMBA is a Japanese word, which means “SHOP FLOOR”. It

provides quality assurance, fastest delivery and least cost to

customers by

Offering appropriate products and services.

Adopting lean manufacturing systems & practices

through employee empowerment and participation.

Benchmarking products, processes and people against best in the

industry.

In processing of this plan every day all permanent workers,

engineers, managers mount up on the GEMBA floor and discuss their

problem and solution with each other.

PROJECT-IMPLEMENTATION OF 5-S

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INTRODUCTION:

Good housekeeping is the foundation for and first step towards

Quality Achievement in a manufacturing Organization. It boosts

Employee morale and inspires customer confidence.

1. Good envoirment has a strong influence on the people

and the quality of product they produce.

2. A customer visiting the plant sees in a quality work place

a guarantee for the product quality.

3. Good Housekeeping helps to eliminate waste by

identifying non-value added activities such as searching

for tools, over production etc.

4. Housekeeping reflects management’s general attitude

towards work in the organization.

GOOD HOUSEKEEPING IS SIMPLY THE BASIC TO A BETTER

WORKPLACE&TO:

-Reduce cost of product& services.

-Achieve Discipline in manufacturing.

-Bring improvement in quality & production.

5-S Are Actually Five Japanese Worlds: SEIRI, SEITION, SEISO,

SEIKETSU

HIERARACHY OF ASHOK LEYLAND

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H.O.D. - Head of department.

Senior Executive.

Executive.

Junior Executive.

FUNCTIONS OF EACH LEVEL OF HIERARCHY

1. Head of the department- control, power of signing,

power of order and appraisal filling.

2. Senior executive- fulfillment of order given by H.O.D.

3. Executives- payment of workers, payroll, filling of TDS, filling

of time office and ESI statutory liabilities.

THREE DIMENSIONS OF GROWTH

1. CAPACITY EXPANSION 2. GLOBALIZATION

3. DIVERSIFICATION

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1.CAPACITY EXPANSION :-

From under 30,000 vehicles in 2001-02, to over 83,000 vehicles in 2006-

07, Ashok Leyland's operations have gained in size, supported by phased

capacity expansion. One

significant feature of this expansion phase has been that capacities have

been added with incremental investments coupled with de-bottle necking

and improved productivity and efficiencies.

Looking beyond the current slowdown and confident of growing with

the industry , the company is on course to enhance production capacity from

the present 84,000 vehicles : 50,000 vehicle \ capacity will be created in

existing units this fiscal , with another 50,000 by

2010 at the green field Uttarakhand facility.

This expansion programme has been drawn up in line with the

company's vision to consolidate presence in the domestic market.

It also reflects the vision of the Hinduja Group for the Company – and

the Group's total, unstinted support to actualize it.

2.GLOBALIZATION:-

Globalization breaks the traditional barriers of national boundaries and

Allows the most competitive value addition, thus rewarding and

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Enhancing efficiencies. The first major step in that direction was the

Acquisition of the Truck Business Unit of AVIA, since renamed AVIA

Ashok Leyland Motors (AALM). At the Ras Ai Khaimah bus assembly

Unit, activities are scheduled to commence by the current financial

Year.

The strengths of the Company in terms of its close and longstanding

Business relationship with India’s auto component sector have been

Canalized into the Component Business Group, for sourcing out of

India, to Europe, the Middle East and the North American after market

Sector.

Even as we pursue global markets, the Company has been

Benefiting through global sourcing. To gain from the significant cost

Benefits in sourcing components and materials from China, an office

Has been set up in Shanghai.

3.DIVERSIFICATION:-

Ashok Leyland and its associate companies and businesses, collectively,

Are seeking to broaden the scope of operations in their traditional

Domains, increasingly occupying adjacent domains. The high potential

of the automotive sector and opportunities from globalization converge

to offer tremendous opportunities as never before.

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TECNOLOGY DEVELOPMENT

Nissan Ashok Leyland Technologies Pvt. Ltd., the technology

development:

The company has recently announced a joint venture with Japanese auto

giant Nissan (Renault Nissan Group) which will share a common

manufacturing facility in Chennai, India. The shareholding structures of the

three joint ventures are as under:

Ashok Leyland Nissan Vehicles Pvt. Ltd., the vehicle manufacturing

company will be owned 51% by Ashok Leyland and 49% by Nissan

Nissan Ashok Leyland Powertrain Pvt. Ltd., the powertrain

manufacturing company will be owned 51% by Nissan and 49% by

Ashok Leyland

Nissan Ashok Leyland Technologies Pvt. Ltd., the technology

development company will be owned 50:50 by the two partners.

R&D

World-class Technology

To offer world-class technology that is relevant and affordable to the Indian

customer is the philosophy that drives R&D at Ashok Leyland. Over the

years, this philosophy has been translated time and again into products

that seamlessly integrate international technology with local needs. "The

role of R&D is central in fulfilling the company-wide commitment to total

customer satisfaction" states Mr. R. Seshasayee, Managing Director, and

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adds that the increased infrastructural and financial support expresses the

company's determination to become self-reliant in R&D.

Value to the Customer

The immediate R&D priorities are to pro-actively address safety and

environmental issues, harness and adopt technologies that provide value to

the customer in an atmosphere enabling creativity and innovation.

Powering those who "engineer tomorrows" with an enabling infrastructure

has been top priority for the company.

Test Tracks

But their R&D is not confined within walls. It extends to the test tracks as

well. Rigorous tests are carried out under stringent simulated conditions

that replicate the most treacherous landscapes.

Vehicle ruggedness and longevity are a prime customer concern, as they

directly impact earnings. Ever conscious of this, Ashok Leyland makes

extensive use of a modern CAD set-up, a comprehensive test track facility

(where cobble-stones are calibrated and reset periodically), accelerated

fatigue testing rigs and rigorous durability testing facilities. Together they

ensure that there is a constant improvement in the life and on-road

performance of every make of Ashok Leyland vehicle to hit the roads.

Safety, durability, through their R&D efforts

Innovations

Ashok Leyland product development successes have come from a keen

sense of anticipation and attentiveness. The company initiated research

into alternative fuels well before legislative debate had even begun

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CETIFICATION AND REWARD OBTAINED

ISO 9002: 1987 1993 Ennore & Hosur unit

-1

ISO 9001: 1994 1994 Ennore, Hosur unit-

1 & 2, Bhandara,

Alwar & Corporate

function

QS 9000: 1998 1998 Ennore, Hosur unit-

1& 2/CPPS,

Bhandara, Alwar &

Corporate function

ISO 9001: 2000 2003 Ennore, Hosur unit-

1& 2, Bhandara,

Alwar & Corporate

function

ISO 14001: 1996 2001 Ennore

ISO 14001: 1996 2002 Ennore , Hosur unit-

1 & 2 & CPPS

ISO 14001: 1996 2003 Ennore , Hosur unit -

1 & 2 & CPPS ,

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Alwar & Bhandara

BS 7799-2: 2002 2005 Information security

management

system for Ennore

data center

ISO/ TS- 16949-2002 2006 Ennore, Hosur unit-1

& 2/ CPPS,

Bhandara, Alwar &

Corporate function

POLICIES OF THE COMPANY

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Quality policy

Ashok Leyland is committed to achieve customer satisfaction by

anticipating and delivering superior value to the customer in relation to their

own business through the products and services offered by the company

and to comply with statutory requirement. Towards this the quality policy of

Ashok Leyland is to make continuous improvements in the processes that

constitute the quality management system to make them more robust ant to

enhance their effectiveness and efficiency in achieving stated objective

leading to:-

Superior products manufactured by the company as also services

offered by the company.

Maximum use of employee’s potential to contribute to quality and

environment, by progressive up gradation of their knowledge and

skills as appropriate to their functions.

Seamless involvement from vendors and dealers in the mission of

the company to address customer changing needs and protection

of the environment.

It is mandatory on the part of every employee of Ashok Leyland to

understand, implement and maintain the quality policy of the

company and to implement the procedures incorporated in this

manual and other associated quality system documents issued by

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the manufacturing units and corporate functional divisions on the

basis of guidelines in this manual.

Environmental policy

Any type of activity that is performed or any type of product that is

manufactured had an effect on the surrounding or environment.

At Ashok Leyland are committed to preserving the environmental

through a comprehensive environmental policy and productive approach in

planning and executing our manufacturing and service activities.

We are concerned about the earth our children will inherit that’s why we

make sure our vehicles consume less fuel and pollute less. This concern is

reflected in the manufacturing systems, the various processes energy

conservation measure and conscious greening indicate of the company.

A system is employed to control or minimize the adverse impact on

the environment is environmental management system (EMS).

Objective of Ashok Leyland Environmental policy are:-

To adhere to all applicable environment legislation and regulations

To adopt pollution preventive techniques in design and

manufacturing of our products.

To conserve all such resources such as power, water, oil, gas,

compressed air etc. & optimizes their usage through scientific

methods.

To provide a clean working environment to our employees,

contractors and neighbors.

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Commit to comply with all relevant legal and other requirements.

Continuously strive to minimize waste generation by all possible ways

and to reuse and recycle the same through a time bound action plan

Things done to protect the environment and achieve the goal of the

policy:-

Conserving natural resources like wood , coal , petroleum products

Avoiding wastage water at plant area

Switching off the idle engine, motors, pump & lights

Avoiding spilling oil , grease, paints on the floor

Do not through oil into drain

By planting many trees inside the company area)

Safety and Health Policy

Intension & commitment of the top management

Ashok Leyland affirms that all its employees irrespective of the

rank need to be safe guarded against any person injuries or

damage to the properties during working period. That the

management recognises the principle that accident prevention

contributes in the long run progress and development of the

organisation.

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Ashok Leyland is committed to:-

Implementing all practical safety measures like safe working and

environmental condition.

Carrying out a systematic critical appraisal of all potential hazards

involving personal, plant services and operating methods.

Following strictly safety rules and regulations incorporated in the

factories act and rules.

Maintaining safe and healthy working environment at all working

places conductive to the success of the management safety

programs in the long run.

Implementing safe and health education programmes for employee

with specific emphasis on creating safety and health awareness.

Welcoming useful and constructive suggestions and ideas in regard

to safety and health.

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CORPORATE PHILOSPHY, GOVERENCE , SOCIAL RESPONSIBILITY

Corporate philosophy

They believe that their impressive strides in the marketplace stem in equal

parts from their proactive approach and their customers' unstinting support,

earned the only way they know: by giving their customers the most

appropriate transport solutions for each of their applications, and by

backing them up with consultancy, finance, driver training and a responsive

after-market network. They are conscious of the fact that vehicles are more

than just a means of transporting people and goods; they understand that

they have a deep and far-reaching impact on society, the national economy

and the environment.

They have, therefore, always endeavoured to engineer products and

systems that promote progress on all these fronts. They firmly believe that

this honest approach will make the Ashok Leyland marquee the symbol of

the very best in transportation, today and tomorrow.

The five AL values are

International

Speedy

Value creator

Innovative

Ethical

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Corporate Governance :

The Board of Directors and the Management of Ashok Leyland are

committed to the enhancement of shareholder value.

through sound business decisions, prudent financial management

and high standards of ethics throughout the organization

by ensuring transparency and professionalism in all decisions and

transactions and

achieving excellence in Corporate Governance by conforming to,

and exceeding wherever possible, the prevalent mandatory

guidelines on Corporate Governance and by regularly reviewing the

Board processes and the Management systems for further

improvement

The company has adopted a Code of Conduct for the members of the

Board and senior management, who have all affirmed in writing their

adherence to this Code.

Ombudsman

Another significant step has been the appointment of an Ombudsman to

deal with any references, complaints or grievances about the Company, its

employees or its dealings.

If the suppliers, employees or customers have any suggestions on

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governance issues or grievances or complaints on Ashok Leyland's

practices - inclusive of its executives in various functions - which they feel

ought to be raised with the Ombudsman and not with the usual channels of

business, they may do so.

It is advised that the regular business dealings should be through the usual

business functional channels. The Ombudsman will not deal with them

under normal circumstances.

The Ombudsman is Mr.T. AnanthaNarayanan, a former Executive Director

of the Company, with an excellent understanding of Ashok Leyland as an

organization and its functioning, having been with the company for nearly

30 years.

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Corporate social responsibility

Ashok Leyland believes in providing every employee an opportunity to

stretch beyond the call of routine work and to realise the spirit of its

corporate mantra: “They can because they care.” Employees are given an

opportunity to volunteer for any one of its social initiatives. Their volunteers

believe that amazing things can happen when people come together for a

cause. They drive their outreach programmes and most of their CSR

initiatives. As part of their CSR efforts, the Company also initiated “payroll

contribution to a worthy cause” to help the marginalised and the vulnerable.

Under this programme an employee contributes an amount of his/her

salary to one of the five social organisations identified by the Company.

Their partners

In all their CSR efforts, they also partner with government agencies, local

communities, NGOs and academic institutions to enhance their strengths

and help us leverage their expertise, reach and resources.

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Community outreach

The Company is involved in the construction and renovation of

community halls, government/private schools, drilling public bore

wells, erecting bus shelters and putting up streetlights around its

manufacturing units. These development initiatives are undertaken by

a Community Development Scheme supported and managed by

representatives from the Management and the Union.

Their manufacturing units have conducted over hundred medical,

blood donation and HIV awareness camps to benefit people residing

in the neighbouring areas.

Career guidance for high school students, skill development for

unemployed youth and vocational training for women of self help

groups around their manufacturing units have been organised with

the help of specialists in the respective fields..

Ashok Leyland imparts computer training to economically deprived

students in Hosur at the Company’s Management Development

Centre. The selected students are put through a carefully designed 4-

module session and certified on successful completion of the course.

A batch of 25 students is selected every month and the programme

aims to cover 300 students every year. Ashok Leyland operates ‘Fun

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Bus’ - offering a day’s free outing for the economically and socially

deprived children including children who are

Job satisfaction

Job satisfaction describes how content an individual is with his or her job. The

happier people are within their job, the more satisfied they are said to be. Job

satisfaction is not the same as motivation, although it is clearly linked. Job design

aims to enhance job satisfaction and performance, methods include job rotation,

job enlargement and job enrichment. Other influences on satisfaction include the

management style and culture, employee involvement, empowerment and

autonomous work groups. Job satisfaction is a very important attribute which is

frequently measured by organizations. The most common way of measurement is

the use of rating scales where employees report their reactions to their jobs.

Questions relate to rate of pay, work responsibilities, variety of tasks, promotional

opportunities the work itself and co-workers. Some questioners ask yes or no

questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not

at all satisfied" and 5 represents "extremely satisfied").

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Definitions

Job satisfaction has been defined as a pleasurable emotional state resulting from

the appraisal of one’s job;[1] an affective reaction to one’s job;[2] and an attitude

towards one’s job.[3] Weiss (2002) has argued that job satisfaction is an attitude but

points out that researchers should clearly distinguish the objects of cognitive

evaluation which are affect (emotion), beliefs and behaviours.[4] This definition

suggests that we form attitudes towards our jobs by taking into account our

feelings, our beliefs, and our

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne

studies. These studies (1924-1933), primarily credited to Elton Mayo of the

Harvard Business School, sought to find the effects of various conditions (most

notably illumination) on workers’ productivity. These studies ultimately showed

that novel changes in work conditions temporarily increase productivity (called the

Hawthorne Effect). It was later found that this increase resulted, not from the new

conditions, but from the knowledge of being observed. This finding provided

strong evidence that people work for purposes other than pay, which paved the

way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study

of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work

task. This book contributed to a change in industrial production philosophies,

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causing a shift from skilled labor and piecework towards the more modern

approach of assembly lines and hourly wages. The initial use of scientific

management by industries greatly increased productivity because workers were

forced to work at a faster pace. However, workers became exhausted and

dissatisfied, thus leaving researchers with new questions to answer regarding job

satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott,

and Hugo Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life – physiological needs, safety needs, social needs,

self-esteem needs, and self-actualization. This model served as a good basis from

which early researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the range of issues

which affect an individual's experience of work, or their quality of working life.

Job satisfaction can be understood in terms of its relationships with other key

factors, such as general well-being, stress at work, control at work, home-work

interface, and working conditions.

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Models of job satisfaction

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is

determined by a discrepancy between what one wants in a job and what one has in

a job. Further, the theory states that how much one values a given facet of work

(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one

becomes when expectations are/aren’t met. When a person values a particular facet

of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to

one who doesn’t value that facet. To illustrate, if Employee A values autonomy in

the workplace and Employee B is indifferent about autonomy, then Employee A

would be more satisfied in a position that offers a high degree of autonomy and

less satisfied in a position with little or no autonomy compared to Employee B.

This theory also states that too much of a particular facet will produce stronger

feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory

Template:JacksonApril 2007. It is a very general theory that suggests that people

have innate dispositions that cause them to have tendencies toward a certain level

of satisfaction, regardless of one’s job. This approach became a notable

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explanation of job satisfaction in light of evidence that job satisfaction tends to be

stable over time and across careers and jobs. Research also indicates that identical

twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the

Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge

argued that there are four Core Self-evaluations that determine one’s disposition

towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one

places on his/her self) and general self-efficacy (the belief in one’s own

competence) lead to higher work satisfaction. Having an internal locus of control

(believing one has control over her\his own life, as opposed to outside forces

having control) leads to higher job satisfaction. Finally, lower levels of neuroticism

lead to higher job satisfaction[citation needed].

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace[5] This

theory states that satisfaction and dissatisfaction are driven by different factors –

motivation and hygiene factors, respectively. An employee’s motivation to work is

continually related to job satisfaction of a subordinate. Motivation can be seen as

an inner force that drives individuals to attain personal and organizational goals

(Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the

job that make people want to perform, and provide people with satisfaction, for

example achievement in work, recognition, promotion opportunities. These

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motivating factors are considered to be intrinsic to the job, or the work carried out.[5] Hygiene factors include aspects of the working environment such as pay,

company policies, supervisory practices, and other working conditions.[5]

While Hertzberg's model has stimulated much research, researchers have been

unable to reliably empirically prove the model, with Hackman & Oldham

suggesting that Hertzberg's original formulation of the model may have been a

methodological artifact.[5] Furthermore, the theory does not consider individual

differences, conversely predicting all employees will react in an identical manner

to changes in motivating/hygiene factors.[5] Finally, the model has been criticised in

that it does not specify how motivating/hygiene factors are to be measured.[5]

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used

as a framework to study how particular job characteristics impact on job outcomes,

including job satisfaction. The model states that there are five core job

characteristics (skill variety, task identity, task significance, autonomy, and

feedback) which impact three critical psychological states (experienced

meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results), in turn influencing work outcomes (job satisfaction, absenteeism,

work motivation, etc.).[6] The five core job characteristics can be combined to form

a motivating potential score (MPS) for a job, which can be used as an index of how

likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis

of studies that assess the framework of the model provides some support for the

validity of the JCM.[7]gg

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Communication Overload and Communication Underload

One of the most important aspects of an individual’s work in a modern

organization concerns the management of communication demands that he or she

encounters on the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be

characterized as a communication load, which refers to “the rate and complexity of

communication inputs an individual must process in a particular time frame

(Faraca, Monge, & Russel, 1977).” Individuals in an organization can experience

communication over-load and communication under- load which can affect their

level of job satisfaction. Communication overload can occur when “an individual

receives too many messages in a short period of time which can result in

unprocessed information or when an individual faces more complex messages that

are more difficult to process (Farace, Monge, & Russel, 1997).” Due to this

process, “given an individual’s style of work and motivation to complete a task,

when more inputs exist than outputs, the individual perceives a condition of

overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or

negatively related to job satisfaction. In comparison, communication under load

can occur when messages or inputs are sent below the individual’s ability to

process them (Farace, Monge, & Russel, 1997).” According to the ideas of

communication over-load and under-load, if an individual does not receive enough

input on the job or is unsuccessful in processing these inputs, the individual is

more likely to become dissatisfied, aggravated, and unhappy with their work which

leads to a low level of job satisfaction.

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Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common

method for collecting data regarding job satisfaction is the Likert scale (named

after Rensis Likert). Other less common methods of for gauging job satisfaction

include: Yes/No questions, True/False questions, point systems, checklists, and

forced choice answers. This data is typically collected using an Enterprise

Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a

specific questionnaire of job satisfaction that has been widely used. It measures

one’s satisfaction in five facets: pay, promotions and promotion opportunities,

coworkers, supervision, and the work itself. The scale is simple, participants

answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether

given statements accurately describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on

individual facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The

MSQ measures job satisfaction in 20 facets and has a long form with 100 questions

(five items from each facet) and a short form with 20 questions (one item from

each facet). The JSS is a 36 item questionnaire that measures nine facets of job

satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used

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widely, measured overall job satisfaction with just one item which participants

respond to by choosing a face.

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on job satisfaction

in the workplace. The way in which subordinate’s perceive a supervisor’s behavior

can positively or negatively influence job satisfaction. Communication behavior

such as facial expression, eye contact, vocal expression, and body movement is

crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal

messages play a central role in interpersonal interactions with respect to impression

formation, deception, attraction, social influence, and emotional expression

(Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor

helps to increase interpersonal involvement with their subordinates impacting job

satisfaction. The manner in which supervisors communicate their subordinates may

be more important than the verbal content (Teven, p. 156). Individuals who dislike

and think negatively about their supervisor are less willing to communicate or have

motivation to work where as individuals who like and think positively of their

supervisor are more likely to communicate and are satisfied with their job and

work environment. The relationship of a subordinate with their supervisor is a very

important aspect in the workplace. Therefore, a supervisor who uses nonverbal

immediacy, friendliness, and open communication lines is more willing to receive

positive feedback and high job satisfaction from a subordinate where as a

supervisor who is antisocial, unfriendly, and unwilling to communicate will

naturally receive negative feedback and very low job satisfaction from their

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subordinate’s in the workplace.. motions == Mood and emotions while working

are

the raw materials which cumulate to form the affective element of job satisfaction.

(Weiss and Cropanzano, 1996).[8] Moods tend to be longer lasting but often weaker

states of uncertain origin, while emotions are often more intense, short-lived and

have a clear object or cause.

There is some evidence in the literature that state moods are related to overall job

satisfaction.[9][10] Positive and negative emotions were also found to be significantly

related to overall job satisfaction[11]

Frequency of experiencing net positive emotion will be a better predictor of overall

job satisfaction than will intensity of positive emotion when it is experienced.[11]

Emotion regulation and emotion labor are also related to job satisfaction. Emotion

work (or emotion management) refers to various efforts to manage emotional states

and displays. Emotion regulation includes all of the conscious and unconscious

efforts to increase, maintain, or decrease one or more components Although early

studies of the consequences of emotional labor emphasized its harmful effects on

workers, studies of workers in a variety of occupations suggest that the

consequences of emotional labor are not uniformly negative.[12]

It was found that suppression of unpleasant emotions decreases job satisfaction and

the amplification of pleasant emotions increases job satisfaction.[13] The

understanding of how emotion regulation relates to job satisfaction concerns two

models:

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1. emotional dissonance . Emotional dissonance is a state of discrepancy

between public displays of emotions and internal experiences of emotions,[14]

[15] that often follows the process of emotion

2.

3. regulation.Emotional dissonance is associated with high emotional

exhaustion, low organizational commitment, and low job satisfaction.[16][17]

4. Social interaction model. Taking the social interaction perspective, workers’

emotion regulation might beget responses from others during interpersonal

encounters that subsequently impact their own job satisfaction. For example:

The accumulation of favorable responses to displays of pleasant emotions

might positively affect job satisfaction[13] .

performance of emotional labor that produces desired outcomes could

increase job satisfaction.

Relationships and practical implications

Job Satisfaction can be an important indicator of how employees feel about their

jobs and a predictor of work behaviours such as organizational citizenship,[18]

absenteeism,[19] and turnover.[20] Further, job satisfaction can partially mediate the

relationship of personality variables and deviant work behaviors.[21]

One common research finding is that job satisfaction is correlated with life

satisfaction.[22] This correlation is reciprocal, meaning people who are satisfied

with life tend to be satisfied with their job and people who are satisfied with their

job tend to be satisfied with life. However, some research has found that job

satisfaction is not significantly related to life satisfaction when other variables such

as nonwork satisfaction and core self-evaluations are taken into account.[23]

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An important finding for organizations to note is that job satisfaction has a rather

tenuous correlation to productivity on the job. This is a vital piece of information

to researchers and businesses, as the idea that satisfaction and job performance are

directly related to one another is often cited in the media and in some non-

academic management literature. A recent meta-analysis found an average

uncorrected correlation between job satisfaction and productivity to be r=.18; the

average true correlation, corrected for research artifacts and unreliability, was

r=.30.[24] Further, the meta-analysis found that the relationship between satisfaction

and performance can be moderated by job complexity, such that for high-

complexity jobs the correlation between satisfaction and performance is higher

(ρ=.52) than for jobs of low to moderate complexity (ρ=.29). Job Satisfaction also

high relationship with intention to quit. It is found in many research that Job

Satisfaction can lead to Intention to Stay / Quit in an organization (Kim et al.,

1996). Recent research has also shown that Intention to Quit can have effect like

poor performance orientation, organizational deviance, and poor organizational

citizenship behaviours (Krishnan, Sandeep., and Singh., Manjari, 2010).In short,

the relationship of satisfaction to productivity is not necessarily straightforward

and can be influenced by a number of other work-related constructs, and the notion

that "a happy worker is a productive worker" should not be the foundation of

organizational decision-making.

With regard to job performance, employee personality may be more important than

job satisfaction.[25] The link between job satisfaction and performance is thought to

be a spurious relationship; instead, both satisfaction and performance are the result

of personality.

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FACTORS AFFECTING JOB SATISFACTION

What is it that makes people feel satisfied with their job? A Management Consultant namely Roy Walters after having spent years on studying job satisfaction and productivity has developed a Satisfaction Potential checklist which contains nine characteristics that define truly satisfying job. Hence, look out for these characteristics and if you don't see them in your job it is better to seriously search for another job.

 

The job isn't monotonous, but allows employees to change pace with varying tasks.

The job does not waste a person's time and effort. It has been planned in such a way that it can be done without exerting energy uselessly.

 

Employees are free to plan their work the way they can do it most effectively .

  

Employees believe they have a reasonable degree of authority over how their work should be done.

 

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Employees believe they have adequate opportunities for individual growth and recognition.

Employees don't feel too closely supervised, over-instructed or rigidly controlled.

Employees don't feel too closely supervised, over-instructed or rigidly controlled.

  

Employees see their job as an integral part of the whole company and each employee is treated as an individual, not merely a cog in the wheel.

The answer to the question, "How am I doing?" comes from the job itself. Thus, employees can correct their own errors and improve their techniques.

Superiors offer feedback without causing embarrassment.

 

In other words, if any employee has to truly enjoy his job and give his best for the organization the superior has to ensure that the task given to him is not monotonous, routine, mundane and design it in such a way that he utilizes his energy to his optimum level and still feel fresh, plan his work the way he considers doing it best, give him reasonable degree of authority, responsibility and freedom to perform the way he would like to start and complete with the job, which will give him opportunities for growth, development, recognition and status, ensure that

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he doesn't feel closely supervised, treat him as an integral part of the organization, give him the freedom and autonomy to improve upon their techniques and offer

FACILITIES PROVIDED BY ASHOK

LEYLAND TO THEIR EMPLOYEE-

Medical facilities

Ashok Leyland provided medical facility to their employees and their family company

provides a clinic for the employee in the campus. All the medical facilities and all

emergency services are provided in this clinic. All types of drugs are also available for

the employee of the company at free of cost. Company also provided first aid boxes in

all the departments and shopes.

Ambulance facility for 24hrs available in the company.

Company also provided medical facility for the employee’s family. Company conduct

regular heath checkup.

Canteen facility

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Ashok Leyland provided a big canteen for their employees. Canteen provided to

employees breakfast and two times food daily. Canteen provided tea two times in a day

morning and evening at 2.20 RS at cost per day.

Company provided equal canteen facility for all level of employees.

UNIFORM

Company provided two pair of uniform to all permanent employees

Two sets of summer uniform including one pair of shoes and shocks every alternative

year

Company also provided 1kg soap in a month to their permanent and temporary

employees both.

Education

Company conduct educational program for the employee’s children. Company provided

coaching classes for the students of 10th and 12th stranded. Company also organizes

prize distribution function. In this function company give prizes to the students who got

good percentage for motivating him.

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FACTS AND FINDINGS

Ashoka Leyland is services are provided within the establishment. These include

latrines and urinals, washing and bathing facilities, crèches, rest shelters, canteens,

uniforms, medical aid, library etc. Ashoka Leyland Actually providing the welfare

facilities in Different areas of Alwar. All Welfare facilities are providing regularly.

Ambulance facility for 24hrs available in the company. Company conduct educational

program for the employee’s children. Company provided coaching classes for the

students of 10th and 12th stranded. Company also organizes prize distribution function.

In this function company give prizes to the students who got good percentage for

motivating him. Company conducts hobby classes for women and girls. In these Class

Company runs many creative activities. It is depends on the demand of women and

girls. Company also conducts yoga class for welfare of employees, their family and

society. The C.S.R. (Corporate Social Responsibility) is involved in Different type of

Scoial Responsibilities.

Humankind has not woven the web of life. We are but one thread within it. Whatever we do to the web, we do to ourselves. All things are.

- CHIEF SEATTLE, 1855

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ANALYSIS AND INTERPRETATION

1. Employee Joining this organization:-

Categories

Culture

company

reputation

working

Environment pay scale any other

No. of person% 10 85 60 75 30

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0

10

20

30

40

50

60

70

80

90

no

. of

per

son

Culture workingEnvironment

any other

categories

join this organisation

Series2

Series1

INTERPETATION:-

IN ASHOK LEYLAND employee are joining the company many reason like: culture,

working environment, company reputation, pay scale& any other reason. Each employee

3. Satisfied with Welfare Activities in this Organization:-

Position Yes No

No. of person% 90% 10%

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Satisfied with welfare

YesNo

INTERPRETATION:

90% employees are satisfied with welfare activities in this company. 10% employee is not

satisfied. So in this company development activities are better.

4. Comfortable with the company policies:-

Position Yes No

No. of person% 95% 5%

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Company Policies

Yes

No

Yes

No

INTERPRETATION:

95% employees are comfortable with Companies policy in this company. 5% employees

are not satisfied. So in this company policy is better. Every employee is adopted these

policies.

5. The company motivates the employee:-

Categories

Reward

Promotion

policy Training

Job

Rotation

Any

other

All

Above

No of person% 75% 60% 2% 10% 5% 40%

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Employee Motivate by Company

Reward

Promotion policy

Training

Job Rotation

Any other

All Above

INTERPRETATION:

The employee are motivate in different type of motivating factors in this company. Like:

reward, job rotation etc. in different proportion.

6. Satisfied with Development Activities in this Organization:-

Position Yes No

No. of person% 90% 10%

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Satisfied w ith develovement

Yes

No

INTERPRETATION:

90% employee are satisfied with development activities in this company. 10% employee

are not satisfied . so in this company development activities are better.

SWOT ANALYSIS

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A detailed performance analysis sets the stage for conducting a SWOT analysis. SWOT analysis is an abbreviation for strength, weakness; opportunities, and threats, SWOT analysis is an important tool for auditing the overall strategic positions of a business and its environment. Once key strategic issues have been identified, they feed into business objectives, particularly marketing objectives. SWOT analysis can be used in conjunction with other tools for audit and analysis.

Strength and weakness are internal factors. Strength could be a firm’s specialist marketing expertise. A weakness could be the lack of anew product.

Opportunities and threats are external factors. An opportunity could be a developing distribution channel such as the internet, or changing consumer lifestyle that potentially increase demand for a company’s products. A threat could be a new competitor in an important existing market or a technological change that makes existing products potentially obsolete.

The external factor, environment be it the macro environment, customer or competitor groups, is contently in a state of flux. A change by itself is neither an opportunity nor a threat. It only becomes so, in relation to an organization strength or weakness. What may represent an opportunity for a particular firm? May infact pose a serious threat to the survival of yet another firm in the industry. For instance deregulation of the telecom industry was an opportunity for private sector firms, which had the monetary and managerial resources to leverage this opportunity. Existing public sector units saw this threat, as it meant the end of their protected monopolies.

SWOT analysis can be very subjective--- two people rarely come-up with the same version of a SWOT analysis even when given the same information about the same business and its environment. Accordingly, SWOT analysis is best used as a guide and not a prescription. Adding and weighing criteria to each factor increase the validity of the analysis.

AREAS TO CONSIDER:-

Strength:- Technical skills, strong brands, distribution channels, customer loyalty, high customer retention, scale, organization work culture, employee satisfaction and retention.

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Weakness:- Absence of skills critical to the industry, weak access to distribution channels, low customer retention are just some of them.

Strength includes:- Cost advantages. Financial resources. Customer’s loyalty. Modern product facility. Patents.

Weakness includes:- Narrow product line. Lack of management depth / skills. Weak market image. By cost operation due to high labor cost. In adequate financial capabilities.

Opportunities includes:- Add new product line. Enter in new market. Introduce a new capability. Acquire firm/company with needed technology.

Threats include:- Shifting the budget tastes or preferences. Entry of new rivals or competitors. Unfavorable government policies.

INFERENCE

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As the analysis shows that the company is having capabilities to complete on the basis of technology available, qualified manpower. They have good market potential and resources in their hand also.

SWOT analysis helps the company to evaluate itself on the present grounds and gives them an idea for future prospects by removing their weakness and strengthening their opportunities.

SWOT analysis is very essential for any type of organization, it helps knowing the competitive situations regarding the relevant product of the concern.

At last we can say that SWOT analysis is very useful in getting the desired objectives of any concern and surviving the competitive market.

CONCLUSION

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By offering economical means of movement for people and goods, the

commercial vehicle industry plays an indispensable role in every economic

activity and developmental process. The Indian commercial vehicle industry

has set for itself a challenging road map of technology up gradation in line

with accelerated emission norms, aimed at improving the quality of air.

Ashok Leyland has led with innovations in alternate fuels besides offering

fuel-efficient engines that are at once economical and environment friendly.

Along with product technology, manufacturing processes have the

potential to make a difference. As a resources-intensive industry that

consumes large quantities of steel, power, water and oil, a reduction in the

consumption of these resources would not only help in environmental

preservation, but also contribute directly to the balance sheet.

Towards this end, Ashok Leyland has been adopting clean and lean

manufacturing processes at all manufacturing locations, while also

monitoring and guiding suppliers in establishing Environmental Management

Systems. This first ever report on sustainability from the Company will be a

springboard for scaling up programmes for resource conservation,

environmental protection as also such actions with societal impact as are

expected of a responsible corporate citizen.

BIBLIOGRAPHY

websites

www.ashokleyland.com

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www.google.co.in . www.ashely.com

Manuals

Magazines of ashok Leyland Ashley news Gemba times Ashok patrika Company”s report and document Articles of ashok Leyland

Books Research methodology(c.r. Kothari) Human Resources Development - T.N. Chabbra

Human Resources Development - V.S.P. Rao (Text and Cases)

Human Resource Management - Ashwathapa, K.

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