Hr Operations and Attrition Analysis

7/30/2019 Hr Operations and Attrition Analysis

1/60

1 | P a g e

INTRODUCTION

OF

COMPANY


2/60

2 | P a g e

SCOOTER INDIA

Incorporated in 1972, Scooters India Limited is an ISO 9001:2000 and ISO 14001

Company, situated at 16 Km mile stone, South-west of Lucknow, the capital of Uttar

Pradesh on NH No 25 and is well connected by road, rail and air.

It is a totally integrated automobile plant, engaged in designing, developing,

manufacturing and marketing a broad spectrum of conventional and non-conventional

fuel driven 3-wheelers.

Companys plant owes its origin to M/s. Innocenti of Italy from which it bought over the

plant and machinery, design, documentation, copyright etc. The company also possesses

the world right of the trade name LAMBRETTA / LAMBRO.

In 1975, company started its commercial production of Scooters under the brand name of

Vijai Super for domestic market and Lambretta for overseas market. It added one more

wheel to its product range and introduced three wheelers under the brand name of

VIKRAM/LAMBRO. However, in 1997, strategically, the company discontinued its two-

wheeler production and concentrated only on manufacturing and marketing of 3

wheelers. These three wheelers have become more relevant in the present socio-economic

environment as it transports goods and passengers at least cost.

The company has its own marketing network of Regional Sales Offices all over India,

catering to customers requirements in the areas of sales and services.


3/60

3 | P a g e

The organisation has various departments to perform different activities competently. SIL

has an organised system to control different activities. Personnel & administration

department looks after the employees welfare, medical benefits, conveyance facilities,

maintains their personal records and controls their regularity. It also take care of the

security for the organisation. Marketing & services department looks after the marketing

of the products, provide services to the customer and regulates the activities in its various

regional offices.

Materials controls the purchasing of the raw material, keep an eye on the cost of the

material in the market, store the different materials and products and establishes a

company-vendor relationship. Workshop manufacture different products in steps in

different lines. Design & development is the prime creative unit for the organisation. It

brings out some brilliant design with modern technologies. Finance & accounts section

keeps track on the financial growth and the maintenance of various types of accounts.

Scooters India Limited makes various & versatile types of three

wheelers: Vikram 450D,Vikram 410G, Vikram 600G, Vikram

750D,Vikram 750D(WC), Vikram EV.

The products have a high payload capacity and efficiency. These are

specially designed and developed for local transportation. However, the

generation of Vikram run successfully in different countries also. Our

product is very demanding in various countries all over the world .


4/60

4 | P a g e

Germany, Italy, Sudan, Nigeria, Nepal, Bangladesh are few of the

countries. For product details click on the product options.

A premiere product from the family of "Vikram" vehicles. It is sturdy, highly fuel efficient, eas

being used as bread earner for many families .

Application :Passenger Carrier, Load Carrier, Delivery Van etc.

specifications

Engine 4 Stroke, Single Cylinder Diesel

Engine ; Air Cooled / Water Cooled

Fuel Diesel

Displacement 395cc

Bore 86mm

Stroke 68mm

Maximum Power 5.51KW @ 3600 rpm

Maximum Torque 16.7Nm @ 2200-2800 rpm

Compression Ratio 18 : 1


5/60

5 | P a g e

Recommended

G.V.W

990 kgs

Kerb Wt.

625 kgs for Passenger Carrier, 320 Kg

for Goods Carrier

Wheel Track 1168 mm

Wheel Base 1950 mm

Ground Clearence 140 mm

Tyre Size 4.5 x 10 " , 8 ply

Steering Sterring Wheel and Handle Bar

Brakes

Hydrualic brakes for simultaneous

action on all 3 wheels

Suspension

Front coil spring with hydraulic

damper . Rear leaf spring with hydraulic

damper.

Gear Box Constant mesh type ; Four forward and

one reverse gear.

Clutch Wet Type

Starting Electric Start

Maximum Speed 483 Km / Hour

Fuel Tank Capacity 10 Ltr

Sitting Capacity For Passenger Carrier - Driver + 3


6/60

6 | P a g e

Passenger

For

Goods Carrier - Driver + 1

Applications

Pickup / Delivery Van, Garbage

Carrier , Sewage Cleaning, Poultry /

Milk Van, Gas Cylinder / Bottle

Carrier, Postal Van etc.

Click here to see applications details.

Based on Italian design, improved with English, American & Japanese technology to suit rough

cabin, electronic ignition, turn signal indicators, wind screens wiper, rear view mirror, speedomet

specifications

Engine2 Stroke, Single Cylinder air cooled

Bore66mm

Stroke58mm

Displacement198cc

Output9.8 BHP

Maximum RPM4800
http://www.scootersindia.com/html/products_vikram_appli_delivry.htmhttp://www.scootersindia.com/html/products_vikram_appli_delivry.htm


7/60

7 | P a g e

Maximum Speed55 2 km/hr

FuelCNG Gas

Ignition

By means of electronics device and

HT coil fed by specify fly wheel

magneto

Clutch

Multiple plate oil immersed wet type

clutch arrangement

Gear Box

Constant mesh type 4 forward and

one reverse gear.

Wheel Tracks1168 mm.

Wheel Base1864 mm.

Fuel Tank

Capacity

CNG Cylinder of 22.5ltr and petrol

tank of 3ltr for limphome only

Recommended

G.V.W.

975 Kgs.

Pay Load Capacity550 Kgs.

Lighting &

Signaling

Single head lamp, centrally located,

12V 35W with front & rear turn

signals, parking and brake stop lights.

SteeringHandle bar.

BrakesHydraulic brakes for simultaneous


8/60

8 | P a g e

action on all 3 wheels.

SuspensionFront coil spring with hydraulic

damper. Rear leaf spring with

hydraulic damper.

StartingKick start

ApplicationsDelivery, Sewage Cleaning Poultry,

Milk Van, Bottle carrier

Click here to see applications details.

Scooters India Limited is the one and only organistion to bring the

revolution in the automobile field by designing and developing this

Electric Maestro. In this age of pollution this electric vehicle is

exceptionally pollution free as it is totally working on 12 batteries. It has

stylish and bold masculine bodyline which makes it a different and

attractive looks from others. The design is based on the concept " Man

maximum Machine minimum " that allows spacious interior having

ample space for entire family. This three wheeler has been launched on

trial basis in the heart of Lucknow & Delhi. Successfully. For product

details click on the product options
http://www.scootersindia.com/html/products_vikram_appli_delivry.htmhttp://www.scootersindia.com/html/products_vikram_appli_delivry.htm


9/60

9 | P a g e

specifications

Vehicle Model Vikram EV

Vehicle Type Electrical Three Wheeler

Seating Capacity 7 Passenger & Driver

Wheel base 2270 mm

Wheel track 1316 mm (rear)

Length 3179 mm

Width 1480 mm

Height 1885 mm

Ground clearance 140 mm

Turning radius 3.5 mts.

Maximum Gradebility 12 %

Body type FRP

Frame type Welded channel steel space frame

Suspension Front trailing link Rear under slung type

with semi elliptical leaf spring &

hydraulic shock absorber

Tyre Size 4.5 x 10" 8 ply

Brakes Dual circuit hydraulic drum brake

No. of batteries Twelve 12 volts rechargeable


10/60

10 | P a g e

Charging time 6-8 hrs for 100% charging

Total distance

covered by single

charging

80 Km.@30-35km/hr

Lambretta

From Wikipedia, the free encyclopedia

For other uses, see Lambretta (disambiguation).

This article needs additional citations for

verification. Please help improve this articleby adding

citations to reliable sources. Unsourced material may

be challenged and removed.(June 2008)

Lambretta

The World's Finest Scooter
http://en.wikipedia.org/wiki/Lambretta_(disambiguation)http://en.wikipedia.org/w/index.php?title=Lambretta&action=edithttp://en.wikipedia.org/wiki/Help:Introduction_to_referencing/1http://en.wikipedia.org/wiki/Help:Introduction_to_referencing/1http://en.wikipedia.org/wiki/Template:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Verifiability#Burden_of_evidencehttp://en.wikipedia.org/wiki/Wikipedia:Verifiability#Burden_of_evidencehttp://en.wikipedia.org/wiki/Template:Citation_neededhttp://en.wikipedia.org/wiki/Help:Introduction_to_referencing/1http://en.wikipedia.org/wiki/Help:Introduction_to_referencing/1http://en.wikipedia.org/w/index.php?title=Lambretta&action=edithttp://en.wikipedia.org/wiki/Lambretta_(disambiguation)


11/60

11 | P a g e

Industry Scooter

Fate bought and closed by BLMC

Successor(s) Scooters India Ltd

Founded 1947

Defunct 1972

Headquarters Milan, Italy

Key people Ferdinando Innocenti

Products Lambretta and Lambro

Parent Innocenti

Website www.lambrettainternational.com

Lambretta was a line ofmotor scooters originally manufactured in Milan, Italy

by Innocenti. In 1972, the Indian government bought the Milanese factory and the rights

to the Lambretta name, creating Scooters India Limited (SIL). Today, the

Innocenti brand name rights are owned by Fiatwhereas the oldest Lambretta and Lambro

trademark registrations worldwide are owned by Lambretta Consortium.[1]

Lambretta

scooters were also manufactured under licence by Fenwickin France, NSU in
http://en.wikipedia.org/wiki/Scooter_(motorcycle)http://en.wikipedia.org/wiki/BLMChttp://en.wikipedia.org/wiki/Milanhttp://en.wikipedia.org/wiki/Ferdinando_Innocentihttp://en.wikipedia.org/wiki/Ferdinando_Innocentihttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Innocentihttp://en.wikipedia.org/wiki/Innocentihttp://www.lambrettainternational.com/http://www.lambrettainternational.com/http://en.wikipedia.org/wiki/Motor_scooterhttp://en.wikipedia.org/wiki/Innocentihttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Fiathttp://en.wikipedia.org/wiki/Lambretta#cite_note-1http://en.wikipedia.org/wiki/Lambretta#cite_note-1http://en.wikipedia.org/wiki/Lambretta#cite_note-1http://en.wikipedia.org/wiki/Fenwick_Groupehttp://en.wikipedia.org/wiki/NSU_Motorenwerke_AGhttp://en.wikipedia.org/wiki/NSU_Motorenwerke_AGhttp://en.wikipedia.org/wiki/Fenwick_Groupehttp://en.wikipedia.org/wiki/Lambretta#cite_note-1http://en.wikipedia.org/wiki/Fiathttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Innocentihttp://en.wikipedia.org/wiki/Motor_scooterhttp://www.lambrettainternational.com/http://en.wikipedia.org/wiki/Innocentihttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Ferdinando_Innocentihttp://en.wikipedia.org/wiki/Milanhttp://en.wikipedia.org/wiki/BLMChttp://en.wikipedia.org/wiki/Scooter_(motorcycle)


12/60

12 | P a g e

Germany, Serveta in Spain, API in India, Yulon in Taiwan, Pasco in Brazil, Auteco in

Colombia and Siambretta in Argentina.

History

In 1922, Ferdinando Innocenti ofPesciabuilt a steel-tubing factory in Rome. In 1931, he

took the business to Milan where he built a larger factory producing seamless steel tubing

and employing about 6,000. During the Second World War, the factory was heavily

bombed and destroyed. It is said that surveying the ruins, Innocenti saw the future of

cheap, private transport and decided to produce a motor scootercompeting on cost and

weather protection against the ubiquitous motorcycle.

Concept

The main stimulus for the design style of the Lambretta and Vespa dates back to Pre-

WWII Cushman scooters made in Nebraska, USA. These olive green scooters were in

Italy in large numbers, ordered originally by the US military as field transport for

the Paratroops and Marines. The US military had used them to get

around German defence tactics ofdestroying roads and bridges in theDolomites (a

section of the Alps) and the Austrian border areas.

Aeronautical engineerGeneral Corradino D'Ascanio, responsible for the design and

construction of the first modern helicopter by Agusta, was given the job by Ferdinando

Innocenti of designing a simple, robust and affordable vehicle. It had to be easy to drive

for both men and women, be able to carry a passenger and not get its driver's clothes

soiled.

The design
http://en.wikipedia.org/wiki/Servetahttp://en.wikipedia.org/wiki/Automobile_Products_of_Indiahttp://en.wikipedia.org/wiki/Yulonhttp://en.wikipedia.org/wiki/Brumana_Pugliese#Pasco_Lambrettahttp://en.wikipedia.org/wiki/Autecohttp://en.wikipedia.org/wiki/Siambrettahttp://en.wikipedia.org/wiki/Ferdinando_Innocentihttp://en.wikipedia.org/wiki/Pesciahttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Vespahttp://en.wikipedia.org/wiki/Cushman_(company)http://en.wikipedia.org/wiki/Nebraskahttp://en.wikipedia.org/wiki/Paratrooperhttp://en.wikipedia.org/wiki/US_marineshttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/Battle_of_Monte_Cassinohttp://en.wikipedia.org/wiki/Dolomiteshttp://en.wikipedia.org/wiki/Alpshttp://en.wikipedia.org/wiki/Aerospace_engineeringhttp://en.wikipedia.org/wiki/Corradino_D%27Ascaniohttp://en.wikipedia.org/wiki/Agustahttp://en.wikipedia.org/wiki/Agustahttp://en.wikipedia.org/wiki/Corradino_D%27Ascaniohttp://en.wikipedia.org/wiki/Aerospace_engineeringhttp://en.wikipedia.org/wiki/Alpshttp://en.wikipedia.org/wiki/Dolomiteshttp://en.wikipedia.org/wiki/Battle_of_Monte_Cassinohttp://en.wikipedia.org/wiki/Germanyhttp://en.wikipedia.org/wiki/US_marineshttp://en.wikipedia.org/wiki/Paratrooperhttp://en.wikipedia.org/wiki/Nebraskahttp://en.wikipedia.org/wiki/Cushman_(company)http://en.wikipedia.org/wiki/Vespahttp://en.wikipedia.org/wiki/Second_World_Warhttp://en.wikipedia.org/wiki/Pesciahttp://en.wikipedia.org/wiki/Ferdinando_Innocentihttp://en.wikipedia.org/wiki/Siambrettahttp://en.wikipedia.org/wiki/Autecohttp://en.wikipedia.org/wiki/Brumana_Pugliese#Pasco_Lambrettahttp://en.wikipedia.org/wiki/Yulonhttp://en.wikipedia.org/wiki/Automobile_Products_of_Indiahttp://en.wikipedia.org/wiki/Serveta


13/60

13 | P a g e

D'Ascanio, who hated motorbikes, designed a revolutionary vehicle. It was built on a spar

frame with a handlebar gear change and the engine mounted directly onto the rear wheel.

The front protection "shield" kept the rider dry and clean in comparison to the open front

end on motorcycles. The pass-through leg area design was geared towards women, as

wearing dresses or skirts made riding conventional motorcycles a challenge. The front

fork, like an aircraft's landing gear, allowed for easy wheel changing. The internal mesh

transmission eliminated the standard motorcycle chain, a source of oil and dirt. This basic

design allowed a series of features to be deployed on the frame which would later allow

quick development of new models.

However General D'Ascanio fell out with Innocenti, who rather than a moulded and

beaten spar frame wanted to produce his frame from rolled tubing, allowing him to revive

both parts of his prewar company. General D'Ascanio disassociated himself from

Innocenti and took his design to Enrico Piaggio who produced the spar-

framed Vespa from 1946 on. The final design of the Lambretta was done by aeronautical

engineers Cesare Pallavicino and Pier Luigi Torre. Pallavicino had been Technical

Director at the Caproni airplane factory during WWII before working on the Lambretta

design. Torre was an engine designer at Italo Balbo's Idros; he designed the engine and

organized Innocenti's factory for mass production.[2][3][4]

Into production
http://en.wikipedia.org/wiki/Enrico_Piaggiohttp://en.wikipedia.org/wiki/Vespahttp://en.wikipedia.org/wiki/Cesare_Pallavicinohttp://en.wikipedia.org/w/index.php?title=Pier_Luigi_Torre&action=edit&redlink=1http://en.wikipedia.org/wiki/Capronihttp://en.wikipedia.org/wiki/Italo_Balbohttp://en.wikipedia.org/wiki/Lambretta#cite_note-Foot2001-2http://en.wikipedia.org/wiki/Lambretta#cite_note-Foot2001-2http://en.wikipedia.org/wiki/Lambretta#cite_note-4http://en.wikipedia.org/wiki/Lambretta#cite_note-4http://en.wikipedia.org/wiki/Lambretta#cite_note-4http://en.wikipedia.org/wiki/Lambretta#cite_note-Foot2001-2http://en.wikipedia.org/wiki/Lambretta#cite_note-Foot2001-2http://en.wikipedia.org/wiki/Italo_Balbohttp://en.wikipedia.org/wiki/Capronihttp://en.wikipedia.org/w/index.php?title=Pier_Luigi_Torre&action=edit&redlink=1http://en.wikipedia.org/wiki/Cesare_Pallavicinohttp://en.wikipedia.org/wiki/Vespahttp://en.wikipedia.org/wiki/Enrico_Piaggio


14/60

14 | P a g e

Innocenti Lambretta 125

Taking a year longer to produce, the 1947 Lambretta featured a rearpillion seat for a

passenger or optionally a storage compartment. The original front protection "shield" was

a flat piece of aero metal; later this developed in to a twin skin to allow additional storage

on the 'back of'/behind the front shield, similar to the glove compartment in a car. The

fuel cap was underneath the (hinged) seat which saved the cost of an additional lock on

the fuel cap or need for additional metal work on the smooth skin.

Deriving the nameLambretta from the small riverLambro in Milan, which ran near to

the factory, Innocenti started production of Lambretta scooters in 1947 - the year

afterPiaggio started production of its Vespa models. Lambrettas were manufactured

under licence in Argentina, Brazil, Chile, Colombia, India and Spain, sometimes under

other names but always to a recognizable design (e.g. Siambretta in South America

and Serveta in Spain).

BLMC closure of Innocenti

As wealth increased in Western Europe in the late 1960s, the demand for motor scooters

fell as the small car became available to more people and Lambretta started to struggle

financially as did parent Innocenti. The British Leyland Motor Corporation took
http://en.wikipedia.org/wiki/Pillionhttp://en.wikipedia.org/wiki/Lambrohttp://en.wikipedia.org/wiki/Innocentihttp://en.wikipedia.org/wiki/Piaggiohttp://en.wikipedia.org/wiki/Siambrettahttp://en.wikipedia.org/wiki/Servetahttp://en.wikipedia.org/wiki/British_Leyland_Motor_Corporationhttp://en.wikipedia.org/wiki/File:Innocenti-lambretta-125.jpghttp://en.wikipedia.org/wiki/File:Innocenti-lambretta-125.jpghttp://en.wikipedia.org/wiki/File:Innocenti-lambretta-125.jpghttp://en.wikipedia.org/wiki/File:Innocenti-lambretta-125.jpghttp://en.wikipedia.org/wiki/British_Leyland_Motor_Corporationhttp://en.wikipedia.org/wiki/Servetahttp://en.wikipedia.org/wiki/Siambrettahttp://en.wikipedia.org/wiki/Piaggiohttp://en.wikipedia.org/wiki/Innocentihttp://en.wikipedia.org/wiki/Lambrohttp://en.wikipedia.org/wiki/Pillion


15/60

15 | P a g e

advantage of Innocenti's financial difficulties as well as their production and engineering

expertise and contracted Innocenti to produce cars under licence from BLMC.

The Innocenti Mini used the mechanical components of the original but was in many

ways superior to it.

Innocenti/Lambretta was eventually sold to BLMC. Unfortunately, lack of foresight had

caused BLMC to join a fashion trend that was ending rapidly. Long industrial strikes in

BLMC ensued; motor-scooter sales took a nosedive, and both Innocenti and Lambretta

shut up shop in 1972.

India

Automobile Products of India / Scooters India

Ltd

Industry Scooter

Founded 1972

Headquarters Bombay / Lucknow, India

Products Lambretta, Lamby, Vijay, Vikram,

Lambro

Website www.scootersindia.com
http://en.wikipedia.org/wiki/Innocenti_Minihttp://en.wikipedia.org/wiki/Scooter_(motorcycle)http://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Lucknowhttp://www.scootersindia.com/http://www.scootersindia.com/http://www.scootersindia.com/http://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Scooter_(motorcycle)http://en.wikipedia.org/wiki/Innocenti_Mini


16/60

16 | P a g e

The Indian government bought the factory for essentially the same reasons that

Ferdinando Innocenti had built it after the War. India was a country with poor

infrastructure, economically not ready for small private cars yet with a demand for

private transport.

Automobile Products of India (API) began assembling Innocenti-built Lambretta scooters

in India after independence in the 1950s beginning with 48 cc, Ld model, Li 1st series.

They eventually acquired a licence to build the Li150 Series 2 model, which was sold

under the Lambretta name until about 1976 and later on changed the name to Lamby for

legal reasons. They also for sometime made and sold Lambretta TV 175 series under the

name of Mac 175. Scooter India Ltd acquired the entire Innocenti Unit in 1972. API also

built the trademark model [API-175] three-wheeler which was based on Innocenti's

Lambro. API continued to build Lambretta-derived models until the 1990s but have been

non-operational since 1993.

In 1972, Scooters India Ltd. (SIL) a state-run enterprise based in Lucknow, Uttar

Pradesh, bought the entire Lambretta manufacturing and trademark rights. Former

Innocenti employees were used to set up an Indian factory as all the manuals and

machinery instructions were in Italian. The first scooter built was the Vijay Delux/DL,

which was badged the Lambretta GP150 in export markets. This was later enhanced to

become the Vijay Super. Further improvements were made in the final years of

production by incorporating a contemporary Japanese CDI unit and an advanced front

suspension. SIL also distributed complete knock downs that were assembled in different

parts of India and sold as the Allwyn Pusphak, Falcon, and Kesri. These were of a lower
http://en.wikipedia.org/wiki/Automobile_Products_of_Indiahttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Vijay_Delux/DL&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Vijay_Super&action=edit&redlink=1http://en.wikipedia.org/wiki/Capacitor_discharge_ignitionhttp://en.wikipedia.org/wiki/Complete_knock_downhttp://en.wikipedia.org/wiki/Complete_knock_downhttp://en.wikipedia.org/wiki/Capacitor_discharge_ignitionhttp://en.wikipedia.org/w/index.php?title=Vijay_Super&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Vijay_Delux/DL&action=edit&redlink=1http://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Lucknowhttp://en.wikipedia.org/wiki/Automobile_Products_of_India


17/60

17 | P a g e

quality than the SIL produced models and sometimes incorporated significant styling

changes.

SIL production seems to have peaked during the financial year 1980-1981, with around

35,000 scooters being built. However by 1987 this had dropped to around 4,500 units

with production finally ceasing in 1997. As of 2011, SIL's production now centres on the

Vikram 3-wheeler, powered by the Lambretta engine. SIL also produces limited spares

for the GP/DL range of scooters.[5]

[6]

Current production

In 2010 Lambretta returned to 125 Grand Prix racing in order to gain publicity for its new

range of scooters.[7]

This was the LN range, launched in 2011, with styling inspired by

earlier models. These scooters are assembled in Taiwan by SYM Motors and use their

single-cylinder 'twist and go' engine and transmission unit. However, the scooter's steel

body panels are manufactured in Italy.[8]

Legacy

There are still clubs across the world, both national and local clubs, devoted to the

Lambretta scooter. The clubs still participate and organize ride outs and rallies which

regularly take place during weekends over the summer months and have high attendance,

some rallies achieve 2,500 paying rally goers. Across the UK there are many privately

owned scooter shops which deal with everything Lambretta, from sales, services, parts,

tuning, performance and complete nut and bolt restorations.
http://en.wikipedia.org/wiki/Lambretta#cite_note-5http://en.wikipedia.org/wiki/Lambretta#cite_note-5http://en.wikipedia.org/wiki/Lambretta#cite_note-Lambretta.com-6http://en.wikipedia.org/wiki/Lambretta#cite_note-Lambretta.com-6http://en.wikipedia.org/wiki/Lambretta#cite_note-Lambretta.com-6http://en.wikipedia.org/wiki/Lambretta#cite_note-7http://en.wikipedia.org/wiki/Lambretta#cite_note-7http://en.wikipedia.org/wiki/Lambretta#cite_note-7http://en.wikipedia.org/wiki/SYM_Motorshttp://en.wikipedia.org/wiki/Lambretta#cite_note-8http://en.wikipedia.org/wiki/Lambretta#cite_note-8http://en.wikipedia.org/wiki/Lambretta#cite_note-8http://en.wikipedia.org/wiki/Lambretta#cite_note-8http://en.wikipedia.org/wiki/SYM_Motorshttp://en.wikipedia.org/wiki/Lambretta#cite_note-7http://en.wikipedia.org/wiki/Lambretta#cite_note-Lambretta.com-6http://en.wikipedia.org/wiki/Lambretta#cite_note-5


18/60

18 | P a g e

In Brazil, lambreta is used as a synonym for scooter, being listed at the Novo

Dicionrio da Lngua Portuguesa, one of the countrys main dictionaries, as a

noum/substantive.

The small village ofRodano, near Milan, hosts the biggest Lambretta museum in Europe

and the Innocenti archives. In the collection are also several non-Lambretta scooters,

including some first models from the 1910s and US Army scooters parachuted over

Normandy in 1944. In Weston-super-Mare, England, there is a Lambretta Scooter

Museum which houses a total of 61 Lambretta models - at least one from each year

between October 1947 through to May 1971. It also houses a large amount of Lambretta

memorabilia. This museum and collection was sold in early 2007 and re-opened on 8

August 2008 following refurbishment.

In 1997 the UK-based Lambretta Clothingbrand of clothing and accessories was

founded.

Construction and models

This section may contain original

research. Please improve itby verifying the claims made

and adding inline citations. Statements consisting only of

original research may be removed. (November 2012)

Like Vespas of the day, Lambrettas had three or fourgears and two-stroke engines with

capacities ranging from 49 cc to 198 cc. Most two-stroke engines require a mixture of oil

with the gasoline in order to lubricate the piston and cylinder.
http://en.wikipedia.org/wiki/Novo_Dicion%C3%A1rio_da_L%C3%ADngua_Portuguesahttp://en.wikipedia.org/wiki/Novo_Dicion%C3%A1rio_da_L%C3%ADngua_Portuguesahttp://en.wikipedia.org/wiki/Novo_Dicion%C3%A1rio_da_L%C3%ADngua_Portuguesahttp://en.wikipedia.org/wiki/Rodanohttp://en.wikipedia.org/wiki/Weston-super-Marehttp://en.wikipedia.org/wiki/Lambretta_Scooter_Museumhttp://en.wikipedia.org/wiki/Lambretta_Scooter_Museumhttp://en.wikipedia.org/wiki/Lambretta_(clothing)http://en.wikipedia.org/wiki/Wikipedia:No_original_researchhttp://en.wikipedia.org/wiki/Wikipedia:No_original_researchhttp://en.wikipedia.org/wiki/Wikipedia:No_original_researchhttp://en.wikipedia.org/w/index.php?title=Lambretta&action=edithttp://en.wikipedia.org/wiki/Wikipedia:Verifiabilityhttp://en.wikipedia.org/wiki/Wikipedia:INCITEhttp://en.wikipedia.org/wiki/Gearhttp://en.wikipedia.org/wiki/Two-stroke_enginehttp://en.wikipedia.org/wiki/Pistonhttp://en.wikipedia.org/wiki/Cylinder_(engine)http://en.wikipedia.org/wiki/Cylinder_(engine)http://en.wikipedia.org/wiki/Pistonhttp://en.wikipedia.org/wiki/Two-stroke_enginehttp://en.wikipedia.org/wiki/Gearhttp://en.wikipedia.org/wiki/Wikipedia:INCITEhttp://en.wikipedia.org/wiki/Wikipedia:Verifiabilityhttp://en.wikipedia.org/w/index.php?title=Lambretta&action=edithttp://en.wikipedia.org/wiki/Wikipedia:No_original_researchhttp://en.wikipedia.org/wiki/Wikipedia:No_original_researchhttp://en.wikipedia.org/wiki/Lambretta_(clothing)http://en.wikipedia.org/wiki/Lambretta_Scooter_Museumhttp://en.wikipedia.org/wiki/Lambretta_Scooter_Museumhttp://en.wikipedia.org/wiki/Weston-super-Marehttp://en.wikipedia.org/wiki/Rodanohttp://en.wikipedia.org/wiki/Novo_Dicion%C3%A1rio_da_L%C3%ADngua_Portuguesahttp://en.wikipedia.org/wiki/Novo_Dicion%C3%A1rio_da_L%C3%ADngua_Portuguesa


19/60

19 | P a g e

Unlike the Vespa, which was built with a unibody chassis pressed from sheets of steel,

Lambrettas were based around a more rigid tubular frame, although the "J" series model

produced from 1964 through 1971 did have a monocoque body. Early versions were

available in "closed", with fully covered mechanicals or "open", with minimal panels and

thus looking like an unusual motorcycle. The model A and model B were only available

in "open" style. The D models were noted for their torsion-bar rear suspension; at its

peak, the D model outsold all other two-wheeled vehicles combined. (For the latter,

see Ruth Orkin's famous photographAmerican Girl in Italy.) The much greater success

of the "closed" version confirmed that riders wanted protection from the weather and a

clean-looking machine.

Along with the Vespa, Lambretta was an iconic vehicle of the 1950s and 1960s when

they became the adopted vehicle of choice for the UK youth-culture known as Mods. The

character Jimmy from the influential scooter movieQuadropheniarode a Lambretta Li

150 Series 3. Of the 1960s models, the TV (Turismo Veloce), the Special (125 and 150),

the SX (Special X) and the GP (Grand Prix) are generally considered the most desirable

due to their increased performance and refined look; the "matte black" fittings on the GP

model are said to have influenced European car designs throughout the 1970s. These

three models came with a front disc brake made by Campagnolo. The TV was the world's

first production two-wheeled vehicle with a front disc brake.
http://en.wikipedia.org/wiki/Ruth_Orkinhttp://www.orkinphoto.com/american_girl.phphttp://www.orkinphoto.com/american_girl.phphttp://www.orkinphoto.com/american_girl.phphttp://en.wikipedia.org/wiki/Vespahttp://en.wikipedia.org/wiki/Mod_(subculture)http://en.wikipedia.org/wiki/Quadrophenia_(film)http://en.wikipedia.org/wiki/Quadrophenia_(film)http://en.wikipedia.org/wiki/Quadrophenia_(film)http://en.wikipedia.org/wiki/Lambretta_TV200http://en.wikipedia.org/wiki/Lambretta_Li_125_Specialhttp://en.wikipedia.org/wiki/Lambretta_SX_200http://en.wikipedia.org/wiki/Campagnolohttp://en.wikipedia.org/wiki/Campagnolohttp://en.wikipedia.org/wiki/Lambretta_SX_200http://en.wikipedia.org/wiki/Lambretta_Li_125_Specialhttp://en.wikipedia.org/wiki/Lambretta_TV200http://en.wikipedia.org/wiki/Quadrophenia_(film)http://en.wikipedia.org/wiki/Mod_(subculture)http://en.wikipedia.org/wiki/Vespahttp://www.orkinphoto.com/american_girl.phphttp://en.wikipedia.org/wiki/Ruth_Orkin


20/60

20 | P a g e

Lambretta Luna Range designed by Bertone

As the race to be the first person on the moon gathered pace, Innocenti's new model was

launched, the Luna range (Luna meaning "moon", in Italian). The machines looked very

advanced for their day, reverting back to the open frame style of the much admired "D"

types, and although sales were slow to start with, racing success from grass-tracking to

circuit-racing soon made them a sales success. Designed by Bertone Innocenti wanted a

small frame and engine Lambretta that could be sold alongside the larger models. The

frame had a tubular-steel front end, with bolt-on leg shields, and a monocoque pressed-

steel rear frame.

Lambrettas have attracted an eclectic following of "revival" Mods,

collectors, scooterists, cutdown enthusiasts, and even racers. Vespa and Lambrettas both

can be converted to fun and relatively fast machines with little (but relatively expensive)

modification. Many owners customize these scooters with elaborate customizations and

paintwork and attend well-organised scooter rallies. The Lambretta has benefitted from

advances in technology in the motorcycle world. To boost performance some owners

have fitted aftermarket cylinders and crankshafts that increase the swept volume to as

much as 250 cc. Common modifications include a Nikasilplated aluminium barrel with
http://en.wikipedia.org/wiki/Gruppo_Bertonehttp://en.wikipedia.org/w/index.php?title=Scooterist&action=edit&redlink=1http://en.wikipedia.org/wiki/Cutdownhttp://en.wikipedia.org/wiki/Scooter_rallieshttp://en.wikipedia.org/wiki/Nikasilhttp://en.wikipedia.org/wiki/File:Lambretta_Luna_Range.jpghttp://en.wikipedia.org/wiki/File:Lambretta_Luna_Range.jpghttp://en.wikipedia.org/wiki/File:Lambretta_Luna_Range.jpghttp://en.wikipedia.org/wiki/File:Lambretta_Luna_Range.jpghttp://en.wikipedia.org/wiki/Nikasilhttp://en.wikipedia.org/wiki/Scooter_rallieshttp://en.wikipedia.org/wiki/Cutdownhttp://en.wikipedia.org/w/index.php?title=Scooterist&action=edit&redlink=1http://en.wikipedia.org/wiki/Gruppo_Bertone


21/60

21 | P a g e

radical porting, large Dell'Orto orMikuni carburettors and bespokeexpansion

chambers. Hydraulic disc brakes in the front are becoming common on the more highly

tuned machines, as are hydraulic clutches and rear brakes. Modern low-

profile tyres greatly improve handling, as do uprated front and rearsuspension units.

Timeline of models

Model A, 19471948

Model B, 19481950

Model C/LC, 19501951

Model D, 19511957

Model LD, 19511958

Model E, 19531954

Model F, 19541955

TV Series 1, 19571959

Li Series 1, 19581959

Li Series 2, 19591961

TV Series 2, 19591962

Li Series 3, 19611967

TV/GT Range, 19621965

Li Special, 19631969

J Range, 19641971

SX Range, 19661969

Lui/Vega/Cometa, 19681970
http://en.wikipedia.org/wiki/Dell%27Ortohttp://en.wikipedia.org/wiki/Mikuni_(company)http://en.wikipedia.org/wiki/Carburettorshttp://en.wikipedia.org/wiki/Expansion_chamberhttp://en.wikipedia.org/wiki/Expansion_chamberhttp://en.wikipedia.org/wiki/Disc_brakehttp://en.wikipedia.org/wiki/Tirehttp://en.wikipedia.org/wiki/Suspension_(motorcycle)http://en.wikipedia.org/wiki/Lambretta_SX200http://en.wikipedia.org/wiki/Lambretta_SX200http://en.wikipedia.org/wiki/Suspension_(motorcycle)http://en.wikipedia.org/wiki/Tirehttp://en.wikipedia.org/wiki/Disc_brakehttp://en.wikipedia.org/wiki/Expansion_chamberhttp://en.wikipedia.org/wiki/Expansion_chamberhttp://en.wikipedia.org/wiki/Carburettorshttp://en.wikipedia.org/wiki/Mikuni_(company)http://en.wikipedia.org/wiki/Dell%27Orto


22/60

22 | P a g e

GP/DL Range, 19691971 (Italy)

GP/DL, 19721998 (India)

Source: Den Of The Lambretta, Buyers Guide[9]

Original Lambretta Design by Cesare Pallavicino

Innocenti Lambretta

Lambretta 150 ld
http://en.wikipedia.org/wiki/Lambretta#cite_note-DenOfTheLambrettaBuyersGuide-9http://en.wikipedia.org/wiki/Lambretta#cite_note-DenOfTheLambrettaBuyersGuide-9http://en.wikipedia.org/wiki/Lambretta#cite_note-DenOfTheLambrettaBuyersGuide-9http://en.wikipedia.org/wiki/File:Lambretta_150_ld_(2).JPGhttp://en.wikipedia.org/wiki/File:Lambretta_Roller.JPGhttp://en.wikipedia.org/wiki/File:125_Al.jpghttp://en.wikipedia.org/wiki/File:Lambretta_150_ld_(2).JPGhttp://en.wikipedia.org/wiki/File:Lambretta_Roller.JPGhttp://en.wikipedia.org/wiki/File:125_Al.jpghttp://en.wikipedia.org/wiki/File:Lambretta_150_ld_(2).JPGhttp://en.wikipedia.org/wiki/File:Lambretta_Roller.JPGhttp://en.wikipedia.org/wiki/File:125_Al.jpghttp://en.wikipedia.org/wiki/Lambretta#cite_note-DenOfTheLambrettaBuyersGuide-9


23/60

23 | P a g e

GP200 clean look

Lambretta new look
http://en.wikipedia.org/wiki/File:Lambretta46.jpghttp://en.wikipedia.org/wiki/File:GP200.jpghttp://en.wikipedia.org/wiki/File:Lambretta46.jpghttp://en.wikipedia.org/wiki/File:GP200.jpg


24/60

24 | P a g e

HR OPERATION

In the ideal world, employees would love their jobs, like their coworkers, work hard for

their employers, get paid well for their work, have ample chances for advancement, and

flexible schedules so they could attend to personal or family needs when necessary and

never leave. But then there's the real world. And in the real world, employees do leave,

either because they want more money, hate the working conditions, hate their coworkers,

want a change, or because their spouse gets a dream job in another state, thus adding to

their company HR OPERATION rate.

While an employees leaving the job is considered HR OPERATION by one

organization, it is looked at as talent acquisition by the new organization and to the

individual it means a career move, economic growth and enhanced quality of

life/convenience or closeness to family etc. Hence, what is a problem for one may be an

opportunity for another.

In simple words, HR OPERATION can be defi ned as " A reduction in the

number of employees through retir ement, resignation or death. The HR

OPERATION rate is " the rate of shr inkage in size or number" .


25/60

25 | P a g e

In terms of numbers, HR OPERATION rate means:

Total Number of Resigns per month (Whether voluntary or forced) divided by (Total

Number of employees at the beginning of the month plus total number of new joinees

minus total number of resignations) multiplied by 100.

( )

*

( ) +


26/60

26 | P a g e

VARIOUS FACTORS AFFECTING HR OPERATION RATE


27/60

27 | P a g e

1. INDIVIDUAL FACTORS

Ambitions or Career Aspirations: It is but natural in a growing society and growing

economy that employees at all levels aspire to build their career. There are economic

aspirations, professional aspirations, family aspirations and all kinds of aspirations and

ambitions that affect a persons desire to move. It is rare not to have such career

aspirations. In the past, organizations grew at a pace and stability and individuals mostly

saw their career in the current organization and stuck to the same. It is better to appreciate

the growth and mobility and movement of the mind and take HR OPERATION as a

natural phenomenon than to be agitated about it and have sleepless nights.

Comparisons and Equity Considerations: Comparisons with from age group,

organization, first job, city, etc. there are numerous dimensions on which similarities can

be picked up and compared. Individuals today are flooded with such comparisons.

Business magazines, compensation surveys by consultants and companies have only

aggravated this situation and enhanced comparisons.

Parental and family mobility; Sometimes the desire to be with the family also pushes

the person to move. Need for being close with the family, spouse, children, parents etc. at

different stages ofones life to fulfill different types of affiliation prompts a few people

to leave their job and move from one city to another.

Personality factors: Some people have a high need for variety. They get bored and

fatigued easily. Some people are constantly searching and seeking. They are highly

ambitious and restless. They are highly achievement driven and want to achieve new


28/60

28 | P a g e

heights in the shortest time. Some may have a different motivation or value profile which

may not be matched by the current job or the company and hence the decision to leave.

2. ORGANISATIONAL FACTORS

Job related factors: The job related factors that cause the decision to leave are many

these include the following:

1. Inability to use ones competencies

2. Lack of challenge

3. Boss and his style of working

4. Lack of scope for growth in terms ofposition salary, status and other factors

5. Role clarity

6. Job Stress or role stress or role stagnation

7. Lack of independence or freedom and autonomy

8. Lack of learning opportunities

9. Lack of excitement and innovation, novelty etc. in the job

These factors may be intrinsic and job related orextrinsic and job related or job

chemistry related.

I ntri nsic factorsare the factors related to the characteristic of the job. These are

in plenty in BPOs where the work conditions (night work, work at odd hours, the

nature of clients to deal with, etc) pose difficulties.

Extr insic factorsare factors like role clarity, independence and autonomy, bad

boss, wrong chemistry of the team, work conditions that can be changed easily,


29/60

29 | P a g e

lack of respect shown to the individuals, etc. A large number of the extrinsic

factors can be controlled.

Economic Factors: This deals with the aspirations in relation to salary and perks,

housing, quality of living, need for savings etc.

In addition to these there could be many other factors that affect decisions:

Mobility of partner

Fatigue

Family reasons like having to look after old parents

Closeness to kith and kin, education of children etc.

Factors affecting Individual decision to leave:

The factors can be classified as the following:

1. Individual related factors

2. Role or job related factors

3. Organization related factors

4. Professional factors

5. Societal factors including Peer pressure factors and socio-economic environment

related factors.


30/60

30 | P a g e

STRATEGIES FOR CONTROLLING HR OPERATION

Some of the Potential methods of managing retention and employee engagement or skill

utilization include the following:

First finding out the Source of hr operation- where and why?

Any method of controlling hr operation or increasing retention should be based on a good

understanding of the factors leading to hr operation. The factors may sometimes be very

simple and could be revealed by an examination of the statistical data compiled by the

organization. The statistical data could answer simple questions like the following:

Where is the hr operation occurring?

Is it more in males than females? What levels? Is there anything in common among those

who leave? Is it related to some disciplines or people from a particular region or

linguistic group? Is it more among candidates from certain colleges or institutions? Age

groups? Etc. Simple demographic analysis among those who leave could reveal some

insights.

Once the source/cause of hr operation is identified, solving the problem becomes

relatively easy. At least the organization can then determine if any internal interventions

will help to reduce hr operation. Some of the possible interventions that could help in

enhancing retention are as follows:


31/60

31 | P a g e

Compensation, Financial restructuring and New Incentive schemes- It

including salary and perks restructuring etc. introducing small recognition schemes may

go a long way.

Organizations use most of the time compensation surveys and hike up the salaries. The

tendency to use Golden handcuffs with deferred compensation, investment options etc.

are useful. However in a competitive world often they artificially hike up the salaries as

the recruiters also work out mechanisms of buying out such handcuffed people at any

cost. Hot skills premium is paid by some companies for those who have crucial skills in

short supply.

Audits and surveys by themselves are not solutions to the issue. Sometimes they could

raise the hopes of an individual. In any case they are at best diagnostic tools and unless

they are followed up by visible actions they may also set some amount of cynicism.

Celebrations and Social and cultural Networks:In some of the surveys and

audits, it has been found that employees get a sense of belongingness if the organization

encourages some form of social networks, cultural programs, team celebrations. These

can be done with very little investments. By encouraging employees to have picnics,

social gatherings, celebrations and festivals etc. we encourage some amount of social

networking and sense of belongingness. Loyalty to colleagues can be thus made a

significant retention force. New forums and methods need to be thought of to suit the

requirements and chemistry of a given group.

Assimilation and Integration:


32/60

32 | P a g e

Studies have linked the retention capacity of a firm to the induction and assimilation

process. The new Economy industry and the need to be competi ti ve requi re that the

person needs to be inducted into the company even before he/she joins it. If the new

employee joining at the top, joins the organization with full understanding of the culture,

and the role he is supposed to handle, a lot of employee turn over can be contained.

Effects of losing a leader ripple throughout the organization.

Loss affects the organization's competitive position due to leadership vacuum

Triggers turnover at other levels

Creates loss of developmental and intellectual resources

Disrupts and weakens customer relationships

Employee turnover has a significant effect on companies bottom-line by

inhibiting their ability to keep current customers, acquire new ones, increase

productivity, and pursue growth opportunities

People dont quit companies. They quit bosses. Numerous studies have indicated the

correlation between job satisfaction and direct supervisors and managers. According to

new study 41% of high value employees who intend to leave their jobs are dissatisfied

with their managers or supervisors.

The purpose of induction and assimilation therefore is to ensure that leaders will

adapt and become full contributors in the new organization faster, better and with

fewer destabilizing effects to the individual and the organization.A successful

assimilation is one in which both the individual and the organization are


33/60

33 | P a g e

transformed for the better and are able to leverage each others strengths to achieve

mutually beneficial goals. The individual and the organization need to treat together

for this purpose.

Assimilation is both fluid and dynamic. It can be influenced by different factors at

different points of time of the organizational life cycle. New leaders are most likely to

leave when they lack support they need to their best work. HR OPERATION is usually

the result of not being able to contribute what they were hired to make. They are most

likely to stay if Effective assimilation strategy:

Acknowledges difficulties of entry into a new organizations

Legitimize an individuals adjustment period

Builds in multifaceted supporting mechanisms (peer support, tips on bridging

organizational knowledge, and learning gaps) to assist the new leader through the

process

Assimilation savvy organizations should:

Focus on assimilation as a tool for retention and leaderships strategy

Have a formal system and program of assimilation

Use coaches for assimilation

Use HR for assimilation process

People join an industry that is perceived as leader but stay only if they meet intellectual

and emotional needs.


34/60

34 | P a g e

Coaching services:With increased competition and scope for career enhancement the

world of executives is becoming a busy world. It is a world of work pressures,

competition. Organizations pay more and put pressures on employees to perform as they

need to get their ROI on CTC. The young manager is busy proving to his company that

he can make a difference and serves what he is being paid. There is no time for family

and self. This is resulting in increased stress and frustration. In such a situation making

available mentors, coaches and guides will go a long way in helping the individuals get

the right type of counseling and advice. Such advise with a group of mentors and

experienced counselors could go a long way in helping employee get realistic picture of

what he is likely to get or dont get from the change he makes.

Employee Engagement:The best way to retain is to provide work motivation.

Challenge, job satisfaction, treating the employee with significance, being sensitive to his

needs, making the organization predictable with systems and practices that are not bent or

changed to accommodate any individual at any time etc. may help retention. When

employees are adequately engaged and care is taken to see that they enjoy their job and

their families are taken good care of and adequate social and financial security is

provided retention goes up on its own. There is no substitute for an engaging company

with a secure and protective atmosphere. There are many examples of HR practices that

have been found to engage employees. Providing periodic training, learning

opportunities, freedom and autonomy at the work place, recognition of contributions,

supportive boss, etc. will make a lot of difference in enhancing retention rates. They feel

a deep commitment and affiliation to an organization.


35/60

35 | P a g e

Market Driven Approach: A sophisticated planning model that enables business

managers to develop highly targeted retention programs that create cost-effective

contingency plans for filling potential gaps in skills. Companies have begun to assess

how long the organization would like the employees to stay on board. They decide those

whom the company wants to have indefinitely, those who should be there for a shorter

period and those on whom retention investments dont make any sense. Then they use a

number of mechanisms depending on the categories of employees.

Job Design: This method involves assessment of which tasks to be included in what

jobs. Designing the jobs for specified periods of time is another way of managing

retention. If a person is appointed for a period of three years and the organization is

prepared for the same and the employee is also prepared part of the issue is resolved.

Change of Styles through 360 Degree Feedback and Internal Customer

satisfaction Surveys: Sometimes the style of manager may be responsible for

employees in certain departments to leave. With supportive managers and Head of

departments employees think several times before they leave. Some managers may not

realize that their coercive style, excessive task centeredness, and the way they assign

tasks including the clarity with which they give instructions, respect etc to employees

have tremendous impact on their staying with the company. By recognizing the roles they

play and the styles they exhibit and seeing the impact they are making senior managers

can at least reduce the push factors for HR OPERATION.


36/60

36 | P a g e

Other Methods:

Start with recruitment. Dont recruit those people who will be the most difficult to

retain. Pay attention to this aspect from recruitment stage itself.

Adapt to HR OPERATION. HR OPERATION is the order of the day. Market forces

are too strong. Focus on what you can change. Dont focus on what you cant change

and lose your sleep.

Simplify and standardize jobs and use multi-skilling to help meet any contingencies.

Focus on retaining intellectual capital even when employees leave. Think of

appropriate mechanisms and build organizational memories and knowledge systems

to retain talent and intellectual capital.

Cooperate with competitors. Form clubs and associations.


37/60

37 | P a g e

Steps To Retain The Employees

There are certain commonly applied rules by which an organization tries to retain their

employees:

Step 1: Identificationis to identify the key performers in organizations. This could

be done by the 'list' method where each department in the organization maintains a

consolidated list of doers where critical people are identified and focus is on them for

retention.

Step 2: Performance appraisal system: After identifying future leaders, an

organization must make sure that it provides them the required room for growth. An

efficient performance appraisal system indicates to employees that the organization

values them and wants to retain them. A key factor to be kept in mind, while devising an

effective appraisal system is the involvement of a broad section of people at the time of

evaluation.

Step 3: Performance measurement System:Besides an efficient performance

appraisal system, motivational tools play an important role in the retention of key


38/60

38 | P a g e

performers in an organization. The parameters determining performance indicators

should be clearly defined and measurable leaving no scope for ambiguity.

Step 4: Reward system:Finally, to retain critical performers, an organization needs

to devise a reward system that is linked to the performance appraisal system. The key

factor here is that organization should deliver on the commitment made to the employees

Step 5: Compensation, Financial restructuring and New Incentive

schemes- including Salary and perks restructuring, etc. In this system all employees

received a performance linked pay at the end of the year depending on the company

performance (financial), departmental performance and individual performance.

Combining all the three performance parameters it was possible to get as much as a

years salary depending on the financial performance of the company. Introducing small

recognition schemes may go a long way.

Step 6: ESS and OC interventions: Organizational climate and employee

satisfaction surveys help in indicating the factors affecting HR OPERATION and help

organizations take corrective action. In the case of one manufacturing company a climate

survey revealed the lack of schooling facilities, commuting facilities to a nearby town;

schooling facilities could improve the tenure of its employees. In another study the

technological innovations werefound to create tension and resulting is decisions to leave

in fresh and junior levels of management.


39/60

39 | P a g e

RESEARCHMETHODOLOGY


40/60

40 | P a g e

RESEARCH METHODOLOGY

Research methodology is a way to scientifically solve the research

problem. It may be understood as a science of studying how research is done

scientifically. In it we study the various steps that are generally adopted by a

researcher in studying his research problem along with the logic behind them. It

is necessary for the researcher to know not only the research methods /

techniques but also the methodology. It defines what the activity of research is,

how to proceed, how to measure progress, and what constitutes success.

It helps to understand not only the products of scientific inquiry but the

process itself. It aims to describe and analyze methods, throw light on their

limitations and resources, clarify their presuppositions and consequences,

relating their potentialities the twilight zone at the frontier of knowledge.


41/60

41 | P a g e

BENEFIT OF RESEARCH METHODOLOGY:

Advancement of wealth of human knowledge.

Tools of Trade to carry out research; provide tools to looks at things in life

objectively.

Develops a critical and scientific attitude, disciplined thinking or a bent of

mind to observe objectivity (scientific deduction and inductive thinking); skills

of research will pay off in long term particularly in the age of information(or

too often of misinformation)

Enriches practitioner and his practices; Provides chance to study a subject in

depth; Enable us to make intelligent decisions; Understand the material which

no other kind of work can match.

Doing research is the best way to learn to read and think critical


42/60

42 | P a g e

Objectives of the Research

The main objective of the research is to study the t & d procedures adapt by the

Organization to fulfill the goal of the company, connection with various services

provided by the other International country.

1- The level of satisfaction of the employees by Training &

Development process.

2-The kind of relationship developed by the organization with their

employees for career advancement.

3- The kind of facilities in terms of Training & Development provides

by the Organization to their employees.

4- To study about the overall performance of the team members.

5- To identify the various aspect of the training need.

The above information is to be collected in order to help the Organization

management under the t & d department.


43/60

43 | P a g e

Research Design

The formidable problem that follows task of defining the research problem is the

preparation of the research project, popularly known as the research design

The research design is the arrangement of conditions for collection and analysis

of data in a manner that aims to combine relevance to the research purpose with

economy in procedure.

The study used a Descriptive Research design for the purpose of getting an

insight over the issue. Descriptive research design includes survey & fact finding

inquiries of different kinds. The major purpose of descriptive research is

description of state of affairs as it exists at present.


44/60

44 | P a g e

Method of data collection:

This research work, questionnaires and interview method were used to collect

the information. Discussions were held with some of the managers & other staff

members. The complete data has been collected from primary and secondary

sources:

Primary data:

Questionnaire method was adopted for collecting information from the employees

of about their opinion and survey was done in order to find out the overall

performance of the Organization and the level of satisfaction of the employees.

Secondary data:

Secondary data was collected through Organization profile, through websites on

the internet, Books, newspaper, and informations provide by the Organization

employees.

Sample Design

The study used a simple random sampling. A sample design is a definite plan for

obtaining a sample from a given population. It refers to the technique or the

procedure the researcher would adopt in selecting items for the sample.


45/60

45 | P a g e


46/60

46 | P a g e

1. How satisfied are you with this job?

Highly satisfied-60% Partially satisfied-20%

Partially dissatisfied-15%

Dissatisfied-5%

2. Do you see better opportunities in other organizations?

o Yes-80%

o No-20%

0

10

20

30

40

5060

70

80

90

100

o Yes -

95%

o No

Series1


47/60

47 | P a g e

3. Is there any factor which may act as a reason for you to change the job?

Financial reasons -55%

Working conditions -15%

Growth opportunities -20%

Social factors -5%

Any other (please specify)-5%

0

10

20

30

40

50

60

70

80

90

100

o Yes -

95%

o No

Series1


48/60

48 | P a g e

4. Is your salary good enough to meet your financial needs?

Yes -55%

No-45%

0

10

20

30

40

50

60

70

80

90

100

o Yes -

95%

o No

Series1

0

10

20

30

40

50

60

70

80

90

100

o Yes -

95%

o No

Series1


49/60

49 | P a g e

5. What are your feelings about working environment around you?

o Friendly & Cooperative -45%

o Monotonous & Boring -25%

o Enjoyable & Learning --30%o Non-friendly & Non-cooperative -5%

o Any other (please specify)-5%

6. Does your present job justify your educational qualifications?

o Yes -75%

o No -25%

0

10

20

30

40

50

60

70

80

90

100

o Yes

-95%

o No

Series1


50/60

50 | P a g e

7. Reason which you would rate as most convincing for joining Organization?

Brand name -15%

Willing to work in AUTO sector -35%

Best available job- -25%

Family reasons -20%

Salary & Facilities -30%

Any other (please specify) -0%

0

10

20

30

40

50

60

70

80

90

100

o Yes

-95%

o No

Series1

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7

Series1

Series2

Series3


51/60

51 | P a g e

8. How your opinion has been changed about the organization from the time of joiningtill date?

o Better than expected -65%

o As per expectation -25%o Does not meet the expectation-10%

9. Is your family happy with the job?

o Yes -85%

o No -15%

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7

Series1

Series2

Series3


52/60

52 | P a g e

10.Do you feel secure with Organization regarding your future?

o Yes -95%

o No -5%

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7

Series1

Series2

Series3

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7

Series1

Series2

Series3


53/60

53 | P a g e

Research Findings

i. 76% of the employees are averagely satisfied with their job while 14% and 10%

are highly and partially satisfied respectively.

ii. 57% of the employees perceive better opportunities in other organizations.

iii. As per survey, financial reasons would act as a reason for them to change the job

for 52% of employees. While 33%, 10% and 5% would change it for growth

opportunities, working conditions and personal factors respectively.

iv. 71% of the employees surveyed find their salary good enough to meet their

financial needs.

v. This graph shows that most of the employees barring only few find their working

environment to be friendly & cooperative and enjoyable and learning.

vi. 71% of the employees agree that their job is according to their educational

qualifications.

vii. For 48% employees, opinion about the organization is as per their expectation,

24% think that it is better than expectation. For rest 29%, it does not meet the

expectation.

viii. The families of 71% employees surveyed are happy with their job.

ix. 76% employees say that they dont get enough time for their life outside

organization.


54/60

54 | P a g e

x. 57% of the employees surveyed feel safe with organization regarding their future.

xi. 62% employees experience that customers attitude towards them is most often

good.

xii. 57% employees say that they get enough time to rest between their work.

xiii. As per leaves most of the employees say that they get leaves as and when

required.

xiv. 76% employees say that their peers are friendly and cooperative.19% say that

they are non-friendly but cooperative. Rest 5% sat that they are non-friendly and

non-cooperative.


55/60

55 | P a g e

Suggestions And Recommendations

Communicate the company vision to the employees showing everyone the role

they have and the contribution required by them.

Treat employee as the most valuable client.

Recognition in various forms is a powerful retention tool.

Build mentoring relationships with people to strengthen their emotional ties with

the organization.

Celebrate longevity.

The training programs should be such that each employee may know in advance

what training they are put into, and the gap between two trainings should not be

more.

Job rotation should be done regularly as it will maintain a sense of interest and

liveliness in the work,

Some recreational games can be there for the employees in the store.


56/60

56 | P a g e

Limitations

The research has several limitations in data collections phase in the study:

Since the questionnaire involved the collections of responses from assistant,

departments, manager and leaders on the reasons of their subordinate reliability of

this reach was less as it proved to be perspective of secondary data

Some of the team leader fear of giving responses pertaining to career growth as

they felt that their information may reach to superiors.

Time was the biggest constraint.

As the figure and data of hr operation, given by the company involved staff

transfers within the internal departments, the list had to be rechecked and worked

with the store H.R.

Since the HR. Manager of one of the branches had just five month experience he

had difficulty in collecting the past records viz. As the headcount of varios

departments in different months.


57/60

57 | P a g e

CONCLUSION

After doing a survey on hr operation in Organization, it has found that most of the

employees were satisfied with their current jobs. It has been concluded that barring only

few, most of the employees think that working environment is friendly, cooperative,

enjoyable and learning. Employees believe that their future is secure with organization.

They have some issues but they also think that these can be overcome. So it can be

concluded that most of the employees surveyed think that there is a scope for betterment

in Organization.


58/60

58 | P a g e

BIBLIOGRAPHY

I have taken reference of the following books, journals and websites to

collect information related to my project work.

BOOKS:

K.Ashwathappa: HRM & personnel management

Deseller: Human Resource Management

WEBSITES:

http://knol.google.com/k/kapil-goyal/future-group-company-profile/v3g9l6a52s3m/4#

http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-HR

OPERATION-a-best-practice-on-retention/

http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-

HR OPERATION/

http://articles.timesofindia.indiatimes.com/2012-02-21/india-

business/31082301_1_future-group-multi-brand-retail-sector-food-bazaar
http://knol.google.com/k/kapil-goyal/future-group-company-profile/v3g9l6a52s3m/4http://knol.google.com/k/kapil-goyal/future-group-company-profile/v3g9l6a52s3m/4http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://articles.timesofindia.indiatimes.com/2012-02-21/india-business/31082301_1_future-group-multi-brand-retail-sector-food-bazaarhttp://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employee-attrition/http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-attrition-a-best-practice-on-retention/http://knol.google.com/k/kapil-goyal/future-group-company-profile/v3g9l6a52s3m/4


59/60

59 | P a g e

QUESTIONNAIRE

1. How satisfied are you with this job?Highly satisfied Partially satisfied OK Partially dissatisfied

Dissatisfied

2. Do you see better opportunities in other organizations?Yes No

3. Is there any factor which may act as a reason for you to change the job?Financial reasons Working conditions Growth opportunities

Social factors Any other (please specify)

4. Is your salary good enough to meet your financial needs?Yes No

5. What are your feelings about working environment around you (can tick one ormore)?

Friendly & Cooperative Monotonous & Boring Enjoyable & Learning

Non-friendly & Non-cooperative

Any other (please specify)

6. Does your present job justify your educational qualifications?Yes No

7. Reason which you would rate as most convincing for joining auto company?Brand name Willing to work in FMCG sector Best available job

Family reasons Salary & Facilities Any other (please specify)


60/60

8. How your opinion has been changed about the organization from the time of joiningtill date?

Better than expected As per expectation Does not meet the

expectation

9. Is your family happy with the job?Yes No

10.Do you feel secure with Auto Company regarding your future?Yes No

Hr Operations and Attrition Analysis

Documents

Transcript of Hr Operations and Attrition Analysis