INTRODUCTION

Manpower utilization is a business concept that describes

how effectively a business uses its manpower or employees. Businesses

commonly use the concept of manpower utilization to evaluate output in

relation to labour costs. Additionally, businesses use this concept to find

new ways to more effectively harness the output of labour.

The main tasks involved in planning the rational

utilization of manpower resources are to maintain full employment of the

able-bodied population and a balance between available manpower and

macro-economic demand for labour, and to deploy manpower efficiently.

The most general criterion for the rational deployment and efficient

utilization of manpower on a macro-economic scale is the attainment in

the planned period of optimal rates of extended reproduction and the

maximum satisfaction of society’s needs with minimal inputs of labour

and full employment of the able-bodied population.

Effective utilization of manpower has the following

advantages:

1. Reduction in cost.

2. Clarity in performing tasks.

3. Saves money as well as time.

4. Less wastage in case of resources.

5. Organizational goals can be achieved faster.

It is the duty of the manager to find the right person to do

the right work and to allocate work according to the capabilities of an

employee. Then only manpower can be utilized effectively.

M.E.S.COLLEGE, MARAMPALLY 1

Effectiveness in manpower utilization helps the employees to find the

opportunities and to perform accordingly. Thus effective utilization of

manpower in the organization leads to easier achievement of the

organizational goals.

This project work makes an effort to analyze the

effectiveness in the utilization of manpower in Alampally Brothers

Ltd, N.A.D.

M.E.S.COLLEGE, MARAMPALLY 2

1.1 STATEMENT OF THE PROBLEM

Alampally Brothers Ltd is a closely held Public Limited

Company which caters the need of L.P.G cylinders for the public

sector oil corporations such as Indian Oil Corporation Ltd, Hindustan

Petroleum Corporation Ltd and Bharat Petroleum Corporation Ltd. There

exists an imbalance between the organization’s capacity and performance

of employees. i.e., manpower in the organization has not being utilizing

effectively. This study is conducted with a view to analyze the

effectiveness in the utilization of manpower in the organization.

1.2 SCOPE OF THE STUDY

The study titled ‘Effectiveness in the Utilization of Manpower’ is

conducted in ALAMPALLY BROTHERS Ltd., N.A.D. This topic was

selected with a view to estimate the role of manpower in achieving

organizational objectives. Organization will be able to recognize the

reasons behind poor performance of employees and can adopt measures

to improve them. Thus organization can achieve its goals by satisfying

various needs of the employees. By the effective functioning of the

organization, society will also get its benefits.

M.E.S.COLLEGE, MARAMPALLY 3

1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To understand the effectiveness in the utilization of manpower

in Alampally Brothers Ltd.

SECONDARY OBJECTIVES

To know whether the employees are satisfied with their job or

not.

To find out the impact of under utilization of manpower.

To find out the reasons for under utilization of manpower.

To suggest solutions for under utilization of manpower.

M.E.S.COLLEGE, MARAMPALLY 4

1.4 REVIEW OF LITERATURE

Human resource management

Human resource management is the management of an

organization's human resources. It is responsible for the attraction,

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

overseeing organizational leadership and culture, and ensuring

compliance with employment and labour laws In circumstances where

employees desire and are legally authorized to hold a collective

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

primary liaison with the employees' representatives (usually a labour

union).

HR is a product of the human relations movement of the

early 20th century, when researchers began documenting ways of creating

business value through the strategic management of the workforce. The

function was initially dominated by transactional work such as payroll

and benefits administration, but due to globalization, company

consolidation, technological advancement, and further research, HR now

focuses on strategic initiatives like mergers and acquisitions, talent

management, succession planning, industrial and labor relations, and

diversity and inclusion.

Whereas in startup companies HR's duties may be

performed by a handful of trained professionals or even by non-HR

personnel, larger companies typically house an entire functional group

M.E.S.COLLEGE, MARAMPALLY 5

dedicated to the discipline, with staff specializing in various HR tasks and

functional leadership engaging in strategic decision making across the

business. To train practitioners for the profession, institutions of higher

education, professional associations, and companies themselves have

created programs of study dedicated explicitly to the duties of the

function. Academic and practitioner organizations likewise seek to

engage and further the field of HR, as evidenced by several field-specific

publications.

History

Antecedent theoretical developments

HR spawned from the human relations movement, which

began in the early 20th century due to work by Frederick Taylor in lean

manufacturing. Taylor explored what he termed "scientific management"

(later referred to by others as "Taylorism"), striving to improve economic

efficiency in manufacturing jobs. He eventually keyed in on one of the

principal inputs into the manufacturing process—labour—sparking

inquiry into workforce productivity.

The movement was formalized following the research of

Elton Mayo, whose Hawthorne studies serendipitously documented how

stimuli unrelated to financial compensation and working conditions—

attention and engagement—yielded more productive workers.

Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber,

Frederick Herzberg, and David McClelland formed the basis for studies

M.E.S.COLLEGE, MARAMPALLY 6

in organizational behavior and organizational theory, giving room for an

applied discipline.

Birth and evolution of the discipline

By the time enough theoretical evidence existed to make

a business case for strategic workforce management, changes in the

business landscape (Andrew Carnegie, John Rockefeller) and in public

policy (Sidney and Beatrice Webb, Franklin D. Roosevelt and the New

Deal) had transformed the employer-employee relationship, and the

discipline was formalized as "industrial and labor relations". In 1913, one

of the oldest known professional HR associations—the Chartered

Institute of Personnel and Development—was founded in England as the

Welfare Workers' Association, then changed its name a decade later to

the Institute of Industrial Welfare Workers, and again the next decade to

Institute of Labour Management before settling upon its current name.

Likewise in the United States, the world's first institution of higher

education dedicated to workplace studies—the School of Industrial and

Labor Relations—was formed at Cornell University in 1945.

During the latter half of the 20th century, union

membership declined significantly, while workforce management

continued to expand its influence within organizations. "Industrial and

labor relations" began being used to refer specifically to issues

concerning collective representation, and many companies began

referring to the profession as "personnel administration". In 1948, what

would later become the largest professional HR association—the Society

M.E.S.COLLEGE, MARAMPALLY 7

for Human Resource Management (SHRM)—was founded as the

American Society for Personnel Administration (ASPA).

Nearing the 21st century advances in transportation and

communications greatly facilitated workforce mobility and collaboration.

Corporations began viewing employees as assets rather than as cogs in

machine. "Human resources management", consequently, became the

dominant term for the function—the ASPA even changing its name to

SHRM in 1998. "Human capital management" is sometimes used

synonymously with HR, although human capital typically refers to a

more narrow view of human resources; i.e., the knowledge the

individuals embody and can contribute to an organization. Likewise,

other terms sometimes used to describe the field include "organizational

management", "manpower management", "talent management", and

simply "people management".

Practice

Business function

HR's overarching mission has been compartmentalized

by industry expert Dave Ulrich as four-fold: (1) aligning HR and business

strategy (strategic partner), (2) re-engineering organization processes

(administration expert), (3) listening and responding to employees

(employee champion), and (4) managing transformation and change

(change agent). In practice, HR is responsible for employee experience

during the entire employment lifecycle. It is first charged with attracting

M.E.S.COLLEGE, MARAMPALLY 8

the right employees through employer branding. It then must select the

right employees through the recruitment process. HR then onboard new

hires and oversees their training and development during their tenure with

the organization. HR assesses talent through use of performance

appraisals and then rewards them accordingly. In fulfillment of the latter,

HR may sometimes administer payroll and employee benefits, although

such activities are more and more being outsourced, with HR playing a

more strategic role.

At the macro-level, HR is in charge of overseeing

organizational leadership and culture. HR also ensures compliance with

employment and labor laws, which differ by geography, and often

oversees health, safety, and security. In circumstances where employees

desire and are legally authorized to hold a collective bargaining

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

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

Consequently, HR, usually through industry representatives, engages in

lobbying efforts with governmental agencies (e.g., in the United States,

the United States Department of Labor and the National Labor Relations

Board) to further its priorities.

The discipline may also engage in mobility management,

especially pertaining to expatriates; and it is frequently involved in the

merger and acquisition process. HR is generally viewed as a support

function to the business, helping to minimize costs and reduce risk.

M.E.S.COLLEGE, MARAMPALLY 9

IMPORTANCE OF HUMAN RESOURCE

MANAGEMENT

The Evolving Business Paradigm

One of the factors behind organizations

giving a lot of attention to their people is the nature of the firms in the

current business environment. Given the fact that there has been a steady

movement towards an economy based on services, it becomes important

for firms engaged in the service sector to keep their employees motivated

and productive. Even in the manufacturing and the traditional sectors, the

need to remain competitive has meant that firms in these sectors deploy

strategies that make effective use of their resources. This changed

business landscape has come about as a result of a paradigm shift in the

way businesses and firms view their employees as more than just

resources and instead adopt a “people first” approach.

Strategic Management and HRM

As discussed in the articles on modern day HRM

practices, there is a need to align organizational goals with that of the HR

strategy to ensure that there is alignment of the people policies with that

of the management objectives. This means that the HR department can no

M.E.S.COLLEGE, MARAMPALLY 10

longer be viewed as an appendage of the firm but instead is a vital organ

in ensuring organizational success. The aims of strategic management are

to provide the organization with a sense of direction and a feeling of

purpose. The day when the HR manager was concerned with

administrative duties is over and the current HRM practices in many

industries are taken as seriously as say, the marketing and production

functions.

Importance of HRM for Organizational Success

The practice of HRM must be viewed through the prism of

overall strategic goals for the organization instead of a standalone tint that

takes a unit based or a micro approach. The idea here is to adopt a holistic

perspective towards HRM that ensures that there are no piecemeal

strategies and the HRM policy enmeshes itself fully with those of the

organizational goals. For instance, if the training needs of the employees

are simply met with perfunctory trainings on omnibus topics, the firm

stands to lose not only from the time that the employees spend in training

but also a loss of direction. Hence, the organization that takes its HRM

policies seriously will ensure that training is based on focused and topical

methods.

In conclusion, the practice of HRM needs to be

integrated with the overall strategy to ensure effective use of people and

provide better returns to the organizations in terms of ROI (Return on

Investment) for every rupee or dollar spent on them. Unless the HRM

practice is designed in this way, the firms stand to lose from not utilizing

M.E.S.COLLEGE, MARAMPALLY 11

people fully. And this does not bode well for the success of the organization.

DEFINITION AND IMPORTANCE OF MANPOWER

PLANNING

Planning is nothing but using the available assets for the

effective implementation of the production plans. After the preparing the

plans, people are grouped together to achieve organizational objectives.

Planning is concerned with coordinating, motivating and

controlling of the various activities within the organization. Time

required for acquiring the material, capital and machinery should be taken

into account. Manager has to reasonably predict future events and plan

out the production. The basic purpose of the management is to increase

the production, so that the profit margin can be increased. Manager has to

guess the future business and to take timely and correct decisions in

respect of company objectives, policies and cost performances. The plans

need to be supported by all the members of the organization. Planning is

making a decision in advance what is to be done. It is the willpower of

course of action to achieve the desired results. It is a kind of future

picture where events are sketched. It can be defined as a mental process

M.E.S.COLLEGE, MARAMPALLY 12

requiring the use of intellectual faculty, imagination, foresight and sound

judgment.

It involves problem solving and decision making.

Management has to prepare for short term strategy and measure the

achievements, while the long term plans are prepared to develop the

better and new products, services, expansion to keep the interest of the

owners.

ADVANTAGES OF MANPOWER PLANNING

Manpower planning ensures optimum use of available human resources.

1. It is useful both for organization and nation.

2. It generates facilities to educate people in the organization.

3. It brings about fast economic developments.

4. It boosts the geographical mobility of labor.

5. It provides smooth working even after expansion of the organization.

6. It opens possibility for workers for future promotions, thus providing incentive.

7. It creates healthy atmosphere of encouragement and motivation in the organization.

8. Training becomes effective.

9. It provides help for career development of the employees.

M.E.S.COLLEGE, MARAMPALLY 13

STEPS IN MANPOWER PLANNING

1. Predict manpower plans

2. Design job description and the job requirements

3. Find adequate sources of recruitment.

4. Give boost to youngsters by appointment to higher posts.

5. Best motivation for internal promotion.

6. Look after the expected losses due to retirement, transfer and other issues.

7. See for replacement due to accident, death, dismissals and promotion.

FACTORS WHICH AFFECTS MANPOWER PLANNING

1. Inheritance: Persons from good collection are bound to work

professionally. The quality and rate of physical as well as mental

development, which is dissimilar in case of different individuals is the

result of genetic differences.

2. Climate: Climatic location has a definite effect on the efficiency of the

workers.

3. Health of worker: worker’s physical condition plays a very important

part in performing the work. Good health means the sound mind, in the

sound body.

4. General and technical education: education provides a definite impact

n the working ability and efficiency of the worker.

M.E.S.COLLEGE, MARAMPALLY 14

5. Personal qualities: persons with dissimilar personal qualities bound to

have definite differences in their behavior and methods of working. The

personal qualities influence the quality of work.

6. Wages: proper wages guarantees certain reasons in standard of living,

such as cheerfulness, discipline etc. and keep workers satisfy. This

provides incentive to work.

7. Hours of work: long and tiring hours of work exercise have bad effect

on the competence of the workers.

DOWNSIZING OF MANPOWER

Downsizing of manpower gives the correct picture about

the number of people to be employed to complete given task in the

predetermined period. It is used for achieving fundamental growth in the

concern. It can work out the correct price by the resource building or

capacity building. It aims at correct place, correct man on a correct job.

Thus manpower planning is must to make the optimum

utilization of the greatest resource available i.e. manpower for the success

of any organization.

MANPOWER UTILIZATION At the present stage, manpower is becoming a

limiting factor in economic growth and, therefore, rational manpower

M.E.S.COLLEGE, MARAMPALLY 15

utilization and higher labour productivity is becoming increasingly

important. The next 15-20 years will be marked by a progressively

smaller increase in the size of the work force. An absolute fall in

natural growth of manpower is expected to begin in the 1980s.

The sources contributing to the total growth in the

working population are undergoing considerable change. Formerly, a

growth in the number of factory and office workers was ensured by,

firstly, natural population growth, and the transfer of manpower from

some sectors into others, and, secondly, as a result of drawing into social

production able-bodied persons previously engaged in family households.

In 1966-1970, this latter source accounted for 25 per cent of the total

growth in manpower, and only 1.5 per cent in 1971-1975. In the Ninth

Five-Year Plan period, therefore, macro-economic demand for additional

labour was in the main satisfied by the natural growth in the able-bodied

population.

Considerable changes are taking place as regards the

professional qualifications and levels of skill of the labour force. The

sphere in which semi- and unskilled labour is used is dwindling as a

result of the mechanization and automation of labour-intensive and

auxiliary work, and thus making it necessary to transfer workers from

some sectors to others and to retrain workers. The inter-sectoral

redeployment of the labour force is on the increase, and the retraining of

workers is taking place on a larger scale. Under conditions of labour

shortage, manpower must be distributed among the different spheres and

sectors in such a way as to ensure a forced rate of growth in the most

M.E.S.COLLEGE, MARAMPALLY 16

progressive sectors and very high growth rates in the social productivity

of labour.

The redistribution of manpower has an important role to

play. One of the important tasks facing the economy at the present stage

is the economic exploitation of the extremely rich regions in the north and

east of the Soviet Union. Solving this problem depends to a great extent

on providing these regions with a labour force. In this connection, the

plans contain measures for the migration of workers to the eastern and

northern regions and for material incentive schemes that will encourage

an inflow of people who will settle in these regions.

The compilation of the manpower utilization plan is

preceded by two basic stages—an analysis of labour reserves in the pre-

planned period and a forecast of manpower resources and their

employment. The analysis, the forecast and planning calculations are all

stages in one process, which will result in finding the best variant for the

deployment and utilization of manpower.

CONDUCTING MANPOWER UTILIZATION STUDY

Businesses sometimes commission a manpower

utilization study to determine the percentage of their workforce that is

being utilized effectively. A company can generate a manpower

utilization study internally or hire an outside company to conduct the

Study. Businesses use the results of the study to determine wages,

technology purchases and ongoing efforts to modernize production lines.

M.E.S.COLLEGE, MARAMPALLY 17

Important Factors in Planning

When a company evaluates its manpower

utilization, there are key factors that it must take into account. These

include the prevalence of absenteeism, the level of education and skilled

labor within the organization and any overtime paid or required by

management. Once upper management understands these factors in

combination with the manpower utilization study, the business can look

for places to improve the way it uses its workforce.

The Role of Technology

Technology plays a vital role in manpower utilization and

often becomes a less expensive alternative to investing in manpower for

an organization. But technology also allows the business to more

effectively evaluate the levels of utilization within the company by

compiling and updating information about employees. This can take the

form of a general company database or some other means of tracking

individual employees' output on a regular basis. It is then up to the upper

management to make decisions about how to act on the utilization

information.

Why Manpower Utilization is Important

In business, the employees are an important

contributing factor to the organization and also one of the most expensive

M.E.S.COLLEGE, MARAMPALLY 18

contributing factors. Not only does a company pay wages to its

employees, but it typically invests in employees by paying for their

training and benefits, such as health and life insurance and retirement

accounts. Thus, for a company to maximize its chances of success, it

needs not only to understand its manpower utilization but also to work

toward achieving optimal use of its workforce

1.5 LIMITATIONS OF THE STUDY

Major limitations of the study are the following:

1. Poor response rate from the side of employees.

2. Number of respondents was low. This will affect the accuracy of

the study.

3. Time factor was a severe problem since the time allowed for the

project was insufficient to collect maximum data.

4. Cost factor is a major constraint.

5. Responses are not fully reliable. The mentality of the respondents

while filling questionnaire will affect the replies given by them.

M.E.S.COLLEGE, MARAMPALLY 19

INDUSTRY PROFILE

Liquefied petroleum gas (LPG) is a class of petroleum

products produced from natural gas or as a by-product from refined crude

oil. Types of LPG available in the United States and elsewhere are

commercial grade propane, butane, butane-propane mixed, andHD-5

propane for engine fuel).

This profile describes two plants, operating with three

shifts for 52 weeks per year. The smaller has an annual manufacturing

capacity of 2,220,000 barrels; the larger has an annual capacity of

4,440,000 barrels. The methods of LPG recovery fall into four general

classifications:

(1) absorption, (2) absorption plus turbo-expander, (3)

adsorption, and (4) compression. Absorption uses liquid such as

M.E.S.COLLEGE, MARAMPALLY 20

naphtha or kerosene to recover LPG from gas. The rate of recovery

can be increased by reducing the temperature. As a result, oil

absorption plants often use refrigeration in the process.

LPG is distilled from the absorption oil by heating the oil. It

is possible to recover virtually 100 percent of the propane and

butane by maintaining a temperature of -40[degrees]C and by controlling

the oil rate. The recovered LPG is fractionated into separate

components such as propane and butane and must be further

purified to remove hydrogen sulfide, organic sulfur compounds,

and water in order to meet specifications.

Absorption is used in both lean recovery (recovery of gases low

in LPG content, such as propane) and heavier recovery. An oil

absorption plant is relatively easy to operate and maintain, but

it requires more energy than the turbo-expander process.

The turbo-expander process recovers propane and butane by a

combination of compression and refrigeration, followed by expansion

of the gas through a turbine. When the gas expands, it cools

to about -100[degrees]C. The turbo-expander process is used when it is

desirable to recover ethane. The process requires less energy but

more skill to maintain and operate than the absorption process.

GENARAL EVALUATION

The success of this industry depends to a great extent on

the availability of natural gas. Marketwise, the sales potential for LPG

should be good, particularly in areas or homes where natural gas by direct

pipeline or other cheaper fuels are not available locally. The fixed capital

M.E.S.COLLEGE, MARAMPALLY 21

requirements are fairly moderate in comparison with the annual estimated

profits, and only one skilled worker is needed.

1. ECONOMIC

The economics is good if the natural gas from which

much of LPG is manufactured is higher in the components of LPG.

However, available natural gas is becoming leaner in ethane and heavier

products. Rich gas is defined as containing more than 5.0 gallons of LPG

components plus/1000 cu. ft. per day of produced gas.

2. TECHNICAL

VITA is pleased to present this series of industrial profiles.

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primarily based on equipment in the United States. The price does

not include shipping costs or import-export taxes, which must be

considered and will vary greatly from country to country. No other

investment costs are included (such as land value, building rental,

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The series is intended to be useful in determining whether the

industries described warrant further inquiry either to rule out or

to decide upon investment. The underlying assumption of these

Profiles is that the individual making use of them already has some

M.E.S.COLLEGE, MARAMPALLY 22

knowledge and experience in industrial development.

These profiles should not be substituted for feasibility studies.

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COMPANY PROFILE

Alampally Brothers Ltd is a closely held Public Limited

Company controlled presently by Mezhukattil group to cater the need of

L.P.G cylinders for the public sector oil corporations such as Indian Oil

Corporation Ltd, Hindustan Petroleum Corporation Ltd and Bharat

Petroleum Corporation Ltd. Besides manufacturing L.P.G cylinders, the

company also undertakes reconditioning of old L.P.G cylinders from

IOCL, BPCL and HPCL. Fresh orders from IOC are also expected

shortly. Kerala has got a demand of nearly more than 20 lakh cylinders

for the year2010-2011.

The company owns heavy duty vehicles for the smooth

delivery of cylinders to various LPG bottling plants in Kerala.

M/S Alampally Brothers Limited registered under the

companies Act 1956 is presently owned by Mezhukattil Group of Family.

M.E.S.COLLEGE, MARAMPALLY 23

Mr. M.B. KOYAKUTTY is the Managing.Director and Mrs. Fathima

Koyakkutty and Mr.T.I.Sulfikkar are the directors of the Company.

Mr.Koyakkutty has other business interests in manufacturing roasted

coconut oil, running hospitals etc. The company has been recently

awarded ISO Certificate ISO9001: 2008 for manufacturing and supplying

of L.P.G cylinders.

The company has commissioned its manufacturing unit

in the year 1985. The necessary statutory approvals and licenses have

been obtained from Bureau of Indian Standards and Chief Controller of

Explosives, Nagpur. The production of gas containers is based on the

levels of off take by Oil Corporations. So far the company has produced

and supplied more than 10 lakhs gas cylinders to Oil corporations. During

the financial year 2009-2010 the production was 1.5 lakh gas cylinders

and the company’s turnover was Rs.150 millions including hot repair of

cylinders.

The power connection is High Tension category with a

permitted maximum demand of 250 KVA. A Diesel Generator set

of 250 KVA is commissioned as standby arrangement in case of power

failures. The water requirement of the company is met by a Borwell and

an open well is available in the premises of the company.

The family of Mezhukattil is a well known industrialist

and business group in Kerala. Besides manufacturing industry they have

interest in plantation, trading, real-estate etc. At present Mezhukattil

family has promoted M/S Alampally Brothers Limited, to manufacture

Liquefied Petroleum Gas containers for the Government owned oil

M.E.S.COLLEGE, MARAMPALLY 24

corporations. The company has its office and manufacturing plant at

Manalimukku, Naval Armament Dept P.O., Aluva 683 563. Ernakulum

District, Kerala located in a 3 acre plot. The built up area of the factory

building is more than 2000 sq.meters.

Financial Status

The company’s capital fund from the Shareholders is

Rs. 150 lakhs. Financial assistance to the tune of Rs.600 lakhs obtained as

short and long term assistance from Directors. The company has got a

current account with State Bank Of India Aluva, Kotak Mahindra Bank

and Indus Ind Bank for its day to day operations. The company’s

investment in the firm gross fixed assets amounts to Rs.300 lakhs.

The Expansion and Diversification

The manufacturing facility is being strengthened and

improved by adding advanced technological system and equipments. One

new oil fired continuous furnace is being installed. MIG welding system

is being introduced to replace manual arc welding. With installation of

the above equipments the company will not have any difficulty to

increase the output into 3, 00,000 cylinders per annum. The company has

commenced production of 14.2 kgs cylinders for parallel marketers

L.P.G.

The Management and Personnel

The company is backed by a strong team of professionals

with managerial expertise. The company is managed by the Managing

Director Mr.M.B. KOYAKUTTY. Mr.T.I.Sulfikkar is the whole time

M.E.S.COLLEGE, MARAMPALLY 25

Director, who looks after the day to day affairs of the company.

Commercial functions, Finance and Administration are controlled by the

General Manager. The manufacturing plant is headed by the Plant

Manager. A team of qualified experienced and technicians form the

Middle Management and Supervisory staff. The Labour strength is

around 200 workmen, who are well educated, trained and experienced in

handling custom built machines and equipments.

Products Liquefied Petroleum Gas (L.P.G.) is a mixture of hydrocarbon

gases used as a fuel in heating vehicles and increasingly replacing

chlorofluorocarbon as an aerosol propellant and a refrigerant to reduce

damage to the ozone layer. 

Varieties of L.P.G. bought and sold include mixes that are primarily

propane, mixes that are primarily butane, and the more common, mixes

including both propane (60%) and butane (40%),depending on the season

–in winter more propane ,in summer more butane . A powerful odorant,

ethanethiol, is added so that leaks can be detected easily. The

international standard is EN 589.L.P.G.is manufactured during the

refining of crude oil or extracted from oil or gas streams as they emerge

from the ground. 

At normal temperature and pressure, L.P.G. will evaporate.

Because of this L.P.G. is supplied in pressurized steel bottles. In order to

allow for thermal expansion of the contained liquid, these bottle are not

filled completely, typically, they are filled to between80% and 85% of

M.E.S.COLLEGE, MARAMPALLY 26

their capacity. The ratio between the volumes of the vaporized gas and

the liquefied gas varies depending on composition, pressure and

temperature but is typically around 250:1. The pressure at which L.P.G.

becomes liquid called its vapor pressure, likewise varies depending on

composition and temperature; for example it is

approximately 220kilopascals (2.2 bar) for pure butane at 20*c (68*f) and

approximately 2.2 megapascals (22bar) for pure propane at 55*c

(131*f).L.P.G. is heavier than air, and thus will flow along floors and

tend to settle in low spots, such as basements.

According to the 2001 census in India, 17.5% of India

households or 33.6 million Indian households used L.P.G as cooking fuel

in 2001.76.64% of such households were from urban India making

up 48%of urban Indian households as compared to a usage of 5.7%only

in rural Indian households .L.P.G is subsidized by the Government of

India. Increase in L.P.G pieces has been a politically sensitive matter in

India as it potentially affects the urban middle class voting pattern.

Careers

Recruitment of Workers and Staff

This is the process of finding out qualified and skilled people and

encouraging them to apply for work with the firm. The recruitment is by

local advertising and through employment exchange. This method is

followed to recruit skilled workers and higher staff.

Training

Training may be defined as an organizationally planned effort to

M.E.S.COLLEGE, MARAMPALLY 27

change attitude of workers /staff so they can perform jobs an acceptable

quality. Training is given to the ordinary workers to make them as skilled

workers .Skilled workers and supervisors give necessary directions to

them.

Promotional Possibilities

Promotion is given to them, when an employee moves to a

position higher that former one. Promotion is generally based on the

seniority and skills. Motivation to workers and technical staffs are given

by the way or incentives and cash awards.

The company is in an expansion stage and need a lot of technical, skilled

and unskilled work force. There is right opening for the right people who

can reach to the top managerial positions within a short span of time.

Staffs are paid monthly and overtime work done by them is

given compensatory holidays. Bonus is given to all employees once in a

year.

M.E.S.COLLEGE, MARAMPALLY 28

RESEARCH METHODOLOGY

Research methodology refers to ‘the procedures by which

researchers go about their work of describing, explaining and predicting

phenomena.’ It starts with the approaches to identify a research problem,

define the same, plan and design a research design, executes the same and

concludes with the review of reported findings.

TITLE

“EFFECTIVENESS IN THE UTILIZATION OF MANPOWER IN ALAMPALLY BROTHERS LTD, N.A.D”

PROBLEM DEFINITION

M.E.S.COLLEGE, MARAMPALLY 29

The main asset of an organization is its manpower.

Organizational objectives are achieved through the constant effort of its

employees. So manpower utilization is very crucial in every organization

in case of its success. If the manpower is weak in an organization, it will

result in under performance.

SAMPLING

To overcome the difficulties of complete enumeration, a

part or fraction is selected from the population, which is called a sample

and the process of such selection is called sampling. The theory of

sampling is based on the logic of particular to general and hence all

results will have to be expressed in terms of probability.

Sampling can be classified into two. They are:

Probability Sampling

Non Probability Sampling

PROBABILITY SAMPLING

The probability samples are resulting from a

process of random selection, whereby each member of a universe has a

known chance of being selected for the sample. Chances of bias will be

less.

Probability sampling methods are the following:

Simple Random Sampling

Systematic Sampling

Stratified Random Sampling

M.E.S.COLLEGE, MARAMPALLY 30

Cluster Sampling

NON PROBABILITY SAMPLING

Non probability sampling methods involve less

statistical measures as compared to the random sampling methods. This

method is featured by more injunctions of personal considerations and

judgment of the investigator.

Non probability sampling is classified into three. They are as follows:

Judgment Sampling

Quota Sampling

Convenience sampling

SAMPLE SIZE

The number of items to be included in the sample space is known as sample size.

The sample size is 50 employees of Alampally Brothers Ltd, N.A.D.

TYPE OF SAMPLING USED

The sampling method which is used for the study is

systematic sampling. It can be done where a complete list of population is

available. Here, a sampling interval is fixed by dividing the size of the

universe by the desired sample size. Then the sample can be selected

based on that number within the population list.

For doing systematic sampling, role list of employees

was taken. Then an interval of 4 is fixed and employees were selected

M.E.S.COLLEGE, MARAMPALLY 31

accordingly. Questionnaire is distributed among selected employees and

they were asked to return it after entering correct details.

DATA COLLECTION

The information for the research can be collected from

the two categories they are primary data and secondary data.

PRIMARY DATA

Primary data refers to the first hand information that

an investigator himself collects from the respondents. It is direct and

original in nature.

For the study, primary data was collected from the

individual respondents forming part of the sample and their responses

were noted down.

SECONDARY DATA

Secondary data is the information collected from those

data which have already been obtained by some other researchers.

Secondary data required for the study was collected

mainly from internet and some other related books.

TOOLS FOR DATA COLLECTION

Questionnaire was used as main tool for collecting primary data.

M.E.S.COLLEGE, MARAMPALLY 32

DATA ANALYSIS

Primary data collected are tabulated and then converted

into percentages. Then pie diagrams are drawn, analyzed and finally

interpretation is made.

LIMITATIONS OF THE STUDY

The following are some of the limitations found in the study:

1. Due to the various limitations in various constraints such as finance

and time, the study could not be completed in a full-fledged

manner.

2. From the strength of 200 employees, a sample size of 50

employees have been chosen, it may not represent universally.

3. Any wrong information given by the employees will affect the

accuracy of the study.

4. Responses given by employees may not be honest ones. The

mentality of the employees while answering questionnaire may be

different from that of correct one.

M.E.S.COLLEGE, MARAMPALLY 33

DATA ANALYSIS INTERPRETATION

This deals with the analysis and interpretation of data

collected through survey. The survey is conducted in Alampally Brothers

Ltd, N.A.D. The total number of respondents is 50. The details of

analysis are given below.

1. Do you work overtime when it is essential?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 31 62

NO 19 38

M.E.S.COLLEGE, MARAMPALLY 34

OVERTIME WORK

62%

38%

YESNO

From the above diagram, it is clear that 62% of the employees work overtime when it is essential and rest 38% of the employees do not work even if it is essential.

2. Are you satisfied with your job in the organization?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 35 70

NO 15 30

M.E.S.COLLEGE, MARAMPALLY 35

JOB SATISFACTION

70%

30%

YESNO

70% of the employees are satisfied with their job in the organization and 30% of the employees are not satisfied with their work.

3. Do you think that your educational qualification truly fits your job?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 30 60

NO 20 40

M.E.S.COLLEGE, MARAMPALLY 36

EDUCATIONAL QUALIFICATION

60%

40%

YESNO

60% of the employees think that their educational qualification match with their job and rest 40% of the employees believe that their qualification do not match with the job.

4. Whether your organization conducts any kind of training programs to improve your performance?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 32 64

NO 18 36

M.E.S.COLLEGE, MARAMPALLY 37

TRAINING PROGRAMS

64%

36%

YESNO

64% of the employees said that organization conduct training programs to improve their performance and 36% of the employees said no to the question about training programs.

5. If yes, are you satisfied with those programs?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 23 46

NO 27 54

M.E.S.COLLEGE, MARAMPALLY 38

SATISFACTION WITH TRAINING

46%

54%

YESNO

Only 46% of the employees are satisfied with the training programs conducted by the organization and rest 54% of the workers are not satisfied with those training programs.

6. Do you think that your potentials are fully being utilized by the organization?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 21 42

NO 29 58

M.E.S.COLLEGE, MARAMPALLY 39

POTENTIAL UTILIZATION

42%

58%

YESNO

Only 42% of the employees said that their potentials are fully utilized by the organization and 58% of the employees potentials are not completely utilized by the organization.

7. Does your performance reach up to the expectations of your superior?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 15 43

NO 35 57

M.E.S.COLLEGE, MARAMPALLY 40

PERFORMANCE LEVEL

43%

57%

YESNO

About 57% of the employees said that their performance do not meet with superior’s expectations and 43% of the employees performance reach up to the expectations of superior.

8. Whether your organization has manpower planning?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 28 56

NO 22 44

M.E.S.COLLEGE, MARAMPALLY 41

MANPOWER PLANNING

56%

44% YESNO

56% of the employees said that organization has manpower planning and rest 44% contradicts this fact.

9. Whether your organization has positive working atmosphere?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 32 64

NO 18 36

M.E.S.COLLEGE, MARAMPALLY 42

WORKING ATMOSPHERE

64%

36%

YESNO

64% of the employees said that organization has positive working environment and 36% of the employees said that there is no positive working environment in the organization.

10. Have you ever feel that your work load is beyond bearable?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 11 22

M.E.S.COLLEGE, MARAMPALLY 43

NO 39 78

WORK LOAD

22%

78%

YESNO

22% of the employees views that their work load is beyond bearable and 78% of the employees do not think so.

11. Are you being constantly scolded by your superior for not completing work in time?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 20 40

M.E.S.COLLEGE, MARAMPALLY 44

NO 30 60

CONSTANT SCOLDING

40%

60%

YESNO

40% of the employees are getting continuous scolding from their superior for not finishing work in time and rest 60% does not have such problems.

12. Do you think that time allotted to close up a task is enough or not?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES 29 58

M.E.S.COLLEGE, MARAMPALLY 45

NO 21 42

58% of the employees think that time allotted to finish a task is enough and 42% of the employees’ views that time allotted to complete a task is not enough.

13. Whether your personal problems ever hinder your performance?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

M.E.S.COLLEGE, MARAMPALLY

TIME ALLOCATION

58%

42%

YESNO

46

YES 22 44

NO 28 56

44% of the employees’ performances are affected by their personal problems and 56% of the employees’ performances are not affected by personal problems.

14. Does your organization have employee counseling?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

YES - -

M.E.S.COLLEGE, MARAMPALLY

PERSONAL PROBLEM AND PERFORMANCE

44%

56%

YESNO

47

NO 50 100

EMPLOYEE CONSELLING

100%

NO

Every employees under the survey said that there is no employee counseling in the organization.

15. Whether the interval provided by the company is sufficient or not?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

M.E.S.COLLEGE, MARAMPALLY 48

YES 26 52

NO 24 48

INTERVAL

52%48% YES

NO

52% of the employees answered that interval provided by the organization is sufficient and rest 48% of the employees viewed that interval is not enough for relaxation

16. Are you satisfied with superior’s guidance?

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

M.E.S.COLLEGE, MARAMPALLY 49

YES 37 74

NO 13 26

74% of the workers are satisfied with superior’s guidance and 26% of the workers are not completely satisfied with superior’s guidance.

17. Does your company have good grievance settlement system?

RESPONSE NO: OF % OF

M.E.S.COLLEGE, MARAMPALLY 50

RESPONDENTS RESPONDENTS

YES 32 64

NO 18 36

64% of the employees stated that organization has a good grievance settlement system. On the other hand 36% of the employees said that there is no good grievance settlement system in the organization.

18. As an employee, are you satisfied the company’s overall performance?

RESPONSE NO: OF % OF

M.E.S.COLLEGE, MARAMPALLY 51

RESPONDENTS RESPONDENTS

YES 33 66

NO 27 34

SATISFACTION WITH COMPANY'S PERFORMANCE

66%

34%

YESNO

66% of the employees are satisfied with company’s overall performance. Whereas, 34% of the employees are not at all satisfied with company’s overall performance.

19. As an employee how do you evaluate yourself?

M.E.S.COLLEGE, MARAMPALLY 52

RESPONSE NO: OF RESPONDENTS

% OF RESPONDENTS

ABOVE AVERAGE 20 40

AVERAGE 30 60

BELOW AVERAGE - -

SELF EVALUATION

40%

60%

ABOVE AVERAGEAVERAGE

40% of the employees view themselves as above average workers and 60% of the employees evaluated as average workers. There is below no average group in the organization

20. If you are an above average employee, please list out your qualities that makes you good?

M.E.S.COLLEGE, MARAMPALLY 53

Commitment towards the work Good mentality Punctuality Good rapport with co-workers

These are the qualities pointed out by above average workers.

21. Could you please suggest some measures to improve your performance if necessary?

M.E.S.COLLEGE, MARAMPALLY 54

Provide proper training. Give proper respect to the workers. Create good organizational climate. Modify interval schedule.

These are suggestions put forward form the part of employees for improving their performance.

FINDINGS

Major findings of the study are discussed below:

M.E.S.COLLEGE, MARAMPALLY 55

1. To understand the effectiveness in the utilization of manpower in

Alampally Brothers Ltd.

From the survey conducted among employees, it has been

found that the organization failed to tap out the full potential of the

employees. Some employee’s performance (about 57%) is not coinciding

with superior’s expectations. This may be due to lack of effective

training. A group of employees are not able to put their efforts in the right

and efficient manner. This may be due to poor guidance from the part of

superiors and poor rapport between the employer and the employee.

2. To know whether the employees are satisfied with their job or not.

70% of the employees are satisfied with their job in the

organization. Their satisfaction with the working conditions and good

relationship with the employer enhance their satisfaction towards the job.

They remarked that organization is giving due proper consideration to

workers while framing their HR policies. Besides this, few employees

(30%) are not satisfied with their job. This may be because of wrong

posting. That means employee’s academic qualification does not truly fit

the job.

3. To find out the impact of under utilization of manpower.

M.E.S.COLLEGE, MARAMPALLY 56

Under utilization of manpower result in lower

productivity which in turn result in reduced profits. Thus under utilization

of manpower will negatively affect the overall performance of the

organization.

4. To find out the reasons for under utilization of manpower.

From the survey conducted, it is also found that

employee’s personal problems are negatively affecting their work.

Employees fail to pay their complete attention in the job. There is no

employee counseling in the organization. Some employees (48%) are not

satisfied with the interval provided by the organization. They said that

interval is not enough them to get recharged. 36% of the employees are

not at all happy with the grievance settlement system of the organization.

5. To suggest solutions for under utilization of manpower.

Under utilization of manpower is a major cause for

organization’s under growth. Manpower can be utilized better if the

organization conducts effective training and orientation classes for the

employees. The organization must modify its interval schedule so that

workers get enough time to get recharged. Organization must introduce

employee counseling program to solve the personal or psychological

problems of the employees.

SUGGESTIONS

M.E.S.COLLEGE, MARAMPALLY 57

The main problem that prevails in the company is improper

utilization of manpower that affects the company’s overall performance.

In this chapter, some suggestions are put forward for the effective

utilization of manpower in the organization.

The company should provide effective training classes to the

employees in order to bring out their full potentials. Poor skilled labours

must be filtered out and special orientation programs should be given to

them.

Company must conduct manpower planning to fix the right

number of employees in the right job and in the right time. The company

must pay attention to the educational qualification of the employees while

posting for the job.

The grievance settlement system of the company must be

periodically revised and should ensure its good functioning. The company

must keep on enquiring about the employees’ problems and try to resolve

those difficulties.

The interval schedule of the company must be modified in

accordance the worker’s wish and whim so that they will get sufficient

time to get relaxed and to perform work in an efficient way.

The company must introduce employee counseling program

in order to help the mentally weak employees and to solve their personal

as well as psychological problems. This will helps to bring out the full

potential of the employees.

CONCLUSION

M.E.S.COLLEGE, MARAMPALLY 58

Good and efficient manpower is the real asset of every

organization. Its nothing but quality of manpower present in the company

decides organization’s success. Treatment of human resource is not a

simple task like treatment of other physical resources such as machines

and money. Company must schedule its activities in tune with human

resource exist there.

Employees’ performance depends up on so many

factors. Some employees may look for good working conditions for better

performance While, some others ask for improvement in intervals to

show their good performance. In that way, human minds are all totally

different. Company should take necessary measures in order to tackle

these differences. Optimum manpower utilization can be achieved when

it is possible to schedule more work than men available.

QUESTIONNAIREMANPOWER UTILIZATION IN ALAMPALLY BROTHERS Ltd,

N.A.D.

M.E.S.COLLEGE, MARAMPALLY 59

DEPARTMENT:

JOB DESIGNATION:

EDUCATIONAL QUALIFICATION:

1. Do you work overtime when it is essential?

Yes No

2. Are you satisfied with your job in the organization?

Yes No

3. Do you think that your educational qualification truly fits your job?

Yes No

4. Does your organization conduct training programs to improve your performance?

Yes No

5. If yes, are you satisfied with those programs?

Yes No

6. Do you think that your potentials are fully being utilized by your organization?

Yes No

7. Whether your organization has manpower planning?

Yes No

8. Whether your organization has positive working conditions?

Yes No

9. Does your performance reach up to the expectations of your superior?

M.E.S.COLLEGE, MARAMPALLY 60

Yes No

10. Have you ever feel that your work load is beyond bearable?

Yes No

11. Are you being continuously scolded by your superior for not completing work in time?

Yes No

12. Do you think that time allotted to close up a task is enough or not?

Yes No

13. Whether your personal problems ever hinder your performance?

Yes No

14. Whether your organization have employee counseling?

Yes No

15. Whether the interval provided by the company is sufficient or not?

Yes ` No

16. Are you satisfied with superior’s guidance?

Yes No

17. Does your company have good grievance settlement system?

Yes No

M.E.S.COLLEGE, MARAMPALLY 61

18. As an employee, are you satisfied with company’s overall performance?

Yes No`

19. As an employee, how do you evaluate yourself?

Below Average Average

Above average

20. If you are an above average employee, please list out the qualities that makes you good?……………………………………………………………………………

……………………………………………………………………………

……………………………………………………………………………

21. Could you please suggest some measures to improve your performance, if necessary?

……………………………………………………………………………

……………………………………………………………………………

……………………………………………………………………………

BIBLIOGRAPHY

M.E.S.COLLEGE, MARAMPALLY 62

BOOKS

1. T.N. Chhabra. Human Resource Management. Delhi: Dhanpat Rai and Co, 2005. 2. Kumar M.C Dileep and Vineet K.M. Research Methodology. New Delhi: Kalyani Publishers, 2010 3. Pattanayak, Biswajeet. Human Resource Management. New Delhi: Prentice Hall Of India, 2008.

WEBSITES

1. http://en.wikipedia.org/wiki/Human Resource Management

2. http://www.chrmglobal.com/Replies/1680/1/Manpower planning.html

3. http://albros.in/products.html

4. http://leninist.biz/

M.E.S.COLLEGE, MARAMPALLY 63