Manpower Utilization

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 societys 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
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.
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 organizations 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.
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.
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
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 processlabour 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 engagementyielded more productive workers. Contemporaneous work by Abraham Maslow, Kurt Lewin, Max Weber, Frederick Herzberg, and David McClelland formed the basis for studies in organizational behavior and organizational theory, giving room for an applied discipline.
M.E.S.COLLEGE, MARAMPALLY 6
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 associationsthe Chartered Institute of Personnel and Developmentwas 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 studiesthe School of Industrial and Labor Relationswas 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 associationthe Society 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 functionthe 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 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.
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 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
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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 people fully. And this does not bode well for the success of the
organization.
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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 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.
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: workers 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. 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 provides incentive to work. etc. and keep workers satisfy. This
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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 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,
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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 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 stagesan analysis of labour reserves in the preplanned 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.
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
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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 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
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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.
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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. classifications: (1) absorption, (2) absorption plus turbo-expander, (3) adsorption, and (4) compression. Absorption uses liquid such as 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
The methods of LPG recovery fall into four general
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 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. These Profiles provide basic information for starting manufacturing plants in developing nations. Specifically, they provide general plant description, financial, and technical factors for their operation, and sources of information and expertise. Dollar values are listed only for machinery and equipment costs, and are 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, labor, etc.) as those prices also vary. 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 knowledge and experience in industrial development. These profiles should not be substituted for feasibility studies. Before an investment is made in a plant, a feasibility study should be conducted. All profiles are available in English only. They are priced at $9.95 each. You may take advantage of the introductory offer and
order any three Profiles for just $25.00 or order the entire set of nineteen Profiles for a bargain price of only $150.00.
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. 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.
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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 companys 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 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 companys 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 companys 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 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
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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 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
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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 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.
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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
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
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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 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 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. DATA ANALYSIS Primary data collected are tabulated and then converted into percentages. Then pie diagrams are drawn, analyzed and finally interpretation is made.
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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 fullfledged 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.
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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 YES NO NO: OF RESPONDENTS 31 19 % OF RESPONDENTS 62 38
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OVERTIME WORK
38% YES NO 62%
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 YES NO
NO: OF RESPONDENTS 35 15
% OF RESPONDENTS 70 30
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JOB SATISFACTION
30%
YES NO
70%
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 YES NO
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EDUCATIONAL QUALIFICATION
40%
YES NO
60%
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 YES NO
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TRAINING PROGRAMS
36%
YES NO
64%
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 YES NO
38
SATISFACTION WITH TRAINING
46% 54%
YES NO
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 YES NO
39
POTENTIAL UTILIZATION
42%
58%
YES NO
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 YES NO
40
PERFORMANCE LEVEL
43%
YES NO
57%
About 57% of the employees said that their performance do not meet with superiors expectations and 43% of the employees performance reach up to the expectations of superior.
8. Whether your organization has manpower planning?
RESPONSE YES NO
41
MANPOWER PLANNING
44% 56%
YES NO
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 YES NO
42
WORKING ATMOSPHERE
36%
YES NO
64%
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 YES NO
43
WORK LOAD
22%
YES NO
78%
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 YES NO
44
CONSTANT SCOLDING
40%
YES NO
60%
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 YES NO
45
TIME ALLOCATION
42%
YES NO
58%
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 YES NO
46
PERSONAL PROBLEM AND PERFORMANCE
44%
YES NO
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 YES NO
NO: OF RESPONDENTS 50
% OF RESPONDENTS 100
47
EMPLOYEE CONSELLING
NO
100%
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 YES NO
48
INTERVAL
48%
52%
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 superiors guidance?
RESPONSE YES NO
49
SUPERIOR'S GUIDANCE
26%
YES NO
74%
74% of the workers are satisfied with superiors guidance and 26% of the workers are not completely satisfied with superiors guidance.
17. Does your company have good grievance settlement system?
RESPONSE YES NO
50
GRIEVANCE SETTLEMENT SYSTEM
36%
YES NO
64%
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 companys overall performance?
RESPONSE YES NO
51
SATISFACTION WITH COMPANY'S PERFORMANCE
34%
YES NO
66%
66% of the employees are satisfied with companys overall performance. Whereas, 34% of the employees are not at all satisfied with companys overall performance.
19. As an employee how do you evaluate yourself?
RESPONSE
NO: OF RESPONDENTS
% OF RESPONDENTS
ABOVE AVERAGE AVERAGE
20 30
40 60
52
BELOW AVERAGE
SELF EVALUATION
40%
ABOVE AVERAGE AVERAGE

60%
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? Commitment towards the work Good mentality Punctuality Good rapport with co-workers
These are the qualities pointed out by above average workers.
53
21. Could you please suggest some measures to improve your performance if necessary? 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.
54
FINDINGS
Major findings of the study are discussed below: 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 employees performance (about 57%) is not coinciding with superiors 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 employees academic qualification does not truly fit the job.
3. To find out the impact of under utilization of manpower. 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.
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From the survey conducted, it is also found that employees 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 organizations 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
The main problem that prevails in the company is improper utilization of manpower that affects the companys 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 workers 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
Good and efficient manpower is the real asset of every organization. Its nothing but quality of manpower present in the company decides organizations 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.
58
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.
QUESTIONNAIRE
MANPOWER UTILIZATION IN ALAMPALLY BROTHERS Ltd, N.A.D. DEPARTMENT: JOB DESIGNATION: EDUCATIONAL QUALIFICATION:
1. Do you work overtime when it is essential?
Yes
No
59
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? 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 superiors guidance? Yes No
17. Does your company have good grievance settlement system? Yes No
18. As an employee, are you satisfied with companys overall performance? Yes No`
19. As an employee, how do you evaluate yourself?

Below Average Above average
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
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
62
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/
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Manpower Utilization

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Manpower Utilization

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INTRODUCTION

1.1 STATEMENT OF THE PROBLEM

1.2 SCOPE OF THE STUDY

1.3 OBJECTIVES OF THE STUDY

1.4 REVIEW OF LITERATURE Human resource management

Birth and evolution of the discipline

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

Strategic Management and HRM

Importance of HRM for Organizational Success

DEFINITION AND IMPORTANCE OF MANPOWER PLANNING

ADVANTAGES OF MANPOWER PLANNING

STEPS IN MANPOWER PLANNING

5. Best motivation for internal promotion.

FACTORS WHICH AFFECTS MANPOWER PLANNING

CONDUCTING MANPOWER UTILIZATION STUDY

Important Factors in Planning

The Role of Technology

Why Manpower Utilization is Important

1.5 LIMITATIONS OF THE STUDY

The methods of LPG recovery fall into four general

The Expansion and Diversification

The Management and Personnel

Careers Recruitment of Workers and Staff

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

Quota Sampling Convenience sampling

TYPE OF SAMPLING USED

LIMITATIONS OF THE STUDY

DATA ANALYSIS INTERPRETATION

38% YES NO 62%

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

SATISFACTION WITH TRAINING

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

8. Whether your organization has manpower planning?

9. Whether your organization has positive working atmosphere?

13. Whether your personal problems ever hinder your performance?

PERSONAL PROBLEM AND PERFORMANCE

14. Does your organization have employee counseling?

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

16. Are you satisfied with superiors guidance?

17. Does your company have good grievance settlement system?

GRIEVANCE SETTLEMENT SYSTEM

18. As an employee, are you satisfied the companys overall performance?

SATISFACTION WITH COMPANY'S PERFORMANCE

19. As an employee how do you evaluate yourself?

ABOVE AVERAGE AVERAGE

ABOVE AVERAGE AVERAGE

These are the qualities pointed out by above average workers.

2. Are you satisfied with your job in the organization? Yes No

5. If yes, are you satisfied with those programs? 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? Yes No

14. Whether your organization have employee counseling? Yes No

16. Are you satisfied with superiors guidance? Yes No

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

Below Average Above average

2. http://www.chrmglobal.com/Replies/1680/1/Manpower planning.html 3. http://albros.in/products.html 4. http://leninist.biz/

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