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ANALYTICAL STUDY ON HUMAN RESOURCE DEPARTMENT IN

FORD INDIA PVT LTD
By
PRASANNA.C
(REG.NO.113312631020)
VELAMMAL INSTITUTE OF TECHNOLOGY
Chennai 601204
PROJECT REPORT
Submitted to the
Department of Management Studies

In partial fulfillment for the award of the degree
Of
Master of business administration

ANNA UNIVERSITY: CHENNAI 600 025
JUNE 2013


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BONAFIDE CERTIFICATE
I certify that this project report titled Analytical study on Human Resource in Ford India
Private Ltd is the bonafide work done by Mr.PRASANNA C Reg No:113312631020), who
carried out the research under my supervision. Certified further, that to the best of my knowledge
the work reported herein does not form part of any other project report dissertation on the basis
of which a degree or award was conferred on an earlier occasion on this or any other candidate.


SUPERVISOR HEAD OF DEPARTMENT


Submitted to project and viva Examination held on ____________


INTERNAL EXAMINER EXTERNAL EXAMINER







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DECLARATION
I, PRASANNA.C (Reg. No. 113312631020) a bonafide student of Department of Management
Studies, Velammal Institute of Technology, Chennai would like to declare that the project
entitled, Analytical study on Human Resource in Ford India Pvt Ltd in partial fulfillment
of Master of Business Administration course of the Anna University is my original work.




PLACE: CHENNAI SIGNATURE
DATE:











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ACKNOWLEDGEMENT
It is my greatest pleasure to offer my sincere thanks to the Chairman
Mr. M.V. MUTHURAMALINGAM of our educational institute Velammal Institute of
Technology for enabling me to undertake this project.
It is my greatest pleasure to offer my sincere thanks to the Director Mr. M.V.M. SASI KUMAR
of our educational institute Velammal Institute of Technology for providing me with an
opportunity to undertake the project in an esteemed organization which proved to be very
beneficial to me.
I profoundly submit my humble thanks to PROF.Dr.T.CHANDRASHEKAR, Principal
Velammal Institute of Technology for permitting me to do this project.
I am very thankful to Mr. G.M.JAYASEELAN, Assistant Director, Velammal Institute of
Technology, who has been the motivating force behind this work. I shall be forever grateful to
him for all the co-operation he has rendered us in successful completion of this project work.
I am thankful to our internal guide Miss.M.Meenakshi M.Com, MBA Velammal Institute of
Technology and other faculty members of our department who have assisted me in doing this
work. I am grateful to my parents who have been a great support throughout my academic.
I am profusely grateful to Mr. Krishna Kumar, Associate, HR Dept, FIPL and each staff of
personnel department for granting me to undertake my training and inculcating in me with desire
to learn and share the knowledge in this project.





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ABSTRACT
This report gives the analytical study about the Human Resource department, which is very
essential for every organization and this is the department which imports all essential functions
of the organization. The Human Resource department has several functions with it and it
accomplishes the administration role in every organization. The Human resource department in
every organization performs the 4 important functions such as Select, Develop, Motivate and
Maintain. The Human Resource Department functions that they are divided among themselves as
many divisions and perform the works which has to be done. The functional efficiency in the HR
department can be measured by analyze various factors that are reasonably linked with the HR
functions. HR's duties may be performed by trained professionals. In larger companies, an entire
functional group is typically 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. For the better Organizational
Functioning effectiveness its vital for any organization to maintain better human resource
personnel. This study also ensures that the efficiency will be more when there is a dynamically
vibrant organization could achieve best scope in delivering its mission.






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TABLE OF CONTENTS

CHAPTER NO

TITLE

PAGE NO
1 INTRODUCTION
1.1 AN OVERVIEW OF THE STUDY 8
1.2 NEED AND SCOPE OF THE STUDY 8-9
1.3 OBJECTIVE OF THE STUDY 9
2 INDUSRTY AND COMPANY PROFILES
2.1 INDUSTRY PROFILE 11-13
2.2 COMPANY PROFILE 14-28
3 REVIEWS AND RESEARCH METHODOLOGY
3.1 CONCEPTUAL REVIEW 30
3.2 LITERATURE REVIEW 30-31
3.3 RESEARCH METHODOLOGY 32-33
4 DATA ANALYSIS AND INTERPRETATION
4. STUDY USING OBSERVATION METHOD 35-65
4.1 RECRUITMENT 35-46
4.2 FILE MANAGEMENT SYSTEM 47- 48
4.3 LEARNING AND DEVELOPMENT 49- 53
4.4 HUMAN RESOURCE BUSINESS OPERATIONS 54-56
4.5 HUMAN RESOURCE LABOUR OPERATIONS 57-59
4.6 COMPENSATION AND BENEFITS 60-65
4.7 INTERNATIONAL SERVICE EMPLOYEES 65
5 CONCLUTIONS AND SUGGESTIONS
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5.1 FINDINGS OF THE STUDY 67-68
5.2 SUGGESTIONS 68
5.3 LIMITATION OF THE STUDY 68
5.4 CONCLUTION 68-69
5.5 REFERENCES 69


CHAPTER I
INTRODUCTION










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CHAPTER I
1. INTRODUCTION
1.1 AN OVERVIEW OF THE STUDY
Organizational studies is the examination of how individuals construct organizational
structures, processes, and practices and how these, in turn, shape social relations and create
institutions that ultimately influence people organizational studies comprise different areas that
deal with the different aspects of the organizations, many of the approaches
are functionalist but critical research also provide alternative frame for understanding in the
field.
Organization study is an extensive tool for people to know about the organization. It
enables to get a brief overview of any organization and its operations over there in the
organization. Organization study id did ultimately for the purpose to know about the various
departments in an organization and the functioning of them. The main purpose of Organization
Study is to analyze the various departments in the organizations and to ensure the effectiveness
and sole purpose of get to know the departments. This study will help the people to know what
are the various functional departments are there in the organization and to help them to get a
better understanding about the organization. The Organization Study ensures proper knowledge
to het by an intern on the Project Duration and helps them to get the familiarity with the
Organization.


1.2 NEED AND SCOPE OF THE STUDY:
This project main scope is to understand the various functional departments in the
Organization and their works performed in the organization, thus it helps us to get an
understanding about the project need and necessity. The Organization study has to be
conducted by the interns in many organizations to give them the industry exposure and the
organization understanding to the people who are indulged in the process of doing
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Organization Study. The study focus on the overall structure of the organization. In this
study, the researcher analyzed the overall functioning of the firm and also the financial
performance of the enterprise. The researcher made a moderate attempt to have the SWOT
analysis of the study
Organization Studies aims to promote the understanding of organizations, organizing and
the organized in and between societies. The multidisciplinary journal focuses on the
diversity of organization and publishes articles with contents such as new ideas, analysis and
empirical methodologies relevant to practitioners.
The Need of doing the Organisational Study is to find out the performance of various
functional departments in HR in the organisation.
Organisation Study will help the organisation to find out their capability and analyse its
functional strength.
The Scope is that to help the students, get to know the Organisation.

1.3 OBJECTIVE OF THE STUDY:
PRIMARY OBJECTIVE
To analyze the Functional effectiveness of the Subdivisions in HR department at
Ford India Private Limited.

SECONDARY OBJECTIVE
To ensure the proper utilization of human resources at the organisation.
To ensure the capability of HR dept in managing the Human resource.
To inculcate the satisfaction among all employees by knowing what they do
To provide a valuable feedback to the organization.


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CHAPTER II

INDUSTRY & COMPANY
PROFILE














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INTRODUCTION:
The year 1886 is regarded the year of birth of the modern automobile - with the Benz Patent-
Motorwagen, by German inventor Carl Benz. Motorized wagons soon replaced animal-
drafted carriages, especially after automobiles became affordable for many people when the Ford
Model T was introduced in 1908.
The term motorcar has formerly also been used in the context of electrified rail systems to denote
a car which functions as a small locomotive but also provides space for passengers and baggage.
These locomotive cars were often used on suburban routes by both interurban and intercity
railroad systems.
It was estimated in 2010 that the number of automobiles had risen to over 1 billion vehicles, up
from the 500 million of 1986.

The numbers are increasing rapidly, especially in China, India and
other NICs.
The automotive industry in India is one of the larger markets in the world and had previously
been one of the fastest growing globally, but is now seeing flat or negative growth rates. India's
passenger car and commercial vehicle manufacturing industry is the sixth largest in the world,
with an annual production of more than 3.9 million units in 2011. According to recent reports,
India overtook Brazil and became the sixth largest passenger vehicle producer in the
world (beating such old and new auto makers as Belgium, United Kingdom, Italy, Canada,
Mexico, Russia, Spain, France, and Brazil), grew 16 to 18 per cent to sell around three million
units in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of
passenger cars, behind Japan, South Korea, and Thailand. In 2010, India beat Thailand to
become Asia's third largest exporter of passenger cars.
As of 2010, India is home to 40 million passenger vehicles. More than 3.7 million automotive
vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second
(after China) fastest growing automobile market in the world in that year. According to the
Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 4
million by 2015, no longer 5 million as previously projected.
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The production of passenger vehicles in India was recorded at 3.23 million in 2012-13 and is
expected to grow at a compound annual growth rate (CAGR) of 13 per cent during 2012-2021,
as per data published by Automotive Component Manufacturers Association of India (ACMA).
The majority of India's car manufacturing industry is based around three clusters in the south,
west and north. The southern cluster consisting of Chennai is the biggest with 35% of the
revenue share. The western hub near Mumbai and Pune contributes to 33% of the market and the
northern cluster around the National Capital Region contributes 32%. Chennai, with the India
operations of Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan
Motors, Daimler, Caparo, and PSA Peugeot Citron is about to begin their operations by 2014.
Chennai accounts for 60% of the country's automotive
exports. Gurgaon and Manesar in Haryana form the northern cluster where the country's largest
car manufacturer, Maruti Suzuki, is based. The Chakan corridor near Pune, Maharashtra is the
western cluster with companies like General Motors, Volkswagen, Skoda, Mahindra and
Mahindra, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat and Force Motors having
assembly plants in the area. Nashik has a major base of Mahindra & Mahindra with a UV
assembly unit and an Engine assembly unit. Aurangabad with Audi, Skoda and Volkswagen also
forms part of the western cluster. Another emerging cluster is in the state of Gujarat with
manufacturing facility of General Motors in Halol and further planned for Tata Nano at their
plant in Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants are also set to come up in
Gujarat. Kolkata with Hindustan Motors,Noida with Honda and Bangalore with Toyota are some
of the other automotive manufacturing regions around the country.

Ford India, originally an American company entered the Indian market with ford escort in
the year 1988. The 2001 model Ford Ikon was a successful car on Indian roads. The company
added more happening brands to the market, such as Ford Fusion, Ford Fiesta, Ford Mondeo and
Ford Endeavour. The company has invested heavily in India to give the finest in automobiles.
Rest 1700 crore has been invested in integrated manufacturing plant at Maraimalai Nagar, 45
kms from Chennai. The plant is equipped with state-of-the-art ford technology in an area of 350
acres. It has a capacity of 1, 00,000 vehicles per annum.

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Established in 1995, Ford India is a wholly owned subsidiary of Ford Motor Company, a
global automotive industry leader. Ford India manufactures and distributes automobiles and
engines made at its modern integrated manufacturing facilities at Maraimalai Nagar, near
Chennai. The company's models include the Endeavour, Fiesta and the Figo.

Ford's operations in the country also include Global Business Services providing business
services in the areas of IT, accounting and finance, financial services and automotive operations
support, global analytics and engineering services. These operations serve Ford's business units
and skill teams globally out of centres in Chennai and Coimbatore. Fords businesses in India
boast a 10,000-strong workforce.
Fords automotive brands include Aston Martin, Lincoln, Mazda, Mercury and Volvo. In the
wake of economic liberalization in India, Ford entered the Indian market and since then Ford
India Limited has registered an impressive growth. The companys venture into the Indian
automobile market dates back to 1926, but sadly it was shut down in 1954. Despite its failed
attempt, the automaker once again entered the Indian automobile business in 1995, as a 50-50
joint venture with Mahindra & Mahindra (M&M). The company was christened as Mahindra
Ford India Limited (MFIL). The plant is located in Maraimalai Nagar near Chennai and has the
capacity to produce 1,00,000 vehicles per annum.








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COMPANY PROFILE


FORD MOTOR COMPANY
Ford motor company is an American multinational corporation and one of the worlds largest
automakers.
TYPE: Public company
INDUSTRY: Automotive
FOUNDED: June 16, 1903
FOUNDER(S): Henry Ford
HEAD QUARTERS: Dearborn, Michigan, U.S.
PLANTS: 90 Plants in 26 Countries on 6 Continents
KEY PEOPLES: William C.Ford (Executive Chairman)
Alan R.Mulally (President & CEO)
PRODUCTS: Automobiles, Automotive Parts.
SERVICES: Automotive Finance, Vehicle Leasing, Vehicle
Service
REVENUE: U$$136.26 BILLION(2011)
OPERATING INCOME: U$$8.681 BILLION(2011)
NET INCOME: U$$20.21 BILLION(2011)
TOTAL ASSETS: U$$178.35 BILLION(2011)
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EMPLOYEES: 164,000(2011)
SUBSIDARIES: Automotive Components Holdings, Ford Credit
CBG (CONSUMER BUSINESS GROUP): The Americans
Ford of Europe
Asia Pacific and Africa
Ford Motor Credit Company
PRODUCTS: Ford Endeavour
Ford Fiesta
Ford Figo
Ford Ecosport
Ford Car Current models:
Ford EcoSport
Ford Figo
Ford Classic
Ford Fiesta
Ford Endeavour
Upcoming Car models:
Ford Focus 2WD
Ford B max
Discontinued Car models:
Ford Escort
Ford Ikon
Ford Fusion


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FORD INDIA:
Established in 1995, Ford India is a wholly owned subsidiary of ford motor company, a global
automotive industry leader. Ford India manufactures and distributes automobiles at its modern
integrated manufacturing facility at Maraimalai Nagar near Chennai.
The company models Endeavour, Figo, Fiesta are manufactured at Maraimalai Nagar spread
across 350 acres. With an initial investment of rs.1700 crore, ford India employs a large
workforce of skilled personnel. The company endorses equal opportunity.
Ford India has set up fully equipped primary health care centre named sanjeevi near its facility in
Maraimalai Nagar for the local community. The centre provides free primary healthcare to the
neighboring villages.



COMPANY FLASHBACK:
Ford Motor Company, an American company, manufactures and sells automobiles worldwide.
The company was launched wagon factory with Rs. 28,000 cash from twelve investors. Henry
Ford, the founder, was 40 years old when the company was founded. Today, it is the largest
family-controlled company in the world. It has been in continuous family control for over 100
years.
Ford introduced itself in India in 1988 with its ford escort model. Later in 2001 it was replaced
by locally produced Ford Ikon. Since then it has added Fusion, Fiesta, Mondeo and Endeavour to
its product line.
Worlds fourth largest automaker, Ford Motor Company, was founded by Henry Ford and
incorporated on June 16, 1903. Ruling the automobile sector for over a decade, the company had
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a modest start with a capital of just $28,000 from 12 investors. In the early years, the company
produced just a few cars a day at its factory on Mack Avenue in Detroit, Michigan. Today, ford
has major manufacturing operations in Canada, Mexico, The United Kingdom, Germany,
Turkey, Brazil, Argentina, Australia, The Peoples Republic of China and India and so on.
The four wheelers manufactured are widely renowned for their unique styling, excellent
performance and providing utmost luxury.
Fords automotive brands include Aston martin, Lincoln, Mazda, Mercury and Volvo. In the
wake of economic liberalization India, ford entered the Indian market and since then ford
automobile market dates back to 1926, but sadly it was shutdown in 1954. Despite it failed
attempt, the automaker once again entered the Indian automobile business in 1995, as a 50-50
joint venture with Mahindra & Mahindra (M&M). The company was christened as Mahindra
Ford India Limited (MFIL). The plant is located in Maraimalai Nagar near Chennai and has
capacity to produce 1, 00, 000 vehicles per annum.
Three years hence, in 1998, Ford acquired 72% of the share in MFIL, thereby renaming the
company as Ford India. The company made a debut in India with Escort, its first passenger car.
With the advancement of technology and to adopt with raising demand, Ford replaced its Escort
with Ford Ikon in 2001. This indigenous car was an instant hit and allured the Indians. After the
magnanimous success of Ikon, the company added some more luxurious cars to its product line,
including Fiesta, Fusion, Mondeo, Endeavour and Endeavour Thunder+. The other model
includes the Ford Zetec (MIFL) and Ford Escort (MIFL).
SIGNIFICANT MILESTONES:
1996 The first Indian-built Ford Escort rolled off assembly line in a record time of 10 months.
1997 - Ford Escort wins the JD power Award in the initial quality.
1999 Maraimalai Nagar integrated manufacturing plant dedicated.
Ford Ikon was launched on November 22, 1999 in versions 1.6Ltr petrol and
1.8Ltr Diesel.
2000 The Ford Ikon 1.6 Rally Sport, Ford Ikon Sxi, the Josh Machine launched.
Dealership across the country was inaugurated.
Ford voted the most appealing mid-size car by JD Power Asia Power.
Overdrive, the car and bike magazine voted Ford Ikon as the most exciting new
car.
2001 Ford Ikon launched in Mexico and South Africa.
2002 Mondeo Premium luxury car was launched.
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Ikon won the BBC Wheels Best Mid-Size Car.
2003 - In December 2003, Endeavour was launched in India.
Ford India ranked highest in India sales satisfaction study for the year 2003 by JD
Power Asia Pacific.
Ford Ikon 1.6SXI NXT won the Best Car Award in the Rs.5 8 Lakh.
Category from BBC Wheels in December 2003.
2004 Launch of fusion urban activity vehicle.
2005 The Ford Ikon achieved a historic milestone with the 1, 00, 000
th
car rolling out of Ford
India Plant. To celebrate the occasion, a josh series was introduced in India.
Ford Fusion awarded the Best Drivers Car by CNBC TV 18 auto car was award
in 2005.
Ford Fiesta was launched in India.
2006 Ford Fiesta was awarded the Best Midsize Car of the year by Car India and NDTV
profit awards. Launch of Ford Fusion.
2007 Ford India is one among the Top 25 Best Employers in India; Ford India was certified
with TS 16949 & ISO 14001.
2008 Ford sells Jaguar and Land Rover to Tata Motors.
2010 Ford India won the Best Manufacturer of the Year.
Ford Figo was introduced.
Ford Figo won 20 awards. Few of which includes,
Car of the year 2011
Value for Money Car 2011
Premium Compact Car of the year 2011
Viewers Choice Car of the year 2011
Indian Car of the year (ICOTY) 2011
Jury Special Award 2011
2010 ET Zig Wheels CAR of the year
Small Car of the year
Best Design Car 2011




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ONE FORD MISSION:

One Team
People working together as a lean, global enterprise for automotive leadership, as
measured by:
Customer, employee, dealer, investor, supplier, union/council and community
satisfaction.
One Plan
Aggressively restructured to operate profitably at the current demand and changing
model mix
Accelerate development of new products, our customer wants and value .
Finance our plan and improve our balance sheet.
Work together effectively as one team.
One Goal
An exciting viable ford delivering profitable growth for all.

VISSION AND VALUES
Ford has a vision to become one of the worlds leading consume for the automotive
products and services. Apart from that, its vision is to provide personal mobility for people all
over the world.

MANGEMENT TEAM IN FORD INDIA:
BILL FORD Executive Chairman (Ford Motor Company)
ALLAN MULALLY President & CEO (Ford Motor Company)
JOHINDHER SINGH President & Managing Director (Ford India)
SANDIP SANYAL Executive Director, Operations (Ford India)
VINAY PIPARSANIA Executive Director, Marketing, Sales and Service (Ford India)
KULJIT RANA Vice President, Finance and Whole Time Director (Ford India)
VAIRAMANI PANDIYAN Vice President, Human Resources (Ford India)
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CORPORATE
JOGINDER SINGH - President and Managing Director, Ford India
Joginder Singh has been appointed President and Managing Director of Ford India,
effective December 1, 2012. Singh reports directly to David Schoch, Group Vice President and
President, Asia Pacific and Africa, Ford Motor Company. Singh previously served as President
and Managing Director, Ford Business Services Center.
Singh has served in Ford's operations globally in various general management, finance, treasury,
and strategy roles in Europe for 14 years, in the United States for 10 years, and in Canada for 4
years, and has been located in India since 2008.
Singh commenced his career at Rolls-Royce in England as an engineering trainee after winning a
scholarship from the Government of India. Subsequently, he worked at Hindustan Aeronautics
Limited in Bangalore, India and at GKN, an automotive supplier, in England.
Raised and schooled in Dehra Dun, India, Singh earned a Bachelors degree in Mechanical
Engineering from Imperial College, London with First Class Honours, and MBA from
Manchester Business School in England with distinction.
Singh is married with two children. He champions various social causes, including diversity
initiatives, digital literacy, and comprehensive employee engagement programs.
SANDIP SANYAL Executive Director - Operations, Ford India, India
Sandip Sanyal is the Executive Director, Operations at Ford India since June 2008.
Sandip reports to Joginder Singh, President and Managing Director, Ford India.
In his previous role, as Vice President, Supply, Sandip was instrumental in developing a strong
local supply base and a supply team in India. A large number of joint ventures between global
suppliers and leading Indian suppliers were created during this process.
Sandip has also played a role in developing business strategy for Ford in Asia Pacific on an
overseas assignment at Ford Motor Company in the US. Sandip was also involved in the
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development of product strategy and a viable plan for localization of the diesel engine critical for
success in Indian market. He has been instrumental in rolling out TVM process in Ford India and
providing guidance to the TVM team in India.
Sandip joined Ford Motor Company in 1996. An Engineering graduate from Indian Institute of
Technology (IIT), he has also completed a Masters in Business Administration with distinction
from XLRI, Jamshedpur.

VINAY PIPARSANIA - Executive Director, Marketing, Sales and Service, Ford
India
Vinay Piparsania has been appointed executive director, Marketing, Sales and Service,
Ford India, effective September 1, 2012. In this strategic role, Piparsania will spearhead Ford
India's Marketing, Sales and Customer Service Operations supporting Ford India's growth
through capacity expansion and a major shift into the high volume segment as the Blue Oval
prepares to launch eight new models in India by mid-decade to drive sales growth and increase
its distribution footprint.
Piparsania reports to Joginder Singh, president and managing director, Ford India.
Piparsania joined Ford India in 1996, a year after the company was established in India, as
general manager, Sales, and played a key role in establishing the Ford dealer network across the
country. In his subsequent roles as vice president of External Affairs, Marketing, Sales and
Service, Piparsania managed Ford's brand image in India through several product launches such
as Ford Fusion, Fiesta SXi and the Endeavour while leading its public affairs and initiatives in
corporate citizenship.
Prior to his current appointment, he was vice president, Marketing and Sales, Ford Group
Philippines where he was responsible for overseeing the launch readiness and dealer
development activities for the introduction of the all-new Ford Ranger, the all-new Ford Focus
and the Ford Mustang and building a robust dealership network.
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His other assignments included director, Planning, Distribution and Fleet, Ford Asia Pacific and
Africa, based in Bangkok, where he led sales, production and distribution planning, supporting
12 APA markets in achieving budgeted sales, production volumes and new product launch
objectives.
Piparsania holds a mechanical engineering degree from the Indian Institute of Technology-Delhi
and an MBA from Tulane University in the US.

KULJIT RANA - Vice President, Finance and Whole time Director, Ford India

Kuljit Rana is the Vice President, Finance and Whole time Director at Ford India. He
took this position in June 2009 and is responsible for all financial aspects of Ford India. Kuljit
reports to Joginder Singh, President and Managing Director, Ford India.
Kuljit has extensive experience in Finance having held a range of positions covering diverse
aspects of Finance including Product Development, Treasury, Manufacturing, Marketing &
Sales, Profit Analysis and Dealer Operations, both in UK and Germany.
In his previous role, as Accounting and Internal Control Director for Ford Asia Pacific and
Africa, based in Chennai, he was deeply involved in consolidation of accounting activity and
improving overall controls and governance environment in the Asia Pacific & Africa region.
Kuljit has also served as the Finance Director at Ford Retail, a wholly owned Ford dealership
operation in Europe comprising of 80+ outlets, retailing 60,000 new and used vehicles a year. As
Finance Director, at Ford Retail, Kuljits responsibilities included managing all Finance
activities of the Company.
Kuljit joined Ford Motor Company in the UK in 1995 as a Junior Manager - Financial Analysis.
A Bachelor in Mechanical Engineering from Punjab Engineering College, he also holds a
Masters in Business Administration from Manchester Business School in the UK.
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VAIRAMANI PANDIYAN - Vice President, Human Resources, Ford India
Vairamani Pandiyan is Vice President, Human Resources at Ford India. He took this
position in January, 2008. Pandiyan reports to Joginder Singh, President and Managing Director,
Ford India.
As Vice President Human Resources, Pandiyan is responsible for the human resources practice
across Ford organizations in India, including, Ford India [FIPL], the automobile manufacturing
business, Ford Business Service Centre [FBSC] - a business process center for Ford's global
operations and Ford Information Technology Services [FITS] - the hub for the company's IT and
engineering initiatives in India and the Asia Pacific region.
Pandiyan also serves as a member of the Board of the FBSC. He represents Ford in India in the
HR Council of the Conference Board, and Confederation of Indian Industry, South task force on
skill development and employment generation.
Pandiyan has over two and half decades of HR experience, having worked in a diverse set of
industries steel, chemicals, consumer goods, automobile and HR services. He joined Ford in
September 2006. In his HR career, he has worked through the entire spectrum of HR functions,
such as labor relations, management development, talent acquisition, compensation and HR
information systems. As a keen HR professional, he has addressed many professional gatherings
and written popular articles.
He holds a Bachelor's Degree in Philosophy and a Masters in Human Resources Management
having specialized in Organizational Behavior.





24

COMPANY OPERATIONS:

All our cars spring to life at Ford's Rs. 1700 crore integrated manufacturing plant at Maraimalai
Nagar, 45 kms, from Chennai. The plant, equipped with advanced manufacturing technology
from Ford, covers 350 acres, provides employment to about 2,000 people directly and many
more thousands indirectly and has a capacity to manufacture up to 100,000 vehicles per annum.
Ford is a 6-Sigma company. Every step of every process is planned to perfection.

Step 1: STAMPING

Semi-automatic press line moulds blank sheets into various body parts.
Thorough checks for perfection in dimensions and surface quality.

Step 2: BODY SHOP

Entire shell checked with military precision for dimensions.
Subjected to stresses to check quality of welding.

Step 3: PAINT SHOP

Cutting-edge technology creates a finish that's unaffected by rain or sunshine.
Painting so complete that even underside gets full PVC coating for corrosion protection.
Baking done to Ford's global paint specifications.


Step 4: T C F
Interiors taken care of, before doors and seats come on in Trim zone.
In Chassis area, professionals use high power tools to fit in engine, front suspension,
bumpers etc.
Once nuts and bolts are tightened to perfection, the car gets its wheels.
Rolls into final line for remaining parts and filling of fluids.
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Step 5: QUALITY TESTING
Stringent testing ensures every car is at its best, even in trying conditions.
All Ford cars comply with Bharat III emission standards, notified by the Government of India.

QUALITY & ENVIRONMENT POLICY

Ford is committed to total customer satisfaction. As an organization, as much as we care
about giving India the finest automobiles, we also care about the world we live in. As a
responsible corporate citizen, Ford India Private Limited (FIPL) is committed to protecting the
environment.
Our policy is applicable to "Domestic manufacturing and export of passenger cars, parts and
associated activities" at Ford India Private Limited (FIPL), S.P. Koil Post, Chengalpattu,
TamilNadu.

We strive to continually enhance total customer satisfaction and environmental
Performance through
Product excellence and innovation
Setting periodic objectives and targets
Doing things right, first time and every time
Developing a world class supplier base and dealer network
Complying to the applicable legal and other requirements to which Ford India subscribes
Conservation of natural resources
3 R (Reduce, Reuse, Recycle) of waste
Involvement and development of the people for and on behalf of the Organization

Our policy, objectives and targets will be reviewed periodically to ensure relevance and to meet
corporate guidelines. Appropriate measures would be taken to prevent pollution at the source


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CORPORATE CITIZENSHIP
LEADING IN CORPORATE CITIZENSHIP
Ford India places high value on giving back to the people of India and the local Maraimalai
Nagar community: from education and healthcare to environment and safety.

KEY FORD INITIATIVES
Made endowments of two ambulances for use of Trauma Care Consortium, Chennai, which
provides emergency care to accident victims.
Operates coaching classes & scholarship programs for students in Govt. Schools in Maraimalai
Nagar and S.P.Koil Street.
Constructed a state-of-the-art wastewater treatment plant.
Aids to The Banyan - an institution in aid of destitute women in Tamil Nadu.
Sanjeevi Health Centre, costing over Rs.35 lakhs, to provide free treatment for the needy.
Sponsored education to help local people meet the Ford plant's employment standards.
First automotive manufacturer to sponsor 2 lifetime chairs at the IITs, Chennai and Delhi, at an
investment of Rs.95 lakhs, for R&D in automotive environment and safety.
Support worth several lakhs for emission testing equipment to the Automobile Research
Association of India (ARAI).
Helped the cyclone affected people of Orissa (medicines, relief material, food and other
miscellaneous items for distribution).
Helped the earthquake affected people of Gujarat (medicines, relief material, clothes, food and
other miscellaneous items for distribution).







27

CITIZENSHIP REPORT
FORD INDIA PRIVATE LIMITED ISSUES FIRST CORPORATE CITIZENSHIP
REPORT
The Corporate Assessment Report is a candid examination of the challenges
faced by Ford India Private Limited. The report offers a comprehensive assessment of Ford
India's performance on a wide range of social, economic, and business issues. It highlights
opportunities for action on the important issues of customer satisfaction, local community
participation, employee satisfaction and government protection. The report emphasizes Ford
India's successes as well as areas of concern and opportunities for improvement. President of
Ford India David Friedman said, "We are committed to operating in a socially responsible
manner. We are transparent about our successes as well as areas for further development and will
continue to make efforts to fulfil the expectations of the society in which we operate. This report
measures our performance and gives us the direction for future actions."



OTHER BUSINESS RELATIOSHIPS AND USE OF COMPANY
INFORMATION
An employee whose duties result in direct or indirect relationship with an organization in
which such employee or a family member has a financial interest, whatever or which employs a
relative or close friend, should take appropriate precautions in relationship and of a business
transactions is involved should not act on behalf of the co., if any suspicion of the preferential
treatment reasonably might be attached to the employee's action
No employee may disclose information about any bid specification or product
feature, or any other information of a confidential nature to any outsider organization or
individual, at any time prior to the authorized release of such information to all interested parties.

28

VERSATILITY & DISCIPLINE
Ford India in teamwork to emerge successfully as the world's leading consumer company
for automotive products and providing quality services to customers. To achieve this empowered
teams like continuous improvement work group (CIWG), Six Sigma, Variability Reduction
Team (VRT),Plant Implementation team (PIT) meet periodically and work towards consumer
satisfaction, quality, process improvements and Team spirit.
We expect our employees to be responsible Citizens who respect and abide by the
requirements of the social norms, the law of the land and the guiding principle of Ford India.














29

CHAPTER III

CONCEPUTAL &
LITERATURE REVIEW











30

CHAPTER III
3.1 CONCEPTUAL REVIEW
The Organisation Studies and Human Resource Management group is dedicated to
exploring the lived experience of work and organisation and its relationship to managerial
discourses. Members of the group are committed to producing academically excellent work
which is also accessible and relevant to professional practice. Organizational studies is "the
examination of how individuals construct organizational structures, processes, and practices and
how these, in turn, shape social relations and create institutions that ultimately influence people",

organizational studies comprise different areas that deal with the different aspects of the
organizations, many of the approaches are functionalist but critical research also provide
alternative frame for understanding in the field.
Research within the group is notable for its interdisciplinary approach which combines insights
from sociology, psychology, philosophy and anthropology. The interests of group members
encompass equality and diversity, narrative and storytelling, business ethics, feminist
approaches, critical management studies, spirituality and religion in business and research
methods and methodologies.


3.2 LITERATURE REVIEW
Success of every business enterprise depends on its human resource. Money, material
and machines are inert factors; but man with his ability to feel, think, conscience and plan is the
most valuable resource. At the same time human elements are most difficult to be inspired,
controlled and motivated. The upcoming competition in India, will demand high motivational
level of its employees.
Growth of an enterprise is vital for the economic development of the country. This is
possible only by maintaining the enthusiasm and motivation of the employees, which is vital for
31

carrying out the operations in most efficient manner. The most successful companies, all over the
world have designed their business policies to achieve higher productivity by using potentiality
and strength of people.
The basic aim of human policies is the genuine concern for the people. Proper design of
human policies is based on the higher responsibilities, personal and positive approach in the total
perspective of organisational interest. The world's best companies have established their strength
with their people. The employees identify themselves with the company they are working for.
This also helps in building up their spirit, morale and espirit-de-cops which becomes strength of
the company. The culture of excellence thus nurtured contributes to growth with stability and
continuous improvement in productivity.
Finding the right man for the job and developing him into a valuable resource is an
indispensable requirement of every organisation. Human resources are capable of enlargement
i.e. capable of providing an output that is greater than the sum of the inputs. Proper recruitment
helps the line managers to work most effectively in accomplishing the primary objective of the
enterprise. In order to harness the human energies in the service or organisational goals, every
manager is expected to pay proper attention to recruitment, selection, training, development
activities in an organisation. Proper promotional avenues must also be created so as to motivate
employees to peak performance. Thus, personnel functions such as manpower planning
recruitment, selection and training, when carried out properly, would enable the organisation to
hire and retain the services of the best brains in the market.
The human resource management is very crucial in respect of information technology
services than other manufacturing or marketing enterprises. The IT services are technical in
nature and at every stage the human touch is involved. Hence it is well motivated and devoted
manpower which is very much essential for the success of IT industry.



32

3.3 RESEARCH METHODOLOGY
The research is the systematic approach consisting of enunciating the problem, formulating a
hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusions
either in the form of solutions towards the concerned problem or in generalizations for some
theoretical formulation. Therefore it is evident that in order to ensure accountability and validity
in research, suitable methods are to be adopted, methodology is the way in which the entire study
is carried out.
3.3.1 Research Design
A research design is the arrangement of conditions for collections and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Research design stands for advance planning of the methods to be adopted for collecting the
relevant data and the techniques to be used in their analysis, keeping in view the objective of the
research and the availability of staff, time and money. The Research design used for this project
is descriptive research design.
3.3.2 Descriptive research
This research includes survey and fact-finding enquires of different kinds. The purpose of this
research is description of the state of affairs as it exists at present. The main characteristic is that
the researcher has no control over the variables and he can only report what has happened.
Source of Data and Data collection methodology
Data collection methods are an integral part of the research design. The data are classified
into two categories that is primary data and secondary data.
Primary data
The primary data are those which are collected for the first time, thus happen to be original
in character. It is collected through observations, Human resource department


33

Interview schedule method
Personal interview surveys can be effective for maintaining a respondent's attention.
In this format the interviewer is present in order to explain difficult directions hopefully
leading to better responses. This type of interview is common in the retail and industrial
setting. To reduce the cost of locating consumers, interviews are sometimes performed on-
site. A random selection of consumers is questioned. Having a well-trained interviewer
helps to decrease the chance of biasing the response.
Observation method
It is represent another class of data collection methods where without interacting with the
respondents or the subject under study, observations are made and recorded. Sometimes it is
less costly and more accurate, if instead of asking the respondents their behavior is carefully
observed.
Secondary data
The secondary data are those which have already been collected by someone else and which
have already been passed through the statistical process. It is collected from company
records, various magazines and websites.








34

CHAPTER IV

DATA ANALYSIS &
INTERPRETATIONS











35

HUMAN RESOURCE MANAGEMENT AT FORD INDIA
The Human resources team at Ford India led by its Vice president Vairamani Pandiyan, General
manager Dominic Savvio. The HR team is playing a key role functions in the organization such
as the employee relations, recruitment and payroll functions etc..
The HR department contains many divisions such as
Departments under the HR in FIPL:
Admin
Personnel Admin
Fire
Safety
Learning and development
HRBO
Medical
FCGs (Ford College Graduates)
Legal
Recruitment
Payroll
Employee Relations
Labor Representatives

Major HR Divisions in FIPL:

HUMAN RESOURCE

36

The Major HR departments have the hold of the above small divisions. The Hr
Department in FIPL is comprised of these Divisions that effectively managing the
Organizational Human Resource. These departments will take care of the rest small
divisions in the HR Department, like the fire and safety and Admin departments are
coming under the generic department thus the labour oriented functions are handled
by the personnel in the Industrial relations Division


4.1 RECRUITMENT
Employees of an organisation are essential and active factor of production.
In addition to their major contributes to all the affairs of the business, they activate other factors.
Without employees, the enterprise would have been a collector material and equipments.
Efficient employees are an asset of the enterprise, inefficient will prove to be a liability.
Therefore, very organisation should recruit the most suitable and competent persons on the basis
of the needs and nature of the job. In other words, right men should be recruited taking into
consideration the long term needs of the organisation and they should be placed on jobs for
which they are the most suitable. After the manpower requirements are determined in terms of
numbers through manpower planning and quality of employees through job analysis the process
of recruitment begins. In this way recruitments is an activity of establishing contact between
employer and applicant. Recruitment ordinarily means obtaining fresh supplies, but in the
context of personnel management it is an activity of discovering job-seekers for the present and
future needs of the organisation
MEANING:-
Recruitment refers to the process of attracting, screening, and selecting a
qualified person for a job.


37

DEFINITION:-
In the words of Filippo, "Recruitment is the process of searching for
prospective employers and stimulating them to apply for jobs in the organisation.
According to Yoder Recruitment is a process to discover the sources of
manpower to meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force.

4.1.1 The recruitment industry exists basically in four forms:
1) Employment agencies deal with clerical, trades, temporary and temporary to hire employment
opportunities.
2) Recruitment websites and job search engines used to gather as many candidates as possible
by advertising a position over a wide geographic area. Although thought to be a cost effective
alternative, a human resource department or department manager will spend time outside their
normal duties reading and screening resumes. A professional recruiter has the ability to read and
screen resumes, talk to potential candidates and deliver a selective group in a timely manner.
3) "Headhunters" for executive and professional positions. These firms are either contingency or
retained. Although advertising is used to keep a flow of candidates these firms rely on
networking as their main source of candidates.
4) Niche agencies specialize in a particular industrial area of staffing.




38

4.1.2 RECRUITMENT THEORIES
Objective Factor Theory.
It assumes that the applicants are rational. The choice, therefore, is exercised
after an objective assessment of the tangible benefits of the job. The factors helping him
choose may be the salary, other benefits, location, opportunities for career advancement etc.
Subjective Factor Theory
The decision making is dominated by social and psychological factors. The
status of the job, reputation of the organization and other similar factors plays an important role.

Critical Contact Theory
The critical factors observed by the candidate during his interaction with the
organization plays a vital role in decision making. Recruiter being in touch with the candidate,
promptness of response and similar factors are important. This theory is more valid with the
experienced professionals.


4.1.3 FACTORS AFFECTING RECRUITMENT:
The recruitment function of the organisations is affected and governed by a mix of
various internal and external forces. The internal forces or factors are the factors that can be
controlled by the organisation. And the external factors are those factors which cannot be
controlled by the organisation. The internal and external forces affecting recruitment function of
an organisation are:
39

FACTORS AFFECTING RECRUITMENT



4.1.4 RECRUITMENT POLICY:-
The recruitment policy of an organization specifies the objectives of
recruitment and provides a framework for implementation of recruitment programme. It may
involve organizational system to be developed for implementing recruitment programmes
and procedures by filling up vacancies with best qualified people.
A GOOD RECRUITMENT POLICY SHOULD HAVE THE
FOLLOWING CONSIDERATIONS.
Recruitment should be made by central institute. Every department should send its
requirement.
Recruitment should be made according to posts fallen vacant.
Vacancies must be approved by competent authorities.
Recruitment should be based upon competence and ability of the applicant.
40

Recruitment should be made by approved and appropriate source.
Employees should be clearly told about the nature of work, remuneration and other
service conditions.
Recruitment should be made by competent and experienced employees, so that they may
ask questions ascertain their suitability.
Recruitment should be fair and free from any favor and pressure.
There should not be false assurance given to candidates about promotion, wages and
other amenities, because in future, if the assurance is not met the employee will lose his
interest in the work.
Recruitment policy should be elastic, clear and comprehensive, so that necessary
improvement and modification can be made as per the real situations
Recruitment is a process or series of action.
It is a linking activity as it brings employer and prospective employees together.
It is a positive function.
The basic function of recruitment is to locate the sources of people required to meet the
job requirements.
It is a pervasive function.
Recruitment is a two-way function as it takes both recruiter and recruit together.

4.1.4 SOURCES OF RECRUITMENT:-
Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources: internal and external sources. The sources within the organization itself
(like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.



41

SOURCES OF RECRUITMENT




.
4.1.5 RECRUITMENT AT FORD INDIA PVT LTD
STEPS INVOLVED IN RECRUITMENT PROCESS:-
Recruitment process generally starts when the personnel department receives
requisition for recruitment from any department the company.
Locating and developing the sources for recruitment.
Identifying the perspective candidate.
Communicating the information about the organization and job.
Encouraging the identified candidate to apply for the position offered.
Evaluating the effectiveness of the recruitment process.

42




4.1.6 SELECTION
MEANING:-
Selection is the process of obtaining and using information about job applicants in
order to determine who should be hired for long- or short- term positions.

DEFINITION:-
The process of interviewing and evaluating candidates for a specific job and selecting
43

an individual for employment based on certain criteria. Employee selection can range from a
very simple process to a very complicated process depending on the firm hiring and the position.
Certain employment laws such as anti-discrimination laws must be obeyed during employee
selection.

Selection Process in HRM
The selection process consists of various steps. At each stage facts may come to light which
may lead to rejection of the applicant. Steps involved in the selection are: -application

* Preliminary interview: - Initial screening is done to weed out totally undesirable/unqualified
candidates at the outset. It is essentially a sorting process in which prospective candidates are
given necessary information about the nature of the job and the organization.

* Application blank: - Application form is a traditional and widely used device for collecting
information from candidates. The application form should provide all the information relevant
to selection.


* Selection test: - Psychological are being increasingly used in employee selection. A test is
sample of some aspects of an individuals attitude, behaviour and performance. It also provides
systematic basis from comparing the behaviour, performance and attitudes of two persons
.
* Employment interview: - An interview is a conversation between two persons. In selection it
involves a personal, observational and face to face appraisal of candidates for employment.

* Medical examination: - Applicants who have crossed the above stages are sent for a physical
examination either to the companys physician or to a medical officer approved forthe purpose.

* Reference checks: - The applicant is asked to mention in his application form the names and
44

addresses of two or three persons who know him well.

* Final approval: - The shortlisted candidates by the department are finally approved by the
executives of the concerned department. Employment is offered in the form of appointment
letter mentioning the post, the rank, the grade, the date by which the candidate should join and
other terms and conditions in brief.
4.1.7 PERSONS ENVOLVED IN RECRUITMENT AND SELECTION
Persons involved in recruitment and selection varies from organizations to organizations.
Senior managers.
Senior managers/directors are obviously involved in recruiting people from within or outside
the organization for senior positions, but mostly they will not be directly involved and only
responsible for human resource planning.
The personnel/human resource department: -
Organization employ specialist for recruitment and other activities relevant to human resource,
they congregate in a personnel or human resource department.

The Hiring Managers:
Hiring managers are the persons who are the managers at the various departments concerned
with hiring th employees. They are involved mostly in this process and not with any other
process


45

RECRUITMENT AND SELECTION PROCESS












46

4.2 FILE MAINTENANCE PROCESS

File maintenance or Documentation is a process of maintaining the files, personnel records and
the legal documents. It is the basic ground work in Human Resource that was performed in any
organizations. The Files which maintained are used in Employee evaluation, Compensation,
Medical Records and Taxation etc. It is the Admin work that has to be carried out in an
Organization.

BASIC EMPLOYEE CATEGORIES IN FORD









































TO
Recruitment team col lects personal
details & documents from AA.
AA
TA
Recruitment team hands over the file
documents of AA to X.
X of ER team verifies the documents
and writes number on the fil e.
AA after 1 year of apprentice training
he as assessed i n the followi ng manner
except performance appraisal. Annexure
B
X of ER team as to label and
sequence the AA fil e i n concerned file
rack.
X as to record the movement of
employee from AA to TA.
Employee as to undergo 1 1/ 2 years of
training.

The concerned supervisor makes
assessment of employee i n the foll owing
manner. Refer Annexure B
X as to move that fil e to the
concerned rack.
X as to make sure that employee signs
contract of trai ni ng and submits the
photocopy of the letter to the ER
team.
X as to record the
movement of
employee from TA to
T0.
X as to move the T0
file of employee to
concerned file rack.
The concerned
supervi sor makes
assessment of
employee i n the
followi ng manner.
Refer Annexure B

The employee as to
undergo 6 months of
probation period.
47

Stage Movement AA to TA to T0


























Clearance Procedure









Annexure B:
!. Performance appraisal
2. Wage revision.
3. Disciplinary letter.
4. Apprentice Evaluation Booklet.
Once in every month X of ER team to consolidate the stage movement list
from master database.
Random audit to be done by concerned ER representative.
Based on the list the file as to be moved to the concerned file rack within 1
month.
Resignation letter
In case of TA&T0 Service certificate and experience certificate is given to the employee.
In case of AA Experience certificate is given to the apprentice
There shoul d be signed photocopy of these certificates.
It has to be filed in the concerned file.
The file as to come out of the concerned file rack and write resigned in the file.
48

4.3 LEARNING AND DEVELOPMENT
Human Resource Management, training and development is the field which is
concerned with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including human
resource development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to feel comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" &m dash; an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is
still widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,
note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities
Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
49

development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others
The conflicts that are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover

points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.
4.3.1 COACHING
Coaching, is a teaching, training or development process via which an individual is
supported while achieving a specific personal or professional result or goal. The individual
receiving coaching may be referred to as the client or coach. Occasionally, the term coaching
may be applied to an informal relationship between two individuals where one has greater
experience and expertise than the other and offers advice and guidance as the other goes through
a learning process. This form of coaching is similar to mentoring.
The structures, models and methodologies of coaching are numerous, and may be designed to
facilitate thinking or learning new behaviour for personal growth or professional advancement.
There are also forms of coaching that help the coachee improve a physical skill, like in a sport or
performing art form. Some coaches use a style in which they ask questions and offer
opportunities that will challenge the coachee to find answers from within him/her. This facilitates
the learner to discover answers and new ways of being based on their values, preferences and
unique perspective.
50

When coaching is aimed at facilitating psychological or emotional growth it should be
differentiated from therapeutic and counselling disciplines, since clients of coaching, in most
cases, are considered healthy (i.e. not sick). The purpose of the coaching is to help them move
forward in whatever way they want to move, not to 'cure' them. In addition the therapist or
counsellor may work from a position of authoritative doubt, but cannot claim the position of
ignorance so vital for coaching, because of the assessment knowledge that underpins their work.

4.3.2 MENTORSHIP
Mentorship is a personal developmental relationship in which a more experienced or
more knowledgeable person helps to guide a less experienced or less knowledgeable person.
However, true mentoring is more than just answering occasional questions or providing ad hoc
help. It is about an ongoing relationship of learning, dialogue, and challenge.
The person in receipt of mentorship may be referred to as a protg(male), a protge(female),
an apprentice or, in recent years, a mentee.
"Mentoring" is a process that always involves communication and is relationship based, but its
precise definition is elusive. One definition of the many that have been proposed, is
Mentoring is a process for the informal transmission of knowledge, social capital, and the
psychosocial support perceived by the recipient as relevant to work, career, or professional
development; mentoring entails informal communication, usually face-to-face and during a
sustained period of time, between a person who is perceived to have greater relevant knowledge,
wisdom, or experience (the mentor) and a person who is perceived to have less (the protg)"
Mentoring in Europe has existed since at least Ancient Greek times. Since the 1970s it has
spread in the United States of America mainly in training contexts and it has been described as
"an innovation in American management".
51

4.3.3 PERSONAL DEVELOPMENT
Personal development includes activities that improve awareness and identity, develop
talents and potential, build human capital and facilitate employability, enhance quality of life and
contribute to the realization of dreams and aspirations. The concept is not limited to self-help but
includes formal and informal activities for developing others in roles such as teacher, guide,
counselor, manager, life coach or mentor. When personal development takes place in the context
of institutions, it refers to the methods, programs, tools, techniques, and assessment systems that
support human development at the individual level in organizations.
[1]

At the level of the individual, personal development includes the following activities:
improving self-awareness
improving self-knowledge
building or renewing identity/self-esteem
developing strengths or talents
improving wealth
spiritual development
identifying or improving potential
building employability or human capital
enhancing lifestyle or the quality of life
improving health
fulfilling aspirations
initiating a life enterprise or personal autonomy
defining and executing personal development plans
improving social abilities
The concept covers a wider field than self-development or self-help: personal development also
includes developing other people. This may take place through roles such as those of a teacher or
mentor, either through a personal competency (such as the skill of certain managers in
developing the potential of employees) or a professional service (such as providing training,
assessment or coaching).
52

Beyond improving oneself and developing others, personal development is a field of practice and
research. As a field of practice it includes personal development methods, learning programs,
assessment systems, tools and techniques. As a field of research, personal development topics
increasingly appear in scientific journals, higher education reviews, management journals and
business books.
Any sort of development whether economic, political, biological, organizational or personal
requires a framework if one wishes to know whether change has actually occurred. In the case
of personal development, an individual often functions as the primary judge of improvement, but
validation of objective improvement requires assessment using standard criteria. Personal
development frameworks may include goals or benchmarks that define the end-points, strategies
or plans for reaching goals, measurement and assessment of progress, levels or stages that define
milestones along a development path, and a feedback system to provide information on changes.
4.3.4 FUNCTIONS OF LEARNING AND DEVELOPMENT TEAM IN FORD
The Learning and Development Team gives the Employee Training and Development in
Ford India. The New Employee Orientation, Technical Training and the Management
Development are done by the Learning and Development Department. The 80 % training to the
employees are given by the internal trainers and external trainers are invited only on any specific
training Purposes.
The Learning and Development Team gives training to the Technical People and the
management people on various perspectives. The training has improvised many people lives and
the people now who are in important positions in Ford are attained to this level through
development methods.
The Generic training and development schemes are:
New Employee Orientation
Apprenticeship Training
Training for Technical Expertise
Management Training
53

4.4 HUMAN RESOURCE BUSINESS OPERATIONS ( HRBO )
The Human Resource Business Operations are the one that are referred to as HRBO in
Ford India. The Human Resource Business Operation looks after the Corporate People. It is a
functioning body that looks after the Employees in the Non technical Departments at Ford India
Pvt Ltd. This Department will do the functions like evaluation of the Personnel, Compensation
for the Employees and many more functions are performed by them. These Business operations
have given the importance in the organization for the non-technical expertise and cover the
business functions. The HRBOs are associated to maintain the higher employee satisfaction and
they are intended for the other functions as of a Corporate Sector.
The Departments which HRBOs look after are:
HR
Marketing
Purchase
Supply
Finance
HR
The HR people who are all already indulge in various employee care activities are taken
care by these HRBOs. The Employees are motivated and performed well in groups and
individual aspects. Their monetary benefits are taken care of by these people good and thus
the HRBOs doing well within the home department. They 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. From the corporate objective, employees are viewed as
assets to the enterprise, whose value is enhanced by development. Hence, companies will
engage in a barrage of human resource management practices to capitalize on those assets.
The Human Resource department also looking at the employee motivation and the career
development, thus it helps the employees to move on promotionally on the upstream in
organization.
54

Marketing
The Marketing Department is the one who are responsible for the Income to an
Organization. Marketing is the process of communicating the value of a product or service
to customers, for the purpose of selling the product or service. It is a critical business function for
attracting customers. The Marketing Department is functioning as in cope with the production
department and they all needed to do are market the product. The Marketing Department does
research on the market and do market analysis thus it will know the market conditions and find
the way to improve the sales quotient and to gain customer satisfaction. There are five competing
concepts under which organizations can choose to operate their business; the production concept,
the product concept, the selling concept, the marketing concept, and the holistic marketing
concept. The four components of holistic marketing are relationship marketing, internal
marketing, integrated marketing, and socially responsive marketing. The set of engagements
necessary for successful marketing management includes, capturing marketing insights,
connecting with customers, building strong brands, shaping the market offerings, delivering and
communicating value, creating long-term growth, and developing marketing strategies and plans.
The marketing Department also given some ideas regarding the product specification that people
like to have and some remarkable ideas that helps the production department in achieving the
quality with superior design.
Finance
Finance is the science of funds management, or the allocation of assets and liabilities
over time under conditions of certainty and uncertainty. A key point in finance is the time value
of money, which states that a unit of currency today is worth more than the same unit of currency
tomorrow. Finance aims to price assets based on their risk level, and expected rate of return.
Finance can be broken into three different sub categories: public finance, corporate
finance and finance. The Finance Department in FIPL checks out all the financial concerns of the
Ford India Pvt Ltd. The Finance section which look after the business financial transaction and
the purchase transactions that are going on. The Finance departments also checks out the small
money, direct cash transactions in the organizations and regulating them. The monetary records
are maintained by the finance department and the various transactions and money records are
looking after by the finance department. The finance department is responsible for ensuring that
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costs are controlled, there is adequate cash flow, establish and control profitability levels. They
also prepare financial documents and final accounts for reports. The finance department is
responsible for keeping track of all sales and capital spending at a business. Another
responsibility of the finance department is to provide management

Purchase
The purchase department looks after the vehicle purchases that happen from the
organization to outdoors. They are the people who are associated with both inbound and
outbound logistics. The inbound logistics are the functions like getting the purchases like metal
paints and other things into the organization. The outbound logistics are the one that are
concerned with the functions like the supply of the vehicles to the clients.

Supply
The Supply department will look after the supply and flow of the materials in the
organization, thus ensuring that all departments will get what they need. The supply department
will give all departments their requirements and needs. This department will make sure there
would be an adequate materials and proper supply in the Organization. It also ensures the other
functions like the Inventory Management and Raw Materials Procurement. Inventory
management is a science primarily about specifying the shape and percentage of stocked goods.
It is required at different locations within a facility or within many locations of a supply network
to precede the regular and planned course of production and stock of materials. A raw
material or feedstock is the basic material from which goods, finished products or intermediate
materials that are also feedstocks are manufactured or made. The term raw material is frequently
used with an extended meaning. As feedstock, the term connotes it is a bottleneck asset critical to
the production of other products.


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4.5 HUMAN RESOURCE LABOR OPERATIONS ( HRLO )
As far as the Human Resource Labor Operations are concerned they provide the support
(or) they are looking after the Technical People at Ford India Private Limited. The HRLOs are
the people who all also called as the EMPLOYEE RELATIONS department in which they
provide support for the employees on the industrial laws and redresses. It is the vast division in
HR as in an Manufacturing Organization like Ford it is the very important one to run the
organization in a smooth manner.
The following are the functions of HRLO:
Industrial Relations
Provide Safety to Workers
Provide the Equipments for Work
Provide the basic Amenities
Inform the labour in the process of Organizational Change
Grievance Redressel
Conflict Management
Regulate the Union Measures
Maintain the Industry Discipline
Maintain the Industrial Democracy

4.5.1 Industrial Relations
The HRLOs perform these functions in order to ensure the organization
processes to carry out at its maximal capacity and it is the most challenging Job for every
HR personnel to handle the industrial relations. Industrial relations is a multidisciplinary
field that studies the employment relationship. Industrial relations is increasingly being
called employment relations or employee relations because of the importance of non-
industrial employment relationships; this move is sometimes seen as further broadening
of the human resource management trend. Indeed, some authors now define human
resource management as synonymous with employee relations. Other authors see
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employee relations as dealing only with non-unionized workers, whereas labor
relations are seen as dealing with unionized workers. Industrial relations studies examine
various employment situations, not just ones with a unionized workforce. However,
according to Bruce E. Kaufman "To a large degree, most scholars regard trade unionism,
collective bargaining and labor-management relations, and the national labor policy and
labor law within which they are embedded, as the core subjects of the field."
4.5.2 History:
Industrial relations have its roots in the industrial revolution which created the
modern employment relationship by spawning free labour markets and large-scale
industrial organizations with thousands of wage workers. As society wrestled with these
massive economic and social changes, labour problems arose. Low wages, long working
hours, monotonous and dangerous work, and abusive supervisory practices led to high
employee turnover, violent strikes, and the threat of social instability. Intellectually,
industrial relations was formed at the end of the 19th century as a middle ground between
classical economics and Marxism, with Sidney Webb and Beatrice Webbs Industrial
Democracy(1897) being the key intellectual work. Industrial relations thus rejected the
classical econ.
Institutionally, industrial relations were founded by John R. Commons when he created
the first academic industrial relations program at the University of Wisconsin in 1920.
Early financial support for the field came from John D. Rockefeller, Jr. who supported
progressive labour-management relations in the aftermath of the bloody strike at a
Rockefeller-owned coal mine in Colorado. In Britain, another progressive
industrialist, Montague Burton, endowed chairs in industrial relations at Leeds, Cardiff
and Cambridge in 1930, and the discipline was formalized in the 1950s with the
formation of the Oxford School by Allan Flanders and Hugh Clegg. Industrial relations
has three faces: science building, problem solving, and ethical. In the science building
phase, industrial relations is part of the social sciences.


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4.5.3 Labor Laws:
Labor law (also labor law or employment law) mediates the relationship between workers
(employees), employers, trade unions and the government. Collective labor law relates to the
tripartite relationship between employee, employer and union. Second, individual labor law
concerns employees' rights at work and through the contract for work. The labor
movement has been instrumental in the enacting of laws protecting labor rights in the 19th
and 20th centuries. Labor rights have been integral to the social and economic development
since the Industrial Revolution. Employment standards are social norms (in some cases also
technical standards) for the minimum socially acceptable conditions under which employees
or contractors will work. Government agencies (such as the former U.S. Employment
Standards Administration) enforce employment standards codified by labor law (legislative,
regulatory, or judicial). The Indian Labor law has paved a way for these acts.
The Contract Labour Act (1970) aims at regulating employment of contract labor so as to
place it at par with labor employed directly. Women are now permitted to work night shifts
too ( 10pm to 6am).
Minimum Wages Act 1948
Weekly Holidays Act 1942
Beedi and Cigar Workers Act 1966
The Payment of Wages Act, 1936
The Workmens Compensation Act, 1923
The Factories Act, 1948
The EPF Act
The Bonus Act
The ESI Act



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4.6 COMPENSATION & BENEFITS
Though usually not ranked the most important, compensation is an important factor in job
quality. Non-profit organizations have some obvious challenges when it comes to providing
competitive salary and benefits to attract and keep the best staff. Organizations can, and should,
market their strengths because people are also looking for jobs that make a difference, offer
interesting and varied challenges and have positive working relationships.
However, we'll never be able to escape the fact that compensation is important - and a deciding
factor for people when they consider a job. The HR Council is currently developing new content
to add to this section of the HR Toolkit to help non-profit organizations manage their employee
pay and benefits.
Employee and retirement benefits
Salary surveys
4.6.1 Employee and retirement benefits
We know that only about half of the people who work in non-profit organizations have access to
employee benefit plans such as life or disability insurance, dental plans or supplementary
medical plans. Less than half (about 45%) have access to employer pension plans . If we are to
recruit and retain the most committed and knowledgeable people in the sector, we will have to
find ways and means to improve access to employee benefit plans and retirement plans,
especially as the competition for talent becomes more intense.
There are few, if any, studies in Canada that have clearly identified the barriers to accessing
these plans. The three reports below have been prepared to build a body of knowledge around
non-profit organizations and employee benefits and retirement plans.



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4.6.2 Salary surveys
Surveys collecting information about employee compensation, including salary and benefits, are
commonly called "salary surveys". Salary surveys, in conjunction with other tools, can provide
useful information to attract, support and retain employees within the context of an overall
human resources and organizational plan. When designed and used properly, salary surveys can
provide useful benchmarking information for comparing salaries and benefits.
Many organizations want to use salary surveys to set the compensation levels for their
organizations. Unfortunately, it's not always as easy as reading a survey and using the
information. Below you'll find important information about how to assess salary surveys and get
the most out of the information they present.

How to assess a salary survey
Below you'll find information on what makes a salary survey useful for benchmarking. Salary
surveys need to be readily comparable and scientifically credible to be useful for benchmarking.
The following provides a summary of how to assess a salary survey.

4.6.3 Compare apples to apples
It's important, when reviewing salary surveys, to make sure that you are comparing information
that is similar. Looking at salary and benefits levels in organizations vastly different from your
own will not provide the information you need. Here's what to look for:
Review job descriptions or position profiles in the survey report
It is important to look at job duties and responsibilities not just job title when deciding if
salary survey information is comparable. To be comparable the jobs must have a similar
level of responsibility and range of duties.
Note province and region
Appropriate salary comparisons will come from agencies with a similar geographic
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focus: local, regional, provincial or national. At the local level, the best salary
comparisons will come from other organizations in the same city or town. Good salary
comparison may come from a different city or town with similar labor market
characteristics and a similar cost of living.
Note operating budgets of respondent organizations
As a general rule larger the operating budgets mean higher salaries. Comparable salaries
come from organizations of a comparable size. Size is usually estimated by using the
operating budget or looking at the number of paid full-time staff.
Note the type and description of respondent organizations
Are the functions, services offered, clientele, and sources of funding of the organizations
in the salary survey comparable to your organization? For example, an organization
providing child care services through provincial funding may have very different salaries
than an organization providing a parent/child resources through its own fundraising.
Note the education level and (full/part-time/union/contract) status of respondents
The level of education required for a job and the type of employment arrangement can
have an impact on salaries.
Note the year of data collection and the date of the report
Labor market forces can result in significant changes in salaries in a short period of time.
More recent data will be more useful in establishing current salaries.
Note if the survey is a onetime event or if it's repeated
Surveys that have been repeated provide an added advantage of showing trends in
salaries over the years of the survey.




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4.6.4 Characteristics of a Good Survey
Easy to use and understand
Technical terms are explained; report is comprehensible to non-specialists
A good salary survey will define terms and provide the user with enough information to help him
or her easily understand the data.

Look at all of the numbers
Numbers include mean, range, median
Breakdowns are provided for positions (with profiles provided), sub-sectors and regions
The actual salary paid to an individual will be influenced in part by the person's years of
experience and qualifications. Therefore, the salary range for a position provides more useful
information than the actual salary an individual is being paid. Other statistical information such
as median - the value in the middle when all the values are arranged from lowest to highest - will
also help make sense of the data.

Consider the total compensation - review the benefits
Consider total compensation
Make sure that all of the benefits are listed
Having information on the total compensation package - retirement plan (pension or RRSP ),
bonuses , benefits and salary - allows for better comparisons. Without this information you might
make wrong assumptions about salary level and not have the full picture. For example, in a
situation where no benefits are provided, many people (particularly those in higher positions)
will negotiate for higher salaries. Without seeing the whole compensation package, you might
not understand that the high salary compensates for no benefits.
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Other considerations when setting salaries
Use more than one source of salary information; this will help you avoid any bias found
in a single source.
Determine who your competitors are: what other organizations, agencies, institutions,
businesses, quasi-governmental organizations or governments requires staff with the
same knowledge and skill. Based on exit interviews, to whom are you losing employees
who leave your organization?
Position your salaries relative to your competitors. Strategically determine if your
organization wants to pay at the going market rate, above market, or below market.
In conclusion, salary surveys do not replace judgment. From deciding if the salary survey
provides useful comparisons for your organization to finally deciding what to pay your staff,
good judgment will be essential for any compensation decisions.
4.6.5 PACKAGES AND ALLOWANCES
The various Compensation and allowances are given in accordance with the Legal
standards.
Generally the compensation refers to Pay as the people say it. It is based on this

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On calculating the Pay the important aspects is dedicated to allowances. Every Organization has
some specific standards for allowances.
4.6.6 BENEFITS
On considering the benefits that there is an insurance which was provided to the
Employees in Ford India. It is called ESI (Employee State Insurance). This is a benefit that an
employee would get all sort of medical benefits with this Insurance Policy. Thus the employees
will get benefit through this and this will be applicable for the employees dependents.
The Other benefits availed for the employees are:
Canteen Facilities
Employee Vehicle Parking facility
Family visits
Flexible working hours
Employees can get a Car at a rate lower than market rate
Instant and Low EMI
Career Development
Personality development
Skill Development
Transport Facilities
Offshore Training
High Employee Retention rate

The Other benefits that the employees perceived are that they are the part of a
multinational Organization and they are the part of something bigger than themselves.
This ultimate motivation is higher than any other benefit that an employee gets from an
Organisation.
The manufacturing concern which wouldnt get affected easily at the time of
some economic outbreak also is a reason for the employees to work happily there in Ford.

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4.7 INTERNATIONAL SERVICE EMPLOYEES
The International Service Employees are the employees who are working here far away
from the home country. In the HR perspective they are called Expatriates. The Expatriates are
formed or it happens with a multinational company. They are in charge of certain duties they are
assigned with the other country office and they sent out to perform the work assigned there. The
Expatriate are the levels are roles that are given to the people at the Middle level and Top level
management, mostly the top level managers are tend to have such positions.
In Ford India Private Limited there are expatriate employees who are associated with the
management functions. Their work was to analyze and perform the functions here in their host
country nation. They are sent for the various roles of jobs to equip themselves and to contribute
to the organization.
4.7.1 BENEFITS TO EXPATRIATES:
Retirement allowances
Accidental issues allowances
Medical
Disability(if any)
Education
Living Allowance

4.7.2 BARRIERS TO EXPATRIATION ARE
Cultural Aspects
Work System
Host Country Environment
The Economic factors prevailing
Facilities usage
Restriction among the Citizenship
Lack of Confidence
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CHAPTER V

CONCLUTIONS AND
SUGGESTIONS












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5.1 FINDINGS OF THE STUDY
The critical study on the Functional Effectiveness of HR department revealed some findings:

The Overall Employees in Ford India is about 10,000 Employees
The HR Department contributes about 3% of Total Ford Employees
The HR department functions are effectively performed in the Area of Recruitment
The Hiring process is done mostly internal and external through internal labour job
bidding and through Job Portals and Interview.
They have their own recruitment Software called Kenexa for the recruitment Process
The L&D Team have most of the training staffs
They provide training for employees almost half a year at max.
The Documentation system at Ford is Poor. The storage facility wasnt properly
maintained.
The Employee Standards are good.
The Employee Satisfaction is good among the employees
The Employee Promotions are based on Performance Only
The Organisation conducts All Employee meeting Once in a quarter to make the
employees to approach their ideas and suggestions
The PDP (People Development Programme) conducted all over the year thereby
employees can improve their career and skills
Family visits are arranged twice a quarter to promote and maintain a cordial relationship
with the employees.
Various Games and activities are conducted to enhance the employees to give them
refreshment.
The Corporate Employees are taken to field trip or Tours to give them a stress free
lifestyle..
The Grievance Redressel and Disciplinary actions are very strictly followed.
Mobile phones with camera and any camera related Equipment is ceased at the Main
Gate.
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The Corporate Culture at Ford was Appealing, everyone should give respect to each and
every person.


5.2 SUGGESTIONS
My Suggestions regarding the HR Department are
The File Maintenance should be Improved
The Storage facility to be provided to every corporate department in order to maintain
files and records
The Interns should be permitted to take surveys and given with generic data in
departments like Finance.


5.3 LIMITATIONS OF THE STUDY
The Limitations are
Interns are not allowed to take survey among the labours.
The General Observation method was fully depended on the Observer, so the results
might be biased
The Documenting system wasnt effective , so the secondary data collection was not
accurate
The Shift basis would limit the exposure of the Interns to get details from Labours.
5.4 CONCLUSION
The final Conclusion that have to given to this study is that in Ford India Private
Limited the functional Departments in HR Departments are doing their jobs or functions
Effectively and thus due to this there is a high Employee Retention state exists.
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The Organization had a good Deployable effective Human Resource who are
concerned with the growth of the Organization and play a strategic role for the
Organizational Development.


5.5 REFERENCES
Human Resources, Tan Kwong How
Human Rource value proposition, Dave Ulrich
HRM, Thakur Publications
Websites
www.google.com
www.citehr.com
www.wikipedia.com
www.labour.nic.in
www.shrm.org
en.wikipedia.org/wiki/Service_Employees_International_Union
www.ford.com
www.india.ford.com
www.autoindia.com