Contents

Title
Certificate Declaration Acknowledgement Preface

Page No.
i ii iii iv

Particulars
Chapter-1 Chapter-2 Chapter-3 Chapter-4 Chapter-5 Chapter-6 Chapter-7 Introduction Company Profile Research Methodology Analysis of Data Conclusion Limitations Suggestions Bibliography Questionnaire 2 16 50 53 60 64 66

Chapter-1

Introduction

Job Involvement
Job Involvement defined as "the degree to which a person identified psychologically with his/her work or the importance of work in his/her total self image". Lodhal and Kejner(1965) Job involvement has emerged an important variable in organizational research. It has drawn the attention of management scientist and organizational psychologists. This variable is being studied with different prospective in the organization. It has great importance and significance in organizational development. Large numbers of studies have been conducted to see the job involvement among organizational employees. Lodhal and Kejner(1965) defined job involvement as "the degree to which a person identified psychologically with his/her work or the importance of work in his/her total self image". A person psychological identification with his work may be outcome of his early socialization process during which the individual may internalized the values about the goodness of work. Kanungo (1982) describe job involvement as a cognitive state of uni-dimensional psychological identification from a motivational approach. Kanungo (1982) defined job involvement as individual as individual as individual's perception or belief that he is identified with his/her job. He further clears the difference between job and work. He stated " a job means an individual's present work, while work means work in genera". Similar job involvement definition of kanungo were presented by Guion (1958), Dubin(1956,1968) and Siegel (1969). Saleh and Hosek (1976) have proposed four definitions for job involvement. These were "the job is of critical importance in personal life", "the individual will be actively involved in his/her own job", "the individual will be cognis the influence of personal performance into self esteem and , "the congruence between work performance and self concept". They further suggest that whenever these four definitions are satisfied, the individual will be involved in his/her own job. According Lawler and Hall,1970, and Blau,1985 Job involvement involves only a single aspect, namely the three degree to which a person perceives the

total work situation to be an important part of life, and to be central to their identity, because of the opportunity to satisfy important needs. Relevant Theoretical Models For Understanding Job Involvement Relevant models for understanding the relationship between job involvement and its antecedent and outcome variables include Expectancy Theory (Vroom. 1964), Integrated Theory (Rabinowitz & Hall, 1977), the Motivational Approach (Kanungo, 1982) and Causality Theory (Brown, 1996), Multidimensional model Yoshimura(1996) . 1. Expectancy Theory 2. Integrated Theory 3. Motivatitional Approach 4. Causality Theory Model 5. Multidimensional model Expectancy Theory suggests that administrators should make good use of personal expectancy to inspire employees. This is based on the rudimentary concept that inclination for an individual's action is determined by possible expected results and the relationship between the results and the action adopted. To take a different approach, job involvement for an employee is determined by his/her expectancy level, which results in incentives for action. The results of this interaction are displayed in Figure 1. If expectations are lower than the inducement provided by the organization, job Involvement will increase. On the other hand, when expectations are higher than the inducement provided by the organization then job involvement will decrease. Figure 1:

The Expectancy Theory Model of Vroom (1964).

4

Integrated Theory Model Rabinowitz and Hall (1977) reviewed and integrated previous research in this field and used this basis to develop three major conceptualizations. For Rabinowitz and Hall (1977), job involvement is related to three classes of working variables, the dispositional, approach held by the individual, the situational determined approach held and the influence of the interaction between these approaches. In this model no single class of variables shows a stronger relationship to job involvement than any other. That is, dispositional and situational variables are abutting equally important in explaining job involvement (Rebinowitz & Hall, 1977). The integrated theory model of job involvement is depicted in Figure 2. Figure 2:

Figure 2:The Job Involvement Theory Model of Rabinowitz and Hall (1977). In the dispositional approach, job involvement in viewed as dependent on individual personalities. The influence Exerted by some stable personal characteristics such as age, gender, marital status, external and internal control features, job seniority, dwelling locations, the intensity of high-level work demands in terms of time and responsibility, and the Protestant work ethic will ensure individuals hold different work attitudes and behaviors. Two such work attitudes are job involvement and job satisfaction. The individual is thought to own a certain amount of desire or value, and the demand or value will drive them to work harder or impede them from job involvement (Sekaran & Mowday, 1981). Job involvement is also a personal characteristic, and thus it is never changed easily within an organization (Rabinowitz & hall, 1977). In a situation-determined approach

(Rabinowitz & Hall, 1977, job involvement can be viewed as the personal attitude towards the particular job. In this conceptualization, job involvement will be affected by leadership style, the opportunities the individual has to be involved in decisionmaking, social factors, job features and other conditional influences. Values are thus internalized with job attitude. The interaction between disposition and situational approaches is labeled the dispositional situation. In this approach, personal characteristics and the environment in interaction are used to explain personal work attitudes and behaviors. When personal characteristics and the situation reach congruence, the individual will develop high job involvement. Motivational Approach The motivational approach of Kanungo (1979,1982) integrates the different approaches to job involvement, including both psychological and sociological factors, using the basic concept that job involvement is affected by the potential for personal socialization experience and the likelihood that the work environment can satisfy personal demand. Kanungo (1979, 1982) hypothesizes that employee perceptions concerning a job's potential to satisfy their needs their needs represents a more proximal influence on job involvement. Kanungo contends that individuals develop beliefs that a job's context potentially provides an opportunity for them to satisfy their most important future needs. Consequently, job involvement depends on employees' needs (both extrinsic and intrinsic), as well as their perceptions of the job's potential to satisfy those needs.

Causality Theory Model

The causality theory of job involvement theory proposed by brown (1996) incorporates the findings of previous research . This model includes antecedents (i.e., personality variables-concept of work ethic), the pivotal mediator role of job involvement, and its consequences such as organizational commitment. This model also depicts the relationships between job involvement and organizational commitment. In addition, work ethic is shown to play a significant role in job involvement. In summary, the antecedents and products of job involvement have been extensively studied. Available evidence supports the argument that personal and situational factors and strong influences on job involvement. Job involvement is also an important factor in other work related attitudes, and is linked to work behaviors. Multidimensional model of job involvement: Yoshimura (1996) presented a multidimensional model of job involvement in his conceptual model he stated that the job involvement is not uni-dimensional concept, job involvement concept consist of three dimension viz., emotional job involvement, cognitive job involvement and behavioral job involvement. Emotional job involvement indicate how strongly the worker is interested in his/her job or how much the worker likes his/her job. Cognitive job involvement indicates how strongly the worker wants to participate in his/her job related decision making or how important the job is in his/her whole life. And behavioral job involvement indicates how often the worker usually takes extra-role behavior such as taking an evening class to enhance job related skills or thinking about the job after leaving the office. As shown in the figure below. The multidimensional job involvement model. Figure:3 Attachment Emotional job involvement Cognitive job involvement Interest liking Psychological Self state esteem

Active participation Behavioral Behavioral job involvement Extra-role Voluntary learning

intention behavior

This multidimensional model of job involvement helps us to understand how job involvement has evolved and how the concept has changed over the time. Yoshimura (1996) further in his multi-dimension model of job involvement classified the antecedents of job involvement into three categories namely; individual personality variables, organizational variables and non-organizational variables. According to this model the individual variable which affect the job involvement are classified as individual personality such as locus of control, growth needs, working values and the way of being socialized, and individual career such as career stage and successful job experience. Organizational variables are those variables which affect job involvement are work related variables such as job type, job characteristics and human resource management and organizational attitude variable such as job satisfaction, organizational satisfaction, and organizational commitment. And the non organizational includes non-organizational involvement and family involvement. These antecedents of job involvement are shown in the figure below. Figure 4: Hypothetical process model of job involvement.

Review of the literature: Singh and Pestonjee (1990) explored the effect of job involvement and sense of participation on job satisfaction of bank employees. Study revealed that job involvement and participation where positively to job satisfaction. Singh and Nath (1991) explored the effect of organizational role stress on job involvement on the bank employees. They found employees high on role stress, exhibited lower job involvement than those low on role stress. Study further revealed that organizational role stress was found to be the most powerful predictor of job involvement. Srivastava and Krishna (1992) compared the level of job involvement and mental health on employees in the private and public sector organization. They found that employees of private sector organization. They found that employees of private sector organizations where significantly more involved in their jobs as compared to public sector organizations. Gandhi (1992) assessed the impact of job enrichment characteristics on identification and involvement among junior and middle level managers of textile mills. Result

showed that job characteristics and task identify were significant predictors of organizational involvement. Furthermore autonomy and skill variety were significant predictor of total organization identification. Task identify was the most significant predictor of organizational involvement. Mishra and Gupta (1995) investigated that the predicting effect of motivation, alienation and job involvement on performance of blue collar industrial workers. The result showed that motivation and alienation emerged as significant predictors of work performance but motivation was found strongest predictors of performance. Chhokar (1995) assessed the role and organizational correlates of job satisfaction, job involvement , organizational commitment and psychological strain among bank employees, Role ambiguity and role conflict were low, Role overload, participation in decision making hierarchy of authority and the subject of organizational values representing consideration of employees were moderate, and formalization and the subset of organizational values representing contribution to the organization were fairly low. Job satisfaction, job involvement and organizational commitment were higher. The subset organizational values representing consideration for employees was the only variable that consistently predicted all four criterion variables they contributed to increased job. Aminabhavi (1996) found in his study that the professionals with high job involvement have significantly higher quality of life in comparison to the low job involvement. Venakatachalam and Reddy (1996) conducted a study to find out the impact of job level, Job tenure and type of organization on job involvement, And job satisfaction among employees working in three organization Viz., banks, school, and government officers. The data obtained on these scale were analyzed by means of analysis of variance. The results showed that the significant influence on job level, work involvement and job involvement and not job level work involvement and job involvement and not job on job satisfaction. The type of organizations in which the employees are working significantly influenced the job satisfaction but not on work and job involvement. The result further revealed that the job tenure do not show significant impact on job involvement, work involvement and job satisfaction.

10

Dauftuar and Anjali (1997) explored the influence of occupational stress, organizational commitment and job involvement and personality of lower and middle level managers working in electrical manufacturing company in western India. Result revealed significant positive correlation between job involvement and several areas of occupational stress, organizational commitment and personality types. Aminabhavi etal (1997) conducted a study to identify the factors that contribute to job involvement among doctors, engineers, lawyers and teachers. The age group of the subjects varied between 30-60 years. Results showed that the selection of occupation expressed with regard to job satisfaction and socio- cultural background that contributed significantly job involvement of the professionals. The results was interpreted that the professional who choose their occupation and expressed higher job satisfaction and the professional who came from upper middle stratum of sociocultural background showed higher job involvement than their counter parts. Jaswant and Naveen (1997) conducted a study to examine the interactive effects of age, gender and type A behavior pattern of job stress and job involvement of bank employees the results indicated that the two independent variable is gender and typeA behavior also significantly influenced the job involvement of bank employees. The results also showed significant interaction effect of age and gender, type A behaviors and gender for job stress. Bhatt (1997) studied the job stress, job involvement, job satisfaction of male and female primary school teachers the sample were selected from public and private schools. The results indicated that the public school teacher's job stress was high and significantly negatively associated with job involvement. Job involvement and job satisfaction were highly significantly negative partial correlation between private and public school teachers on job involvement. Nair (1997) examined the relationship of the of job involvement as a personal out came variable in the job characteristics model of hack man and old man. The sample of the study was consisted of non- supervisory level of employees engaged in technical and administrative work. It was hypothesized that job involvement should be positively and significantly correlated with the relevant care job dimensions the

11

results yielded that predicted relationship indicating that the job involvement may be considered of personal outcome variable. Venakatachalam etal. (1998) carried out study banks, schools and government offices subordinates. The study was aimed to find out the effect of job level, organizational identity on job involvement and job satisfaction. The results showed that supervisors were more job involved and more satisfied from their job in comparison to their subordinates. Results also revealed that the employees working in banks were more job involved show greater level of job satisfaction than those working in schools and government officers. They also reported that the significant effect of job level on job involvement and job satisfaction and the organizational identity significantly influenced job satisfaction but not the job involvement. Biswas (1998) studied the influence of life style stressors- performance, frustration, threat and physical damage on organizational commitment and job involvement of managers, supervisors and workers of large and medium public and private sector organization. The subjects were asked to complete the discography information schedule, life style stressors questionnaire, job involvement questionnaire and the perceived organizational questionnaire. The results revealed that the performance, threat and frustration emerged significant predictors of organizational commitment. Whereas none of the stressors emerged as predictor of job involvement the result also indicated that managers scored high on job involvement as compared to the supervisors and workers. The workers showed greater performance stress. Joshi (1998) compared the private and public Job involvement and work. Involvement of job Satisfaction, consisted of publish and private sector employees. On whom Job satisfaction scale, Job Involvement scale and work Involvement scale were administration. Personal data sheets were also used to collect information regarding sex, age, length of result indicate that the public and private sector employees differ significant in term of their Job satisfaction, Job involvement and work involvement. Yadav etal (1999) studied job involvement and family involvement as determinants of job satisfaction and marital satisfaction. The result showed that psychological

12

identification with the job involvement and family involvement found positively correlated. Naaz (1999) studied the job involvement of textile mill workers in relation to job characteristics and demographic variable. Result indicated that the skill variety in one of the component. The result also indicated that the task identity and skills variety were found predictors of job involvement. Joshi (1999) studied the job satisfaction, job involvement and work involvement of industrial employees. The data obtained on their scale were analyzed by means of product moment correlation. The result revealed that the employee's age, job experience and monthly income were significantly related to job involvement and work involvement, It was also find out that the monthly income to be significant associated. The result did not yield significant relationship between employees work involvement and job satisfaction. Patel (1999) conducted a study to find out the influence of age, Organization commitment on job involvement of nationalized and co-operative bank employees. The sample consisted of 200 employees (100 in each group). Monday's Organizational commitment scale was administered on the sample. The result revealed that the younger employees both nationalized and co-operative bank employees differ significant with their middle age group employees. The younger employees were found less job involved and showed less organizational commitment than middle and elderly age group of employees belonging to some age did not differ significant from each other on job involvement. But organizational commitment when some age group of employees were compared the significant difference user found between the employees of middle age group and the employees from nationalized bank showed higher commitment then those of the employees of cooperative bank. Joshi (1999) studied the relationship between the age, job experience, monthly income and education level of industrial employees of public and private sector with their job 2 nd involvement and work involvement. The study also investigated reputed the relationship between job satisfaction, job involvement and work involvement. The result revealed that employees age, job experience and monthly income were

13

significant associated with their job, Job involvement and work involvement, Employees monthly income was found to be significant correlated with job satisfaction. The result further revealed that employees job satisfaction and job involvement are significant associated. Further the results revealed that work involvement and job satisfaction were not significantly related but have inverse relationship. Barkat, Shah and Praveen (1999) examined the Interrelationship between skill, job involvement and work performance in a sample of 100 weavers employed in various carpet manufacturing enterprises. Correction analysis revealed positive but insignificant inters correlation between skills job performance were found to be inversely but not significant related. Ahman and Ansari (2000) conducted a study on craftsman from various small scale industries and noted that job involvement was influenced by the interaction between income and job tenure. Srivastava (2001) Conducted a study to examine job involvement and mental health among 60 executive and 15 Supervisor with work experience ranging from 8 to 30 years result revealed that executives felt more involved in the job than the supervisor. There was a significant association between job involvement and mental health. Ashok (2002) found that when involvement is low. The relationship one has with the company cannot by really strong. On the other hand when involvement is high the relationship stays strong even at low level of satisfaction. Further more while establishing the relationship between committed and involvement he observed that on committed employees in marketing were low the involvement factors. Allam (2002) examined job involvement of bank employees in relation to job anxiety, Personality Characteristics, job burnout, age and tender. The result revealed that the job anxiety. Job burnout, age and tender were significant related to job involvement. Srivastava (2003) conducted a study to investigate the relationship between job involvements among high and low achieving person. The sample consisted of 150workers from Bharat heavy Electrical limited. Haridwar division text of achievement motivation scale by Mishra and Srivastava and job involvement scale by

14

Singh were administered on each worker. Result indicate that there is significant relationship between job involvement and need for achievement motivation and high achieving person feel more involvement with their job as compared o low achieving person. Mishra and Wagh (2004) conducted a study and public and private sector executive on job involvement dimension. Two groups of executives differ significant on mean score. Further they pointed out that reward. Work culture & environment, Challenging job delegation of authority & responsibility were found to be potential factors for job involvement. Mishra and shyam (2005) conducted a study to find out the relationship of social support and job involvement in prison officers. Job involvement scale developed by Kappor and Singh and serial support scale developed by Cohen ital. were administered on a sample of 200 prison officers. The results showed that serial support, and belonging support have significant positive relationship with job involvement. stepwise multiple regression analysis suggest that overall serial support is a significant predictor of job involvement his prison officers. The other predictors are belonging, support, appraisal support and tangible support. Allam (2007) conducted a study on bank employees and observed that personal accomplishment one of the facets of job burnout was found significant related to job involvement among the bank managers. Ouyang (2009) conducted a study to explore the caused relationship among the job uncertainty. Job involvement, job stress and job performance of banking service personal under the economic depression. The empirical result of his study found that job instability of banking service personnel has negative influence on job performance and job involvement. Furthermore job instability has a significant positive influence on job stress; job stress has a positive influence on job involvement and job performance. The mediating effect of job stress and job involvement can positively influence job performance the result further revealed that the most important factor is job performance is job involvement and second factor is job stress.

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Chapter-2

Industry Profile

16

Industry Profile
In industry profile we will discuss about the tractor industry. This industry is vital economy as agriculture is main focus for rural India. For enlistment of agriculture farmers are using tractors. Also there are many more firms in tractor industry now. So, the competition is more and a company has to satisfy he consumers to have a good market share. Thats why HMT which is a PSU has to face competition. The industry now-a-days is also in the mood of collaborations.

The points which we will discuss under this chapter are:Industry scenario Major players Demand/supply Outlook Industry basics Factors favourable in the growth of tractor industry Sales of last five years of main players

Industrial Scenario
In spite of increase in food grain production, much of the population does not get enough food grains even to meet their biological needs. Therefore, acceleration in the overall growth rate of agriculture is essential to meet of food and fiber for the increasing population, which is growing at a rate of more than 2% per annum. Agriculture is a major sector in the Indian economy currently contributing about 30% of the net domestic product and to provide employment to about 70 % of the population. Continuous population growth and stagnating cultivable land has made it imperative to shift the focus to efficient and adequate irrigation high yield seeds and farm mechanization to encourage outcropping and timely sowing.

17

From mechanization has played a very important role in agriculture sector of Indian economy. This is evident from the fact that modest level of 880 tractors in 1960-61 the output has touched a record of 4.40 lacs in 2009-10. Today India has emerged as one of the leading tractor manufacturing country in the world. The demand for tractor in /India is likely to increase because dry land farming constitutes 70% of the cropped area and accounting only for 30% of food production, which clearly indicates a potential for acceleration in growth of agriculture production, Dry land farming would require much higher power input, about 2-3 times than irrigated area which will result in expansion of demand for tractors. A tractor is a product which has maximum utility in agricultural sector. The tractor industry is segmented on the basis of the power of the tractor engine measured in terms of horsepower (HP). The maximum consumption is for 31-40 HP tractors. With the increase in the availability of low cost finance for longer tenures & the better wealth generation of farmers in certain regions, the usage of tractors is expected to go up. The new trend observed in this sector is the shift in consumption from majority in the northern states other parts of the country, too. The soil in the northern states is alluvial in nature and thus requires a low powered tractor for tilling it.

Major Players
In the tractor industry, following are the key manufacturers: Mahindra & Mahindra Ltd. (M&M) VST Industries Ltd Eicher, Escorts Ltd Punjab Tractors Ltd (PTL) (Taken over by M & M) International Tractors Ltd Bajaj Tempo Ltd ESCORTS Limited New Holland JOHN DEREE TAFE Group

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Demand and Supply

Over a period of time, the demand for tractors has witnessed a declining trend. The total tractor sale during the financial year 2009-2010 has increased to 4.40 lakhs against the total sale of 3.47 lakhs tractors during the corresponding financial year 2008-09. The continued shift towards HP tractors is due to the demand from the southern states which are characterized by hard soil conditions. The tractors sales increased in the eastern states of the country due to ongoing construction activities & irrigation in progress. In nutshell, demand of tractors from all regions of the country is increasing day by day and it is good sign for future prospectus of tractor industry.

Outlook
The demand in the tractor industry is expected to grow mainly due to the agricultural sector with the expected increase in agriculture production. HP tractors is expected to continue. This will be further strengthened by the launch of several new models. In next 2-3 years, demand is expected to increase significantly in the eastern states where traditionally tractors usages has been low. Exports are expected to increase significantly as several Indian players are targeting the hobby farming segment in the U.S., which is considerably large. Also, tractors of most Indian manufacturers comply with the emission standards accepted in the U.S. most exports are likely to be through overseas partnership or joint ventures.

Factors Influencing Tractor Industry

Financing and credit policies of Government, RBI & NABARD in general Government fiscal policies. NABARD refinancing policies.

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Factor favorable for Growth and Demand of Tractor

The phenomenon growth of tractor in respect years is mainly due to: Timely wide spread monsoon throughout the country. Increased revenue of farmers with the enhancement of procurement prices of crops. Continuous support from the financial institution with the liberal financing for purchasing of tractors and implements.

The production and sales of HMT vis--vis Tractor Industry are given below: HMT Versus Tractor Industry Production Analysis (Figures in Numbers) YEAR TRACTO R INDUSTR Y HMT 7902 6401 5302 3651 4652 200506 2960 00 200607 36000 0 200708 34576 2 200809 34352 0 200910 43320 7

Graph Showing Comparison in Production of HMT & Tractor Industry

20

450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2005-06 2006-07 2007-08 2008-09 2009-10 TRACTOR INDUSTRY HMT

Sales Anlysis YEAR TRACTO R INDUSTR Y HMT 7903 6522 4687 4109 4901 200506 29288 3 200607 35278 1 200708 34650 1 200809 34701 0 200910 44023 0

Graph Showing Comparison in Sales of HMT and Tractor Industry

21

450000 400000 350000 300000 250000 200000 150000 100000 50000 0 2005-06 2006-07 2007-08 2008-09 2009-10 HMT TRACTOR INDUSTRY

Sales of Last 5 Years of Various Tractor Companies COMPANIES HMT ESCORTS M&M GROUP 200506 7903 28297 11917 200607 6522 50236 13522 6 36223 19718 3858 19369 1495 200708 4687 47213 12926 0 30920 28528 2092 23240 1714 200809 4109 43286 13351 4 29520 31402 1065 21002 2329 200910 4901 54037 176790 38603 37008 614 22950 3761

3 ITL(SONALIKA) 32017 JHON DEERE BAJAJ TEMPO NEW HOLLAND VST 19951 4461 13214 1200

22

SAME TOTAL

29288 3

35278 1

34650 1

4174 34701 0

3631 440230

Interpretation
Above table shows that now there is huge competition among various companies/ groups in Tractor Industry. So if a company want to get success, it should be good in all aspect like good in product, marketing, customer satisfaction, innovation, relationship building etc. In the present , M&M is the big market player. It has occupied first position in the Tractor Industry. HMT is at 7th position where in 198687 it had 2nd position in the Tractor Industry. After establishing two machine tools factories and a watch factory in Bangalore, the Pinjore unit was established as the third machine tool factory. It went into production on 1st October 1963. The factory has been designed, built and commissioned entirely by Indian talent in a record period of 17 months of breaking the ground on the may 2, 1962.

The main points we will discuss in this chapter are:

The profile of HMT Ltd. Corporate vision, mission and objectives Various units of HMT Awards over the years HMT Milestones HMT Major Projects Events (Year Wise) Organization Structure

HMT Unit Pinjore

Location

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SWOT Analysis Products and Services Human Resource Position In 1949, the idea of the major public sector tool proved to be a corner stone for the countrys industrial development plans. This lead to the birth of HMT at Bangalore in 1953, by the technical collaboration with OBSERVIKONBUHRLE holding and machine tools works, Switzerland. The constantly growing demand for machine tools promoted the company to conceive a planned approach to diversification and expansion, which resulted in setting up new units spread all over India. The six machine tool factories of HMT together with horological machinery division now produce a very wide range of machine tools. The product mix for each factor has been evolved to produce specific families of machine tool. Wristwatches were taken u for production as first stop towards diversification in the early 1960s. HMT precision manufacturing capabilities led the company to watch manufacturing. Over the years HMT has also diversified into manufacturing of other engineering products like Tractors, Printing machines, Presses, Die-casting and Plastic screws & Electronic gauging. HMT machine tool expertise has been developed to such an extent that it can design any kind of machine. Pioneering the concept of CNC technology in India, MHT has the distinct of being the first company to successfully manufacture its own CNC systems, in association with Semens. HMTs commitment to the development of the machines technology is clearly reflected from the fact that HMT has as many as eleven ISO 9000 certified exclusive tools units spread across the country. In 1975, HMTs International Ltd. was set up to handle the international marketing of HMTs own products and technical services. HMT Ltd. is a public sector undertaking with its head office at Bangalore and having units and subsidiaries in various corners of India. HMT is organized in the under mentioned business group of which Machine Tools (MTP) AND Tractor Business Group (TRP) are located at PINJORE.

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Corporate Vision, Mission & Objectives Our Corporate Vision Our Corporate Mission
To establish ourselves as one of the worlds premier companies in the engineering field having strong international competitiveness To achieve market leadership in India through ensuring customer satisfaction by supplying internationally competitive products and services To achieve sustained growth in the earnings of the group on behalf of shareholders

Corporate Objectives and Goals

To encourage the modernization of Indian Industry through the supply of engineering goods and services of world class excellence To maintain technological leadership through continuous efforts to update product technology and manufacturing methods To globalize our operations by developing a mix of international markets and businesses To ensure a satisfactory return on capital employed, to meet the growth needs and the aspirations of our stakeholders To present an active, pleasant and productive working environment

Various Units & Divisions of HMT

Un its Product/division Location/state Year

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I. II. III. IV. V. VI. VI I. VI II. IX. X.

Machine Tools Die casting ball screws Machine Tools & Tractors Machine Tools Printing Machings Machine Tools Presses Machine Tools Wrist Watches

Banglore (Karnataka) Banglore (Karnataka) Pinjore (Haryana) Kalamessery (Kerala) Hydrabad (Andhra Preadesh) Ajmer (Rajasthan) Banglore (Karnataka) Srinagar (Jammu & Kashmir) Tamkar (Karnataka) Ranibagh

1953 1971 1963 1971 1965 1972 1967 1972 1973 1962 1975 1972 1982

Hierological Machines Wrist Watches Wrist Watches Wrist Watches

Awards over the Year

YEAR 196061 1961AWARD Outstanding Performance Outstanding Performance INSTITUTED BY President of India President of India

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62 197071 197172 197172 197576 197879 198182 198182 198283 198283 Excellence Performance in Exports Govt. of Mysore

Outstanding Export Performance

Govt. of Mysore

Outstanding Export Performance National Award for Outstanding Export Performance Best Product at IMTEX - 79

EEPC

Ministry of Commerce

PMT & FIE

Best Export Performance

EEPC

Best Product at IMTEX - 82

FIE Foundation

Export Excellence Meritorious Performance in the field of Export

EEPC

Ministry of Commerce Harvard Business & Economic

1983

Best Corporate Performance

School Association of India Times

198384 1983-

Foundation Most Effective Organization (FORE) Best Productivity

for

Organization Research

Organization Research

27

84 198384 198485 198485 198485 198586 198586 198586 198586 198687 198687 198687 198788 1987Export Excellence

(FORE) EEPC National Productivity Council EEPC

Best Productivity

Export Excellence Meritorious Performance in the field of Export Best Product at IMTEX - 86

Ministry of Commerce

CMTI - PMT Trust

Best Product at IMTEX - 86

FIE Foundation National Productivity Council EEPC

Best Productivity

Export Excellence

Export Excellence

EEPC

Excellence in Productivity

CEI National Productivity Council EEPC National Productivity

Best Productivity

Export Excellence Best Productivity

28

88 198889 198889 198889 198889 198889 198889 Company Standards

Council Bureau Standards CMTI - PMT Trust of Indian

Best Product at IMTEX 89

Best Product at IMTEX 89 Outstanding Performance in

FIE Foundation National Council National Productivity Council CEI Safety

Industrial Safety Best Productivity

Best Company for HRD Practices National Award for R&D Efforts

1990

in

Industry

1990

in

the

Dept. of Scientific and Industrial Research

Mechanical Industrial Sector Valuable 198990 Contribution &

Significant Encouragement to the cause of the Industrial Engineering Profession in India

H.N.THADANI

199091 199091

Best Productivity

National Productivity Council Directorate General of Technical Development National Productivity Council

Tech. Development for Machine Tools, Bangalore

29

199192 1992

Best Productivity National Council Sir Jahangir Ghandy Trophy CMTI - PMT Trust Award FIE Foundation Engineering Regional 'Top Exporters Shield' Promotion Chennai Regional 'Top Exporters Shield -Project Exporters' Engineering Promotion Chennai Engineering Promotion Kolkata FIE Foundation CMTI - PMT Trust Award Engineering Promotion Southern Chennai FIE Foundation Export Council, Region, Export Council, Export Council, Export Council, Safety

National Safety Best Performance in Company Standardizations Best Products at IMTEX 95 Best Product at IMTEX 95

1994

1995 1995 199596

199697

199798 1998 1998

All India Trophy for Highest Exporters Best Product at IMTEX 98 Best Products at IMTEX 98

199899

Regional Exporter

Trophy

for

Highest

Exporters in the Group - Services

2001

Best Product at IMTEX 2001

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2001

Best Products at IMTEX - 2001

CMTI - PMT Trust Award

HMT's Milestones
YEAR 1953 1961 1962 1963 1965 1967 1971 1971 1972 1972 1973 UNITS/DIVISIONS Machine Tools I Machine Tools II Watch Factory I Machine Tools III Machine Tools IV Machine Tools V Tractor Division Die Casting Division Printing Division Watch Factory II Precision Division Machinery Machinery LOCATION Bangalore Bangalore Bangalore Pinjore Kalamassery Hyderabad Pinjore Bangalore Kalamassery Bangalore Bangalore STATE Karnataka Karnataka Karnataka Haryana Kerala Andhra Pradesh Haryana Karnataka Kerala Karnataka Karnataka

31

1975 1975 1975 1978 1981 1981 1982 1982 1983 1985 1986 1991

Machine Tools VI HMT (International) Ltd. Watch Factory III Watch Factory IV HMT Bearings Limited Quartz Analog Watches Watch Factory V Specialized Watch Case Division Stepper Motor Division Ball Screw Division CNC Systems Division Central Re-conditioning Division

Ajmer Bangalore Srinagar Tumkur Hyderabad Bangalore Ranibagh Bangalore Tumkur Bangalore Bangalore Bangalore

Rajasthan Karnataka Jammu Kashmir Karnataka Andhra Pradesh Karnataka Uttar Pradesh Karnataka Karnataka Karnataka Karnataka Karnataka &

Major Projects in India

Wheel & Axle Plant project for Indian Railways. HAPP Project for Defence. Flexible Manufacturing System for I C Engines.

OVERSEAS
Manufacture of water meters, gas meters and regulators in Algeria. Training Centre in Indonesia, Malaysia, Maldives, Mauritius and Senegal. Nigeria Machine Tools, Nigeria. Alloy Steel Foundry, Kenya.

32

 Common Facility Centre in Tanzania and Ghana. Gulf Metal Foundry - a Joint Venture in UAE. Agricultural Development Project in Senegal.

Events of HMT
Year

(Year wise.)

1953 - The company was incorporated in Bangalore. The Company was converted into a Public Limited Company on May 13, 1977. The main objects of the Company is Manufacturing of the Machine Tools, Metal forming presses and press brakes, pressure die, casting machines and automatic plastic injection moulding machines, Paper cutting machines, Tractors 25/35/55 HP, Lamps and Lamp making machines, Printing Machinery, watches. Some of the trade names of the watches manufactured are Janata, Sona, Pilot, Tarun, Nutan, Jawhar, Automatic Day and Date, Priya, Chinar, Nishat, Rakhee, Avinash and Kohinoor. The Machine Tool Division at HMT Bangalore, was the oldest manufacturing unit of the Company and the product lines consist of 16 types of metal working machines. The Die Casting Division was set up for the manufacture of Die Casting and Plastic Injection Moulding machines in technical collaboration with Reifenhaeuser & Co. of West Germany. 1961 - The Watch Factory at Bangalore had two operating divisions the Watch Factory Division set up during the year in technical collaboration with Citizen Watch Co., Ltd., Tokyo, this division started with manufacture of hand winding watches. A new plant was set up to manufacture self-winding watches in collaboration with the same Japanese firm and Horological Machinery Division was established for the manufacture of sliding headstock automatics in technical Collaboration with M/s. Jos Petermann, Switzerland. The Watch Factory at Srinagar was set up for the manufacture of 3 lakh hand winding watches. 1963 - The HMT, in Pinjore have two operating divisions attached to it, viz., Machine Tool Division and Tractor Division. The Machine Tool Division was set up during theyear. The Tractor Divisions was set up in technical collaboration with Mototov ForeignTrade Corporation, Prasha, Czechoslovakia.

33

1964 - The Two operating divisions attached to HMT, Kalamassery, were the Machine Tool Division and the Printing Machine Division set up in collaboration with Societa Nebiolo, Turin, Italy. 1965 - The HMT at Hyderabad had 3 operating divisions, the Machine Tool Division primarily for the manufacture of special purpose machine tools. The Press Division was set up in technical collaboration with M/s. Verson Allsteel Press Co., Chicago, U.S.A. The Lamp Division was established for the manufacture of lamps and lamp components in collaboration with United Incandescent Lamp and Electrical Co., Ltd. (Tungsram), Budapest, Hungary. 1975 - The HMT at Ajmer was set up by the Govt. of India as the unit of Machine Tool Corporation of India, Ltd. with effect from 1st April, the unit was merged with HMT. 1976 - The manufacture of critical components like hair spring and main spring were also taken up by setting up a new plant by the Watch Factory Division at Bangalore. The following collaborations agreements were concluded during the year: With the Cross Company, Fraser, Michigan, U.S.A. for the manufacture of special purpose machines in Hyderabad, With M/s. Creusot - Loire, Paris, for the manufacturing of rotary web offset printing machines, With M/s. Laeis - Werke AG, Trier, West Germany, for the manufacture of refractory presses, A MOU with M/s. Tesa SA, Renens, Switzerland, a subsidiary of Brown & Sharpe Manufacturing Co., Rhode Inland, U.S.A., for the Manufacture of precision measuring instruments. 1977 - All shares issued to Govt. of India. 1978 - The Company undertook a scheme to expand the capacity of Watch Factory to 4 lakh watches in 1979 and 5 lakh watches in 1980. The Govt. approved a total investment of Rs 24.50 crore in the watch factory to be established at Tumkur in Karnataka State for the manufacture of 2 million watch movements. The Company undertook to set up a project for the manufacture of 4 million fluorescent tubes per annum in collaboration for assembly line with Tungsram of Hungary at a capital outlay of Rs 3.19 crore. The Company undertook to diversify into the field of precision metrological and measuring instruments at Srinagar. Govt. approval was obtained during 1979-80 and negotiations

34

were in progress for foreign collaboration. The Company undertook to set up a factory in Aurangabad, a backward area in Maharashtra, for the manufacture of dairy machinery. Industrial licence was obtained and a technical collaboration agreement was entered into with Fortschritt Landmaschinen Export-Import of German Democratic Republic (FLM). In order to increase the capacity of tractor manufacture from 12,000 to 15,000 per annum, the Company undertook to set up a second line of assembly operations at Mohali, Punjab. The Company submitted a feasibility report to Govt. for the manufacture of electronic watches. The Company concluded a MOU with Hitachi and Citizen of Japan. The Company offered technical collaboration to Industrial & Commercial Development Corporation of Kenya (ICDC) to set up a plant for the manufacture of machine tools in Kenya. The company entered into an agreement with the Federal Govt. of Nigeria to set up a plant for the manufacture of machine tools in Nigeria. A new company under the name Nigeria Machine Tools, Ltd. was incorporated in Lagos. With effect from 12th September, the name of the Company was changed from Hindustan Machine Tools, Ltd. to HMT Ltd. 1979 - All shares issued to Govt. of India. 1980 - The Company entered into a collaboration agreement with Pegard S.A. of Belgium for adding new models to the existing range of Horizontal boring machines. 1981 - The Company proposed to manufacture silver oxide miniature batteries in collaboration with Hitachi-Moxcell Ltd., Japan. These would be used in electronic and quartz watches. - The company received an industrial licence for the production of one million stepper motors required for electronics watches. The subsidiary formerly known as Indo Nippon Precision Bearings Ltd., changed its name to HMT Bearing Ltd. on 1st December. 1993 - To capture the growing urban market for fashionable watches, two new brands viz., `Ramani' for gents and `Utsav' for ladies were launched. Equity shares subdivided. 504,19,400 shares issued to Government of India. 1995 - All shares issued to Govt. of India. 1996 - The Company has decided to convert Lamp Division into a separate wholly owned subsidiary. All shares issued to Govt. of India.

35

1997 - Production also suffered due to slowdown in the economy coupled with stiff competition From imported machines. The Tractors Group launched a 45 HP Coastal Special model tractor For application in coastal areas on Commercial basis. - A 59 HP model tractor with Power Steering was also launched during the year. Orchard Special model tractor in 25 HP range was developed and was under test marketing. Modernization cum Expansion plan for the Tractor division was chalked out for increasing the production capacity of Tractor division to 30,000 tractors at a cost of Rs 110 crores in the next two years. The entire net worth of this subsidiary was eroded and a SickIndustrial Companies (Special Provisions) Act, 1985. All shares issued to Govt. of India. The public sector HMT has indigenously manufactured four-colour offset printing press for the first time in the country in its unit at Kalamassery. - The HMT has introduced three new models the HMT 3022, HMT 3522 and HMT 4511 coastal special have been fitted with fuel efficient engines and heavy duty transmission. The machine tools division of HMT has entered a new area of manufacturing with press tools and dies. - The Machine tools division has also entered into a joint working arrangement with MS Giana, Italy, for the manufacture heavy duty CNC lathes for the defence sector. This range of products will be built for the first time in the country. HMT has signed a memorandum of understanding with the Union government under which it is expected to increase its turnover to Rs.1,160 crore and post a net profit of Rs.10.45 crore for the year ended March 1998. HMT introduced ADD and dater watches priced at Rs.750/900 in September. On August 15 the company launched Swarna series. 1998 - HMT International Ltd, a wholly-owned subsidiary of HMT, has bagged a Rs.13-crore Order for setting up an Entrepreneur Technical Development Centre (ETDC) at Dakar in Senegal. HMT International has already set up successfully training Algeria and the Maldives. A batch of 17 Senegalese instructors has already undergone training at HMT's international training centre in Bangalore. The company is launching 15 new models in the automatic day/date range. HMT would issue 41,25,000 ordinary shares of Rs.10 each to the government. The company board has reference was made to BIFR as a sick company under the

36

recently approved the allotment of these shares. The company had already approached the Bangalore Stock Exchange for issuing these shares to the government. A total of 10,06,45,165 equity shares of Rs.10 are listed with the bourse. Machine tools giant HMT is in touch with worlds number one MT manufacturer Yamazaki Mazak to enter into a possible alliance to manufacture the latter's machine cutting tools under a buy-back arrangement. HMT Ltd has bagged the FIE award for the best quality, design and aesthetic appearance of a product at IMTEX '98. HMT Ltd today announced a special voluntary retirement scheme (VRS) for its lamp division employees under which those who opt for it can remain at home with half their pay till such time that the public sector behemoth receives its due from the National Renewal Fund. HMT International Ltd., a wholly owned subsidiary of HMT Ltd., which has recently diversified into software exports has entered into a strategic alliance with Alpha data LLC of Abu Dhabi. - An MoU (memorandum of understanding) signed between the Government and HMT has delegated power to HMT to sanction schemes for incentives cum rewards. The Government is making a fresh bid to privatize HMT Tractors, a profit-making unit under the fold of public sector major HMT Ltd. HMT has two fully-owned subsidiaries now HMT (International) Ltd, which is a trading company and HMT (Bearings) Ltd, which manufactures ball and roller bearings. The union minister of state for industry released a new HMT automatic day date watch Ranjit incorporating euro-style dial, and a new lady watch Preeti. The HMT division has a capacity of manufacturing 18,000 tractors. The company has introduced 350 range of Citizen watches in Mumbai along with its latest Eco-Drive models, which absorb power thorough any source of light. HMT Ltd has been named as one of the top ten brands in India by a recent survey conducted by A&M-ORG-MARG. HMT has been ranked as the top seventh brand among the main brands in the annual survey that covers 60 brands from all over the country. HMT is also the only public sector company whose brand has features among the top ten in the survey. The brand has emerged as seventh from the 22nd position held last year.

37

1999 - The Industry Ministry has directed the state-owned Hindustan Machine Tools to Explore possibilities of joint venture formation for its watch division. The company has Tied up with Tennmax of Hong Kong and is currently marketing the HMT-Tennmax brand in India. After Kenya and Nigeria, HMT had signed a MoU for setting up a watch assembly unit Zimbabwe. The shareholders of Hindustan Machine Tools Ltd (HMT) approved a proposal to increase the companys authorized share capital to Rs 200 crores from the present Rs 135 crores. 2000 - Icra has assigned an LAAA (SO) rating and an MAAA (SO) rating to the Hindustan Machine Tools (HMT) bonds of Rs 469 crore 10-year tenure and Rs 40.43 two-year tenure. HMT (International) Ltd., a wholly owned subsidiary of HMT Ltd., has been awarded the EEPC trophy for its achievements in export of technical services during the year 1998-99. 2001- Mr. Manohar Joshi, Union Minister for Heavy Industries and Public Enterprises, has unveiled the HMT 4922 tractor at a launch ceremony organised at Pinjore, Chandigarh. With the introduction of the new actor, 2002- HMT Ltd has informed that consequent upon relinquishing of the charge of Chairman & Managing Director, Tractor, upon resignation by Mr. R A Sharma on July 04, 2002 Mr. M S Zahed, Director, Organization & Management has taken additional charge of the post of Chairman & Managing Director, Tractor of the Company. 2003 -HMT Ltd has informed BSE that pursuant to Order dated January 9, 2003 from the Department of Heavy Industry, Ministry of Heavy Industries & Public Enterprises, Government of India, New Delhi, Shri M.S. Zahed, Chairman & Managing Director (Acting) and Director (Organization & Management) has been appointed as Chairman & Managing Director of the Company for a period of 5 years from the date he assumes charge of the post or till the date of his superannuation or until further orders, whichever is earlier. Shri.M.S Zahed assumed charge of the post of January 09, 2003. HMT enters into Memorandum of Understanding with PNB, UCO Bank and State Bank of Mysore and has launched SBM- HMTAgri Farm Scheme to promote Agriculture mechanization in south India. Pinjore Unit of HMT at Chandigarh is facing a financial crisis and turnover has dropped to 50- 60 cr. Shri

38

Naresh Chaturvedi has been appointed as a part time official Director on the Board of Directors. Shri Navin Kumar, Joint Secretary to GOI has been appointed as Part Time Official Director on the Board of Directors of the company. 2004 -HMT Ltd. has informed that the equity shares of the Company have been delisted from the Bangalore Stock Exchange Limited, the Regional Exchange for HMT Limited, with effect from January 3, 2004. HMT signs agreement with UK-based Trantor for high power tractors HMT Bags CMTI-PMT Trust Award. HMT enters into a Technology Collaboration Agreement with M/s Trantor Vehicles Ltd. HMT Ltd. enters into a Technology Collaboration Agreement with Trantor Vehicles Ltd. U.K. Signs MoU with State Bank of India (SBI) for tractor finance 2005 -HMT inks agreement with ONGC, MRPL. HMT in dialogue with Japanese co for MUV. 2006 -HMT Ltd has Shri. R Asokan, Director (Finance), Department of Heavy Industry, New Delhi has been appointed as Part-time Official Director on the Board of the Company vide Presidential Order dated October 30, 2006, with effect from October 30, 2006. HMT Ltd. has informed that HMT (International) Limited, the wholly owned Subsidiary of HMT Limited, Bangalore, would set up Indo-Zimbabwe Technology Centre (IZTC) in Harare and India Technology Centre (ITC) in Bulawayo HMT Ltd has informed that the Company has established a high tech Engine Emission Testing Laboratory in R&D Centre at its Tractor Division, Pinjore at an investment of Rs 50 million. 2007 -HMT Ltd has appointed Shri. N Gokulram, Additional Secretary & Financial Adviser, Ministry of Heavy Industries & Public Enterprises, as Part-time Official Director on the Board of the Company vide Presidential Order dated January 22, 2007, with effect from January 22, 2007 and until further orders vice Shri. R Asokan, Director (Finance), Department of Heavy Industry, New Delhi. Dr. Surajit Mitra has been appointed as Part-time Official Director on the Board of the Company vide Presidential Order F.No.5(35)/1995-PE.X (Vol.II) dated March 06, 2007, until further orders with effect from March 06, 2007. 2008 - HMT Ltd. has informed that Shri B.S. Meena has been appointed as Part-time

39

Official Director on the Board of HMT Limited vide Presidential Order F. No. 5 (35)/ 1995- PE. X dated January 25, 2008, until further orders with effect from January 25, 2008. HMT ltd has appointed Shri S. Behuria, Additional Secretary & Financial Adviser to Government of India, Ministry of Heavy Industries & Public Enterprises, New Delhi, as Part-time Official Director on the Board of HMT Limited vide Presidential Order F. No. 5(35)/1995-PE.X dated October 14, 2008, until further orders with effect from October 14, 2008. Further the Company has submitted the List of Directors of the Company as on October 14, 2008. HMT Ltd has appointed Shri S G Sridhar, General Manager (Technical), Hindustan Latex Ltd, as Director (Operations) on the Board of the Company with effect from December 15, 2008, vide Presidential Order dated October 22, 2008. 2010 - HMT Ltd has informed that Shri Harbhajan Singh has been appointed as Parttime Official Director on the Board of the Company with effect from January 11, 2010.

Organization Structure
Organization structure of the top management shows with the help of the diagram.

40

Structure of HMT Tractors

HMT TRACTORS
MANUFACTURING UNITS HMT TRACTORRS PINJORE HARYANA HMT TRACCTORS MOHALI, PUNJAB MARKETING DIVISION HMT TRACTORS HYDRABAD, A.P.

41

Board of Director

Managing Director

Chief General Manager

General Manager

Marketing Departmen t Processing Departmen t

Production Departmen t Quality Control Departmen t Training and Development department

HR Departmen t

Finance Departmen t

Repair and Maintenance Department Wage and Salary department Labour Welfare department

Recuirtment and Selection Department

Various Departments of HMT Ltd. Tractor Division Pinjore

42

HMT Limited Pinjore

October 23rd 1963 was a great day not only to those who have the proud privilege of belonging to HMT, but to the entire nation. India took another step forward on the road to industrialization when prime minister Pandit Jawaharlal Nehru declared open the 3rd unit of HMT factory at Pinjore situated 22kms away from Chandigarh on the national highway linking Shimla & Delhi. The factory is spread over an area of approx. 900 acres, generously gifted by the govt. of Punjab. This factory was designed, built and commissioned by Indian talent without any foreign collaboration in record period of 17 months. At a capital investment of Rs. 75 lacs (including a township) and formally inaugurated by Pandit Jawaharlal Nehru, the prime minister of India. Later in 1971, HMT Tractor project commenced here. A further investment of about Rs. 6096 has since been made for the Tractor project. As on 31-03-2005, 750 persons were employed in the machine tool division and 2250 in the Tractor Business Group.

Location
Located at the foothills of the Himalayas at Pinjore in the north Indianstate of Haryana is HMTs state of the art of manufacturing facility. Pinjore was chosen as the ideal plant site as it is centrally located and well connected by both rail and road. Situated close to the legendary Grand Trunk Road, it is 250kms from New Delhi and only 20kms from Chandigarh, the symb India. Apart from easily accessible, Pinjore is in the hub of highly mechanized market and is in close proximity to the thriving ancillary industry in North India.

43

SWOT Analysis of HMT Ltd.

Strengths
Strong brand equity Highly skilled professionally qualified workforce Well-established manufacturing base Extensive marketing network Strong technological base Unit accredited with ISO 9000 certificate

Weakness
HMT Ltd. is facing the problem of financial inflow and because of this they are not able to meet the industrial demand in time. In production dept. some machines are too old. There is no machine replacement policy. It is not able to meet its competitors in the market.

Opportunities
HMT has become a generous name of tractors. So the company has great opportunities in this market, if supply is made as according to the demand and prices are made reasonable. HMT wants to manufacture jeeps also. So in that field HMT has vast opportunities.

Threats
Its competitors are availing opportunities, which the company is not availing, which attract the customers towards other competitors. Expansion of the tractor industry creates new threats for the existing players.

44

Products and Services

WATCHES
The Mechanical Range
Hand wound Gents & Ladies - Desh Ki Dhadkan Automatic Day-date- The Watch that lasts & lasts

Series of Quartz Watches

Elegance - Its all about YOU - ONLY For MEN - The Well Dressed Watch - Absolutely Modern, Absolutely Indian - Value for Money, For those who value Money - For cute faces - Good as Gold - Sign of Good Times - The fragrance watch - A gift of time to the blind

Roman Utsav Sangam Lalit Pace Swarna Shreyas Chandan

Braille

&

Also

Customized

watches

for

Institutions

Special Clocks
Tower Clock Solar Clock Population Clock Display Clock

45

Floral Clock

International Clock

Master slave Clock

Tractors

MODEL 2522 3022 3522 5022 6522 7511 2522 OS 3522 CS 3522 DX 6522 CS 4922 EDI

HP RANGE 25 30 35 50 65 75 25 35 35 65 49

MAIN FEATURE AVL fuel efficient engine & New Style Bonnet Fuel efficient engine (HMT Design); New Style Bonnet AVL adapted fuel efficient engine & New Style Bonnet HMT Design Heavy Duty Tractor HMT Design; Power steering & ROPS Low height and width for orchard applications Wetland cultivation Direct Axle Drive Wetland cultivation AVL adapted fuel efficient engine & New Style Bonnet

46

25, ENGINES

30, Gen-set & Commercial applications

35, 45 &

58 CS: Coastal Special DX: Direct Axle OS: Orchard Special

At present, HMT has on its production line, for six models in the range of 25 H.P, 35 H.P, 45 H.P, 59 H.P, and 75 H.P ranges. Out of these, the 35 H.P, and 45 H.P models were developed by HMTs own efforts. HMT also manufacturing and marketing Industrial Product, engines (stationery engines) of different configurations. Like the product of the Machine Tools Division, the product of the Tractor Division has been well received. Though HMT was virtually the last one to enter the tractor industry, it enjoys sizeable market share and is the manufacture of the widest range of tractors in spite of competition from old and established manufacturers. HMT tractor have also received over whelming response in the international market, it has received and executed export orders from U.S.A, AUSTRALIA, SRILANKA, NEPAL, ZAMBIA, MAURITIUS, SLOVANIA, CROATIA, GHANA etc.

Manpower Position as on 31.03.2010

DESIGNATION EXECUTIVE DIRECTOR GENERAL MANAGER JOINT GENERAL MANAGER DY.GENERAL MANAGER ASSTT. GENERAL MANAGER MANAGER DY. MANAGER FOREMAN SUPERVISOR WORKMAN (TOTAL) GRADE PS-X PS-IX PS-VIII PS-VII PS-VI PS-V PS-IV PS-III PS-II TOTAL WG-I to WS-I GTOTAL STRENGTH 1 3 16 21 33 76 55 73 57 335 1561 1896
47

Chapter-3

Research Methodology

48

Research Methodology
Research is a common word which is generally used for the search of knowledge. It is a scientific and systematic search on a topic.

Research Design: - This study is based on the primary and secondary data. We
have used the data which is provided by consumers and the company both. We are finding the effect of work stress in their ocupation. So this is diagnostic or causal research design. Because this study is based on cause and effect.

Survey of Population and Sample:For primary data, the population is the employees of HMT Ltd. Pinjore Tractor Division. The sample is taken on the random basis. The size of sample is 50 employees in HMT Ltd. Pinjore Tractor Division.

Collection of Data:The data which is collected in this report is generally of two types.

Primary data The data which is collected by the survey, continuous

observations, interviews and questionnaires etc.

Secondary data- The data which is collected by technical reports, journals,

newspaper, area office, head office and different web sites. The secondary data have various advantages over the primary data. Collection cost is less. Fewer efforts required to collect the data. Accuracy of the data is more. Easily available from the departments.

49

Data analysis and interpretation Data analysis:I classified the raw data into some purposeful and usable categories. I have prepared some tables and charts for the analysis of the data.

Data Interpretation:Data will interpret and inferences drawn and transformed to meaningful information so that accurate decision can be taken.

50

Chapter-4

Analysis of Data

51

Analysis of Data
Name of the Study: Job Involvement of Employee Duration: From 05th July, 10 to 13th Aug., 10. No. Of Participants/Respondent: 50 Top Level: 10 Middle Level: 20 Lower Level: 20
As my questionnaire has fourteen questions, I studied each and every respond question wise. I prepared my result on findings. So, now every question with findings is presented by bar diagram and result is explained after graphical presentation: Q1. I find my job motivating.
30 25 20 15 10 5 0 SA A N D SD Series1

52

Q2 My job is important for me.

35 30 25 20 Series1 15 10 5 0 SA A N D SD

Q3.I identify with my job.

30 25 20 15 10 5 0 SA A N D SD Series1

53

Q4. I find my job interesting.

35 30 25 20 Series1 15 10 5 0 SA A N D SD

Q5. My job is important for me.

35 30 25 20 Series1 15 10 5 0 SA A N D SD

54

Q6. I like my job

35 30 25 20 Series1 15 10 5 0 SA A N D SD

Q7. I care for my job

40 35 30 25 20 15 10 5 0 SA A N D SD Series1

55

Q8. My work is not burden for me.

25 20 15 Series1 10 5 0 SA A N D SD

Q9. I enjoy my work.

40 35 30 25 20 15 10 5 0 SA A N D SD Series1

56

Q10. Whenever I complete some work, I feel happy.

40 35 30 25 20 15 10 5 0 SA A N D SD Series1

57

Chapter-5

Conclusion

58

Conclusion
Understanding the Survey results
After reviewing the literature of job involvement in Indian context it may be concluded that job involvement is positively correlated with organizational climate, job satisfaction, sense of participation, occupational stress, organizational commitment, personality type, family involvement, task identity, skill variety , job characteristics, job anxiety, job burnout, age turnover, mental health, social support, belonging support and need for achievement motivation. In one study job involvement is partial correlated with job satisfaction. Job involvement is influence by income, tenure, gender, job level and type- A behavior pattern. In one study job stress is highly negatively correlated with job involvement. Organizational role stress, alienation, performance, social support has emerged as a strong predictor of job involvement. Reward, work culture and environment, challenging job, delegation to authority and responsibility were found as potential factors of job involvement. Furthermore younger employees were fewer jobs involved as compared to middle and elder age employees. Private sector employees were found more job involved as compared to public sector employees. Executives were more job involved as compared to their supervisors. Thus, job involvement must be studied in all organizations. There must be job involvement training programs in all organizations. Such programs not only enhance the level of job involvement, these increase efficiency of the employees. Future researches must be done in highlighting job involvement by comparing national and multinational companies in Indian context.

59

Overall Satisfaction percentage of Participants/Employees

8%

3%

4%

23%

62%

SA A N D SD
SD=Strongly Disagree D=Disagree U=Undecided A=Agree SA=Strongly Agree

60

Overall Efficiency of the Management

Top Level 24 10 Middle Level 50 20 Lower Level 26 20

Percentage Sample Size

26%

24%

50%

To p L e ve M id d le L e ve lo w e r L e ve l l L

61

Chapter-6

Limitations

62

Limitations
Limitations are following:
In every field there are some resources: monetary and non-monetary.Limitations which I studied at HMT Tractor Division Pinjore are following: have I wanted to conduct this research by interview method also. But employees short time and resources also. I wanted to use observation method also. But, as I was trainee there, so I

couldnt sit there regularly for observation because of time management. It needs some equipment also which was not possible for me to arrange those equipments. So, with these methods, I could do much better.

63

Chapter-7

Suggestions

64

Suggestions
Suggestions are following:
Proper information and equipments are given to employees to get the job done. But still there is some lacking. It should be accurate, regular and at exact time. Employees should be given regular and timely chances to express their views & feelings, so that healthy relationships can be made between organization and its employees. It will be beneficial for the productivity of organization. It will make easier for all to work together. Employees should be given more freedom to decide how to get their job done. If an employee is appropriate freedom to perform his activity or work in his method, it is more useful for a organization. Because it will increase employees involvement and commitment. This will definitely convert in high rate of productivity. Employees should be given opportunities to execute or carry out that job which they can perform greatest and finest. It is always good that only the master of that art is performing. Because master is an expert who will not make any inaccuracy. And resources will not be wasted.

65

Annexure Questionnaire on the Job Involvement

Please provide the following information:Name Employee ... Age.........................................................................................Sex .............................. Designation ... Organization................................... Length of Service... Note: Any information provided by employee or management related to the topic of
training report will always be remain confidential.

Q1. I find my job motivating. (a) (b) (c) (d) (e) strongly Agree Agree Neutral Disagree Strongly Disagree

Q2 My job is important for me. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q3 I identify my present job. (a) Strongly Agree (b) Agree (c) Neutral
66

(d) Disagree (e) Strongly Disagree Q4 I find my job interesting. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q5 My job gives me satisfaction. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q6 I like my job. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q7 I care of my job. (a) Strongly Agree (b) Agree (c) Neutral (d) Disagree (e) Strongly Disagree Q8 My work is not burden for me. (a) (b) (c) (d) (e) Strongly Agree Agree Neutral Disagree Strongly Disagree

Q9 I enjoy my work. (a)Strongly Agree

67

(b)Agree (c)Neutral (d)Disagree (e)Strongly Disagree Q10 Whenever I complete some work , I feel happy. (a)Strongly Agree (b)Agree (c)Neutral (d)Disagree (e)Strongly Disagree

68

Bibliography
In my bibliography, I have collected two types of data. In my bibliography, I have collected two types of data.
Ahmad, A. & Ansari, S.A.(2002). Effect of income and job tenure on job involvement. A study of Craftsman. Journal of Community Guidance and Research.17(3),pp-271-275. Allam,Z.(2002). A study of job involvement among Bank employees as related to job anxiety, personality characteristics and job burnout. Unpublished doctoral thesis, Department of Psychology, Aligarh Muslim University, Aligarh. Allam,Z.(2007). A study of relationship of job burnout and job anxiety with job involvement among bank employees. Management and labour studies. 32(1),pp136-145. Aminabhavi, V.A. and Dharanendraih, A.S.(1997). A study of the factor contributing to job involvement of professional. Indian journal of Psychometry and Education. 28(2),pp.109-112. Aminabhavi ,V.A.(1996). Quality of life of professionals in relation to their job involvement and socio-cultural background. Paper presented in 1st Asian and 32nd Annual Conference of IAAP at Aligarh. Ashok,R.(2002). Employee commitment. Human Captial. 5(8),20-22. Barkat,S.A.;Shah,S.A.,& Parveen(1999). Employee skill, job involvement and work performance. Indian Journal of Psychometry and Education.30(1),pp.57-60. Bhatt,D.J.(1997). Job stress, job involvement and job satisfaction of teachers: A correlational study. Indian Journal of psychometry and Education.28(2),pp.8794. Biswas,U.N.(1998). Life style stressors, organizational commitments, job involvement and perceived organizational effectiveness across job levels. Indian Journal of Industrial Relations. 34(1),pp.55-72. Daftuar, C.N. and Anjali(1997). Occupational stress, organizational commitment and job involvement in Sattva Rajas and Tamas personality types. Journal of The Indian Academy of Applied Psychology.15(1-2).pp.44-52. Dubin,R.(1956). Industrial workers' world: A study of central life interest of industrial workers'. Social Problems.3,pp.131-142. Durkheim, E.(1983). De La division du travial social Paris:F.Alcan.

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