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Contents
Title Page No.
Certificate i
Declaration ii
Acknowledgement iii
Preface iv
Particulars
Chapter-1 Introduction 2
Chapter-2 Company Profile 16
Chapter-3 Research Methodology 50
Chapter-4 Analysis of Data 53
Chapter-5 Conclusion 60
Chapter-6 Limitations 64
Chapter-7 Suggestions 66
Bibliography
Questionnaire
1
Chapter-1
Introduction
2
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
3
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:
4
The Expectancy Theory Model of Vroom (1964).
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).
5
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 decision-
making, 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.
6
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
Emotional job involvement
Attachment
Interest
liking
Cognitive job involvement Psychological state
7
Self esteem
Active participation
Behavioral job involvement
Behavioral intention
Extra-role behavior
Voluntary learning
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.
8
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
9
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 socio-
cultural 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 type-
A 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 co-
operative 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.
15
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. That’s 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
18
TAFE Group
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.
19
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-à-vis Tractor Industry are given
below:
HMT Versus Tractor Industry
Production Analysis (Figures in Numbers)
YEAR 2005-
06
2006-
07
2007-
08
2008-
09
2009-
10
TRACTO
R
INDUSTR
Y
2960
00
36000
0
34576
2
34352
0
43320
7
HMT 7902 6401 5302 3651 4652
20
Graph Showing Comparison in Production of HMT & Tractor Industry
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
2005-06 2006-07 2007-08 2008-09 2009-10
TRACTOR
INDUSTRY
HMT
Sales Anlysis
YEAR 2005-
06
2006-
07
2007-
08
2008-
09
2009-
10
TRACTO
R
INDUSTR
Y
29288
3
35278
1
34650
1
34701
0
44023
0
HMT 7903 6522 4687 4109 4901
21
Graph Showing Comparison in Sales of HMT and Tractor Industry
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
2005-06 2006-07 2007-08 2008-09 2009-10
TRACTOR
INDUSTRY
HMT
Sales of Last 5 Years of Various Tractor Companies
COMPANIES 2005-
06
2006-
07
2007-
08
2008-
09
2009-
10
HMT 7903 6522 4687 4109 4901
ESCORTS 28297 50236 47213 43286 54037
M&M GROUP 119173 135226 129260 133514 176790
ITL(SONALIKA) 32017 36223 30920 29520 38603
JHON DEERE 19951 19718 28528 31402 37008
BAJAJ TEMPO 4461 3858 2092 1065 614
NEW
HOLLAND
13214 19369 23240 21002 22950
22
VST 1200 1495 1714 2329 3761
SAME - - - 4174 3631
TOTAL 292883 352781 346501 347010 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 1986-
87 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
23
Location
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
country’s 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 1960’s. 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 Semen’s. HMT’s 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, HMT’s International Ltd. was set up to handle the international marketing of
HMT’s 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.
24
Corporate Vision, Mission & Objectives
Our Corporate Vision Our Corporate Mission
To establish ourselves as one of the world’s
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
25
Un
its
Product/division Location/state Year
I. Machine Tools Banglore
(Karnataka)
1953
II. Die casting ball screws Banglore
(Karnataka)
1971
III. Machine Tools & Tractors Pinjore
(Haryana)
1963
1971
IV. Machine Tools Printing
Machings
Kalamessery
(Kerala)
1965
1972
V. Machine Tools Presses Hydrabad
(Andhra Preadesh)
1967
1972
VI. Machine Tools Ajmer
(Rajasthan)
1973
VI
I.
Wrist Watches
Hierological Machines
Banglore
(Karnataka)
1962
VI
II.
Wrist Watches Srinagar
(Jammu & Kashmir)
1975
IX. Wrist Watches Tamkar
(Karnataka)
1972
X. Wrist Watches Ranibagh 1982
Awards over the Year
26
YEAR AWARD INSTITUTED BY
1960-
61Outstanding Performance President of India
1961-
62Outstanding Performance President of India
1970-
71
Excellence Performance in
ExportsGovt. of Mysore
1971-
72Outstanding Export Performance Govt. of Mysore
1971-
72Outstanding Export Performance EEPC
1975-
76
National Award for Outstanding
Export Performance
Ministry of
Commerce
1978-
79Best Product at IMTEX - 79 PMT & FIE
1981-
82Best Export Performance EEPC
1981- Best Product at IMTEX - 82 FIE Foundation
27
82
1982-
83Export Excellence EEPC
1982-
83
Meritorious Performance in the
field of Export
Ministry of
Commerce
1983 Best Corporate Performance
Harvard Business
School Association
of India & Economic
Times
1983-
84Most Effective Organization
Foundation for
Organization
Research (FORE)
1983-
84Best Productivity
Organization
Research (FORE)
1983-
84Export Excellence EEPC
1984-
85Best Productivity
National
Productivity Council
1984- Export Excellence EEPC
28
85
1984-
85
Meritorious Performance in the
field of Export
Ministry of
Commerce
1985-
86Best Product at IMTEX - 86 CMTI - PMT Trust
1985-
86Best Product at IMTEX - 86 FIE Foundation
1985-
86Best Productivity
National
Productivity Council
1985-
86Export Excellence EEPC
1986-
87Export Excellence EEPC
1986-
87Excellence in Productivity CEI
1986-
87Best Productivity
National
Productivity Council
1987- Export Excellence EEPC
29
88
1987-
88Best Productivity
National
Productivity Council
1988-
89Company Standards
Bureau of Indian
Standards
1988-
89Best Product at IMTEX – 89 CMTI - PMT Trust
1988-
89Best Product at IMTEX – 89 FIE Foundation
1988-
89
Outstanding Performance in
Industrial Safety
National Safety
Council
1988-
89Best Productivity
National
Productivity Council
1988-
89
Best Company for HRD
PracticesCEI
1990
National Award for R&D Efforts
in Industry - 1990 in the
Mechanical Industrial Sector
Dept. of Scientific
and Industrial
Research
30
1989-
90
Valuable Contribution &
Significant Encouragement to
the cause of the Industrial
Engineering Profession in India
H.N.THADANI
1990-
91Best Productivity
National
Productivity Council
1990-
91
Tech. Development for Machine
Tools, Bangalore
Directorate General
of Technical
Development
1991-
92Best Productivity
National
Productivity Council
1992 National SafetyNational Safety
Council
1994Best Performance in Company
Standardizations
Sir Jahangir Ghandy
Trophy
1995 Best Products at IMTEX – 95CMTI - PMT Trust
Award
1995 Best Product at IMTEX – 95 FIE Foundation
1995- Regional 'Top Exporters Shield' Engineering Export
31
96Promotion Council,
Chennai
1996-
97
Regional 'Top Exporters Shield -
Project Exporters'
Engineering Export
Promotion Council,
Chennai
1997-
98
All India Trophy for Highest
Exporters
Engineering Export
Promotion Council,
Kolkata
1998 Best Product at IMTEX – 98 FIE Foundation
1998 Best Products at IMTEX – 98CMTI - PMT Trust
Award
1998-
99
Regional Trophy for Highest
Exporters in the Group -
Services Exporter
Engineering Export
Promotion Council,
Southern Region,
Chennai
2001 Best Product at IMTEX – 2001 FIE Foundation
2001 Best Products at IMTEX - 2001CMTI - PMT Trust
Award
32
HMT's Milestones
YEAR UNITS/DIVISIONSLOCATIO
NSTATE
1953 Machine Tools I Bangalore Karnataka
1961 Machine Tools II Bangalore Karnataka
1962 Watch Factory I Bangalore Karnataka
1963 Machine Tools III Pinjore Haryana
1965 Machine Tools IV Kalamassery Kerala
1967 Machine Tools V HyderabadAndhra
Pradesh
1971 Tractor Division Pinjore Haryana
1971 Die Casting Division Bangalore Karnataka
1972Printing Machinery
DivisionKalamassery Kerala
1972 Watch Factory II Bangalore Karnataka
33
1973Precision Machinery
DivisionBangalore Karnataka
1975 Machine Tools VI Ajmer Rajasthan
1975HMT (International)
Ltd.Bangalore Karnataka
1975 Watch Factory III SrinagarJammu &
Kashmir
1978 Watch Factory IV Tumkur Karnataka
1981 HMT Bearings Limited HyderabadAndhra
Pradesh
1981 Quartz Analog Watches Bangalore Karnataka
1982 Watch Factory V RanibaghUttar
Pradesh
1982Specialized Watch Case
DivisionBangalore Karnataka
1983 Stepper Motor Division Tumkur Karnataka
34
1985 Ball Screw Division Bangalore Karnataka
1986 CNC Systems Division Bangalore Karnataka
1991Central Re-conditioning
DivisionBangalore 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.
Common Facility Centre in Tanzania and Ghana.
Gulf Metal Foundry - a Joint Venture in UAE.
Agricultural Development Project in Senegal.
Events of HMT (Year wise….)
Year
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,
35
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.
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.
36
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
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
37
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.
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 reference was made to BIFR as a sick company under the
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
38
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
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 world’s 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
39
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.
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 company’s 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.
40
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
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
41
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
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.
42
2010 - HMT Ltd has informed that Shri Harbhajan Singh has been appointed as Part-
time Official Director on the Board of the Company with effect from January 11,
2010.
Organization StructureOrganization structure of the top management shows with the help of the diagram.
Structure of HMT Tractors
HMT TRACTORS
MANUFACTURING UNITS
MARKETING DIVISION
HMT TRACTORRS PINJORE
HARYANA
HMT TRACCTORS MOHALI, PUNJAB
HMT TRACTORS HYDRABAD, A.P.
43
44
Chief General Manager
Managing Director
Board of Director
Various Departments of HMT Ltd. Tractor Division Pinjore
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
Marketing Department
Production Department
HR Department
Finance Department
Processing Department
Quality Control Department
Repair and Maintenance Department
Recuirtment and Selection Department
Training and Development department
Wage and Salary department
Labour Welfare department
45
General Manager
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 HMT’s 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.
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
46
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.
Products and Services
WATCHES
The Mechanical Range
Hand wound Gents & Ladies - Desh Ki Dhadkan
47
Automatic Day-date- The Watch that lasts & lasts
Series of Quartz Watches
Elegance - Its all about YOU
Roman - ONLY For MEN
Utsav - The Well Dressed Watch
Sangam - Absolutely Modern, Absolutely Indian
Lalit - Value for Money, For those who value Money
Pace - For cute faces
Swarna - Good as Gold
Shreyas - Sign of Good Times
Chandan - The fragrance watch
Braille - A gift of time to the blind
& Also Customized watches for Institutions
Special Clocks
Tower Clock Solar Clock Population Clock Display Clock
48
Floral Clock International Clock Master slave Clock
Tractors
MODEL HP
RANGEMAIN FEATURE
252225
AVL fuel efficient engine & New Style
Bonnet
302230
Fuel efficient engine (HMT Design); New
Style Bonnet
352235
AVL adapted fuel efficient engine & New
Style Bonnet
502250
HMT Design
652265
Heavy Duty Tractor
49
751175
HMT Design; Power steering & ROPS
2522 OS25
Low height and width for orchard
applications
3522 CS35
Wetland cultivation
3522 DX35
Direct Axle Drive
6522 CS65
Wetland cultivation
4922 EDI 49AVL adapted fuel efficient engine & New
Style Bonnet
ENGINES25, 30,
35, 45 &
58
Gen-set & Commercial applications
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 HMT’s 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
50
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 GRADE STRENGTH
EXECUTIVE DIRECTOR PS-X 1
GENERAL MANAGER PS-IX 3
JOINT GENERAL MANAGER PS-VIII 16
DY.GENERAL MANAGER PS-VII 21
ASSTT. GENERAL MANAGER PS-VI 33
MANAGER PS-V 76
DY. MANAGER PS-IV 55
FOREMAN PS-III 73
SUPERVISOR PS-II 57
TOTAL 335
WORKMAN (TOTAL) WG-I to
WS-I
1561
GTOTAL 1896
51
Chapter-3
Research Methodology
52
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.
53
Easily available from the departments.
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.
54
Chapter-4
Analysis of Data
55
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.
0
5
10
15
20
25
30
SA A N D SD
Series1
56
Q2 My job is important for me.
0
5
10
15
20
25
30
35
SA A N D SD
Series1
Q3.I identify with my job.
0
5
10
15
20
25
30
SA A N D SD
Series1
57
Q4. I find my job interesting.
0
5
10
15
20
25
30
35
SA A N D SD
Series1
Q5. My job is important for me.
0
5
10
15
20
25
30
35
SA A N D SD
Series1
58
Q6. I like my job
0
5
10
15
20
25
30
35
SA A N D SD
Series1
Q7. I care for my job
0
5
10
15
20
25
30
35
40
SA A N D SD
Series1
59
Q8. My work is not burden for me.
0
5
10
15
20
25
SA A N D SD
Series1
Q9. I enjoy my work.
0
5
10
15
20
25
30
35
40
SA A N D SD
Series1
60
Q10. Whenever I complete some work, I feel happy.
0
5
10
15
20
25
30
35
40
SA A N D SD
Series1
61
Chapter-5
Conclusion
62
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.
63
Overall Satisfaction percentage of Participants/Employees
62%23%
8%3% 4%
SA A N D SD
SD=Strongly Disagree
D=Disagree
U=Undecided
A=Agree
SA=Strongly Agree
64
Overall Efficiency of the Management
Top Level Middle Level Lower LevelPercentage 24 50 26Sample Size 10 20 20
24%
50%
26%
Top Level Middle Level Lower Level
65
Chapter-6
Limitations
66
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:
I wanted to conduct this research by interview method also. But employees
have short time and resources also.
I wanted to use observation method also. But, as I was trainee there, so I
couldn’t 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.
67
Chapter-7
Suggestions
68
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 employee’s 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.
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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) strongly Agree(b) Agree(c) Neutral(d) Disagree(e) 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
70
(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 DisagreeQ6 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) Strongly Agree(b) Agree(c) Neutral(d) Disagree(e) Strongly Disagree
Q9 I enjoy my work.
(a)Strongly Agree
71
(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
72
Bibliography
In my bibliography, I have collected two types of data.
In my bibliography, I have collected two types of data.
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