INTRODUCTION OF COMPANY

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SCOOTER INDIA
Incorporated in 1972, Scooters India Limited is an ISO 9001:2000 and ISO 14001 Company, situated at 16 Km mile stone, South-west of Lucknow, the capital of Uttar Pradesh on NH No 25 and is well connected by road, rail and air.

It is a totally integrated automobile plant, engaged in designing, developing, manufacturing and marketing a broad spectrum of conventional and non-conventional fuel driven 3-wheelers. Companys plant owes its origin to M/s. Innocenti of Italy from which it bought over the plant and machinery, design, documentation, copyright etc. The company also possesses the world right of the trade name LAMBRETTA / LAMBRO.

In 1975, company started its commercial production of Scooters under the brand name of Vijai Super for domestic market and Lambretta for overseas market. It added one more wheel to its product range and introduced three wheelers under the brand name of VIKRAM/LAMBRO. However, in 1997, strategically, the company discontinued its twowheeler production and concentrated only on manufacturing and marketing of 3 wheelers. These three wheelers have become more relevant in the present socio-economic environment as it transports goods and passengers at least cost.

The company has its own marketing network of Regional Sales Offices all over India, catering to customers requirements in the areas of sales and services.

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The organisation has various departments to perform different activities competently. SIL has an organised system to control different activities. Personnel & administration department looks after the employees welfare, medical benefits, conveyance facilities, maintains their personal records and controls their regularity. It also take care of the security for the organisation. Marketing & services department looks after the marketing of the products, provide services to the customer and regulates the activities in its various regional offices.

Materials controls the purchasing of the raw material, keep an eye on the cost of the material in the market, store the different materials and products and establishes a company-vendor relationship. Workshop manufacture different products in steps in different lines. Design & development is the prime creative unit for the organisation. It brings out some brilliant design with modern technologies. Finance & accounts section keeps track on the financial growth and the maintenance of various types of accounts.

Scooters India Limited makes various & versatile types of three wheelers: Vikram 450D,Vikram 410G, Vikram 600G, Vikram 750D,Vikram 750D(WC), Vikram EV.

The products have a high payload capacity and efficiency. These are specially designed and developed for local transportation. However, the generation of Vikram run successfully in different countries also. Our product is very demanding in various countries all over the world .

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Germany, Italy, Sudan, Nigeria, Nepal, Bangladesh are few of the countries. For product details click on the product options.

A premiere product from the family of "Vikram" vehicles. It is sturdy, highly fuel efficient, easily main being used as bread earner for many families .

Application :Passenger Carrier, Load Carrier, Delivery Van etc.

specifications

Engine 4 Stroke, Single Cylinder Diesel Engine ; Air Cooled / Water Cooled Fuel Diesel Displacement 395cc Bore 86mm Stroke 68mm Maximum Power 5.51KW @ 3600 rpm Maximum Torque 16.7Nm @ 2200-2800 rpm Compression Ratio 18 : 1

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Recommended 990 kgs G.V.W 625 kgs for Passenger Carrier, 320 Kg Kerb Wt. for Goods Carrier Wheel Track 1168 mm Wheel Base 1950 mm Ground Clearence 140 mm Tyre Size 4.5 x 10 " , 8 ply Steering Sterring Wheel and Handle Bar Hydrualic brakes for simultaneous Brakes action on all 3 wheels Front coil spring with hydraulic Suspension damper . Rear leaf spring with hydraulic damper. Gear Box Constant mesh type ; Four forward and one reverse gear. Clutch Wet Type Starting Electric Start Maximum Speed 483 Km / Hour Fuel Tank Capacity 10 Ltr Sitting Capacity For Passenger Carrier - Driver + 3

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Passenger For Goods Carrier - Driver + 1 Pickup / Delivery Van, Garbage Carrier , Sewage Cleaning, Poultry / Applications Milk Van, Gas Cylinder / Bottle

Carrier, Postal Van etc. Click here to see applications details.

Based on Italian design, improved with English, American & Japanese technology to suit rough roads an

cabin, electronic ignition, turn signal indicators, wind screens wiper, rear view mirror, speedometer, indic

specifications

Engine 2 Stroke, Single Cylinder air cooled Bore 66mm Stroke 58mm Displacement 198cc Output 9.8 BHP Maximum RPM 4800

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Maximum Speed 55 2 km/hr Fuel CNG Gas By means of electronics device and Ignition HT coil fed by specify fly wheel magneto Multiple plate oil immersed wet type Clutch clutch arrangement Constant mesh type 4 forward and Gear Box one reverse gear. Wheel Tracks 1168 mm. Wheel Base 1864 mm. Fuel Tank CNG Cylinder of 22.5ltr and petrol Capacity tank of 3ltr for limphome only Recommended 975 Kgs. G.V.W. Pay Load Capacity 550 Kgs. Lighting & Single head lamp, centrally located, Signaling 12V 35W with front & rear turn signals, parking and brake stop lights. Steering Handle bar. Brakes Hydraulic brakes for simultaneous

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action on all 3 wheels. Suspension Front coil spring with hydraulic damper. Rear leaf spring with hydraulic damper. Starting Kick start Applications Delivery, Sewage Cleaning Poultry, Milk Van, Bottle carrier Click here to see applications details.

Scooters India Limited is the one and only organistion to bring the revolution in the automobile field by designing and developing this Electric Maestro. In this age of pollution this electric vehicle is exceptionally pollution free as it is totally working on 12 batteries. It has stylish and bold masculine bodyline which makes it a different and attractive looks from others. The design is based on the concept " Man maximum Machine minimum " that allows spacious interior having ample space for entire family. This three wheeler has been launched on trial basis in the heart of Lucknow & Delhi. Successfully. For product details click on the product options

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specifications

Vehicle Model Vehicle Type Seating Capacity Wheel base Wheel track Length Width Height Ground clearance Turning radius

Vikram EV Electrical Three Wheeler 7 Passenger & Driver 2270 mm 1316 mm (rear) 3179 mm 1480 mm 1885 mm 140 mm 3.5 mts.

Maximum Gradebility 12 % Body type Frame type Suspension FRP Welded channel steel space frame Front trailing link Rear under slung type with semi elliptical leaf spring & hydraulic shock absorber Tyre Size Brakes No. of batteries 4.5 x 10" 8 ply Dual circuit hydraulic drum brake Twelve 12 volts rechargeable

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Charging time Total distance covered by single charging

6-8 hrs for 100% charging 80 Km.@30-35km/hr

Lambretta

From Wikipedia, the free encyclopedia For other uses, see Lambretta (disambiguation). This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (June 2008)

Lambretta

The World's Finest Scooter

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Industry

Scooter

Fate

bought and closed by BLMC

Successor(s)

Scooters India Ltd

Founded

1947

Defunct

1972

Headquarters

Milan, Italy

Key people

Ferdinando Innocenti

Products

Lambretta and Lambro

Parent

Innocenti

Website

www.lambrettainternational.com

Lambretta was a line of motor scooters originally manufactured in Milan, Italy by Innocenti. In 1972, the Indian government bought the Milanese factory and the rights to the Lambretta name, creating Scooters India Limited (SIL). Today, the Innocenti brand name rights are owned by Fiatwhereas the oldest Lambretta and Lambro trademark registrations worldwide are owned by Lambretta Consortium.[1] Lambretta scooters were also manufactured under licence by Fenwick in France, NSU in

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Germany, Serveta in Spain, API in India, Yulon in Taiwan, Pasco in Brazil, Auteco in Colombia and Siambretta in Argentina. History In 1922, Ferdinando Innocenti of Pescia built a steel-tubing factory in Rome. In 1931, he took the business to Milan where he built a larger factory producing seamless steel tubing and employing about 6,000. During the Second World War, the factory was heavily bombed and destroyed. It is said that surveying the ruins, Innocenti saw the future of cheap, private transport and decided to produce a motor scooter competing on cost and weather protection against the ubiquitous motorcycle. Concept The main stimulus for the design style of the Lambretta and Vespa dates back to PreWWII Cushman scooters made in Nebraska, USA. These olive green scooters were in Italy in large numbers, ordered originally by the US military as field transport for the Paratroops and Marines. The US military had used them to get around German defence tactics of destroying roads and bridges in theDolomites (a section of the Alps) and the Austrian border areas. Aeronautical engineer General Corradino D'Ascanio, responsible for the design and construction of the first modern helicopter by Agusta, was given the job by Ferdinando Innocenti of designing a simple, robust and affordable vehicle. It had to be easy to drive for both men and women, be able to carry a passenger and not get its driver's clothes soiled. The design
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D'Ascanio, who hated motorbikes, designed a revolutionary vehicle. It was built on a spar frame with a handlebar gear change and the engine mounted directly onto the rear wheel. The front protection "shield" kept the rider dry and clean in comparison to the open front end on motorcycles. The pass-through leg area design was geared towards women, as wearing dresses or skirts made riding conventional motorcycles a challenge. The front fork, like an aircraft's landing gear, allowed for easy wheel changing. The internal mesh transmission eliminated the standard motorcycle chain, a source of oil and dirt. This basic design allowed a series of features to be deployed on the frame which would later allow quick development of new models. However General D'Ascanio fell out with Innocenti, who rather than a moulded and beaten spar frame wanted to produce his frame from rolled tubing, allowing him to revive both parts of his prewar company. General D'Ascanio disassociated himself from Innocenti and took his design to Enrico Piaggio who produced the sparframed Vespa from 1946 on. The final design of the Lambretta was done by aeronautical engineers Cesare Pallavicino and Pier Luigi Torre. Pallavicino had been Technical Director at the Caproni airplane factory during WWII before working on the Lambretta design. Torre was an engine designer at Italo Balbo's Idros; he designed the engine and organized Innocenti's factory for mass production.[2][3][4]

Into production

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Innocenti Lambretta 125 Taking a year longer to produce, the 1947 Lambretta featured a rear pillion seat for a passenger or optionally a storage compartment. The original front protection "shield" was a flat piece of aero metal; later this developed in to a twin skin to allow additional storage on the 'back of'/behind the front shield, similar to the glove compartment in a car. The fuel cap was underneath the (hinged) seat which saved the cost of an additional lock on the fuel cap or need for additional metal work on the smooth skin. Deriving the name Lambretta from the small river Lambro in Milan, which ran near to the factory, Innocenti started production of Lambretta scooters in 1947 - the year after Piaggio started production of its Vespa models. Lambrettas were manufactured under licence in Argentina, Brazil, Chile, Colombia, India and Spain, sometimes under other names but always to a recognizable design (e.g. Siambretta in South America and Serveta in Spain). BLMC closure of Innocenti As wealth increased in Western Europe in the late 1960s, the demand for motor scooters fell as the small car became available to more people and Lambretta started to struggle financially as did parent Innocenti. The British Leyland Motor Corporation took
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advantage of Innocenti's financial difficulties as well as their production and engineering expertise and contracted Innocenti to produce cars under licence from BLMC. The Innocenti Mini used the mechanical components of the original but was in many ways superior to it. Innocenti/Lambretta was eventually sold to BLMC. Unfortunately, lack of foresight had caused BLMC to join a fashion trend that was ending rapidly. Long industrial strikes in BLMC ensued; motor-scooter sales took a nosedive, and both Innocenti and Lambretta shut up shop in 1972. India

Automobile Products of India / Scooters India Ltd

Industry

Scooter

Founded

1972

Headquarters Bombay / Lucknow, India

Products

Lambretta, Lamby, Vijay, Vikram, Lambro

Website

www.scootersindia.com

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The Indian government bought the factory for essentially the same reasons that Ferdinando Innocenti had built it after the War. India was a country with poor infrastructure, economically not ready for small private cars yet with a demand for private transport. Automobile Products of India (API) began assembling Innocenti-built Lambretta scooters in India after independence in the 1950s beginning with 48 cc, Ld model, Li 1st series. They eventually acquired a licence to build the Li150 Series 2 model, which was sold under the Lambretta name until about 1976 and later on changed the name to Lamby for legal reasons. They also for sometime made and sold Lambretta TV 175 series under the name of Mac 175. Scooter India Ltd acquired the entire Innocenti Unit in 1972. API also built the trademark model [API-175] three-wheeler which was based on Innocenti's Lambro. API continued to build Lambretta-derived models until the 1990s but have been non-operational since 1993. In 1972, Scooters India Ltd. (SIL) a state-run enterprise based in Lucknow, Uttar Pradesh, bought the entire Lambretta manufacturing and trademark rights. Former Innocenti employees were used to set up an Indian factory as all the manuals and machinery instructions were in Italian. The first scooter built was the Vijay Delux/DL, which was badged the Lambretta GP150 in export markets. This was later enhanced to become the Vijay Super. Further improvements were made in the final years of production by incorporating a contemporary Japanese CDI unit and an advanced front suspension. SIL also distributed complete knock downs that were assembled in different parts of India and sold as the Allwyn Pusphak, Falcon, and Kesri. These were of a lower

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quality than the SIL produced models and sometimes incorporated significant styling changes. SIL production seems to have peaked during the financial year 1980-1981, with around 35,000 scooters being built. However by 1987 this had dropped to around 4,500 units with production finally ceasing in 1997. As of 2011, SIL's production now centres on the Vikram 3-wheeler, powered by the Lambretta engine. SIL also produces limited spares for the GP/DL range of scooters.[5] [6] Current production In 2010 Lambretta returned to 125 Grand Prix racing in order to gain publicity for its new range of scooters.[7] This was the LN range, launched in 2011, with styling inspired by earlier models. These scooters are assembled in Taiwan by SYM Motors and use their single-cylinder 'twist and go' engine and transmission unit. However, the scooter's steel body panels are manufactured in Italy.[8] Legacy There are still clubs across the world, both national and local clubs, devoted to the Lambretta scooter. The clubs still participate and organize ride outs and rallies which regularly take place during weekends over the summer months and have high attendance, some rallies achieve 2,500 paying rally goers. Across the UK there are many privately owned scooter shops which deal with everything Lambretta, from sales, services, parts, tuning, performance and complete nut and bolt restorations.

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In Brazil, lambreta is used as a synonym for scooter, being listed at the Novo Dicionrio da Lngua Portuguesa, one of the countrys main dictionaries, as a noum/substantive. The small village of Rodano, near Milan, hosts the biggest Lambretta museum in Europe and the Innocenti archives. In the collection are also several non-Lambretta scooters, including some first models from the 1910s and US Army scooters parachuted over Normandy in 1944. In Weston-super-Mare, England, there is a Lambretta Scooter Museum which houses a total of 61 Lambretta models - at least one from each year between October 1947 through to May 1971. It also houses a large amount of Lambretta memorabilia. This museum and collection was sold in early 2007 and re-opened on 8 August 2008 following refurbishment. In 1997 the UK-based Lambretta Clothing brand of clothing and accessories was founded. Construction and models

This section may contain original research. Please improve it by verifying the claims made and adding inline citations. Statements consisting only of original research may be removed. (November 2012) Like Vespas of the day, Lambrettas had three or four gears and two-stroke engines with capacities ranging from 49 cc to 198 cc. Most two-stroke engines require a mixture of oil with the gasoline in order to lubricate the piston and cylinder.

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Unlike the Vespa, which was built with a unibody chassis pressed from sheets of steel, Lambrettas were based around a more rigid tubular frame, although the "J" series model produced from 1964 through 1971 did have a monocoque body. Early versions were available in "closed", with fully covered mechanicals or "open", with minimal panels and thus looking like an unusual motorcycle. The model A and model B were only available in "open" style. The D models were noted for their torsion-bar rear suspension; at its peak, the D model outsold all other two-wheeled vehicles combined. (For the latter, see Ruth Orkin's famous photograph American Girl in Italy.) The much greater success of the "closed" version confirmed that riders wanted protection from the weather and a clean-looking machine. Along with the Vespa, Lambretta was an iconic vehicle of the 1950s and 1960s when they became the adopted vehicle of choice for the UK youth-culture known as Mods. The character Jimmy from the influential scooter movie Quadrophenia rode a Lambretta Li 150 Series 3. Of the 1960s models, the TV (Turismo Veloce), the Special (125 and 150), the SX (Special X) and the GP (Grand Prix) are generally considered the most desirable due to their increased performance and refined look; the "matte black" fittings on the GP model are said to have influenced European car designs throughout the 1970s. These three models came with a front disc brake made by Campagnolo. The TV was the world's first production two-wheeled vehicle with a front disc brake.

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Lambretta Luna Range designed by Bertone As the race to be the first person on the moon gathered pace, Innocenti's new model was launched, the Luna range (Luna meaning "moon", in Italian). The machines looked very advanced for their day, reverting back to the open frame style of the much admired "D" types, and although sales were slow to start with, racing success from grass-tracking to circuit-racing soon made them a sales success. Designed by Bertone Innocenti wanted a small frame and engine Lambretta that could be sold alongside the larger models. The frame had a tubular-steel front end, with bolt-on leg shields, and a monocoque pressedsteel rear frame. Lambrettas have attracted an eclectic following of "revival" Mods, collectors, scooterists, cutdown enthusiasts, and even racers. Vespa and Lambrettas both can be converted to fun and relatively fast machines with little (but relatively expensive) modification. Many owners customize these scooters with elaborate customizations and paintwork and attend well-organised scooter rallies. The Lambretta has benefitted from advances in technology in the motorcycle world. To boost performance some owners have fitted aftermarket cylinders and crankshafts that increase the swept volume to as much as 250 cc. Common modifications include a Nikasil plated aluminium barrel with
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radical porting, large Dell'Orto or Mikuni carburettors and bespokeexpansion chambers. Hydraulic disc brakes in the front are becoming common on the more highly tuned machines, as are hydraulic clutches and rear brakes. Modern lowprofile tyres greatly improve handling, as do uprated front and rear suspension units. Timeline of models

Model A, 19471948 Model B, 19481950 Model C/LC, 19501951 Model D, 19511957 Model LD, 19511958 Model E, 19531954 Model F, 19541955 TV Series 1, 19571959 Li Series 1, 19581959 Li Series 2, 19591961 TV Series 2, 19591962 Li Series 3, 19611967 TV/GT Range, 19621965 Li Special, 19631969 J Range, 19641971 SX Range, 19661969 Lui/Vega/Cometa, 19681970
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GP/DL Range, 19691971 (Italy) GP/DL, 19721998 (India)

Source: Den Of The Lambretta, Buyers Guide[9]

Original Lambretta Design by Cesare Pallavicino

Innocenti Lambretta

Lambretta 150 ld

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GP200 clean look

Lambretta new look

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HR OPERATION
In the ideal world, employees would love their jobs, like their coworkers, work hard for their employers, get paid well for their work, have ample chances for advancement, and flexible schedules so they could attend to personal or family needs when necessary and never leave. But then there's the real world. And in the real world, employees do leave, either because they want more money, hate the working conditions, hate their coworkers, want a change, or because their spouse gets a dream job in another state, thus adding to their company HR OPERATION rate.

While an employees leaving the job is considered HR OPERATION by one organization, it is looked at as talent acquisition by the new organization and to the individual it means a career move, economic growth and enhanced quality of life/convenience or closeness to family etc. Hence, what is a problem for one may be an opportunity for another.

In simple words, HR OPERATION can be defined as "A reduction in the

number of employees through retirement, resignation or death. The HR OPERATION rate is "the rate of shrinkage in size or number".

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In terms of numbers, HR OPERATION rate means:

Total Number of Resigns per month (Whether voluntary or forced) divided by (Total Number of employees at the beginning of the month plus total number of new joinees minus total number of resignations) multiplied by 100.

( * ( )+

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VARIOUS FACTORS AFFECTING HR OPERATION RATE

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1. INDIVIDUAL FACTORS
Ambitions or Career Aspirations: It is but natural in a growing society and growing economy that employees at all levels aspire to build their career. There are economic aspirations, professional aspirations, family aspirations and all kinds of aspirations and ambitions that affect a persons desire to move. It is rare not to have such career aspirations. In the past, organizations grew at a pace and stability and individuals mostly saw their career in the current organization and stuck to the same. It is better to appreciate the growth and mobility and movement of the mind and take HR OPERATION as a natural phenomenon than to be agitated about it and have sleepless nights.

Comparisons and Equity Considerations: Comparisons with from age group, organization, first job, city, etc. there are numerous dimensions on which similarities can be picked up and compared. Individuals today are flooded with such comparisons. Business magazines, compensation surveys by consultants and companies have only aggravated this situation and enhanced comparisons.

Parental and family mobility; Sometimes the desire to be with the family also pushes the person to move. Need for being close with the family, spouse, children, parents etc. at different stages of ones life to fulfill different types of affiliation prompts a few people to leave their job and move from one city to another.

Personality factors: Some people have a high need for variety. They get bored and fatigued easily. Some people are constantly searching and seeking. They are highly ambitious and restless. They are highly achievement driven and want to achieve new

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heights in the shortest time. Some may have a different motivation or value profile which may not be matched by the current job or the company and hence the decision to leave.

2. ORGANISATIONAL FACTORS
Job related factors: The job related factors that cause the decision to leave are many these include the following: 1. Inability to use ones competencies 2. Lack of challenge 3. Boss and his style of working 4. Lack of scope for growth in terms of position salary, status and other factors 5. Role clarity 6. Job Stress or role stress or role stagnation 7. Lack of independence or freedom and autonomy 8. Lack of learning opportunities 9. Lack of excitement and innovation, novelty etc. in the job

These factors may be intrinsic and job related or extrinsic and job related or job chemistry related. Intrinsic factors are the factors related to the characteristic of the job. These are in plenty in BPOs where the work conditions (night work, work at odd hours, the nature of clients to deal with, etc) pose difficulties.

Extrinsic factors are factors like role clarity, independence and autonomy, bad boss, wrong chemistry of the team, work conditions that can be changed easily,

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lack of respect shown to the individuals, etc. A large number of the extrinsic factors can be controlled.

Economic Factors: This deals with the aspirations in relation to salary and perks, housing, quality of living, need for savings etc.

In addition to these there could be many other factors that affect decisions: Mobility of partner Fatigue Family reasons like having to look after old parents Closeness to kith and kin, education of children etc.

Factors affecting Individual decision to leave:

The factors can be classified as the following:

1. Individual related factors 2. Role or job related factors 3. Organization related factors 4. Professional factors 5. Societal factors including Peer pressure factors and socio-economic environment related factors.

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STRATEGIES FOR CONTROLLING HR OPERATION

Some of the Potential methods of managing retention and employee engagement or skill utilization include the following:

First finding out the Source of hr operation- where and why?

Any method of controlling hr operation or increasing retention should be based on a good understanding of the factors leading to hr operation. The factors may sometimes be very simple and could be revealed by an examination of the statistical data compiled by the organization. The statistical data could answer simple questions like the following: Where is the hr operation occurring?

Is it more in males than females? What levels? Is there anything in common among those who leave? Is it related to some disciplines or people from a particular region or linguistic group? Is it more among candidates from certain colleges or institutions? Age groups? Etc. Simple demographic analysis among those who leave could reveal some insights.

Once the source/cause of hr operation is identified, solving the problem becomes relatively easy. At least the organization can then determine if any internal interventions will help to reduce hr operation. Some of the possible interventions that could help in enhancing retention are as follows:

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Compensation, Financial restructuring and New Incentive schemes- It

including salary and perks restructuring etc. introducing small recognition schemes may go a long way.

Organizations use most of the time compensation surveys and hike up the salaries. The tendency to use Golden handcuffs with deferred compensation, investment options etc. are useful. However in a competitive world often they artificially hike up the salaries as the recruiters also work out mechanisms of buying out such handcuffed people at any cost. Hot skills premium is paid by some companies for those who have crucial skills in short supply.

Audits and surveys by themselves are not solutions to the issue. Sometimes they could raise the hopes of an individual. In any case they are at best diagnostic tools and unless they are followed up by visible actions they may also set some amount of cynicism.

Celebrations and Social and cultural Networks: In some of the surveys and
audits, it has been found that employees get a sense of belongingness if the organization encourages some form of social networks, cultural programs, team celebrations. These can be done with very little investments. By encouraging employees to have picnics, social gatherings, celebrations and festivals etc. we encourage some amount of social networking and sense of belongingness. Loyalty to colleagues can be thus made a significant retention force. New forums and methods need to be thought of to suit the requirements and chemistry of a given group.

Assimilation and Integration:

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Studies have linked the retention capacity of a firm to the induction and assimilation process. The new Economy industry and the need to be competitive require that the person needs to be inducted into the company even before he/she joins it . If the new employee joining at the top, joins the organization with full understanding of the culture, and the role he is supposed to handle, a lot of employee turn over can be contained.

Effects of losing a leader ripple throughout the organization.

Loss affects the organization's competitive position due to leadership vacuum Triggers turnover at other levels Creates loss of developmental and intellectual resources Disrupts and weakens customer relationships Employee turnover has a significant effect on companies bottom-line by inhibiting their ability to keep current customers, acquire new ones, increase productivity, and pursue growth opportunities

People dont quit companies. They quit bosses. Numerous studies have indicated the correlation between job satisfaction and direct supervisors and managers. According to new study 41% of high value employees who intend to leave their jobs are dissatisfied with their managers or supervisors.

The purpose of induction and assimilation therefore is to ensure that leaders will adapt and become full contributors in the new organization faster, better and with fewer destabilizing effects to the individual and the organization. A successful assimilation is one in which both the individual and the organization are

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transformed for the better and are able to leverage each others strengths to achieve mutually beneficial goals. The individual and the organization need to treat together for this purpose.

Assimilation is both fluid and dynamic. It can be influenced by different factors at different points of time of the organizational life cycle. New leaders are most likely to leave when they lack support they need to their best work. HR OPERATION is usually the result of not being able to contribute what they were hired to make. They are most likely to stay if Effective assimilation strategy:

Acknowledges difficulties of entry into a new organizations Legitimize an individuals adjustment period Builds in multifaceted supporting mechanisms (peer support, tips on bridging organizational knowledge, and learning gaps) to assist the new leader through the process

Assimilation savvy organizations should:

Focus on assimilation as a tool for retention and leaderships strategy Have a formal system and program of assimilation Use coaches for assimilation Use HR for assimilation process

People join an industry that is perceived as leader but stay only if they meet intellectual and emotional needs.

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Coaching services: With increased competition and scope for career enhancement the
world of executives is becoming a busy world. It is a world of work pressures, competition. Organizations pay more and put pressures on employees to perform as they need to get their ROI on CTC. The young manager is busy proving to his company that he can make a difference and serves what he is being paid. There is no time for family and self. This is resulting in increased stress and frustration. In such a situation making available mentors, coaches and guides will go a long way in helping the individuals get the right type of counseling and advice. Such advise with a group of mentors and experienced counselors could go a long way in helping employee get realistic picture of what he is likely to get or dont get from the change he makes.

Employee Engagement: The best way to retain is to provide work motivation.

Challenge, job satisfaction, treating the employee with significance, being sensitive to his needs, making the organization predictable with systems and practices that are not bent or changed to accommodate any individual at any time etc. may help retention. When employees are adequately engaged and care is taken to see that they enjoy their job and their families are taken good care of and adequate social and financial security is provided retention goes up on its own. There is no substitute for an engaging company with a secure and protective atmosphere. There are many examples of HR practices that have been found to engage employees. Providing periodic training, learning opportunities, freedom and autonomy at the work place, recognition of contributions, supportive boss, etc. will make a lot of difference in enhancing retention rates. They feel a deep commitment and affiliation to an organization.

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Market Driven Approach: A sophisticated planning model that enables business

managers to develop highly targeted retention programs that create cost-effective contingency plans for filling potential gaps in skills. Companies have begun to assess how long the organization would like the employees to stay on board. They decide those whom the company wants to have indefinitely, those who should be there for a shorter period and those on whom retention investments dont make any sense. Then they use a number of mechanisms depending on the categories of employees.

Job Design: This method involves assessment of which tasks to be included in what
jobs. Designing the jobs for specified periods of time is another way of managing retention. If a person is appointed for a period of three years and the organization is prepared for the same and the employee is also prepared part of the issue is resolved.

Change of Styles through 360 Degree Feedback and Internal Customer satisfaction Surveys: Sometimes the style of manager may be responsible for
employees in certain departments to leave. With supportive managers and Head of departments employees think several times before they leave. Some managers may not realize that their coercive style, excessive task centeredness, and the way they assign tasks including the clarity with which they give instructions, respect etc to employees have tremendous impact on their staying with the company. By recognizing the roles they play and the styles they exhibit and seeing the impact they are making senior managers can at least reduce the push factors for HR OPERATION.

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Other Methods:
Start with recruitment. Dont recruit those people who will be the most difficult to retain. Pay attention to this aspect from recruitment stage itself. Adapt to HR OPERATION. HR OPERATION is the order of the day. Market forces are too strong. Focus on what you can change. Dont focus on what you cant change and lose your sleep. Simplify and standardize jobs and use multi-skilling to help meet any contingencies. Focus on retaining intellectual capital even when employees leave. Think of appropriate mechanisms and build organizational memories and knowledge systems to retain talent and intellectual capital. Cooperate with competitors. Form clubs and associations.

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Steps To Retain The Employees

There are certain commonly applied rules by which an organization tries to retain their employees:

Step 1: Identification is to identify the key performers in organizations. This could

be done by the 'list' method where each department in the organization maintains a consolidated list of doers where critical people are identified and focus is on them for retention.

Step 2: Performance appraisal system: After identifying future leaders, an

organization must make sure that it provides them the required room for growth. An efficient performance appraisal system indicates to employees that the organization values them and wants to retain them. A key factor to be kept in mind, while devising an effective appraisal system is the involvement of a broad section of people at the time of evaluation.

Step 3: Performance measurement System: Besides an efficient performance

appraisal system, motivational tools play an important role in the retention of key

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performers in an organization. The parameters determining performance indicators should be clearly defined and measurable leaving no scope for ambiguity.

Step 4: Reward system: Finally, to retain critical performers, an organization needs

to devise a reward system that is linked to the performance appraisal system. The key factor here is that organization should deliver on the commitment made to the employees

Step 5: Compensation, Financial restructuring and New Incentive schemes- including Salary and perks restructuring, etc. In this system all employees
received a performance linked pay at the end of the year depending on the company performance (financial), departmental performance and individual performance. Combining all the three performance parameters it was possible to get as much as a years salary depending on the financial performance of the company. Introducing small recognition schemes may go a long way.

Step 6: ESS and OC interventions: Organizational climate and employee

satisfaction surveys help in indicating the factors affecting HR OPERATION and help organizations take corrective action. In the case of one manufacturing company a climate survey revealed the lack of schooling facilities, commuting facilities to a nearby town; schooling facilities could improve the tenure of its employees. In another study the technological innovations were found to create tension and resulting is decisions to leave in fresh and junior levels of management.
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RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY
Research methodology is a way to scientifically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods / techniques but also the methodology. It defines what the activity of research is, how to proceed, how to measure progress, and what constitutes success. It helps to understand not only the products of scientific inquiry but the process itself. It aims to describe and analyze methods, throw light on their limitations and resources, clarify their presuppositions and consequences, relating their potentialities the twilight zone at the frontier of knowledge.

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BENEFIT OF RESEARCH METHODOLOGY:

Advancement of wealth of human knowledge. Tools of Trade to carry out research; provide tools to looks at thing s in life objectively. Develops a critical and scientific attitude, disciplined thinking or a bent of mind to observe objectivity (scientific deduction and inductive thinking); skills of research will pay off in long term particularly in the age of information(or too often of misinformation) Enriches practitioner and his practices; Provides chance to study a subject in depth; Enable us to make intelligent decisions; Understand the material which no other kind of work can match. Doing research is the best way to learn to read and think critical

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Objectives of the Research

The main objective of the research is to study the t & d procedures adapt by the Organization to fulfill the goal of the company, connection with various services provided by the other International country. 1- The level of satisfaction of the employees by Training & Development process. 2-The kind of relationship developed by the organization with their employees for career advancement. 3- The kind of facilities in terms of Training & Development provides by the Organization to their employees. 4- To study about the overall performance of the team members. 5- To identify the various aspect of the training need.

The above information is to be collected in order to help the Organization management under the t & d department.

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Research Design
The formidable problem that follows task of defining the research problem is the preparation of the research project, popularly known as the research design The research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The study used a Descriptive Research design for the purpose of getting an insight over the issue. Descriptive research design includes survey & fact finding inquiries of different kinds. The major purpose of descriptive research is description of state of affairs as it exists at present.

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Method of data collection:

This research work, questionnaires and interview method were used to collect the information. Discussions were held with some of the managers & other staff members. The complete data has been collected from primary and secondary sources:

Primary data:
Questionnaire method was adopted for collecting information from the employees of about their opinion and survey was done in order to find out the overall performance of the Organization and the level of satisfaction of the employees.

Secondary data:
Secondary data was collected through Organization profile, through websites on the internet, Books, newspaper, and informations provide by the Organization employees.

Sample Design
The study used a simple random sampling. A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample.

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1. How satisfied are you with this job?

Highly satisfied-60% Partially satisfied-20% Partially dissatisfied-15% Dissatisfied-5%

100 90 80 70 60 50 40 30 20 10 0 o Yes 95% o No

Series1

2. Do you see better opportunities in other organizations?

o o

Yes-80% No-20%

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100 90 80 70 60 50 40 30 20 10 0 o Yes 95% o No

Series1

3. Is there any factor which may act as a reason for you to change the job?

Financial reasons -55% Working conditions -15% Growth opportunities -20% Social factors -5% Any other (please specify)-5%

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100 90 80 70 60 50 40 30 20 10 0 o Yes 95% o No

Series1

4. Is your salary good enough to meet your financial needs?

Yes -55% No-45%

100 90 80 70 60 50 40 30 20 10 0 o Yes 95% o No

Series1

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5. What are your feelings about working environment around you?

o o o o o

Friendly & Cooperative -45% Monotonous & Boring -25% Enjoyable & Learning --30% Non-friendly & Non-cooperative -5% Any other (please specify)-5%

100 90 80 70 60 50 40 30 20 10 0 o Yes -95% o No Series1

6. Does your present job justify your educational qualifications?

o o

Yes No

-75% -25%

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100 90 80 70 60 50 40 30 20 10 0 o Yes -95% o No Series1

7. Reason which you would rate as most convincing for joining Organization?

Brand name Willing to work in AUTO sector Best available jobFamily reasons Salary & Facilities Any other (please specify)

-15% -35% -25% -20% -30% -0%

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Series1 Series2 Series3

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8. How your opinion has been changed about the organization from the time of joining till date?

o o o

Better than expected -65% As per expectation -25% Does not meet the expectation-10%

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Series1 Series2 Series3

9. Is your family happy with the job?

o o

Yes No

-85% -15%

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100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Series1 Series2 Series3

10. Do you feel secure with Organization regarding your future?

o o

Yes No

-95% -5%

100 90 80 70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 Series1 Series2 Series3

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Research Findings
i. 76% of the employees are averagely satisfied with their job while 14% and 10% are highly and partially satisfied respectively. ii. iii. 57% of the employees perceive better opportunities in other organizations. As per survey, financial reasons would act as a reason for them to change the job for 52% of employees. While 33%, 10% and 5% would change it for growth opportunities, working conditions and personal factors respectively. iv. 71% of the employees surveyed find their salary good enough to meet their financial needs. v. This graph shows that most of the employees barring only few find their working environment to be friendly & cooperative and enjoyable and learning. vi. 71% of the employees agree that their job is according to their educational qualifications. vii. For 48% employees, opinion about the organization is as per their expectation, 24% think that it is better than expectation. For rest 29%, it does not meet the expectation. viii. The families of 71% employees surveyed are happy with their job.

ix.

76% employees say that they dont get enough time for their life outside organization.
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x. xi.

57% of the employees surveyed feel safe with organization regarding their future. 62% employees experience that customers attitude towards them is most often good.

xii. xiii.

57% employees say that they get enough time to rest between their work. As per leaves most of the employees say that they get leaves as and when required.

xiv.

76% employees say that their peers are friendly and cooperative.19% say that they are non-friendly but cooperative. Rest 5% sat that they are non-friendly and non-cooperative.

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Suggestions And Recommendations

Communicate the company vision to the employees showing everyone the role they have and the contribution required by them. Treat employee as the most valuable client. Recognition in various forms is a powerful retention tool. Build mentoring relationships with people to strengthen their emotional ties with the organization. Celebrate longevity. The training programs should be such that each employee may know in advance what training they are put into, and the gap between two trainings should not be more. Job rotation should be done regularly as it will maintain a sense of interest and liveliness in the work, Some recreational games can be there for the employees in the store.

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Limitations
The research has several limitations in data collections phase in the study: Since the questionnaire involved the collections of responses from assistant, departments, manager and leaders on the reasons of their subordinate reliability of this reach was less as it proved to be perspective of secondary data Some of the team leader fear of giving responses pertaining to career growth as they felt that their information may reach to superiors. Time was the biggest constraint. As the figure and data of hr operation, given by the company involved staff transfers within the internal departments, the list had to be rechecked and worked with the store H.R. Since the HR. Manager of one of the branches had just five month experience he had difficulty in collecting the past records viz. As the headcount of varios departments in different months.

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CONCLUSION
After doing a survey on hr operation in Organization, it has found that most of the employees were satisfied with their current jobs. It has been concluded that barring only few, most of the employees think that working environment is friendly, cooperative, enjoyable and learning. Employees believe that their future is secure with organization. They have some issues but they also think that these can be overcome. So it can be concluded that most of the employees surveyed think that there is a scope for betterment in Organization.

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BIBLIOGRAPHY
I have taken reference of the following books, journals and websites to collect information related to my project work.

BOOKS: K.Ashwathappa: HRM & personnel management Deseller: Human Resource Management WEBSITES:
http://knol.google.com/k/kapil-goyal/future-group-company-profile/v3g9l6a52s3m/4# http://www.humanresourcesiq.com/talent-management/articles/the-laws-of-HR OPERATION-a-best-practice-on-retention/

http://www.humanreasourcestoday.co.uk/2010/05/19/5-ways-to-prevent-employeeHR OPERATION/

http://articles.timesofindia.indiatimes.com/2012-02-21/indiabusiness/31082301_1_future-group-multi-brand-retail-sector-food-bazaar

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QUESTIONNAIRE
1. How satisfied are you with this job? Highly satisfied Dissatisfied v Partially satisfied OK Partially dissatisfied

v 2. Do you see better v opportunities in other organizations? Yes v No

3. Is there any factor which may act as a reason for you to change the job? Financial reasons Social factors Working conditions Any other (please specify) Growth opportunities

4. Is your salary good enough to meet your financial needs? Yes No

5. What are your feelings about working environment around you (can tick one or more)? Friendly & Cooperative Monotonous & Boring Non-friendly & Non-cooperative Any other (please specify) 6. Does your present job justify your educational qualifications? Yes No Enjoyable & Learning

7. Reason which you would rate as most convincing for joining auto company? Brand name Family reasons Willing to work in FMCG sector Salary & Facilities Best available job

Any other (please specify)

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8. How your opinion has been changed about the organization from the time of joining till date? Better than expected expectation As per expectation Does not meet the

9. Is your family happy with the job? Yes No

10. Do you feel secure with Auto Company regarding your future? Yes No

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