ankur final report

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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 1

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Page 1: Ankur Final Report

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

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Chapter-1

Introduction

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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

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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:

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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).

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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.

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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

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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.

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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

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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.

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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

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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

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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

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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

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Singh were administered on each worker. Result indicate that there is significant

relationship between job involvement and need for achievement motivation and high

achieving person feel more involvement with their job as compared o low achieving

person.

Mishra and Wagh (2004) conducted a study and public and private sector executive

on job involvement dimension. Two groups of executives differ significant on mean

score. Further they pointed out that reward. Work culture & environment,

Challenging job delegation of authority & responsibility were found to be potential

factors for job involvement.

Mishra and shyam (2005) conducted a study to find out the relationship of social

support and job involvement in prison officers. Job involvement scale developed by

Kappor and Singh and serial support scale developed by Cohen ital. were

administered on a sample of 200 prison officers. The results showed that serial

support, and belonging support have significant positive relationship with job

involvement. stepwise multiple regression analysis suggest that overall serial support

is a significant predictor of job involvement his prison officers. The other predictors

are belonging, support, appraisal support and tangible support.

Allam (2007) conducted a study on bank employees and observed that personal

accomplishment one of the facets of job burnout was found significant related to job

involvement among the bank managers.

Ouyang (2009) conducted a study to explore the caused relationship among the job

uncertainty. Job involvement, job stress and job performance of banking service

personal under the economic depression. The empirical result of his study found that

job instability of banking service personnel has negative influence on job

performance and job involvement. Furthermore job instability has a significant

positive influence on job stress; job stress has a positive influence on job involvement

and job performance. The mediating effect of job stress and job involvement can

positively influence job performance the result further revealed that the most

important factor is job performance is job involvement and second factor is job stress.

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Chapter-2

Industry Profile

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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.

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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

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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.

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Factor favorable for Growth and Demand of Tractor

The phenomenon growth of tractor in respect years is mainly due to:

Timely wide spread monsoon throughout the country.

Increased revenue of farmers with the enhancement of procurement prices of crops.

Continuous support from the financial institution with the liberal financing for

purchasing of tractors and implements.

The production and sales of HMT vis-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

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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

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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

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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

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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.

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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,

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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.

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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

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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

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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

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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.

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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

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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.

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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.

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44

Chief General Manager

Managing Director

Board of Director

Page 45: Ankur Final Report

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

Page 46: Ankur Final Report

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

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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

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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 

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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

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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

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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

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Chapter-3

Research Methodology

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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.

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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.

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Chapter-4

Analysis of Data

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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

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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

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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

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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

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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

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

0

5

10

15

20

25

30

35

40

SA A N D SD

Series1

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Chapter-5

Conclusion

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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.

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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

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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

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Chapter-6

Limitations

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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.

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Chapter-7

Suggestions

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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

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(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

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(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

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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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Allam,Z.(2002). A study of job involvement among Bank employees as related to job anxiety, personality characteristics and job burnout. Unpublished doctoral thesis, Department of Psychology, Aligarh Muslim University, Aligarh.

Allam,Z.(2007). A study of relationship of job burnout and job anxiety with job involvement among bank employees. Management and labour studies. 32(1),pp-136-145.

Aminabhavi, V.A. and Dharanendraih, A.S.(1997). A study of the factor contributing to job involvement of professional. Indian journal of Psychometry and Education. 28(2),pp.109-112.

Aminabhavi ,V.A.(1996). Quality of life of professionals in relation to their job involvement and socio-cultural background. Paper presented in 1st Asian and 32nd  Annual Conference of IAAP at Aligarh.

Ashok,R.(2002). Employee commitment. Human Captial. 5(8),20-22.

Barkat,S.A.;Shah,S.A.,& Parveen(1999). Employee skill, job involvement and work performance. Indian Journal of Psychometry and Education.30(1),pp.57-60.

Bhatt,D.J.(1997). Job stress, job involvement and job satisfaction of teachers: A correlational study. Indian Journal of psychometry and Education.28(2),pp.87-94.

Biswas,U.N.(1998). Life style stressors, organizational commitments, job involvement and perceived organizational effectiveness across job levels. Indian Journal of Industrial Relations. 34(1),pp.55-72.

Daftuar, C.N. and Anjali(1997). Occupational stress, organizational commitment and job involvement in Sattva Rajas and Tamas personality types. Journal of The Indian Academy of Applied Psychology.15(1-2).pp.44-52.

Dubin,R.(1956). Industrial workers' world: A study of central life interest of industrial workers'. Social Problems.3,pp.131-142.

Durkheim, E.(1983). De La division du travial social Paris:F.Alcan.

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Jaswant,V., and Naveen,K.(1997). Job stress and job involvement among bank employees. Indian Journal of Applied Psychology.34(2),pp.33-38.

Joshi,G.(1998). Job satisfaction, job involvement and work involvement among the employees of private and public sectors. Psychological Studies. 43(3),pp.85-90.

Joshi, G.(1999). Job satisfaction, job and work involvement among industrial employees:A correlational study. Journal of Indian Academy of Applied Psychology.25(1-2),pp.79-82.

Lodhal,T.M.& Kejner,M.(1965). The definition and measurement of job involvement. Journal of Applied Psychology.49(1).pp.24-33.

Mishra,A.K.,& Wagh,A.(2004). A comparative study of job involvement among business executives . Indian Journal of Training and Development.34(2),pp.79-84.

Mishra,P.C.& Gupta,J.(1995). Employees morale as a factor related to the job performance of blue collar industrial workers. Paper abstracted in proceedings of the 82nd session of the ISCA Calcutta.

Naaz,H.(1999). Job characteristics and demographic variables predictor of job involvement of textile mill workers. Journal of Indian Academy of Applied Psychology. 25(1-2), pp.75-78.

Patel,M.K.(1999). A study of impact of age on job involvement and organizational commitment of Nationalized and Co-operative bank employees. Journal of Indian Academy of Applied Psychology.25(1-2),pp.65-70.

Srivastava,S.K.(2001). Job involvement and mental health among executive and supervisors. Journal of Community Guidance.18(3),pp.365-372.

Venakatachalam,J.,& Reddy,K.S.(1996). Impact of job level and job tenure on work involvement, job involvement and job satisfaction in different organizations. Human Relations.pp.76-81.

Venakatachalam,J., Reddy,K.S.,& Samullah,S.(1998). Effect of job level and organizational identity on job involvement and job satisfaction: A study of different organizations. Management and Labour Stidies. 23(3),pp.421-427.

Yadav,V.S.,& Halyal,P.S.(1999). Job involvement and family involvement as determinants of job satisfaction and marital satisfaction. Journal of Community Guidance.16(3),pp.291-304.

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