SUMMER TRAINNING REPORT ON ORGANIZATIONAL STUDY OFUMIYAJI BRASS PART AND RESEARCH ON TRADING PARTTERN OF INVESTORS IN COMMODITY MARKET

SUBMITTED BY DEVEN SHETHIYA MBA SEM-II ENROLLMENT NO.:- 107700592011

GUIDED BY PROF. BISWAS CHATTRJEE

ACADEMIC YEAR 2011-2013

SUBMITTED TO JAYSUKHLAL VADHAR INSTUTUTE OF MANAGEMENT STUDIES BIPIN T. VADHAR COLLEGE OF MANAGEMENT JAMNAGAR

AFFILIATED TO

GUJARAT TECHNOLOGICAL UNIVERSITY

PREFACE

A practical knowledge in a students life is very important. It helps a student to know the real life situation and problem of life. Same is the case with the corporate world.

Theoretical knowledge is very much needed but practical knowledge is equally or even more important. This practical knowledge is given to a student in a form of training and sometimes theoretical knowledge too is being imparted as information or knowledge sharing.

Training helps a student to interact with the experienced people of the corporate world and hence learn more from them. The student learns how to apply the theoretical knowledge in practice.

Being a student of JVIMS, JAMNAGAR it was a very valuable and memorable experience at UMIYAJI BRASS PART, JAMNAGAR learnt the management subjects. I practical, I came across to various day to day activities of Finance department in the organization. This wonderful experience has given me a new light to what I had studied.

DECLARATION

I undersigned, DEVEN SHETHIYA, a student of MBA 2nd semester declare that I have prepared this project report on Organizational Study of UMIYAJI BRASS PART&Research on training & Development In Jamnagar under supervision of Mr.Valamjibhai (Umiyaji Brass Part) and Viswas Sir of JVIMS.

I also declare that this project report has been produced by me only and not copied from anywhere else.

__________ Student's Name: DEVEN SHETHIYA

ACKNOWLEDGEMENT

During the industrial training at UMIYAJI BRASS PART and while preparing this report many known and unknown factors have directly and indirectly helped me a lot.

I am extremely thankful to the Dy.Director Dr. AJAY SHAH and Professor of our MBA Department BISWAS SIR and Co-faculty members for granting me the permission for Industrial Training. I express my deep sense of gratitude to him for guiding me to make this project report. I am especially thankful to Mr. Valamji Bhai for guiding me during the training at UMIYAJI BRASS PART and gave me all the necessary information.

I am most thankful to my parents who have sent me to JVIMS Jamnagar for studying MBA and with whose blessing I am able to complete my training and project report successfully.

PLACE: JAMNAGAR DATE:

Yours faithfully, DEVEN SHETHIYA MBA SEM II

EXECUTIVE SUMMARY
I have taken training at UMIYAJ BRASS PARTS. As per my view it is working efficiently. It is speedily going to take first place among the private players. I have done organizational study and each department of the Company is working very efficiently. UMIYAJ BRASS PARTS is having financial background from the Nationalized bank. The bank provides total financial support. Every financial transaction is carried out by the effective way so the company does not face any problem related with the finance. UMIYAJ BRASS PARTS needs that Business Development executives who are willing to work for a long period, because it happens in many cases that in the first year a business development executive is able to procure business from his family, friends, relatives etc., but in next year he is unable to get business from outside of his group and it results in termination of his job.

Sr no. 1 2 3 4 5 6 7 8

Particulars Executive Summary Introduction of commodity market Numbers of commodity Terms Organizational study Company detail Competitors detail Research a) Research Objective b) Research Methodology 1) Research Design 2) Unit of Analysis 3) Sampling Design 4) Data Collection Methods 5) Data Analysis c) Data Analysis and Findings d) Hypothesis Testing e) Suggestions and Findings f) Limitations g) Conclusion Appendixes: 1. Questionnaire 2. List of tables 3. List of graph Bibliography

Page no. 02 03 13 16 21 36 40 48 48 52

55 70 77 79 80 81

10

90

LITERATURE REVIEW Nadeem Malik

University of Baluchistan Quetta, Pakistan
(Received 10 December 2009; accepted 12 February 2010)

There were times when employees were considered to be another addition to enhance the production of services or goods. However, a lot has changed now. Motivating employees is a necessary step that every business owner should take to succeed. This is because motivation encourages better performance and productivity on the part of employees. And when this happens, the company has nothing to enjoy but benefits and profit. Hence, it is natural for owners, managers, and team leaders to look for ways to improve the morale of their workers. This study examined the ranked importance of motivational factors of employees at the University of Balochistan. It is the descriptive survey addressed eight motivating factors in the context of employee motivation theory. Findings suggest that living in safe area and good pay are key to higher employee motivation. Carefully designed reward systems that include job enlargement, job enrichment, promotions, monetary, and non-monetary compensation should be considered.

Rank of importance Motivation factor

1) Living in a safe area 2) Good Salary 3) Promotion and growth in the org 4) Interesting work 5) Conducive working condition 6) Sympathetic help with personal problems 7) Appreciation of work done 8) Personal loyalty to employees

Darren James Elding

The University of Birmingham

This research reviewed the history of motivation and performance modelling, with particular regards to the performance of employees in a work environment. The evolution of motivational theories was discussed before the motivational models arising from these theories were examined and critiqued. The wide range of, often conflicting, studies and theories in this area has led to a situation where no single model has been able to capture all the complexities of the internal and external influences on human motivation and performance. Models have broadly fallen into one of two categories: cognitive, focusing on the individuals thought processes and socialcognitive, focusing on the influences from social and contextual variables.

Needs based and process based motivational theories, which will provide the foundation of any model of motivation, were reviewed in Chapter Three. Chapter Four then introduced the two existing models of motivation models that are the main focus of this study, Hackman and Oldhams Job Characteristics model and Porter and Lawlers Expectancy model. Each model was reviewed and critiqued before being amended and expanded to more fully explain the social and cognitive motivational processes and satisfy the criticisms identified.

Although there are no obvious areas of overlap between the largely social-cognitive Job Characteristics model and the largely cognitive Expectancy model, Chapter Five explains that by changing the terms used to describe the variables in each model the similarities between them may be identified. Identifying the areas of overlap allows the two models to be integrated into one. This new model of motivation expands upon the original models in that it combines both the social-cognitive and cognitive approaches and also incorporates more of the motivational theories discussed in Chapter Three than either of the two original models. The new model of motivation was tested via a data survey in four organisations. In each case, the level of correlation between the levels of the recorded variables, such as satisfaction and motivation, and those

predicted by the model were generally high. The results of the data survey and the performance of the model were discussed in Chapter Six. One of the main aims of this thesis was to produce a model of motivation that was of practical use to the management of an organisation. Such a model should go beyond the existing theoretical models and allow those responsible for motivating a workforce to experiment with alternative job design strategies and evaluate their likely effects upon motivation and performance. Chapter Seven describes the spreadsheet-based model that was built in this study.

Ali Dahmal Al-Aamri

Open University of Malaysia

Business all over the world today is very challenging. Internal and external operating environment factors continue to challenge corporate performance and revenue growth. To stay profitable in the highly challenging and competitive global market economy, all the factor of production - men, machine and materials should be wisely managed. Among the factors of production the human resource constitutes the biggest challenge because unlike other inputs employee management calls for skillful handling of thoughts, feelings and emotions to secure highest productivity. Employee motivation delivers long-term benefits in the form of high productivity. A motivated employee is a valuable asset which delivers immense value to the organization in maintaining and strengthening its business and revenue growth. The attached project paper studies employee motivating in private organization. This is accomplished through the six main chapters of this project study which includes: Introduction, Research Methodology, Literature Review, Data collection and Analysis, and Summery and Conclusion. The survey/questionnaire research method was used as the basis for the research design and results of this survey is analyzed and discussed.

Rajeswari Devadass
University Tenaga Nasional The purpose of this is to present findings of an integrative literature review related to employees motivational practices in organizations.

Method
A broad search of computerized databases focusing on articles published in English during 19992010 was

completed. Extensive screening sought to determine current literature themes and empirical research evidence completed in employees focused specifically on motivation in organization.

Results
40 articles are included in this integrative literature review. The literature focuses on how job characteristics, employee characteristic, management practices and broader environmental factors influence employees motivation. Research that links employees motivation is both based on qualitative and quantitative studies.

Conclusion
This literature reveals widespread support of motivation concepts in organizations. Theoretical and editorial literature confirms motivation concepts are central to employees. Job characteristics, management practices, employee characteristics and broader environmental factors are the key variables influence employees motivation in organization.

Ron Foss
Senior Partner of EQ
I believe that ability is mind to hand while motivation is mind to heart. Think of it this way Performance equals Ability (Mind to Hand) times Motivation (Mind to Heart) . Managers often remedy performance issues with more skills training when from my experience more often than not the underlying performance issue is the thinking and motivation of the employee. This generally means the wrong

solution for the wrong problem incurring more overhead cost, lost opportunity cost and often a further slippage in the motivation of the employee.

Different levels of the employees ability will mean a different coaching style on behalf of the manager in order for the task to be completed at the required level of performance. Lower ability will mean more manager involvement and a specific teaching style will be necessary. As ability increases so too does the ownership of the task by the employee increase, as he or she will begin to determine what is required in order to complete it. A sharing style becomes the most commonly used style by managers during this next phase. As the employees ability level optimizes the role of the manager shifts more to a transferring style. Involvement of the manager is far less and ownership for the task is now primarily that of the employee. Typically the same holds true for levels of motivation (M) with respect to the same task although the characteristics and processes for engaging it are more emotional than behavioral. It is here that the passion for managing employees comes to the forefront.

Managing an employee with low motivation will require a nurturing manager, one that will engage in the values and principles of the employee more so than technical abilities for that task. I believe that emotional factors have to engage the employees values in order to stimulate the whole employee. As the employees motivation improves you follow through with encouragement reinforcing the positive and helping them see that there is light at the end of the tunnel. At the highest level of motivation you simply recognize their capability supporting them to the highest possible level of success. An employee with high ability and motivation with respect to a specific task is more apt to have higher levels of success with the role of the manager being that of a provider of information or in a position to just delegate and reward with little need for intense interaction. As a managers proficiency increases with the use of this model, his or her competency at identifying the issues of ability and motivation will also increase. This will provide the manager with an advantage as he or she mentors and coaches his or her employees for greater results. For the longest time I have used this model intuitively but from time to time I have been known to reference a wallet size cheat sheet that I have carried with me for at least twenty years. A real testimonial to the Gilmore model!

David C. McCellands
Employees who have clear objectives, the required competencies, and a supportive working environment still require a level of desire, willingness and positive thinking to complete tasks in order to optimize performance. This state of willingness could be restated as motivation, the mental game or the internal forces that affect the outcomes, intensity and perseverance of an employees voluntary behavior. Managers need to evaluate each employees motivation, skills and the thinking supporting them due to shifting corporate goals and competitive threats. Given that there is a broad range of individualistic practices within the employee population, it is likely that each employee is motivated in different ways and a good manager or leader, according to my experience, has the responsibility to identify those differences and leverage the individual potential from each and every employee.

In David C. McCellands theory of learned needs he suggests that achievement, affiliation and power are the important sources of motivation. As he suggests, however, high achievers are self-motivated to high levels of achievement while low achievers require direction and reinforcement from others. He goes on to say that employees can learn to become more achievement oriented but recognizes that there are different types of employees bringing a balance to our social framework.

Company Overview
GENERAL INFORMATION

INTRODUCTION

I am taking training under the UMIYAJI BRASS PARTS. The staff properly in all ways guided me and they were ready to help me in each case.

Umiyaji Brass Parts. is the one of the most leading company in brass part at Jamnagar, Gujarat. It is private limited company, established in 1988.

Umiyaji Brass Parts. is an ISO 9001:2000 registered company. It is a manufacturer and exporter of copper alloy extrusions, brass rod, section, profile brass extruded section, extruded profile, buyer and importer of brass scrap, copper scrap, brass scrap honey, copper scrap birch and zinc ingots.

HISTORY AND DEVELOPMENT

As we know that every company will be having a history concerned to it. History shows us the companys past performance, which can be financial performance of the unit in the past and the development in the past and the present situation in the market.

Brass extrusions are in a great demand today in the manufacturer of various items like shafts, lock bodies, gears, pinions, automat parts, screws, nuts etc.

The concept of manufacturing Brass Extrusions was first introduce in Jamnagar in the year 1982 by fast acceptance of Brass Extrusions for component manufacturing, a more advanced & sophisticated extrusion plant was established in the name of M/s. Umiyaji Brass Parts. in the year 1988.

Over the years, Umiyaji has emerged as one of the leading manufacturer of Semis/Extrusions and Ingots and Copper Alloys. With a firm determination to be better among semis manufacturers, through total dedication to the work and strict adherence to fair business ethics, Umiyaji achieved impressive growth.

PROJECT AT GLANCE

Name of the unit

Umiyaji Brass Parts.

Establish year

1988

Owner of unit

Mr. valmaji bahi

Registered office

3, Shiley industrial estate, S.V. Road, Goregaon (W), Mumbai-400 062. Ph. 022 28751713, Fax: +91-22-28743477

Administrative office

21/13 G.I.D.C. shanker tekri

Size of the organization

Medium scale industry

Form of the Organization

Private Limited Company

Auditors Associates (C.A.)

M/s. M.P. Sarda &

Solicitors

Mr. Narendra. V. Vyas

Bankers

State Bank of Saurashtra

Off day

Saturday

Accounting year

1st April to 31st March.

Training & Development Intro Meaning of training and training process

Meaning: Training is the process of teaching new employees the basic skills they need to perform their jobs

more effectively. It is to be noted that for new employees, the training is given to make them aware of what skills

they will use or they will have to inculcate to do the required job For the existing employees, the training is given to sharpen their old skills and put new

developments on it to do the current jobs more effectively

Training process
Need Analysis:
It means identifying the specific job performance skills needed, asses the current skills of the trainees & deriving the objectives of the training based on the deficiencies of the trainees Instructional Design: Deciding on, compiling the training program content, including workbooks, exercises and activities

Validation Step: The next is to identify that whether the training type and objectives selected is proper or not. This can be done by delivering the training program to a small audience and finding out whether it is proper or not. Implement step: At this step the training program is actually implemented in the designed form to the targeted audience

Evaluation step: This step is where the management assesses the success or failure of the training program.

Training process Validation Step: The next is to identify that whether the training type and objectives selected is proper or not. This can be done by delivering the training program to a small audience and finding out whether it is proper or not. Implement step: At this step the training program is actually implemented in the designed form to the targeted audience Evaluation step: This step is where the management assesses the success or failure of the training program.

Analyzing training needs

Analyzing training needs depends on whether the organization wants to train the new or current employees Analyzing needs of the new employees is to determine what the job entails and to break it down

into subtasks, each of which is to be taught to them Analyzing current employees training needs is more complex, since it has to be decided whether

training is the solution of downward trend in performance. Task Analysis Task Analysis is basically done to identify the training needs of new hires in the organization. This is done by dividing the job in to tasks and subtasks and then finding out the skills and

knowledge required to perform the tasks and then giving training to improve each of those tasks.

Basically for complex jobs, a task chart is prepared with skills required to perform the tasks and

quality required too. Job of a Customer Care Executive of an general insurance company Performance Analysis As task analysis is a method to find out the training needs of the new employees, performance

analysis is a method to find out the training needs of current employees It is basically finding out the deficiencies and lack of skills or knowledge of the existing

employees Performance analysis Performance analysis can be done by several methods which are as follows: Performance Appraisals Job related performance data gathering Observations by supervisors or other specialists

Training Methods

OJT (On the job training): OJT means training a person to learn a job while working on it. This is the most common technique that most of the organization uses There are basically two types of OJT Coaching Job rotation

OJT (On the job training): Coaching

Here, an experienced worker or the supervisor trains the employee while the employee is posted in the real job position of how to do the job Job Rotation

Here the employee moves from job to job at planned intervals to get the feel of different jobs in the same department and eventually cooling into a job which is best done by him. Advantages of OJT

It is inexpensive method of training The trainees learn while doing the actual work so work stoppage during training does not happen Requirement of specialized sites and facilities of training like class rooms etc, is not

Disadvantages of OJT:
The supervisors or trained employees do not take keen interest in training the employee due to lack of incentives The trainees tend to learn less because there is no formal environment of training on the job.

Apprenticeship Apprenticeship method is again an OJT method. The only difference between OJT and Apprenticeship method is that here the trainees are not the employees of the organization and they do not take salaries They take stipend for the work that they do Job Instruction Training Listing each jobs basic tasks , along with key points, in order to provide step by step training for employees For listing the key points, the task analysis chart is to be used.

Training Methods
Lectures oIt is the most conventional and orthodox method of imparting training oWhen the training objectives are to impart subject and factual knowledge to the trainees then this method is widely used.

oIt is quick and simple way to present to large group of trainees oTraining Methods oSimulated Training oIt is a method in which trainees learn n the actual or simulated equipment they will use on the job, but are actually trained off the job oIt is necessary when it is too costly or dangerous to train employees on the job with actual and real equipments or machines. oRead by yourself oProgrammed learning training method oElectronic performance support systems (EPSS) oComputer Based Training oInternet Based Training

Management Development Management development is any attempt to improve managerial performance by imparting

knowledge, changing attitudes or increasing skills. Management development can be classified in 3 different dimensions On the job management development training Off the job management development training Managing change activities

On the job Managerial training

Training Methods Off the job training method

Case Study Method Management Games Outside Seminars Role playing Behavior Modeling University Related Programs Training Methods Behavior Modeling It is a technique in which trainees are first shown good management technique in a film and are asked to play roles in a simulated similar situation. It is a technique in which trainees are first shown good management technique in a film and are asked to play roles in a simulated similar situation.

Corporate University Bigger organizations have concluded that a significant component of their management development strategy should include a company academy or college in which all managers at certain levels are required to complete a specific curriculum Many organizations have established their universities catering to specific management courses. E.g. Nirma has its own university offering PGDM courses It is an expensive way to conduct management development activity These universities give first preference to the employees, also to cover the costs of establishing the universities, these courses are also open for general public

Executive Coaches He is an outside consultant who questions the executives associates in order to identify the executives strengths and weaknesses, and then counsels the executive.

AN OVERVIEW OF JAMNAGAR PART INDUSTRIES HISTORICAL PERSPECTIVE OF BRASS INDUSTRY The origin of Brass and Bell Metal Industry can be attributed to the Mughal Period. It is said that Mughal SubedarRustam Khan brought with his army one blacksmith who initiated the brass and bell metal work. The british government encouraged this craft through organizing exhibitions in London & Melbourne. This popularized the brass art ware in India & Abroad. In the year 1890 with the initiation of British Government, a big exhibition of Brass Metal Products were organized at Webley. This also resulted in increasing the populatrity of Brass Metal Products.

Brass Industry in India In India the brass metal industry are located mainly in the states of Gujarat, Haryana, Orissa, Assam and Uttar Pradesh. But there is the difference in the products manufactured in this states. The products manufactured in Haryana, Assam, Orissa & Uttar Pradesh are mostly Brass Metal Handicrafts where as in Gujarat it is mostly brass-machined components. From the point of view of usage pattern, the products

manufactured in Uttar Pradesh, Orissa, Assam & Haryana are consumer products and mostly used as gift or decorative items whereas the products manufactured in Gujarat can be classified in industrial product and consumed by industries as a part/component of their final product. The brass products in Gujarat require a lot of machining activities like turning, milling, grinding, drawing, boring, threading etc.

PRODUCTION PROCESS FOLLOWED BY BRASS INDUSTRY The manufacturing process of brass parts is comprised of three main operations. Casting, Machining and Plating. Following chart depicts the process.

CASTING

MACHINING

PLATING

The brass scrap is melted at 1600 0C in the foundry. The same is poured in a mould to get the final casting. The casted material, mostly brass rod/ wire is then goes through various machining operations like drawing, cutting, milling, drilling, threading, burnishing, etc. The machining process is job-specific and varies from one product to another. The machined component, parts is then sent to plating shop for electroplating. Some of the plating operations done in Jamnagar are: nickel plating, zinc plating, copper plating, cadmium plating, silver plating, cobalt plating, gold plating, etc. The plating is done as per the requirements of the customers and application of the parts in the final product. For example, to get superior conductivity electrical parts are generally copper or silver-plated.

The various operating process are described in the following Flow charts. FOUNDRY

Melting Section

Moulding Section

Coke Fired Pit furnance

Oil Fired

Electric induction

Green Sand

Permanent

pit furnanceFurnanceMouldingMoulding

With molasses Blinder

Without molasses Blinder

Vertical Inclined MouldMould Casting Casting

MACHINING

Drawing / Shaving

Turning / Casting

Drilling

Threading

Polishing PLATING

Copper

Cadmium

Silver

Cobalt

Gold

Zinc

Nickel

platingplatingplatingplatingplatingplatingpating

SWOT ANALYSIS OF UMIYAJI BRASS INDUSTRY STRENGTHS Markets Strong presence in the domestic market Ancillary arrangement with large industries Developing trust and relationship in the long run Technology Availability of customized machines Machines are available at low prices Demonstration effect -----------------------------------------------------Inputs availability Raw material and other inputs available in sufficient quantity. ----------------------------------------------------Innovation capability Ability to develop duplicate & customized machines Flexible operating practices Skills Vast pool of skilled laborers On-the-job learning possible WEAKNESS Markets Loosing ground in the international market Lack of information on customer

preferences in the international market Middlemen/ traders enjoying most of the profits in the value chain Technology Traditional method of production Low level of technological development Manufacturing defects and high rejection rate Problems with quality and productivity Inputs availability Most of the raw materials are imported High custom duties on raw material Innovation capabilities Hardly any changes brought in design, technology, process and marketing ---------------------------------------------------Skills Non-existence of technical training institute No skill upgradation training for the workers

Business Environment Stable business environment till 1998

OPPORTUNITY Markets Globalization can usher tremendous

THREATS Markets Competition is going to increase Overseas importers suddenly change their sourcing country Imports increasing in the coming years -------------------------------------------------

market potential for the competitive firms Tariff and non-tariff barriers are depleting Quality & productivity is the rule of the game Enterprises can join hands together for international marketing & brand building Technology Advent of latest technology through intervention Increasing technological awareness

Technology Low level of technological development can cause a major threat unless it is changed/modernized Technology is an ever changing process --------------------------------------------------------------------------------------------------------------------------------------------------------

among entrepreneurs Tremendous enthusiasm on the part of the industry actors Brighter prospects of establishing R&D

Common Facility Centre Possibility of establishing institutions or laboratory

Inputs Availability Competition is going to make availability of inputs cheaper and sufficient --------------------------------------------------

Inputs Availability Difficulty in encountering competition unless raw material imports are made cheaper Quality of raw material

Innovation Capability Exposure visits, participating technicians more

in

Innovation Capability Innovation is required in every facets of business operations

exhibitions making the entrepreneurs and innovative Demonstration effect

Skills Increased awareness is likely to improve

Skills Skill base of the workers needs upgradation

the skill base of the workers --------------------------------------------------

to adopt latest technology Business Environment The changing business environment is always a problem for the less enterprising firms.

ANALYSIS OF BUSINESS OPERATIONS OF JAMNAGAR BRASS INDUSTRY The following would provide an analysis of business operations for the Brass Industry. RAW MATERIAL The raw material requirement of brass industry is met mainly from the following sources Old brass, copper and bronze utensils Imported brass scrap and honey Brass scrap from ship breaking yard

Change In Product Line

In old days, there was a practice of using brass, copper & bronze utensils in the households. But with changes in consumer taste and preferences, people are using mainly stainless steel utensils, which are easy to clean and maintain. Thus, the old brass and bronze utensils are bought from all over India and used by the foundry owners at Jamnagar. Imported Raw Material

The fact remains that 90% of the raw material requirement of this Brass Parts cluster is met through imports. The countries from which it is imported are USA, Singapore, Gulf and European countries. The imported raw material is available mainly in three forms i.e. Honey scrap, Dross of brass & Pale in the form of strips.

The quality of brass scrap and honey varies widely and its composition is not uniform. Any part, component, equipment or machine that has copper/ brass as its base material is imported. Most of the times, this scrap is made of two to three different metals and the job of the worker is generally to separate other metals (like aluminium, iron) from the copper and brass. It is a tedious process but still in practice in Jamnagar. Moreover the separating process can never be 100% accurate and a lot of impurities and other metals reach the foundry for melting. As a result the quality of casting is affected.

Is It Brass?

Technically speaking brass is an alloy of copper and zinc and the ratio of these products is 60: 40. For getting the right products and good quality, it is important that this composition is maintained. However, due to the heterogeneous nature of the scrap (honey) and different alloying of the base metal, it becomes almost impossible to maintain this ratio. As a result, the quality of the final product varies, defects are produced and the rejection rate increases. The best method of getting the right quality and right alloying is using copper and zinc ingot. But because of high prices of ingot, scrap is used as the basic raw material. They mainly use the `dross of brass which is technically known as slag and is actually the impurities produced during casting. In technologically developed countries this is never used. In Jamnagar even the brass particles collected (separated by vibrating separator) from the dust is also used for casting Even though the percentage of brass in this dross is very minimal. Pales are generally of good quality and are used for producing quality castings. It is estimated that about 280-300 mts. of brass scrap is recycled in a day.

MACHINERY & PRODUCTION

There are 10 to 15 types of machines used in the brass parts manufacturing cluster at Jamnagar. Some of these machines are wire drawing machine, slotting & drilling machine, turning machine, threading machine, wire straightening machine, grinding machine, milling machine, etc. Depending on the precise nature of products to be manufactured and the processes it has to go through, the requirement of machines varies. Though there is no generic manufacturing process but most of the products have to go through the following machining operations. After Casting

Drawing / Shaving

Turning / Casting

Drilling

Threading

Finishing Plating

Customized Machines

Jamnagar is known for its customized machines. There are some very good technicians/ mechanics who can copy any machine whether imported or of reputed companies. An imported machine that costs upto few crores can be copied and manufactured at a price of a few lacs. The designs are customized to fulfill the requirements of a particular job. This is one of the greatest strength of Jamnagar Brass Parts cluster. This gives flexibility in operating practices. Majority of the entrepreneurs are using these customized machines. Technological Obsolesce

The process of manufacturing has mostly remained traditional. The process of melting machining, polishing and plating did not change much for the last 50 years. There is no temperature recording and temperature controlling devices in the foundry, no automatic machines, pressure die-casting machine, and barreling and electro-polishing plant. As a result, the industry is facing problems like coring and segregation, pinholes and blowholes, shrinkages, dimensional distortions, etc. As a result, rejection rate is higher. Little Consideration Tolerances

Some of the parts manufactured in Jamnagar require very precision tolerances. This precision ability is obtained by manual filing and other operations. Because of not having the right technology, the rejection rate is very high. However, a pressure die-casting machine can help in getting precision parts and components at a much faster speed. This will eliminate the manual filling operation. Moreover, there are very few micro-meters to check the micron value of the products. There are entrepreneurs whose exports were turned down because of inability to maintain the precision ability of products.

PRODUCTS & MARKETING Sub Contracting

There are about 10,000 brass parts manufacturers in the cluster. This was possible because of flexible (specialization) operating system. Whatever be the volume of orders, the entrepreneurs in this cluster are

capable of handling it with ease due to the sub contracting arrangement, which is widely prevalent in the cluster. Products Are Omnipresent

The products are marketed within India and abroad. There are enterprises that have ancillary arrangement with the parent units and have been supplying components for a long period of time. Products Marketed Internationally

The products are marketed abroad too. Jamnagar is well known for automobile, cycle tube valve, building hardware and sanitary fittings. The products are exported in countries like UK, USA, Canada, Middle East, Europe, Africa, Sri Lanka, Pakistan, Indonesia, Malaysia, Singapore, Japan and Bangladesh. Though there are some enterprises, which are supplying brass parts directly to the customers in the importing countries, but most of the exports are through agents/ traders.
Niche Markets Are Depleting

In earlier days Jamnagar had a niche market in Arab and African countries. The entrepreneurs had fixed clientele in these countries. However, after globalisation these countries have started procuring form countries like China, Taiwan, Thailand, Japan etc. The only factors for survival and growth in this competition are quality and price as product differentiation is gradually disappearing.

In the present scenario the entrepreneurs can join hand together, form consortium and grab large export orders. There can a brand building initiative where all the Jamnagar products are projected under one brand name.

ENTREPRENEURS AND THEIR ENTERPRISES

A majority of the enterprises are family owned. The owner and other family members are the manager, operator, marketer, technician, negotiator etc. There are hardly any qualified people recruited from outside. As a result no fresh ideas come up and the process of manufacturing remains traditional.

The level of awareness of the entrepreneurs especially in technical and marketing areas is

not as high as it should be. Low level of education and inability to communicate in English has remained a major problem for them. There are entrepreneurs who are looking for certain machine, (e.g., pressure die casting machine) for the last 15 years but could not source it even though they are widely used in developed countries and even in India, Hindustan Machine Tools is manufacturing these.

FINANCE & WORKING CAPITAL Finance has never been a problem for the entrepreneurs at Jamnagar. Sometime excessive credit given to the customers creates a temporary shortage in working capital. Otherwise finance is easily available with local banks (lead bank being State Bank of Saurashtra). However stringent competition, compelling the manufacturers to supply at less remunerative price, sometimes may create shortage in working capital.

The machining units are well organised in financial planning. Their financial controls and accounting systems are up-to-date and hence they are able to provide right information and financial statements for the satisfaction of term lending institutions and banks. However the entrepreneurs hardly approach bank for term lending of their new machines but the export-oriented units are effectively utilising the export credit facilities

For establishing a foundry one hardly needs any term loan because no machines are required and only crucible and furnace are necessary. However, due to high cost of brass and high turnover, the working capital requirement is high, which is either managed from internal sources or loan is taken from the bank. The money required for establishing a plating shop is also not high and the same is managed internally.

MANPOWER Skilled workers are locally available to run the machines. Whenever a technician/ worker is required a notice is displayed in the main gate of the factory. Due to easy availability of labour some of the jobs which otherwise could have been done by machines are also performed manually.

However, there is hardly any engineer employed in these enterprises and the production process remains traditional. This is one of the lacunas of the Jamnagar Brass Parts cluster. One of the main reasons of the technological backwardness of this cluster is nonexistence of experienced engineers. There are no experienced HRD, marketing personnel and the business remained family oriented. Hiring experienced people in the above field necessitates higher pay.

INDUSTRY STRUCTURE ANALYSIS (MIACHEL PORTERS FIVE FORCE ANALYSIS)

The above figure depicts the Industry Structure Analysis of the Brass Parts Industry in Jamnagar. This industry structure analysis determines firm level profitability, competition, SME viability and prospect of growth. The entry barrier in the above cluster is low because anyone can enter the industry with a minimum investment of Rs. 30,000-50,000/-and inputs are available plenty. There is no proprietary skills/ technology and there is hardly any product differentiation and brand identification. But for some enterprises, customer loyalty is very high. There are enterprises, which are supplying their parts, components to the large industries and fixed clientele abroad for the last 20-25 years. Another positive factor is the economies of scale. These two factors (customers loyalty and economies of scale) pose some impediment for new firms entering into business. Adoption of latest technology (which is a costlier affair) can certainly provide impetus for the growth of the large firms. Moreover, enough emphasis should be given on brand building. Technology and brand can serve as entry barriers.

The rivalry amongst firms is moderate as it is limited in the exporting market front. Rivalry among firms can be made healthy by encouraging non-price competition and product differentiation. Rivalry is moderated by the fact that the exit barrier is also very low.

The bargaining power of the suppliers in the cluster is low and there are a large number of suppliers available in the market. There is hardly any switching cost from one supplier to another and no input differentiation. There is hardly any evidence of suppliers forward integrating. The bargaining power of the suppliers can further be reduced by forming hard networks for common bulk purchase.

So far bargaining power of the customers is concerned, it was found to be on the higher side. There is hardly any product differentiation and the customers can switch from one supplier to another. The switching cost is also very low. Moreover, customers are quality and price sensitive. However, for some enterprises there is strong customer-supplier relationship and the level of trust and loyalty is very high. Some customers of the large industries do not want switch over to new supplier on the fear of getting bad quality and not in-time delivery. The bargaining power of the customers can be reduced by forming consortium, promoting brand building and encouraging product differentiation.

Human Resource Department

Hr Policy Of The Company

Hrd policy statement

o Coming together is beginning o Keeping together is progress
o

Working together is success

Some of the Policies of the company are as follows:

o Employees satisfaction creates an environment where people enjoy there work and realize their full potential; find opportunity to grow, focus their attention and satisfying the customer and the organization. o Encourage teamwork along with individual excellence; develop a sense of belonging amongst employee by carrying attitude. o Consider quality consciousness as the key requirement for the products and services. o Consider employees as a valuable asset. o Promote commitment and creativity for better performance.

o Build enough flexibility to encourage and accommodate innovative thoughts.

Recruitment & Selection

Recruitment
Recruitment is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization. Recruitment has been regarded as the most important function of the personnel department because unless the right type of people are hired, even the best plans and controls of organization would not do much good. The recruiting procedure of UMIYAJI consists of three segments:

Sources of Recruitment:
For any organization there are various sources available. Mainly two sources are available for the

recruitment for UMIYAJI:

1 ) Internal Sources. 2 ) External Sources.

1) Internal Source:
In UMIYAJI the internal recruitment is done by the reference of internal members of the organization. With the help of internal advertisement, within the company, company gets enough reference for the recruitment.

2) External Source:
In UMIYAJI the external sources for the recruitment are as follows:

Segments Recruitment of Workers Recruitment of Executives & Managerial Staff Recruitment of Technical & Personnel

1.) New entrance for the labor force i.e. young, mostly inexperience, Potential employees, college students. 2.) The unemployed with wide range of skills and abilities. 3.) Experienced persons such as mechanics, accountants and

Selection:
Selection consists of the processes involved in choosing from applicants a suitable candidate to fill a post. In UMIYAJI recruitment & selection procedure for blue collar force is as per laws. For the recruitment of the labor in the company it is essential that he should acquire the certificate of ITI examination. Workers are selected by the concern supervisor and the assistant personnel management. Physical fitness for the workers are considered at the time of selection.

Recruitment and Selection procedure for white collar force refers to the selection of officers and managers. They are selected by departmental head..

Performance Appraisal

Performance is not a matter of chance. It is not a thing to be waited for. It is a thing to be achieved
Performance Appraisal is the step where the management fields out how effective it has been at hiring and placing employees he performs. In UMIYAJI the Performance Appraisal is a unit for managerial level which is done on yearly basis. This is done normally in the month of February & March. The Performance Appraisal committee is consisting of department head and the Senior Management head personnel. The annual & increments are decided on the basis of individual performance during the year. The appraisal is being carried out on following points: Achievements. Behaviors. Attendance Skills Knowledge Efficiency Co-operation with others.

Time Keeping System

Time Keeping System is very important aspect. Through Time Keeping System company can run smoothly and successfully with boosting profits every year. UMIYAJI has different Time Keeping System. The main functions of this department are as under: Attendance Wages & Salary Leave Records. Gratuity Bonus Payments PF & Employee Safety Insurance (ESI) Scheme In case of workers they have three shifts. They are provided with the attendance card is issued to them which they have to carry while reporting on the job and submit to the respective dept. Respective heads dept. make the present of all the workmen and deliver to the time office, for making attendance register. The timing for shifts is as follows: 1.) 9:00 a.m. to 1:30 p.m. 2.) 2.30 p.m. to 7:00 p.m. With a lunch break of one half an hour.

Wages & Salary

The wage is remuneration paid for the service of labor. In production wages usually refers to the contribution to production, while salary normally refers to the clerical administration & professional employees. A person who gets the wages is called Blue Collar Work. On the other hand salary normally refers to the monthly rates paid to clerical administration & professional employees or White Collar Work. In UMIYAJI time office dept. decides the wages of workers. There is attendance system and after totaling the attendance of workers they pay the workers on the 10th date of the month. If the worker needs money earlier i.e. advance than it will be given on 25th of the month.

Benefits & Welfare

Benefits provided by UMIYAJI are as follows: o Employees at various levels are provided with tea with different intervals of time. o Water and Sanitary facility for all. o Canteen facilities for workers in the campus of the unit. It contains tea, coffee, breakfast etc. at reasonable rates. o Medical facility includes ambulance, doctors for workers and employees for monthly checkup. o Telephone facility is also provided to employees and above staff. o All employees are connected through Local Area Network (LAN) and internet for Senior Executives. o PF facilities for all the workers and employees. o Vehicle facility for managerial with driver for official purpose today

Environment Policy
Shree UMIYAJI accepts responsibility for the harmful effects its operations have on both the local and global environment and is committed to reducing them. SMI will measure its impact on the environment and set targets for ongoing improvement. SMI will comply with all relevant environmental legislation and will implement a training program for its staff to raise awareness of environmental issues and enlist their support in improving the Companys performance.

Health and Safety Policy

Shree UMIYAJI Metal craft Pvt. Ltd. will ensure each employee is given information, instruction and training to enable the safe performance of all work activities. It is our duty to ensure that all processes and systems of work are designed to take into account health and safety of our employees and are properly supervised at all times. Should any of our activities endanger the health and safety of our employees, such activities will be monitored and where necessary, arrangement for health surveillance will be made.

COMPETITORS DETAIL

COMPETITORS

In these days, the whole world is known as the world of competition. The competition gives the price and quality benefit to the customers. In every place of market one product is sale by the two or more companies.

Umiyaji brass part Pvt. Ltd. has several competitors in his field their competitors are

ALCOBEX METALS PVT. LTD. SENOR METALS PVT. LTD. MAYANK METALS PVT. LTD. RAJSHANTI METALS PVT.LTD

Marketing Department

Introduction

"The products manufactured by the promoters are Door Locks, Handle Locks, Latches Keys and related parts. The promoters in this market since last 20 years. The Promoters are selling the products to Indias biggest lock manufacturing company GODREJ The Godrej is manufacturing/selling the locks under its brand name Godrej. The Godrej is having the largest market share in locks under its brand in India. The promoters are selling its products directly to the company Godrej Since last 20 years and the promoters sales almost 75 % of its products to Godrej directly since last 15 years the unit can be termed as an ancillary unit of the Godrej. Even at present the same selling pattern is continued. The marketing is not a problem for promoters. The unit has not to worry for marketing of the products. The promoters manufacture products as per the design and requirement of the Company Godrej. The company Gogrej after research in market and customers taste makes the designs of the locks and orders to the promoters and the promoters as per the design manufactures the products. Thus the promoters products are made to order products The company has a very good business relation with the company GODREJ since last20 years and the company has awarded the promoters with certificate of excellence The company has always met the target of Godrej and this is the plus point of the promoters The promoters have also

planned for the future, if the business with Godrej decreases in

"future. The promoters have started

manufacturing the premium grade products for export market and the company has exported its products. The Promoters have negotiated with one of the party who is in export business and the promoters will also enter in to new export market in future. The sales figures of the promoters show increasing trends since last four years. The increase trend is very attractive. The Demand and supply is increasing tremendously since last three years. Considering the development taking place in our economy and worldwide the demand is definitely going to increase in rapid manner. The living standard of the public is increasingly and the demand for new products and premium products increasing and the prompters have decided to manufacture luxury and premium and export quality product which will help the promoters to increase their market share. "The promoters are manufacturing as per design and demand of the customers, there is very little room for competition. There are some manufacturers in Jamnagar who are also engaged in lock manufacturing, but they are not competitors for the promoters. Since last "20 years the promoters Quality of the products is so good that they have not to face any competition. The Jamnagar is the place where brass parts manufacturing is so large that 75 % to 80%of the brass parts requirement of our country is met by Jamnagar only. This will give the idea about the brass parts business of Jamnagar. The promoters have the monopoly with GODREJ in respect of quality and price which can be seen from the promoters long 20 years association with GODREJ. The promoters have good Price bargaining Power. The Value Addition/ Contribution is constant it is almost 65 % on Material Cost which "is quite fair. The promoter have a price policy with the GODREJ, as soon as the price of the "Raw materials increases the selling price is also linked with the increase in raw material price. This shows that the promoters have the good price bargaing power. The promoters are also thinking of manufacturing owned design products for direct sales to direct customers in market. At present the promoters have limitation of space and finance. The promoters started expansion three years back but that expansion is not sufficient today and that is the reason why the promoters have planned for expansion.

Research Methodology

It can be understood as the study of research methods.

Research Technique
Research technique can be understood as a specific means, approach or tooland- its-use, whereby data is gathered and analysed, and inferences are drawn.

Research Method
Research method can be explained as the manner in which a particular project is undertaken. It comprises one or more research techniques.

Meaning of Research
Research is composed of two syllables: a prefix Re and a verb Search. Re means again, a new, over again. Search means to examine closely and carefully, to test and try, to probe. It can also be understood as the systematic way of asking questions. Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is the pursuit of truth with the help of study, observation, comparison and experiment.

Definition of research
Research is a careful inquiry or examination to discover new information or relationships and to expand and to verify existing knowledge. -Francis Rummel

Rational for the study

The purpose of this thesis is to investigate and analyze the factors which motivate employees, under consideration of individual characteristics.

The secondary purpose of this research is to clarify whether a difference in motivation to work between manager exists or not and to discover if diverse factors motivate the two or if they have shared understandings and common factors.

To be able to present a clear picture about what motivates the employees at the work place and how these factors lead to the satisfaction of the employees.

Definitions of Motivation:

o According to Chael J. Jucius Motivation is the act of stimulating someone or oneself to get a desired course of action, to push the right button to get desired action
o

According to one of the universally accepted definitions of motivation:

It is an internal state of being, or an internal condition that activates ones behaviour, giving it direction. Motivation has also been defined as a desire or need which directs and energizes behaviour that is oriented towards a goal.

Introduction:
Research and experimental development is creative work undertaken systematically to increase the stock of knowledge, including knowledge of humanity, culture and society, and the use of this stock of knowledge to devise new applications

Thisresearch has been conducted to find out the TRAINING & DEVELOPOMENT IN UMIYAJI BRASSPART INDUSTRIES. The Jamnagar Brass part industries in known as Asias biggest Brass part industries, so we try to find out through that how skill is added to the workmen through our training & development research.

Motivation of research:

Our prime motive behind the research was to know the TRAINING & DEVELOPOMENT IN UMIYAJI BRASSPART INDUSTRIES (Jamnagar. In simple term to know how much workmen are skill regarding their works.

Statement of problem To know the training & development need for the brass part company & to know the training that are given to the workers.

Research Objectives:

There must be an objective behind any research. Without objective there is no meaning of research. The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered yet. As each research has some or the other objectives the following are the objectives of this research:

The primary objective is to find the about Jamnagar Brass part Industries. To find the awareness training & development requirement to the brass part industries. To find the training & development level in brass part industries. To know the training & development requirement for the industries.

Scope of the study:

The study was limited to Jamnagar city only.

Research design:

For any researcher the research methodology is the most important criteria to decide before the actual research process starts. There are many methods for conducting the research some of them are as under: The design of a research is a plan or a model that helps researcher to conduct a formal investigation and survey. It is an application of methods and procedures for acquiring the information needs for getting a desire out come. It decides the sources of data and methods for gathering data. A good design insures that the information obtained is relevant to the research question and that it was collected by objectives. Since, research design is simply the frame work or plan for a study. It is a blue print that of a house devised by an architect. My approach to research is descriptive and quite specific. Out of various research methods the research method, which was most suitable to my research, was Exploratory Research because it provides me all the opportunities to cover the all the aspect that I require to conduct the research and get an appropriate out come. The Sampling Design taken here is Non-Probability Convenience based Sampling. As due to time constraint we have selected this sampling method and it is also difficult to considered population.

Data Collection:

The task of data collection begins after a research problem has been defined and research design/plan chalked out. While designing about the method of data collection to be used for the study, the researcher should keep in mind two types of data. There are 2 sources of data i.e. 1) Primary Data:

The data, which are collected for the first time, directly from the respondents to the base of knowledge & belief of the research, are called primary data. The normal procedure is to interview some people individually or in a group to get a sense of how people feel about the topic. So far as this research is concerned, primary data is the main source of information. The data collected is through questionnaire & information provided by the respondent. 2) Secondary Data: When data are collected & compiled in a published nature, it is called secondary data. So far as this research is concerned Internet and the Company brochures and pamphlets have been referred to.

Sampling Process:
It is true that its very difficult to do the research with the whole universe. As we know that it is not feasible to go for population survey because of the numerous customers and their scattered location. So for this purpose sample size has to be determined well in advance and selection of sample also must be scientific so that it represents the whole universe. So far as this research is concerned, due to time constraint the sample size taken is of 60 respondents of Jamnagar city. Mode of data collection: Personal visit & filling up of the questionnaire, with observation.
Table 1 Sample Universe Type of Sampling Sample size Research Instrument Jamnagar city Exploratory study 30 respondents A structured formatted questionnaire

Taking in to consideration that the research instrument selected by me was the questionnaire because it gives more flexibility in terms of collection of the data and one has a chance to meet the responder personally and have an idea of getting an important unknown data that can be collected through their behavior.

Limitations of the Project

The limitations of this study are as follows:

Personal Bias:
Some respondents may have had personal bias due to which they may not have given the correct information and due to which the right conclusion may not have been derived at.

Area:
The area was limited only to Jamnagar city. The result may have varied, if it was conducted somewhere else.

Sample Size:
The Sample size taken is only 60 due to time constraint; which may not result in very accurate results.

Time Limit:
The time limit taken for conducting the research was very less which could also be one of the limitations of the study.

QUESTIONNAIRE
Dear Sir/Madam, I am doing a research work on Employees Training & Development. I would request you to kindly spare some time to fill up this questionnaire. Thank you very much for your cooperation. Name -------------------------------------------------Designation------------------------------------------Department-------------------------------------------

Section I
Q 1. Please mention your age
20-25 25-30 Above 30

AGE 20-25 26-30 30+

IN PERCENTAGE (%) 45 35 20

Interpretion: as we can see in chart that 45% of the resondents are 20-25 age group & 35% are of 26-30 age group.

Q 2. Sex:
Male Female

SEX MALE FEMALE

IN PERCENTAGE (%) 75 25

Interpretation : as we can see in the chart that around 75% of the investors are male & rest of 25% were female. Q 3. Has your company organizes a training and development programme? Yes No

EMPLOYEE YES NO

IN PERCENTAGE (%) 75 25

Interpretation : as we can see in chart that 75% of respondent feel that training is essential part of the jon where as 25 % feel that it not as much important. Q 4. If your organisation identifies the training needs for the employees? Yes No

EMPLOYEE YES NO

IN PERCENTAGE (%) 75 25

Interpretation : as we can see in chart that when we asked about training need of the respondents 75% were give their consent % 25% refuese for the same. Q 5. On an average, how much time did it used to take for training and development Programme? One Month Two Month Three Month

EMPLOYEE ONE MONTH TWO MONTH THREE MONTH

IN PERCENTAGE (%) 30 40 30

Interpretation : as the chart is showing that 40% of worker says that they got the training in every two months whereas 30% says in one month its given

Q 6. How much training programs has been made in the past one year? One Two Three

EMPLOYEE ONE TWO THREE +

IN PERCENTAGE (%) 33 43 24

Intepretation : to know the training proramme frequences we asked this questions. We found that 43% of the respondets says one trainng programmes organised. Q 7. Do you have any training programs in the coming financial year? Yes No

EMPLOYEE YES NO

IN PERCENTAGE (%) 75 25

Q 8. Do your top management take feed back? Yes No

EMPLOYEE YES NO

IN PERCENTAGE (%) 34 66

Interpretation : The above chart show that 66% people says no when they were asked for feedback by their top management & whereas 34 % says yes for the same.

Q 9. What do you think the training programs will be run in future? Yes No

EMPLOYEE YES NO

IN PERCENTAGE (%) 34 66

Q 10. Do employee development programs raise unrealistic expectations about promotions? Yes No Cant say Feedback 35 35 30

Yes No Cant say

Interpretation : as we can see in chart that 35% no regarding promotions advantege by traing 35 % say no for the same.

Q 12. Do you feel trust in your supervisors? Yes No Responce Yes NO Answer 85 15

Interpretation : 85% respondent says that they trust in their supervisior. 15% says no whe n they asked the same. Q 13. Do the practice's supervisors use positive attitude with employees? Yes No Responce Yes NO Answer 80 20

Interpretation : 80% the resondent says that their supervision has positive attitude & 20% says for same. 14. What type of traing do you provide to the workers? (Supervisor) Ans. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Limitations:
view of the limited time available for the study, only the Training and In Development process could be studied. The sample size is too small to reflect the opinion of the whole organization. The answers given by the respondents have to be believed and have to be taken for granted as truly reflecting their perception.

BIBLIOGRAPHY
1. Making performance work effectively: - Philip Tom: McGraw Hill Book Company: England: 1983. 2. Principles and procedures in evaluating performance: John C. Flanagan: volume 28. 3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New Delhi. 4. Training &Development : A Better way: Robert Hayden: Volume 52. 5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New Delhi. 6. P. Jyothi, P., Venkatesh, D.N., Human Resource Management 7. Kothari, C. R., Methods and Techniques, New Delhi, New Age International Publications 8. Aswathappa, K., Human Resource Personal Management

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1.Research Analysis Tabular representation of data Charts Statistical tests 2.Findings & Suggestions 3.Conclusion 4.Annexure Annexure - Questionnaire Annexure Any other document 5.Glossary 6.Bibliography