A Project Report on ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

TABLE OF CONTENTS

Sl. No. Contents Pages

1 Executive Summary 1-2

2 Company Profile 3-6

Brief History 7-13

Organisation Chart 14

3 Importance of Human Resources 15-18

HR Practices Carried out in BTPL 19-31

4 Competency

Introduction 30-34

Identification of Competency 35-38

Developing Competency 39-45

Nurturing the Competency 46

Competency Mapping 47-49

Application of Competency in the Industry 50-51

5 Productivity

Production & Productivity 52-54

Measuring Productivity 55-70

Developing the Productivity 71-72

Labour Productivity 73

Improving Productivity 74-81

Application of Productivity in the Industry 82-88

Findings & Improvements 89-93

6 Conclusion 94

7 Bibliography 95

8 Annexure

Babasabpatilfreepptmba.com Page 1


1) Name of the student : Akshata B. Nayak

2) College : K.L.S.’s Institute of Management Education & Research, Belgaum.

3) Semester : M.B.A. – II Sem, (2004-05)

4) Concern of the project work : Bharat Tissus Pvt. Ltd., Bommasandra Industrial Area, Bommasandra, Bangalore.

5) Topic of the project Work : A Study of “Enhancement of Productivity & Competency of Employees”.

6) Period of Project Work : 2 months (20th April to 20th June 2004)

7) Organisation Guide : Mr. A. Mutyalu & Mr. Neelkantan

8) College Guide : Dr. Sachin S. Kamble & Dr. Kirti Shivkumar

9) Methodology : Primary Data & Secondary Data

10) Objectives of the Study :

To study the HR practices at BTPL.

To know the present status – quo of productivity & competency of

employees.

To find the scope available in different areas to improve there competency.

To suggest suitable measures for improvement.

11) Analysis of Data

Studied the Printing Department in the organization found out the Problems

and analysed.

12) Findings

Productivity targets.

Water Saving

Working days inducing sampling.

Use of Power.



Existing Layout

13) Suggestions

An incentive system covering and balancing quality, production &

machine output can be implemented to motivate the workers and improve

overall productivity.

All the materials required can be planned and kept ready near the

corresponding Table before a Lot is started. Searching of Screens etc. can

be avoided during Production time.

One machine can exclusively allocated for sampling work.

Thinking & aligning the thoughts required for the task.

Continuously questioning and aligning the answers required to complete

the tasks.

14) Limitations

All though the project was carried at Bharat Tissus Pvt. Ltd., the department

which was considered for the project was one of the several departments in

the organization and all the departments are not same as for as the scope and

work. Therefore finding of the case analysis of printing department cannot be

applied to other department and this is because of time limit of two months.

15) Scope for further research

To fix targets for employees.

To study how best employees can be fully employed when work is going

with machine.

How best training & development could be carried, so that employees of

this department could be employed else were two.



Name of the Company: Bharat Silks Groups

Address: 7/1, K. H. Road, First Floor

Head office: Bangalore 560027

Phone: 91-80-2270642 / 2120288

Fax: 91-80-2275776 / 2278634

E-Mail: [email protected]

Owner & CEO: Mr.Shyam Sunder Goenka

Year of Establishment: 1985

Work force: 1500 personnel

% overseas market: 100%

Annual sales: USD 15 Million Dollars

Status of the Company: Private



MissionCompany believes customer is supreme in the world. Quality and Innovation are the

key words on which the whole business story lies.

To maintain international standards of the products and to capture the world market.

VisionOur vision to innovate empowers your passion to grow.

ObjectivesTrendsetter for women’s wear and trying to emerge as leaders in furnishing in

coming years.

To act as a source of knowledge on silk.

Provide information to new recruits undergoing induction.

Motto is “Experimentation runs the entire gamut”

About CompanyThey have Model Design Studio with 14 CAD work- stations and it is best in India at

present, aiming to make it best in the world. They provide lot of freedom of thought and

expression and allow people to do experimentation.

Expectation from the peopleThey expect students to be research- minded and they have to bring out unusual ideas,

concepts that will result as unique design and customer falls in love at first at first sight.

What business they are into



Weaving Dobbys and Jacquards, Print developments, Hand painting, Women’s wear

and Embroideries.

Market ScenarioInternational market scenario looks to be competitive and it is moving towards cost

conscious. Even though, they aim to manufacture unique, different and eye-catching product

the sale of product is limited by cost factor.

They are looking excellent professionals, the persons who would develop innovative

quality products with cost conscious-ness.

Corporate PhilosophyWith a view to enter and establish into global arena in silks a 100% Export Oriented

Unit is set-up with highly sophisticated and most modern state of art technology.

The Ideology is,To ensure and maintain International Standard in producing quality fabric.

To capture new market segments in International Arena with brand name of

“BHARAT SILKS”To be a most prestigious corporate body in silks, one of its kinds, achieves the global

fame and name.

Total Quality ManagementThe Company believes and targets to achieve high quality standards and parameters

and also it believes.

Quality Excellence

Quality is value

Quality is conformance to specifications

Finally, it is meeting and exceeding the customer satisfaction.

Corporate StrategyThey believe in staying tuned with latest trends of market in the industry to have a

competitive edge, over other companies.



They explore the tremendous opportunity and have a vision to progress with

enormous efforts in future years, to make our company a prestigious Global Silk Institution.

Work ethos/corporate cultureA totally new environment that would help the people to develop designs, by

creativity through research and training, matching with trend forecast.

They have recruited people from NID, NIFT and IIT as textile designers, training has

been imparted and learning has been given higher thrust on orientation of CAD/CAM

systems.

They believe in recruiting of young, vibrant individuals, an interesting lot to

contribute best to the Organization.



Brief History

Bharat Tissus Pvt Ltd was incorporated during 1985 as an associate of Bharat Silks

Groups. Mr. Shyam Sunder Goenka is the key person behind the venture, who has more than

two decades of experience in the field of silk. The company was converted into 100% EOU

with effect from 1994 and is engaged in the manufacture and export of high quality premium

silk fabrics. BTPL is equipped with state of the art technology in production facilities. The

paid up capital of the company is 12.50 crores.The shares are closely held by Mr. Shyam

Sunder Goenka and his family members.

Mr. Goenka, who is a second-generation entrepreneur with rich experience in this

line of activity, is the managing director with overall charge of the company. The company

has employed professionals in the areas of marketing, production accounting, engineering,

human resource and administration. The company has adequate structure/system to take a

variety of task. The promoters have been able to establish a name in the overseas market for

silk fabrics.

The groups consist of Bharat tissues private limited, Bharat silks, Southern sales and

services, Bharat home accessories, Akshay color dyeing pvt.Ltd, Trendy Tissues pvt., Ltd and

evergreen Farm products. Each firm/company is a separate entity. Bharat silks and southern

sales & services are partnership firms whereas the others are closely held private limited

companies.

Aim of the companyBharat Tissus is working toward expanding its already wide market not just in terms

of area but also in terms strata of market. They are working toward capturing larger markets

and catering to the cream of luxury fabrics with exclusive design in-house like Sahco

Hessien, Zimmer and Rhode etc.At the same time cater also to the wider but more predictable

market with fewer profit margins. To reach their goal the company is constantly updating

itself in the fields of technology and designs both.



Product RangeBharat Tissus deal with a variety of fabrics both for furnishing and apparel. They

deal with printing, embroidery, dobby and jacquard. Printing and embroidery surfaces are

essentially for apparel and its ever-changing seasons. But they also produce printed and

embroidered curtains in lightweight fabric. In printing they deal with screen-printing and

hand painting, and in embroidery they deal with both machine embroidery and hand

embroidery.

As far as weaving is concerned they have dobby, electrical jacquard and mechanical

jacquard which cater to both furnishing and apparel equally. In woven furnishing they

produce, more medium and light weight fabrics and some heavy weight fabrics. For apparel

they produce, jacketing material, and dress material. All of these fabrics are produced

according to the season it is catering to and all of these are in the form of running, material

not finished goods.

InfrastructureThe company has a wide network of departments and workforce, which work

efficiently thus bringing Bharat Tissus headed by Mr.Shyam Goenka to the position it is

today. It has complete weaving unit, printing unit and embroidery unit. Apart from the

workforce necessary for running such large number of machineries, there is wide network of

management staff efficiently running the company. Being a 100% export unit it also has a

well developed marketing force and design studio to meet international standards.

Customer Service

Customers are the focus of company’s attention and service.

Bharat Tissus Pvt.Ltd is committed to supplying them with the best that can be

offered. In view of this, the company is continuously upgrading the product specifications

such as color and design to suit the taste or culture of customers and to respond to the latest

trends in fashion. Innovation is key in BTPL’s success. Infact, 80% of its products are less

than one year old.



Human Resources

Human Resources in the group are not merely a functional set up but play an active

role as a strategic business partner.

Human Resources mission is to strive to make Bharat Silks the best place to work for

by attracting, developing and satisfying the right talent available.

At Bharat Silks, people are treated as competitive advantage and they continuously

evolve and implement customized Human Resource policies and services, to suit the needs of

the business and the end user.

The Human Resources and Employee Relations initiatives arte focused on the

following objectives:

Human Resources

Redefining Roles and Responsibilities

Relationship and team building

Cost cutting and realigning of business processes

Operation training

Career development of the employees

Reward and recognition of performance and compensation bench marking

Employee Relations

Build credibility through employee friendly transparent policies

Proactively handle employee friendly transparent policies

Strategic down sizing and address non-productive work practice

Build upon morale and empower first line managers and supervisors.

With the continued commitment to research and development, company keeps

striving to improve not only the quality of our products and management, but also that of

workforce. Knowing fully well that success is impossible to obtain without quality human

resources, they periodically provide workforce with advanced training to better prepare them



in meeting challenges and demands. Apart from that company also create healthy relations

between the management and the workforce. Backed up by excellent management, well-

trained human resources and sophisticated machinery, BTPL has made a name for itself.

Business Development

The company is continuously expanding the production, marketing, distribution

network and services. It is a commitment to satisfy customers by offering them excellent high

quality products at competitive prices, prompt delivery and hospitable services.

Production Process FacilitiesYarn Twisting

The function of any process needs raw material. Yarn is a raw material for any kind

of fabric, so twisting department has a major role to play in the silk industry. The raw

material is imported mainly from China. The raw silk will be in the form of bales, which will

be processed in this department. Here silk is wounded, twisted, doubled, heat set, re-wounded

and will be issued to the dyeing department as per requirement. This is an ongoing process

that can be observed in this department.

Yarn Dyeing

It’s an integral part of this organization and it plays a vital role in getting quality

fabric. The function of this department is to collect the yarn from the twisting department,

dyeing those according to the required color and issuing them to the weaving department.

Warping & Weaving

Warping

Warping is considered as an important function before weaving. This section will

receive the instruction from the product development or from the PPC.A pattern sheet will be

provided in which warp pattern and weft pattern will be mentioned. i.e. the colors used on

warp, how many times the pattern is repeated, the ends required to produce that etc. By this

process required warp sheet can be prepared.

Weaving

Weaving department plays an important role, as the final product i.e. the fabric is

manufactured or the fabric is woven here. The yarn from the dyeing department, which is

used for weft and the warp sheet from the warping section, are converted into cloth by the

interlacement of warp and weft. The weaving will be carried out according to the pattern



sheet, which will be provided from the product development or from the PPC. After making

necessary arrangements the fabric will be weaved.

Fabric Dyeing

Fabric Dyeing is a department, which plays an important role in producing the

quality dyed fabrics. These fabrics are directly imported and allotted to printing, hand

painting or to the embroidery depending on their requirement. The fabrics that are dyed in

this department are Silk, Viscose, Linen, Nylon and Cotton.

Printing

Printing is a process, which is carried out by using screens; the fabric can be printed

with the desired design and can be used for various purposes. The screens, which are used,

should be prepared with every care in order to avoid the defects in printing. While preparing

a particular design the colors required will decide the total number of screen. The printing

screens will range from one to any number based on the complication of the design and how

attractive it can be.

Sampling

Weaving sampling is an important department in the organization in which the

samples as well as costing and pricing are carried out. Sampling of output of following

departments i.e. weaving, printing, hand painting and embroidery are done in this department.

Sampling is like a library where we can refer the fabrics and can select the hanger based on

the requirement.

Sampling department’s functions are very necessary as the samples done will be

forwarded to the clients through the marketing professionals. Sampling helps the customer to

select whatever they need and will place the order, so a lot of importance will be given to this

department.

Costing is done considering all the parameters. The costing starts right from the

yarns, which are brought and continue up to the finished goods. The twisting costs, the

dyeing processing costs, the weaving costs and the marginal costs are considered while

pricing. The overhead costs are computed and based on the value obtained a profit margin

will be considered and the price will be given to the fabric.



Laser Studio

Laser Studio caters to color separation and screen making process of the designs

coming in from the design studio. Specialized software called ‘Ramsete’ is used for the color

separation. Each design that comes from the design studio has to go through a series of

operations viz., scanning, image processing, color separation and screen making.

Hand Painting

Hand Painting is a skillful job, which is done by the experienced artists. A lot of

creativity is involved in this department. This department came up with the slogan “Art to

Wear”, initially people used the fabrics for furnishing and for other purposes, but now the

hand fabrics are having great demand in fashion wear.

Printing Design Studio

It’s a department where the art work for the printing design is carried out. A number

of artists and designers will be involved to produce the design for a particular season. The

work will then be sent to Laser Studio where CAD work is carried out and screens are

prepared for printing. So this is a base for printing.

Weaving Design Studio

The main aim of the weaving design studio is to create new innovative designer

fabrics according to current trends keeping in mind the cost viability and production

constraints for both furnishing and fashion.

Fabric Inspection

It is a department where inspection of dyeing, printing and hand painted fabric is

carried out. The inspection of the fabrics is done and it will be analyzed whether it can be

passed or not.

Computer Embroidery

This department develops concepts and developed with new ideas and they prepare a

layout with an artist. Then the creation of new stitches and techniques for the particular

design and selection of suitable base fabric, getting the design punched, controlling the cost if



necessary and solving problems while punching, and finally making the color ways for the

final design to be made in hangers.

Environmental Awareness

Clean and safe environment are given special priority. They are fully aware that

polluting is tantamount to not only destroying environment but also bringing disaster on the

people living in and around them. In view of this, company has applied water treatment

facility to prevent water and the area surrounding the factory from being polluted or

damaged. Green trees and shrubs planted around the factory convincing the visitors, that

company is environmental friendly.

Utilities

- Effluent treatment

- Energy conservation

- Reverse osmosis

- Environment monitoring system





Importance of Human Resources

“Manpower” or “human resource” may be thought of as “the total knowledge, skills,

creative abilities, talents and aptitudes of an organization’s work force, as well as the values,

attitudes and benefits an individual involved. It is the sum total of inherent abilities, acquired

knowledge and skills represented by the talents and aptitudes of the employed persons.” Of all

the “Ms” in management (i.e., the management of materials, machines, methods, money,

motive power), the most important is “M” for men or human resources.Itis the most valuable

asset of an organization, and not the money or physical equipment. It is in fact an important

economic resource, covering all human resources-organized or unorganized, employed or

capable of employement,working at all levels-supervisors,executives,government employees,

“blue” and “white” color workers,managerial,scientific,engineering,technical,skilled or

unskilled persons, who are employed in creating,designing,developing,managing and

operating productive and service enterprises, and other economic activities Human resources

are utilized to the maximum possible extent in order to achieve individual and organizational

goals. An organization’s performance and resulting productivity are directly proportional to

the quantity and quality of its human resources.

An organization, whether formal or informal, large or small, is composed of people -

the human resources – who come from different walks of life and who are different from

another in their psychological make up. Human resources consist of the total knowledge,

skills, creative abilities, talents and aptitudes of an organization’s work force, as well as the

values and attitudes and beliefs of the individuals involved in it. They are the sum total of

inherent abilities, acquired knowledge, and skills represented by the talents and aptitudes of

the employed.

The quantity and quality of human resources are modified by such environmental

factors as education, training and development. With the help of acq1uired knowledge and

talents, a human being is capable of producing new ideas, developing and improving capital

goods and modifying the available physical (land) and financial (capital) resources in order to

achieve greater productivity, satisfaction and the goals set by an organization.Capital,national

resources, foreign aid and international aid play an important role in economic growth; but



none of these factors is more important than efficient pool of well-educated, well-trained and

highly developed personnel, through whose creative efforts the goals of an organization may

be achieved. In this fact lies the importance of human resources.

Human Resources are the most important assets an organization has and their

effective management is the key to its success. This success is more likely to be achieved if

the personnel policies and procedures of the enterprise are closely linked with and make a

major contribution to the achievement of corporate objectives and strategic plans.

The corporate culture and the values organizational climate and managerial behavior

that emanate from that culture will exert a major influence on the achievement of excellence

and it is concerned with integration getting all the members of the organization involved and

working together with a sense of common purpose.

Components of Human Resource Management

Human Resource Organization

Human Resource Organization is concerned with achieving success by organization

design and development, motivation, the application of effective leadership, and the process

of getting across the message about what the enterprise is setting out to do and how it process

to do it. The fundamental objective is to ensure that every aspect of the organization,

employment, motivation and management of people is integrated with the strategic objectives

of the business and contribute to the successful achievement of those objectives.

The programme has to take account of cultural issues so that the desired corporate

culture can be developed or reinforced. More over, organizational development programmes

and interventions are needed to achieve better integration, improve team work, motivate

human resource, develop proper leadership, facilitate communication system, manage conflict

and change and obtain commitment.

Human Resource Planning

It sets out to define how many people the organization wants, but with a particular

interest in the type of people the organization needs at present and in the future, in terms of

their expertise and how they “fit” the corporate culture. It involves the forecasting of both the

supply and demand for future labour. It provides the base for recruitment programme and for

human resource development plans.

Human Resource Systems



These are the essential programmes needed to recruit, appraise, pay and look after the

health, safety and well-being of the employees in the organization.

The main key programmes are:

1. Recruitment Management

2. Information Management

3. Training Management

4. Performance Management

5. Reward Management

6. Career Management

7. Health and Safety Management

8. Discipline Management

9. Culture Management

Human Resources Development

HRD as a system depends on work itself which generates a higher degree of

responsibility for the employees, the individual’s personal and professional growth, the

improved quality output as a result of increased responsibility and organization as an open

system.

HRD as a function consist of various activity related to training and development and

performance appraisal which plays a significant role in achieving the individual’s growth and

development.

The primary responsibilities of a HRD manager are

1. To act as an internal change agent and consultant.

2. To initiate change and act as an expert and facilitator.

3. To activity involve him in the company’s strategy formulation.

4. To keep communication lines open between the HRD function and individuals and

groups both within and outside the organization.

5. To identify and evolve HRD strategies in consonance with overall business strategy.

6. To facilitate the development of various organizational teams and their working

relationship with other teams of individuals.

7. To try and relate people and work so that the organization objectives are achieved

effectively and efficiently.

8. To diagnose problems and to determine appropriate solutions particularly in the

human resources areas.



9. To provide co-ordination and support services for the delivery of HRD programmes

and services.

10. To evaluate the impact of an HRD intervention or to conduct research so as to

identify, develop or test how HRD in general has improved individual or

organizational performance.

Human Resource Relationship

It deals with the handling of employee individually and collectively as members of

trade unions or staff associations. Their aim is to increase co-operation and trust and to

involve employees actively in the company’s affairs. It also deals with problem-solving

techniques, particularly to solve problems relating to disciplinary cases and grievances. There

are two sides to a dispute in most organizations; the management and the workers. There is a

gap and the means have to be found to bridge that gap. Whether or not unions exist, it is

highly desirable for the management to develop methods of dealing with employees

collectively. The necessary techniques must be evolved from the encouragement of mutually-

working together in the interests of all. Unions have to be managed like everything else in an

organization. Management normally gets the union it deserves. If it handles unions the wrong

way, the results for the organization can be disastrous. An approach to collective dealing

should be the recognition of the union, the respective role performance of management and

union, the type of procedures one can adopt to regularize relationships with unions, the basic

techniques of negotiating with unions and the mechanism of involvement through

participation, both traditional forms of joint consultation.

Human Resource Management Approach

Human Resource Management has received tremendous attention in recent years.

Broadly, there are three meanings attached to the concept of HRM.In the first place, persons

working in organization are regarded as a valuable source, implying that there is a need to

invest time and effort in their development. Secondly, they are human resources which mean

that they have their own special characteristics and, therefore cannot be treated like material

resources. The approach focuses on the need to humanize organizational life and introduce

human values in the organization. And; thirdly, human resources do not merely focus on

employees as individuals, but also on other social realities, units and processes in the

organization.

There has been great deal of HRM actively in organizations, although most of such

HRM systems are designed without understanding the organization’s structure, tasks,

processes and people. It is imperative for any HRM activity to have a conductive

organizational climate to stabilize such efforts in reality. It is essential that HRM systems are



designed in the framework of the total organization. HRM efforts fail miserably in such

organizations where no attention is paid to these systems.

HR Practices carried out in BTPL

Man power planning

It is a process by which a management determines how an organization should move

from its current manpower position to its desired manpower position.

Through planning, a management strives to have the right number and the right kind

of people at the right places, at the right time, to do things which result in both the

organization and individual receiving the maximum long range benefit.

As the manpower planning is engaged in all the organization, BTPL is also adopted a

simple system where the receptive department, which is in need of human resource, must

contact to the HR department. Then HR department will start to search the right manpower.

Recruitment

It is one of the important functions of the personnel management to ensure that the

organization has the right number of employees and the right kind of employees at the right

places. The number and nature of employees required by an organization depends upon the

nature of method of work.

It forms the first stage in the processes which continues with the selection and ceases

with the placement of the candidate.

It is the next step in the procurement function, the first being the manpower planning.

Recruiting makes it possible to acquire the number and types of people necessary to ensure

the continued operation of the organization.

It is a process of discovering of potential applicants for actual or anticipated

organizational vacancies.

In BTPL, they are following the campus interview system and whenever in need of

manpower they give the advertisements in newspapers. They also have agreement with some

agencies which are engaged in recruiting the candidates for BTPL. At present BTPL is

recruiting a lot of fresh graduates as they are hard and smart workers and more interested in



doing work. So I can say that BTPL is the best organization or way to make a fantastic career

for freshers.

Selection

It is concerned with securing relevant information about an applicant. It is a long

process, commencing from the preliminary interview of the applicants ending with the

contract of employment.

It is one of the important functions of HR department. If the right person is selected,

he is a long valuable asset to the organization and if faculty selection is made, the employee

will become a liability to the organization itself. Therefore at the time of selection process

candidates are carefully scanned to fill up the different positions.

BTPL is following a campus interview system and they also have an agreement with

an agency who will find the right candidates for the vacancies arise over here.

Induction

It is a technique, by which a new employee is rehabilitated into his surroundings and

introduced to the practices, polices and purposes of the organization.

In other words, it is a welcoming process the idea is to welcome a newcomer, make

him feel at home and generate in him a feeling that his own job, however small, is

meaningful and has significance as a part of the total organization.

Truly speaking induction is socializing by which the organization tries to make the

new employee as it’s agent for the achievements for its aim and objectives.

Lecture, handbook, presentation, group seminar are used to impart the information to new

employees about the nature of the job and organization in order to make the new employee

acquaint himself with company’s history, strategies, policies procedures, department,

supervisors and subordinates.

In BTPL, they used to conduct an induction programme, for the new employees for

the period of 5-10 days. Almost all the top designation will be there in the progamme, along

with the new employees.

The company has made a wonderful power point presentation where it contains the

brief introduction of the company, various departments, its function, organization chart,



process etc. So this presentation will be shown to impart the information to the new

employees, trainees etc.

Manpower Development

An employee once gets his job in an organization needs to develop. It’s an

organization’s responsibility to see that whether the employee is developing or not.

The BTPL has set the standards by which an employee has the opportunity to

develop, for this employees needs a developmental program. It can be done through Training

and other management development programmes.

Training

Every organization needs to have well trained and experienced people to perform the

activities that have to be done. If the current or potential job occupant can meet this

requirement, training is not important. But when this is not the case, it is necessary to raise

the skill levels and increase the versatility and adaptability of employees.

Training is a process of learning a sequence of programmed behavior. It is

application of knowledge. It gives people an awareness of the rules and procedures to guide

their behavior. It attempts to improve their performance on the current job or prepare them

for an intended job and it’s a short term process utilizing a systematic and organized

procedure by which non-managerial personnel learn technical knowledge and skills for a

definite purpose. The success of every organization, to a greater extent depends on the

amount, qualitative and timely training is to be provided.

BTPL is providing excellent training programme to both the new as well as existing

employees. It conducts the training programme to its new employees for the period of 6-12

months and also engaged in conducting the Training & Development programme to its

existing employees every now and then. They are inviting designers, artists from various

countries to get the training from BTPL employees and it’s a wonderful for both BTPL

employees and designers from outside to learn about the new designs, the taste of different

country. BTPL is more interested in conducting the developmental programmes to develop

employee’s skills and competence.



Motivation

It is the process of creating organizational conditions which will impel employees to

strive to attain company goals. It plays a key role in all type of organization. The organization

has to identify the unsatisfied needs of its employees and try to satisfy them. And it is a way

of getting work done by others. BTPL use to give increment to those employees whoever

performs well in their work, which will be known by the results of Performance-

Management- Systems. Promotions are also depended upon it.

Communication

Communication is one of the most basic functions of management. The manager can

make a good decision, think out well conceived plans, establish a sound organization

structure and even be well linked by his associates. It forms a basis for management by

objectives, long range strategic goal setting and policy formulation, strategic planning,

organization development and organization effectiveness, control decision making and allied

managerial activities aimed at effective achievement of organizational goals.

Through a proper communication, the managers would be able to study the

understanding and reaction of the subordinates and create a congenial atmosphere so as to

induce the subordinates to put in best of their efforts in accomplishing their tasks.

It can be effective if an opportunity is not given to the subordinates to express their

views.

Managers and subordinates in BTPL discuss before deciding matter. Management

would like to have a glance over the viewpoints or suggestions collected by its subordinates.

BTPL is following an open door policy where it doesn’t have any restrictions or barriers in

between top management and in its workers and they can approach his managers directly

because Open communication enhances the comfort levels of employees apart from making

them feel worthwhile.



Performance-Evaluation

It is a method of evaluating the behavior of employees in the work spot, normally

including both the quantitative and qualitative aspects of job performance. The various

factors to be taken into account for rating the Performance-Evaluation of employees, such as

quantity and quality of output, knowledge of the job, ability to do that job, personal qualities

like spirit of co-operation, reliability and dependability, supervisory qualities like leadership,

initiative, self confidence, judgment, analytical abilities, decision making abilities etc. Each

of these factors is given certain marks and the total of such marks gives the rating of the work

of performance.

Performance appraisal is a dynamic process. Variables and complexities pertaining to

the situation in an organization should be given due wait age. The parameters like quality

production, productivity, utilization and attendance percentage will remain the same. The

degree of importance might/can varies as per the needs of the organization from time to time.

Any appraisal system should be simple, realistic, effective and easily measurable.

Subjective factors/Subjective assessment is bound to be there in any appraisal system. But

this doesn’t mean that an appraisal system is a subjective and academic exercise.

On the contrary it’s the most important exercise performed in an organization

towards measuring performance.

BTPL is applying its own developed method of performance-Evaluation called it as

performance appraisal system (Rating-Method). BTPL conducts this performance-Evaluation

for every year. Employee gets Increment/Promotion according to his performance-ratings.

There is increasing recognition that people are key to corporate performance.

Thus, performance measurement like leadership, excellence, ability to innovate,

attention to customers etc is necessary.

Organizations need to meet transparency concerns as well as drive maximum value.

An organization needs to measure and report the impacts of its people policies and, in

particular, the value that derives from them.

BTPL has prepared a performance appraisal sheet for management and non

management is enclosed,



And BTPL is in process of preparing an evaluation sheet for workers also.

Bharat SilksPerformance Appraisal for Management Staff

Name:

Designation:

Emp.Code:

D.O.J

Qlfn:

D.O.B:

Location:

Grade:

Years of service:

Company:

Group:

Total:

Period of appraisal: From: To:

1. Key responsibilities handled during assessment period?

2. Significant Contributions during the assessment period?

3. Areas of strength?

4. Areas of weakness together with key improvements required?

5. Action Plan for development?

Rating Scale:

5: Exceeds target expectations 2: Contributes to target expectations

4: Achieves target expectations 1: Below target expectations

3: Meets target expectations



Factors (Please rate the

following wherever

applicable)

Rating Remarks

Job Knowledge 5 4 3 2 1

Quality of work / output 5 4 3 2 1

Analytical ability 5 4 3 2 1

Commitment 5 4 3 2 1

Planning 5 4 3 2 1

Organizing 5 4 3 2 1

Team work / Participation 5 4 3 2 1

Presentability 5 4 3 2 1

Adaptability 5 4 3 2 1

Integrity 5 4 3 2 1

Cumulative Rating 5 4 3 2 1

i. Personal Characteristics

1 Acceptability 5 4 3 2 1

( Consider carriage , manners, poise, tact, expression, courtesy etc. Does he create , on the

whole, a favorable general impression?)

2 Maturity 5 4 3 2 1

( Consider emotional make-up. Does he normally appear stable and relaxed ? Does he usually

keep his emotional expressions under control? Can he take criticism and set-backs.?)

3 Discipline 5 4 3 2 1

( Consider the way in which he carries out self- discipline. Does he observe discipline

always? Is he punctual in terms of attendance, timings, etc.?)



ii. Social Effectiveness:

1 Relational Skill 5 4 3 2 1

(Consider ability to get along with people. Is he liked and respected? Does he have a

sympathetic and understanding approach to people? Can he listen to others without bias? Do

others show a willingness to associate themselves with him?)

2 Communication Skill 5 4 3 2 1

( Consider skill in expression. Does he use good English/ local or a language understood by

majority of the people? Can he present ideas accurately in an orderly sequence and in a

convincing and effective manner?)

iii. Approach to Learning situation

1 Ability to derive benefits from learning: 5 4 3 2 1

(Consider the extent of willingness & skill shown in getting maximum benefit from training.

Is he eager, attentive, persistent, & quick at grasping, things? Can he see deeply into a

situation, process, method, etc. or is he content with superficial explanations?)

2 Ability to Contribute to learning situation: 5 4 3 2 1

(Consider his ability to evaluate what has been taught or what he has observed himself. Does

he show concern with more information or does he try to look at things from new angles,

showing vision and imagination? Has he offered constructive criticism and suggestions? Has

his general behavior contributed in any way to the efficiency and good relationships in the

concern?)



IV. Work performance

1 Initiative & Ingenuity 5 4 3 2 1

(Consider the extent of willingness shown in assuming responsibilities. Has he shown any

remarkable urge to work? Has he shown a spirit of enterprise and a tendency towards

development on his own?

2 Proficiency & Dependability 5 4 3 2 1

(Consider the manner in which he carries out duties and responsibilities. What degree of

intelligence, speed, accuracy, resourcefulness, etc. Does he show in performing task

entrusted to him? Besides the above, the following also needs to be rated after appraise

has taken charge of his actual job/assignment/section.

V. Management Skills

1. Decision making Ability 5 4 3 2 1

(How is he taking initiative to conclude issues to it’s logical end. Risk bearing

capacity.)

2. Executive functions: 5 4 3 2 1

(How is he on his executive ability to plan, organize, direct, control, and review

the resources under him?)

3. Problem Solving Skill: 5 4 3 2 1

(How is he on his ability to identify, screen and solve problems related to men,

machine, material, method, wastage, etc?)



4. Approach to Quality and Productivity:

5 4 3 2 1

(Does he have a commitment to wards quality and productivity? Has he taken any

concrete steps for improving these? )

5. Approach to Systems/Methods/ Discipline/Safety / Housekeeping :

5 4 3 2 1

(Does he have a positive approach towards system & methods, discipline

safety, and housekeeping? Does he have a concern to address these issues and

improve? )

Overall assessment about the employee : 5 4 3 2 1

Sign of the Appraiser Name / Manager

Comment of reviewing authority \ Unit Head

V.P. Group –HR

M.D / Director



Bharat Silks

Performance Appraisal for non-Management Staff

Name:

Designation:

Emp.Code:

D.O.J

Qlfn:

D.O.B:

Location:

Grade:

Years of service:

Company:

Group:

Total:

Period of appraisal: From: To:

Rating Scale:

5: Exceeds target expectations 2: Contributes to target expectations

4: Achieves target expectations 1: Below target expectations

3: Meets target expectations

Factors (Please rate the

following wherever

applicable)

Rating Remarks

Job Knowledge 5 4 3 2 1

Quality of work / output 5 4 3 2 1

Analytical ability 5 4 3 2 1

Decision -Making 5 4 3 2 1

Communication and

interpersonal skills

5 4 3 2 1

Planning 5 4 3 2 1

Organizing 5 4 3 2 1

Team work / Participation 5 4 3 2 1

Initiative and drive 5 4 3 2 1



Commitment 5 4 3 2 1

Presentability 5 4 3 2 1

Adaptability 5 4 3 2 1

Integrity 5 4 3 2 1

Cumulative Rating 5 4 3 2 1

Overall assessment about the employee : 5 4 3 2 1

Sign of the Appraiser Name / Manager

Comment of reviewing authority \ Unit Head

V.P. Group –HR

M.D / Director



Welfare Measures

Welfare Measures are exhaustive and extensive and they are influenced by number of

factors like general economic conditions in the country, level of education of the workers,

social environment, customs, labour laws, attitude of the employees etc. These welfare

facilities vary from organization to organization. They are better known as ‘Fringe- Benefits’.

These are the benefits provided by the employers to their employees; these are those

monetary and non-monetary benefits given to the employees during and post employment

which is connected with employment.

Fringe-Benefits covers bonus, social security measures, retirement benefits like

provident fund, gratuity, pension, housing, medical, canteen, consumer stores, financial

facility etc. These benefits are provided to create and improve sound industrial relations, to

boost-up employee morale, to motivate towards work and to create a sense of belongings

among employees and retain them.

BTPL, is having a Fringe-Benefits- Policy to it employees which are as follows,

Increments, medical facility, Employee Deposit linked insurance, Leave travel allowance,

Gratuity, Free accommodation facility for workers, Transportation facility for staff, Night

shift allowance, Wedding gifts, Management training, Safety equipments, Uniforms, Shoes

etc. All the employees of BTPL are happy with the present ‘Welfare-Measures-Policy’. And

the company is planning to provide the facilities like group health insurance scheme, group

personal insurance scheme, Service award (On completion of 5,10 and 20 years of service),

Co-Operative society etc.



Competency Introduction

Have you ever wondered why the rush hour is so slow? Or why an elevator brings

you down? Or asked why the king of hearts in a pack of cards is the only king without a

mustache? Or why mosquito repellents are called so when they don’t exactly repel? Probably

everybody saw apples fall, but only Newton asked why. Why I am mentioning all these

things here because questioning leads to activation of thinking. While thinking definitely

there will be lots of brain storming, reengineering, self motivation, use of creative instincts,

adventurous, willing to take risks, ready to try something new and always up to challenges.

Ultimately it improves the analytical, interpersonal skills, decision making ability, which is

nothing but a Competency.

In today’s highly competitive environment, competency matters and the organization

that makes the best use of the talent available to it as well as that which attracts talent will

emerge as the forerunner. Thus, the management of talent has assumed strategic proportions

and corporate the world over are using structured competency frameworks to make people-

related decisions.

What is competency and what it constitutes?

Competence refers to abilities based on tasks or job responsibilities.

Competency refers to abilities based on behavior. These are the characteristics of the persons

who are doing the job.

Competencies are the characteristics of manager that lead to the demonstration of

skills and abilities, which result in effective performance within an occupational area.

It also embodies the capacity to transfer skills and abilities from one area to another.

Talent may mean the following:

Natural endowment or ability of a superior quality.

A specific mental or physical aptitude; an innate ability to perform successfully in a

particular field.

Gifted people collectivity.

It would appear to mean that the organization is looking for someone who does

things in a manner that is instinctive and different from that of others, yet in a way that is

distinctly better than that of others.



Commonly occurring competencies in organization

1. Intellectual

These competencies that are related to mental processes are best seen in individual

exercises, particularly in paper and pencil type exercises. However, interactive exercises

should not be ruled out for eliciting behaviors related to the cognitive competencies, as they

provide real-life-like situations in which impromptu reactions to unexpected situations are

required.

Various types of Intellectual competencies are,

Comprehension

Analytical Ability

Innovation

Decision Making

Planning and Organizing

Strategic Perspective

2. Interpersonal

These social competencies are best seen in situations which closely resemble those in

which these competencies will be used. These are interactive exercises, which could be an

equitable mix of group and one-to-one exercises. However; it may be prudent to bear in mind

that assigned leadership or assigned role types of exercises may inspire behavior different

from the participant’s typical behavior.

Various types of Interpersonal competencies are,

Communication

Adaptability

Interpersonal Skills

Ability to influence others

3. Dynamic

These competencies are best seen in situations where there is a certain amount of

stress created. This stress may be externally imposed, but in reality, stress is created

internally in the participant’s mind tends to elicit better and more characteristic examples of

behavior.



Various types of Dynamic competencies are,

Initiative

Drive

Resilience

Stress Resistance

Result Orientation

4. Business Related

The requirement here is to create situations which are similar to the situations faced

in the normal course of business.

Various types of Business Related competencies are,

Business Understanding

Customer Focus (could also belong to the interpersonal group)



Identification of Competency

The competencies identified as being relevant to the organization constitute the talent

that may be required by the organization, which are yet to be identified. It may be beneficial

to examine the business of the organization independent of its people as well as similar

business in order to ascertain if there are any more areas of innate capability, which would

help the organization in its business.

Once the constituents of the talent required by an organization have been identified,

the search for talent within the organization begins. The quest for talent within the

organization consists of locating the people who have the requisite competencies that

comprise talent in the organization.

The methods of uncovering the talent in an organization are the same as those meant

for measuring competencies. In the era of competing through competence, many knowledge

driven industries have recognized that competence has to be managed strategically.

Organisations are using structure competency frameworks to make a range of decisions about

their executives while a variety of tools are available to assess employee potential and some

of them are,

Competency-based Interviews.

Performance Appraisal Ratings (if these are based on competencies)

Psychometric Instruments.

Work Ability Tests.

Assessment Centers.

Competency-based Interviews

The interview when it is structured in a manner to bring out the competencies is an

effective tool of assessment. It is likely to be affected by the biases of the interviewer, the

candidate may project a favorable façade and thus the interview suffers from a slightly lower

validity and may be prone to errors of assessment.



Performance Appraisal Ratings

The ratings from the performance appraisal would be of use in the search for talent

only if the ratings are based on competencies. Appraisals based on quantitative performance

parameters cannot be used for this purpose since they show little of the person’s innate

qualities and more about the quantitative output which can be influenced by a number of

external factors.

Psychometric Instruments

Psychometric Instruments may also be used in the selection of talented people in the

organization. These are mostly self-reported and hence the possibility of a candidate ‘beating

the test’ continues.

Work Ability Tests

Some of the well-designed work ability tests are quite effective in measuring the

abilities that they claim to measure. However, though these may be of use in uncovering

talent at a lower level, where specific skills are required, they may prove less effective at

higher levels where the level of ambiguity increases.

Assessment Centers

This method is one where the focus is on competency and the result is predictive. The

assessment centre method produces good results in most cases, as the validity of a well-

designed centre is the highest among the methods described above. However, in case the

competencies required are those that are not easily manifest in the assessment centre itself,

another method for the measurement of these competencies will have to be added on.



Assessment Centre as a part of HR Strategy


Late

ral M

ovem

ent

Conceive organization’s mission

Strategy to achieve mission

Identify competencies required for high

Performance in context of strategy

Design assessment centers to measure identified

Competencies

Determine Present state of organization

Determine gap between desired and essential competencies

Stimulate developmental needs

Design and administer development and Training system

Career and succession planning


There are certain questions which need to be a swered in order to have a definite

picture of the variables that required to be addressed during the exercise.

1. Who are the people for whom the assessment centre is intended?

This should also include the levels or positions above the target population in the

organization. So that the potential for occupying these positions too can be evaluated.

2. What is the assessment centre intended to achieve?

The purpose of the assessment centre is of paramount importance. The competency

definitions identified should meet the requirement.

3. Who are the successful people who can define what behavior lead to success in

the organization and who are the average people who follow the role definitions but

meet only moderate success?

It is only by comparisons of these two that behavior that differentiates between

successful people and mediocre people in the organization can be found.

4. Are the behavior and performance that are valued as leading to success now the

same as these which will be valued in the future?

This envisages any major changes in the culture of the organization foreseen in the

future.



Developing Competency

The development of talent is no different from the development of competency.

However, in the case of talent, the organization will have to concentrate not just on the

disparity between the present level of competency and the desired level of competency, but

will also have to work on the strengths of the participants revealed by the selection process.

The identification process must, therefore, aim not just at identifying the talent but also at

identifying the area in which these people are talented. Thereafter the organization must give

them the wherewithal to utilize their talents in the manner best suited to the interests of the

organization. The effort should also be to channellise the strengths of the person so that he is

able to capitalize on them. This may involve a lateral movement of the person to a position

better suited to his talents. It may also involve restructuring of a job to accentuate the

particular talents of the individual.

“If you don’t like the weather, stick around for a few minutes and it will change”

Businesses might not change that often, but they are changing, and changing more

dramatically than ever before. And through it all, employees are having a difficult time

keeping with the multiple and changing hats they are being asked to wear.

But today’s dynamic business environment, how can companies focus on enhancing

employee competencies when change is the only constant? Through timely, up to date

learning content that links competencies to a company’s performance objectives, companies

can keep their employees qualified for the challenges ahead. By focusing the limited time and

resources dedicated to learning on key competencies, companies can feel secure in knowing

that the learning content they do provide has a direct impact on the company.

A competency-based training development process ensures a strategic focus and

achievable scope, leading to greater learner involvement and motivation. So what is

development process? The development process incorporates these steps:

Develop performance maps

Conduct star performer focus groups

Document skills tables for key competencies

Assess current learning content against skills tables



Create competency development guides

Develop Performance Maps

A performance map is a visual representation (similar to chart) of the links, or the

line of sight, between a role, the critical competencies for that role and overall corporate

business goals.

Performance maps identify how each role within a department directly impacts the

success of the overall company. They also identify the critical competencies employees need

to master within a role if they are going to help the company meet its performance objectives,

or business scorecard.

Performance maps display how each employee plays a role in reaching company

goals. This emphasis on individual contribution helps employee understand the importance of

their key competencies. By focusing on the competencies that are most critical in driving

business success, employee development remains aligned with the strategic company goals.

The result is competency-driven learning content that directly supports company performance

objectives.

Focusing on key competencies also helps avoid the creation of laundry lists of skills

and knowledge that can be overwhelming for both employees and their leaders.

The performance maps usually focus on four standard categories that companies use

to measure and communicate their success. These categories include company financial

objectives, process improvement objectives, customer satisfaction objectives and employee

satisfaction objectives. Each one of these categories links objectives from the company level

to the divisional level to the role so that the key competencies can be clearly identified.

Conduct Star Performer Focus Groups

Once the performance maps are created, the learning organization conducts focus

groups with star performers to validate the maps and further clarify the key competencies.

The star performers are employees who continually succeed in the roles identified on various

performance maps. The focus groups are conducted similar to the format of a behavioral



interview. Star performers are asked to provide specific examples of how they perform the

critical competencies identified on the performance map for their role.

Document Skills Tables for Key Competencies

Based on information gathered from the focus groups, the performance maps are

finalized and summary skills tables are created that clearly define the key competencies. The

skills tables contain examples gleaned from star performers during the focus groups. The

skills table should clearly communicate the actions star performers execute on a regular basis

that enables them to excel within their positions.

Assess Current Learning Content against Skills Tables

From the skills tables, the learning organization identifies learning content materials

that exist within the region, across the company and externally that directly impact the key

competencies listed on the performance maps. If the skills tables are documented properly

and include action verbs that help describe degree of mastery, learning organization can

quickly review existing learning content to determine what portions still meet the needs of the

organization.

From this review process, companies can easily determine what portions of existing

training materials need to be enhanced replaced or remain the same. From the skills tables,

learning organizations can quickly develop the necessary performance objectives for any

materials that may need to be developed or purchased off the shelf.

Create Competency Development Guides

From the skills tables, learning organization also creates a competency development

guide for each role represented on a performance map. The competency development guide

contains statements and examples regarding the key competencies listed on the performance

map as executed by the star performer.

It is recommended that employees meet with their leaders to discuss their

competency development guide results and potential learning content opportunities. At that

time leaders can also discuss any on-the-job opportunities that target the critical items

highlighted on the competency development guide.



Results to Expect

Through the competency-driven training development process (performance maps,

focus groups, skill tables, competency development guides), a company is assured that its

learning content investments are strategically linked to business goals. Companies also

achieve consistent, measurable performance improvement by focusing on the key

competencies that most directly impact organizational goals.

As the time change and companies adjust, performance maps, skill tables,

competency development guides should be updated to reflect company financial objectives,

process improvement objectives, customer satisfaction objectives and employee satisfaction

objectives. Once these documents are created, their maintenance should require only a few

days every 12 to 18 months. The update process should trigger a review of the competency

driven learning content to ensure that it reflects the, most current goals of the company.

Company employs a Learning Management System (LMS), it is recommended that

the distribution of the competency development guides and the linking of the competency

driven learning content take advantage of the LMS infrastructure. Through the LMS,

employees can quickly access the competency development guides and then review the

available leaning content. The LMS can also track the needs regarding the learning content

and help learning organizations forecast future trends.

For companies to survive, not to mention grow, in today’s dynamic business climate,

workforce employees must master key competencies. And as key competencies that are

directly linked to company performance objectives are mastered across the organization, peak

performance will become a reality.

Various methods to develop the competency

The management development programme should follow a series of integrated

activities.

There are a number of distinct activities that can lead to development in the

participants. However, since the participants will generally have different developmental

needs, a variety of activities are required leading up to the development of the participants.

The various types of developmental activity can be competency based workshops, job



rotation or enrichment, project based learning-learning programmes and Open University

programmes. In addition to these, there may be the requirement of counseling to cater for

problem areas.

Competency based workshops

These workshops specifically designed for the enhancement of certain competencies.

The best workshops are those that concentrate on a single competency at a time. The

workshops must be designed to enhance the competency of the participant and the

understanding of the competency may follow as an after-effect and is not the main objective

of the programme.

The competencies covered by the workshops will be the same competencies which

are covered by the assessment centre and are thus relevant to the organization. Hence it is

always advisable to invest in designing an entire set of competency-based workshops. The

major advantages of this approach are many. The workshops are directly related to the job

content and to the behaviors expected to enhance the competency of participants. It tends to

be small and specific and thus the participants do not have to be spared for long period of

time.

The competency based workshops can be used in tandem so that one competency can

be enhanced before addressing the next and so on. The system is an ongoing process and the

competencies are continuously upgraded.

Job Rotation or Enrichment

In organizations where people are generally static at their functions and jobs, the

exposure they get is severely limited and the possibility of bettering one’s competencies by

experience reduces considerably. People who have had a better exposure always appear to

have a higher level of competencies. Organization can take advantage of this phenomenon by

exposing their people to a greater variety of jobs. This can be done either by job rotation or

job enrichment.

Job rotation should be done in a systematic manner with the rotation so organized

that people are familiarized with each function in turn and rotated so that the entire range of

function is covered.

Job enrichment is the extension of the work so that the boredom that may set in from

repetitive work does not affect the incumbent. This also serves to extend the participant’s



exposure and the effect is the same as that of job rotation, though at a lower scale due to the

limited exposure.

Project based Learning

There are numerous recorded instances of learning schemes based on action-oriented

programmes. The scheme, which has been outlined in the job enrichment system, can well be

used for the type of learning. However, project based learning needs to the designed with the

objective of eliciting a particular competency, or a set of related competencies and the

implementation must also be planned so that the desired competency is highlighted.

Project-based learning will have to be facilitated extensively to produce the results

that are desired. However, the success or otherwise of project-based learning is totally

dependent on the willingness of the participant to absorb this knowledge. The participants

should be eager to learn from the project and the facilitator can optimize the learning by

directing the participant to the desired behavior and outcome. In fact this method lends itself

to another very effective method of learning-mentoring.

E-learning

An increasing number of large organizations are providing their employees an

opportunity of further learning through the internet and also through intranets in the

organization. This method is particularly effective because it provides the employee with

information, which is closely targeted to the objective of the organization. It can be used to

provide competency based exercises and projects to the participants. A further benefit of this

method is that the competency based exercises can be used by the employees even in their

own time. The system provides a real time evaluation of the progress made by the participant

during the e-learning course and this can then be monitored closely to ensure that the desired

result is achieved. E-learning can be a very powerful tool and organizations are progressively

turning to this to improve the competencies of their employees.

Open University Programmes

Most participants are active managers and cannot be spared to attend formal courses

to upgrade their skills. Hence the availability of Open University and other correspondence

programmes to improve their theoretical knowledge are very welcome and can be effectively

used. The participant along with the HR department of the organization must examine the

various programmes on offer for content, quality of study material, correction of assignments



and most importantly the effectiveness of the contact programmes offered. The utility of the

employees is thus vastly increased and the organization benefits through the exposure to the

best practices in the industry that are learned here.

Monitoring the Progress

The progress made by the participants in the development process must be monitored

continuously for it to have any appreciable effect. The ultimate objective of the organization

is to have the best people for the job when and where it needs them. With this objective in

mind, the organization must maintain records of the participant’s performance in the

assessment centre. Records must also be maintained of the development process he was

exposed to and the progress made on these development processes, in particular the

improvements made by the participant.

The monitoring process must be continuous if there is to be any benefit to the

organization and to the individual. The system instituted should also consider the career

aspirations of the participants. Once this is done, the system is capable of handling the career

and succession planning functions of the organization.



Nurturing the Competency

The nurturing of talent is possibly the most difficult part of handing talent in an

organization. Talented people are sensitive and easily suffer slights, both real and imagined.

Thus, care must be taken while dealing with them. It is important to recognize and reward

talent in order to encourage them to use it for their own good as well as for the organization.

There are a number of means by which the organization can nurture talent such as:

Recognition Schemes

There is a system whereby any act of furthering the business of the organization

through innovative means is given due recognition and the initiator is feted publicly. This

gives the talented person the feeling of being recognized and appreciated. In one

organization there was a board put up near the assembly line where the photographs and

citations of employees who had contributed significantly to the organization were displayed.

Rewarding Talent

Monetary rewards are as important as recognition and accelerated promotions. At the

same time, it must be ensured that talented people are not promoted out of their areas of

competence. Thus the organization has to perform a delicate balancing act to be able to

handle these valuable yet sensitive people.

The organization needs to give them the feeling that they too are valuable to the

organization and that their contribution too is appreciated.

Thus the organization will also have to institute special schemes for people who are

functionally competent and also for those who have been performing at a high level, although

they may lack the potential for further advancement in an organization. This dual recognition

of people who are talented and those who are not, but are yet competent will serve the

organization well in taking care of the issue of the management of talent.



Competency Mapping

A competency is a practical ability that is informed to some degree by theoretical

understanding; this is a much better model for assessment than any purely conceptual model.

Competencies for job classification

Components

What is a competency based job classification model?

A competency model is a human resource tool that outlines for employees the

particular combination of knowledge, skills, and characteristics needed to effectively perform

a role in an organization. These competencies are observable and can be objectively measured

through defined behaviours. They provide narrative descriptions of standards and summarize

job competencies that have broad application to many types of jobs. Competency models help

define career strategies for employees by providing different levels through which employees

can potentially move as they gain additional skills and knowledge that clearly meet a business

need. Such models aid management in employee selection, training and development,

appraisal, and succession planning.

What is the competency matrix that is used in competencies for job

classification?

The matrix consists of five levels of competencies with behavioral measures for each

competency. The competencies chosen mirror those in the staff Review and Development

plan and all contribute to the achievement of the organization’s strategic business objectives.

The competencies build in a logical, measurable manner from one level to another. The five

competencies measured are effective knowledge, Accountability and self management,

Teamwork and Leadership, Communication and innovation & Problem-solving.

How will an employee be assigned to a level in the competency matrix?



A job profile for each category will provide examples of typical work activities and

examples of skills and activities that characterize each level. Managers will assign each of

their employees to appropriate levels based on the competencies as defined in the job profile

for their particular position.

Why is there a separate matrix for management?

Having a separate matrix for management positions recognizes the administrative

aspects and the breadth of such positions. Both matrices contain the same functional

competencies with the management matrix adding competencies in areas such as strategic

planning and resource management.

What is the relationship between the five levels and the current levels of

management such as supervisor, manager and director?

There is no direct link between the current titles and the five levels. All jobs that are

included in the management matrix will use the same manager profile. However, working

titles will not change so titles such as supervisor and director may still be used.

Advantages of competencies for job classification

Competency models support the organizational needs and mission is to recognizing

the characteristics, skills and knowledge demonstrated by employees. The current system is

hierarchical and fosters the perception that position upgrades are the only way to be

recognized for strong performance within a job. The reduced emphasis on grades in the new

Smodel focuses employees on job competencies needed for advancement. Competency model

provides management with a tool for evaluating, developing, and compensating employees

appropriately. Understanding our position in relation to the market, in addition to maintaining

internal equity, aids in recruitment and retention of staff, therefore improving morale and

reducing turnover and its associated costs.





Application of competency in the industry

Competency starts from the alignment of thought process. The thought process and

continuous questioning should be aligned and coherent towards the task on hand.

A staff’s competence can be steadily improved by applying the following steps

thinking and aligning the thoughts required for the task.

Continuously questioning and aligning the answers required to complete the task

Starting with the end in mind

The complete thought process and questioning should lead to achieving the end

(target) Handling tasks on a continuous basis leads to wide exposure, broadening of lateral

and logical thinking. Always handling new tasks and completing it within dead line becomes

a practice and habit. This is nothing but competence. E.g. A staff working as a technical

officer in an organisation can become competent/trend to be competent by assigning

continuous tasks/projects like,

Task A

Which machine is better suited for twisting silk yarn, technical parameters of the

machine, its features available, machinery cost, power consumption level and manufacturers

after sales service facility and reputation. This data has to be collected, analyzed covering at

least three manufacturers of twisting machine. The past experience with the existing twisting

machine also has to be factored in before arriving at a decision. Immediately after completing

task a, task b should be given to the technical office.

Task B

Preparing an improved weaving layout taking all the determining factors- material

flow, optimum utilization of cubic space, feasibility of integrating warping section along with

weaving department etc. into considering while preparing the layout.

The following has to be thought about and worked out

a) Linear/ non linear arrangement of machines.

b) Space between 2 machines



c) Material flow feasibility/ convenience between machines and in alleyway.

d) Whether any extension of space/bay is required, justification for such space/ bay, how

economically that bay can be extended/constructed etc.

After completing the Task A and B, logically the next task should be given to the

technical officer and it should be an on going process.

Questioning, corrections and directions wherever necessary should be given by Vice

President technical and the tasks should be endorsed and certified ok by Vice President

technical.

When the technical officer is continuously exposed to the above given kind of

working and tasks, 2 to 3 years down the line he becomes a totally competent technical

officer with potential for higher responsibilities.



Productivity Production and Productivity

Among all the functional areas of management production is considered to be crucial

in any industrial organization.

Production is a process by which, raw materials and other inputs are converted into

finished products. In other words production is manufacturing.

Production and operations management includes series of activities such as product

design, forecasting, organizing, physical facilities, quality control, plant maintenance,

materials management and the like.

All the activities need to be so organized and implemented that, the firm should

realize increased productivity. It is the productivity of men and other resources that speaks

about the substantiability of the individual firm and of the growth of an economy.

Production refers to the total output. Productivity refers to the output relative to the

inputs.

Productivity is a measure of efficiency with which resources, both human and

material, are converted unto goods and services.

It is measured in terms of output per man-hour. It is not due to labour efforts alone.

Technological improvements, better organization and management, greater ingenuity and

skill by labour are all responsible for the increase in productivity. Actually; productivity

measures the contribution of all resource factors-men, machines, methods, materials and

management. No productivity index can be devised which will measure only the productivity

of a specific factor of production. Another problem is that productivity can be measured at

several levels-jobs, plant, industry or national, economic level. Thus, although theoretically it

is a sound compensation criterion, operationally many problems and complications arise

because of definitional measurement and conceptual issues.



Stated more clearly, productivity refers to the amount of goods and services

produced with the resources used. Productivity is a maximization of available resources.

Productivity is measured with the help of a formula which runs as follows,

Productivity = Quantity of goods and services produced

Amount of resources used

As the equation indicates, there are two variables in measuring productivity the

amount of production and the amount of resources used. Productivity varies with the amount

of production relative to the amount of resources used.

MAINTANANCE ADMINISTRATION PRODUCTION

PRODUCTIVITY

QUALITY SERVICE OTHERS

Productivity is interrelated with production, quality, administration, services,

maintenance and others. All leads to increasing the productivity. So all the above components

should be in balanced.

Types of Productivity

Labour Productivity

Machine Productivity

Capital/Finance Productivity

Raw material Productivity

Power/ Electricity Productivity

Faster rate of economic growth can be ensured through accelerated production and

higher productivity in, all branches of economic activity. Human resources, being an

important input, their productivity play a significant role in determining the overall economic

growth of a nation.

Apart from the level of human skills, the quality of raw materials and the technology

employed are also responsible for productive human resources.



Productivity can be increased in several ways namely,

1. Increase production using the same or a smaller amount of resources.

2. Reduce the amount of resources used while keeping the same production or

increasing it.

3. Allow the amount of resources used to increase as long as production increases more.

4. Allow the production to decrease as long as the amount of resources used to decrease

more.

Whichever the method, productivity needs to be improved, as increased productivity

contributed to the competitive advantage of an organization. When productivity increases, the

company can pay higher remuneration to its employees. Improving productivity also means

getting more from the given inputs. Higher productivity does not mean adding more inputs

but using the resources better. Improving productivity does not mean working harder; it

means working smarter, mot just doing things right but doing right things.

Today’s economy demands that, we do more with less- fewer people, less money, less time,

less space and fewer resources in general.

Productivity benefits the whole economy, besides contributing to the success of the

organization. Any economy is made up of multiple organizations and if all organizations

prosper because of increased productivity, economy itself tends to benefit.



Measuring Productivity

As stated earlier, Productivity refers to the output relative to the inputs. Inputs in any

production process comprise capital, labour, materials & energy. Productivity of each

resource can be measure separately.

Such measurement gives partial productivity. Productivity of all resources put

together gives productivity on the total factor basis.

This method of calculating productivity considering all resources is called multi-

factor approach to meaning productivity.

Following are the 2 formula for calculating partial & total productivity.

Partial Productivity = Output in a given period

Labour hours used in the period

Total productivity = Output in a given period

Labour + Capital + Materials + Energy used in the Same

period

In practice, Partial productivity is mainly calculated for purposes of analysis &

remedial actions.

Among all the inputs, it is the direct labour, which is mainly used as the terminator

for calculating partial productivity. This is so, because labour continues to occupy a place of

pride in manufacturing systems, Net with standing automation. Certain operations cannot be

automated because of extreme product variability, the variable nature of some duties (such as

materials handling), the nature of the materials being produced & similar reasons.

For these operations, either it is simply not cost effective to automate them or

capital is not available in purity for automation. Moreover, most services remain labour

intensive. For these reasons, improving productivity of labour continues to receive

management attention.



Various methods to measuring the productivity

1. Work study

a. Method study

b. Time study.

2. Organization & methods study (O & M Study)

3. Value Engineering

4. Statistical Quality Control

5. Operations Research

6. Project management

7. Production, Planning & Control

8. Plant Layout Engineering

9. Methods Time Measurement (MTM analysis)

Work study

Industry everywhere has been striving hard to discover new work methods and

techniques which could help to produce goods of required quality at reasonable costs. The

search has resulted in finding techniques such as work simplification, job design, value

analysis and the like. All these are collectively called "methods engineering" or "industrial

engineering". The either names used are 'work design', 'work study', 'method analysis' &

‘operation analysis’.

For the sake of simplicity, the terms work study is used.

Importance of work study

In today's competitive business environment, it is necessary that the employees work

harder, be more productive so that, production costs can be kept low to meeting global

competition.

Operations managers have to continuously strive for low production costs, high

product quality and improve every facet of manufacturing. In this direction, improving labour



productivity and reducing costs by improving work methods and simplifying the work, needs

special attention by operations manager. To facilitate this, the work study technique has been

developed over a period of time.

Work study is defined as that body of knowledge concerned with the analysis of the

work methods and the equipment used in performing a job, the design of an optimum work

method and the standardization of proposed work methods.

Work study has contributed immeasurably to the search for better methods, and the

effective utilization of this management tool has helped in the accomplishment of higher

productivity. It's a management tool to achieve higher productivity in any organization

whether manufacturing tangible products or offering services to its customer.

Work study is also understood as a systematic, objective and critical examination of

the factors, affecting productivity for the purpose of improvement. It makes use of techniques

of method study and work measurement to ensure the best possible use of human and

material resources in carrying out a specific activity.

Objective of work study

1. To analyze the present method of doing a job, systematically in order to develop a

new and better method.

2. To measure the work content of a job by measuring the time required to do the job

for a qualified workers and hence to establish standard time.

3. To increase the productivity by ensuring the best possible use of human, machine &

material resources and to achieve best quality product & services at minimum

possible cost

4. To improve operational efficiency.

Benefits of work study

1. Introducing productivity & operational efficiency.

2. Reduced manufacturing costs.

3. Improved work place layout



4. Better manpower planning & capacity planning.

5. Fair wages to employees.

6. Better working conditions to employees.

7. Improved work flow.

8. Reduced material handling costs.

9. Provides a standard of performance to measure labour efficiency.

10. Better industrial relations & employee morale.

11. Basic for sound incentive schemes.

12. Provides better job satisfaction to employees.

The purpose of work study is to determine the best or most effective method of

accomplishing a necessary operation or function. The criteria for best method could be an

increase in job satisfaction and individual morale, reduction in physiological fatigue,

decrease in number of accidents & personal injuries, minimization of material usage, total

breakage or usage of consumable supplies and increase in productivity by reduction of

performance time.

Method Study

It is a scientific technique of observing, recording & critically examining the present

method of performing a task or job or operation with the aim of improving the present

method and developing a new & cheaper method.

It is also known as methods improvement or works improvement.

Objectives of method study

1. To study the existing/proposed method of doing any job, operation or activity.

2. To develop an improved method to improve productivity & to reduce operating

costs.

3. To reduce excessive materials handling or movement and thereby reduce fatigue of

workmen.



4. To improve utilization of resources.

5. To estimate wasteful & inefficient motions.

6. To standardize work methods or processes, working conditions, machinery,

equipments & tools.

Advantages of Method Study

1. Work simplification.

2. Better product quality.

3. Reduce manufacturing lost & higher productivity.

4. Higher job satisfaction for workmen.

5. Improved working method.

6. Optimum utilization of all resources.

Method Study procedure

The various steps involved in method study are

1. Select

Select the work or job to be studied and define the objectives to be achieved by

method study.

2. Record

All the relevant facts or information pertaining to the existing method using the

recording techniques like operation process charts, flow process charts, motion charts, film

analysis charts.

3. Examine

The recorded facts critically, challenging everything being done & seeking

alternatives, questioning the purpose, the means, sequences, place & the person.

The questioning attitudes of methods analysis



1. What is done? What is the purpose of the operation? Why should it be done? What

would happen if it were not done? Is every part of the operation necessary?

2. Who does the work? Why does this person do it? Who could do it better? Can

changes be made to permit a person with less skill and training to do the work?

3. Where is the work done? Why is it done these? Could it be done somewhere else

more economically?

4. When is the work done? Why should it be done this? Would it be better to do it at

some other time?

5. How is the work done? Why is it done this way?

4. Develop

Develop the improved method by generating several alternatives and selecting the

best method.

5. Define

Define the new method for the job / process / operation.

6. Install

Install the improved (new) method in planning, arranging & implementing phases as

a standard practice.

7. Maintain

Maintain the new method by ensuring that the installed method is functioning well.

This is done by periodic checks and verifications at regular intervals. Proper controlled

procedures are used to ensure that the new method is practiced to achieve the benefits of

methods study & also achieve the benefits of methods study and also achieve higher

productivity.

Time Study

It is concerned with the determination of the amount of time required to perform a

unit of work. It consists of the process of observing and recording the time required to



perform each element of an operation so as to determine the reasonable time in which the

work should be completed.

Objectives of time study

1. To determine by direct observation.

2. To determine standard costs.

3. To set labour standard for satisfactory performance.

4. To determine equipment & labour requirements

5. To determine the number of machines an operator can handle.

6. To balance the work of operators in production.

7. To determine the cycle time completion of a job.

Value engineering

It is an important activity that typically occurs jointly between purchasing and

methods engineering. This activity is aimed at modifying the specifications of materials, parts

and products to reduce their costs, while reducing their original function.

A value analysis team takes a product, which has been designed or produced and

attempts to define what function the product should fulfill

Once the function has been identified the analysis team examines the possible way of

performing the function at the lowest cost.

The following questions are considered while examining the product.

1. Is there a less expensive product which will perform the required function?

2. What does each component contributed?

3. Can a less expensive material be used?

4. Can parts be combined?

5. Can it be designer for easier assembly?



6. Can it be fabricated by other parts?

Asking questions is probably the simplest and most effective approach for value

analysis which results in the achievement of improved and increased productivity.

Statistical Quality Control

It is the application of statistical techniques to accept or reject products already

produced, or to control the process and therefore, product quality while the part is being

made.

Mainly it is used for controlling quality during production in mass production

industries which produce standard products.

This method offers several advantages to its users. Hence it is being increasingly

used in the industrial field.

1. It helps prevent defects from being made.

2. Costly, rework, rejection, & scrap are avoided.

3. It helps avoidance of the risk of accepting a bad lot.

4. It avoids the inspection of the entire lot.

5. It ensures the maintenance of high standards of quality & enables the users to build

up their good will.

6. To supply an audit of quality regarding the procedures products.

Operations Research

Operations Research can be characterised as the application of scientific methods,

tools & techniques to problem involving the operations of systems so as to provide these in

control of the operation with optimum solution to the problem.

Characteristics

1. Its system (or executive) orientation.



2. The use of interdisciplinary teams, application of scientific method.

3. Uncovering of new problems.

4. Improvement in the quality of decisions.

5. Use of Computer.

6. Quantitative solution.

7. Human factors.

Scope of Operations Research in Management

1. Allocation and Distribution

a) Optimal allocation of limited resources such as men, machines, materials, time and

money.

b) Location and size of warehouses, distribution centres, retail depots etc.

c) Distribution policy.

2. Production and facility planning.

a) Selection, location and design of the production plants.

b) Project scheduling and allocation of resources.

c) Preparation of forecasts for the various inventory items and computing economic

order quantities and reorder levels.

d) Determination of the number and size of the items to be produced.

e) Maintenance policy.

f) Scheduling and sequencing of production runs by proper allocation of machines.

3. Procurement

a) What, how and when to purchase at the minimum procurement cost.

b) Bidding and replacement policies.



4. Marketing

a) Product selection, timing & competitive actions.

b) Selection of advertising media.

c) Demand forecasts and stock levels.

d) Customer’s preference for size, colour and packing of various products.

5. Finance

a) Capital requirement, cash flow analysis.

b) Credit policies, credit risks etc.

c) Profit plan for the company.

d) Determination of optimum replacement policies.

6. Personnel

a) Selection of personnel, determination of retirement age and skills.

b) Recruitment policies and assignment of jobs

7. Research and Development

a) Determinations of areas for research and development.

b) Reliability and Control of development projects.

c) Selection of projects and preparation of their budgets.

From all of the above areas of applications it can be concluded that operations

research can be widely used in taking timely management decisions and can be also used as a

corrective measure.



Project Management

A Project is an organized endeavors to accomplish a specified non -routine or law

volume task.

Management of project differs in several ways from management of a typical

business. Operations manager must after organize project team to plan and control projects.

While the projects work is proceeding the remainder of the organization must continue to

produce the organization’s products.

The type of techniques required to manage the projects depends on the complexity of

the projects.

For small projects, Gantt charts are adequate whereas for large and complex projects,

the critical path method or programme evaluation and review technique would be more

effective.

Gantt chart or Scheduling chart

It indicates what must be done and when it must be done. As the projects progresses,

the chart is updated to indicate the amount of accomplishment towards the plan.

In this way, the projects managers can compare actual project work accomplishment

with planned projects progress.

These charts are easy to understand and to modify. They are of low cost.

Critical Path Method

It refers to a quantitative technique which, when applied to network planning, is

helpful in calculating the minimum time and the sequence of tasks needed to complete a

projects.

This method is used to ensure logical discipline in planning, scheduling and

controlling projects.

1. To encourage more long range and detailed planning of projects.



2. To provide the management with periodic reports as the projects progress.

3. To identify the most critical element of the plan.

Program Evaluation & Review Techniques (PERT)

It is a name given to a networking approach to planning, monitoring, controlling and

evaluation of complex projects. It consists of a network diagram which is a two-dimensional

schematic of the relationships between tasks in a project.

1. It is an outstanding approach for the timely completion of projects.

2. It minimizes delays in various parts of the overall job & helps in expediting the

completion of the project.

3. It is a method of budgeting resources to pre-determine the job on schedule.

Methods Time Measurement (MTM)

In this method, predetermined time values for basic motions such as reach, move,

turn, apply pressure, grasp, position release etc are established in terms of TMU's (i.e. Time

Measurement Units)

Methods Time Measurement has been used for

1. Developing effective methods in advance of beginning the production.

2. Improving the existing methods.

3. Establishing standard time data.

4. Estimating labour time & cost.

5. Training supervisors to be method conscious.

6. Choosing between alternative methods.



Production Planning & Control

It functions essentially consists of planning production in a manufacturing

organization before actual production activities start and exercising control activities to ensure

that the planned production is realized in terms of quantity, quality, delivery schedule and the

cost of production.

Objectives of PPC

1. To deliver quality goods in required quantities to the customer in the required delivery

schedule to achieve maximum customer satisfaction & minimum possible cost.

2. To ensure maximum utilization of all resources.

3. To ensure production of quality products.

4. To maintain optimum inventory levels.

5. To maintain flexibility in manufacturing operations.

6. To co-ordinate between labour, machines and various supporting departments.

7. To minimize the product through production / manufacturing cycle time.

8. To plan for plant capacities for future requirements.

9. To solve problems related to production.

10. To ensure effective cost reduction and produce effective results for least total cost.

11. To ensure the optimum utilization of materials, labour, equipments & machines.

12. To prepare production schedule and ensure that promised delivery dates are met.



13. The ultimate objectives are to contribute to the profit of the enterprise.

Plant Layout Engineering

When a new plant is erected, the question of the placement of machinery at different

places, the location of stores, inspection cabins, tool rooms, maintenance wings, plating

shops, heat treatment chambers, toilets, canteens, trolleys, cranes and other handling

equipments and the like, receive a priority consideration. This is so because the efficiency of

the production flow depends largely on how will the various machines, production facilities

and employee amenities are located in plant.

A plant layout refers to the arrangement of machinery equipments and other

industrial facilities such as receiving and shipping departments, tool rooms maintenance

rooms and employee amenities for the purpose of achieving the quickest and smoothest

production at the least cost.

The subject of plant layout not only covers the initial layout of machines and other

facilities but encompasses improvements in, or revisions of the existing layout in the light of

subsequent developments in the method of production.

Objectives of Good Layout

1. Provide enough production capacity.

2. Reduce material handling costs.

3. Reduce congestion that impedes the movement of people or material.

4. Reduce hazards to personnel.

5. Utilize labour efficiently.

6. Increase employee morale.

7. Reduce accidents.

8. Utilize available space efficiently & effectively.

9. Provide for volume & product flexibility.

10. Provide ease of supervision.

11. Facilitate co-ordination & face- to-face communication where appropriate.



12. Provide for employee safety & health.

13. Allow high machine / equipment utilization.

14. Improve productivity.





Developing or improving the productivity

1) Companies focus their attention on increasing productivity. The first step in

improving productivity ratio is to understand the factors that influence the

relationship between Output and Input.

2) The methods of improving productivity are particularly the same as those of

scientific management. Specifically production planning, production control,

inventory control, operations research, cost control, budgetary control, marketing

research, preventive maintenance & so on will help to improve productivity. The

basic pre-requisite for increasing productivity is to improve the performance of

production.

3) Specifically in the beginning production runs, workers are unfamiliar with their tasks

and the amount of time required to produce the first few units is high but as the

workers learn their tasks, their performances improves. The performance time drops

of rather dramatically at first and it continues to fall at some slower rate until a

performance plateau or leveling-off is reached. This learning pattern applies to

groups and organization as well as individuals and it is often regular & predictable.

Production function – Areas of Productivity

1. Improving volume of production.

2. Reducing rejection rates

3. Minimizing rework rate.

4. Maintaining delivery schedules.

5. Contracting all kind of machines and men.

6. Establishing / up dating / improving / setting industrial engineering norms.

7. Updating process and procedures.

8. Maintaining accuracy & timeliness of MIS.



9. Decreasing machine set - up time.

10. Controlling over time.

11. Good house keeping.

12. Checking absenteeism, thefts / pilfers age & misconduct.

13. Eliminating accidents.

14. Effective grievance handling.

15. Efficient training & team building.

16. Minimizing inventory & achieving better yields.

17. Enhancing customer satisfaction.

18. Total quality management (TQM)

19. Business process re-engineering (BPRE)

20. Automation.



Labour / Employee Productivity

There are at least three ways of measuring labour productivity,

1) Output per man - hour

Labour Productivity = Output

Man-hour used

2) Labour hours per unit of output

Labour Productivity = Total labour hours used

Output

3) Added value per unit of labour cost

Labour Productivity = Added value for the product

Total wages.

Added value for a product is taken as the difference between its sales value and the

cost of bought out items.

Obviously, the first formula is most commonly used to measure partial productivity.

Measurement of productivity involves the problem of expressing the related factors

numerically to active at the mathematical expression of productivity.

The main objective behind productivity measurement is to provide management with

a concise and accurate index for comparison of actual results with expected levels of

productivity.



Improving the Labour productivity

Successful businesses know that their organizations’ success is directly related to

worker performance, which is directly related to worker health. Measuring employee

productivity will prove invaluable in quantify the value of employee’s health to the bottom

line.

Safety & Health

Safety

Thousands of employees throughout the works lose their fingers, eyes, limbs, even

their lives, everyday. Much blood flows in the sewers of industrial establishments. The

dangerous inherent in industrial work has made the life of a worker very cheap.

Accident costs the organization dearly. Two types of costs are incurred by the mgmt

when an accident occurs. There is the direct cost, in the form of compensation payable to the

dependents of the victim if the accident is fatal and medical expenses incurred in treating the

patient if the accident is non fatal. The management however is not liable to meet the direct

cost if the victim has been incurred under the ESI scheme.

More serious than the direct costs are the indirect or hidden costs which the mgmt

cannot avoid. Hidden costs include loss on account of down time of operations, scanned - up

production rate of other workers, materials spoiled and labour for cleaning and damage to

equipment. Morale of the employees is lost. The firm may lose customers because of non

execution of orders.

Organization also suffers financial losses which accompany accidents.

Safety, therefore assumes greater relevance in industrial establishments. Safety

simply refers to the protection of workers from the danger of industrial accidents. Safety is

the necessary as it has an impact on productivity, cost and loss of revenue.

Safety is important on humane grounds too, managers must undertake accident

prevention measures to minimize the pain & suffering the injured workers & his family are



often exposed as the result of an accident. An employee is a worker in the factory and the

bread winner for his family. Management has no right to make the worker disabled are

economical crisis or lose his life. Organization evolve elaborate safety program to prevent

accidents. A typical safety program comprises five elements namely,

1. Development of policies, procedures & training systems.

2. Creation of an organization to ensure safety.

3. Analysis of the causes & occurrence of accidents

4. Implementation of the safety program and

5. Evaluation of the effectiveness of the program

Health

Health is wealth for employees as wells as for employers. Health of employees is

affected by surroundings, job stress, noise, alcoholism, drug abuse & Aids.

Health of employees is significant as it has an impact on productivity, absenteeism

and turnover. The protection of health of workers is a legal requirement too. Realizing the

need for healthy employees’ organization takes necessary steps to prevent causes which

result in ill health to workers.

Measuring Employee Productivity will help to

1. Determine the impact of health issues on your worker’s performance.

2. Compare the impact of different health issues on worker performance.

3. Identify areas of opportunity for health interventions.

4. Assess the potential productivity gains from alternative health improvement

strategies.

Incentive Payments

Incentives are monetary benefits paid to workmen in the recognition of their

outstanding performance. The primary advantage of incentives is the inducement &



motivation of workers for higher efficiency and greater output. It may not be difficult to get

people for fixed remuneration; it is difficult to motivate workers to show better performances.

Fixed remuneration removes fear of insecurity in the minds of employees. A feeling

of secured income fails to evoke positive response. Positive response will surely come when

incentives are included as a part of the total remuneration.

Earnings of employees would be enhanced due to incentives. Increased earnings

would enable the employees to improve their standard of living. Then there will be reduction

in the total as well as per unit cost of production, through incentives. Productivity would

increase resulting in a greater number of units produced for given inputs. This would bring

down the total and unit cost of production.

Production capacity is also likely to increase. The higher capacity has been achieved

with the result of the implementation of the recommendation for the adoption of an

individual/group incentive scheme.

The other advantages of incentive payments as reduced supervision, better utilization

of equipments, reduced cost time, reduced absenteeism & turnover and increased output

which leads to increase in productivity.

Creation of whole jobs

Under this procedure, complete jobs are assigned to the workers; jobs should be

exchanged that is the complexity of a job should be increased. So that it may appeal to their

needs. On an assembly line, for example a worker may be allowed to perform more than one

specialized function.

Job enrichment

This involves a greater use of the factors which are intended to motivate the worker

rather than to ensure his continuing satisfaction with the job he performs. The idea is to

reduce employee discontent by changing or improving a job to ensure that he is better

motivated. Job enrichment also opens up for the employee an opportunity for greater

recognition, growth, advancement & responsibility.



Building responsible into a job

Employees should be encouraged to take risk decision. This can be ensured by

delegating authority to them.

Modifying the work environment

This involves the use of teams of work groups, developing the social contacts of the

employees, the use of music, regular rest breaks.

Flexing working hours

Introducing flextime and flexible working hours so that an employee may have

enough time to look after his children and his family as well as after his personal affairs. In

this manner the rate of absenteeism can be reduced.

Job sharing or twinning

Under this system, two workers divide a full-time job between themselves, splitting

not only the hours of work but also the salary.

Rotation of jobs

Job rotation helps to reduce an employee’s boredom which arises out of the

monotonous nature of his work. By the adoption of this procedure, imaginative managers can

develop many more ways of making a job interesting for their employees.

By all these methods we can develop the employee morale and which finally leads to

productivity enhancement.

Job Design

Job design involves conscious efforts to organize tasks, duties and responsibilities

into a unit of work to achieve a certain objective. It specifies the content of each job and

determines how work is distributed within the organization. Job design integrates work



content (tasks, functions and relationships), the extrinsic and intrinsic rewards and the

qualification required (skills, knowledge and abilities) for each job in a way that meets the

needs of employees and the organization.

The design of jobs has a critical impact on organization and employee objectives.

From the organization’s prospective, the way tasks and responsibilities are grouped can affect

productivity and costs. Therefore, the thoughtful design of jobs can help both the

organization and its employees achieve their objectives. Jobs are more than a collection of

tasks recorded to a job analysis schedule and summarized in a job description. Jobs are the

foundation of organizational productivity and employee satisfaction. Jobs have to be designed

in such a way that it must play an increasingly important role in the success, even survival of

any organization. As the number of new worker coming into the labour market slows and

international competition increases, well designed jobs will become even more important in

attracting and retaining a motivated workforce, which is capable of producing quality

products and services. It may be stated that, poorly designed jobs may lead to lower

productivity, low employee turnover, absenteeism, complaints, unionization and other

problems.

A job is a long term assignment of tasks by means of which a person is able to

contribute to the effectiveness of an organization. A firm depends on its employees for

success. The three main objectives that a manager tries to realize in specifying jobs are

Technical feasibility, Economic feasibility, Behavioral feasibility.

Technical feasibility

A job is a set of tasks or duties assigned to be performed. The person who holds the

job must be capable of performing the assignment with the equipment and systems available

and the job must take the necessary transformation of inputs into outputs.

A job must not be beyond the reasonable limits of a person’s skills or physical and

mental endurance. Proper selection of processes and equipment as well as proper training of

employees helps ensure technical feasibility.

Economic feasibility



The cost of performing the job should not be too high. Since many business must

perform in a competitive environment, they are subject to some pressure, to keep prices at

reasonable levels.

Behavioral feasibility

Some characteristics of a job may affect the job-holders’ perception of themselves,

their perception of others and their relationships with others. The feeling that people desire

from a job affects their motivation to perform it. It is often more than a mechanical motion

and it requires motivation and mental simulation if it is to be performed successfully. Beyond

the individual, jobs carry with them, social interaction that may lead to group reaction. Work

groups have a large impact on the effectiveness of an organization.

An organization must achieve economic feasibility in order to survive. This may

make it necessary to stress technical efficiency at the expense of employee satisfaction and

motivation. Jobs must be made satisfying to add to the worker’s motivation so that there is no

reduction in efficiency and perhaps even an improvement in quality and cost performance.

Factors affecting job design

Organizational factors

1. Characteristics of Task

2. Work flow

3. Ergonomics

4. Work practices

Environmental factors

1. Employee abilities & availability

2. Social & Cultural expectations

Behavioral factors

1. Feedback

2. Autonomy

3. Use of abilities

4. Variety



Ergonomics

In recent years, a body of knowledge has developed that deals with the design of

work situations, known as human factors engineering or ergonomics. This area of knowledge

is also called as biomechanics or engineering psychology. Job design takes into account the

physical effects of work on the workers and these effects are taken into account in the design

of equipments used by the workers ergonomics endeavors to apply relevant information about

human characteristics and behavior to the design of things people use.

As stated earlier, ergonomics is concerned with designing and shaping jobs to fit the

physical abilities and characteristics of individual so that, they can perform the work more

effectively. Ergonomics is the study of how human beings physically interface with their

work. It evolves guidelines on the development and adjustment of technology for rational

utilization of human potential under the favorable environment and social conditions. In turn,

this enhances system safety, human comfort, effectiveness and quality of work life.

Ergonomics can be applied in two major areas, namely

The physical devices or equipments people use in performing work, and

The environment in which, work is performed.

Design of Physical devices or equipments

A worker is part of a system, containing many elements, including the tools and

equipment he or she uses. These combinations are sometimes called machine-worker

systems, because they are interrelated components that form a subsystem in the total

collection of factors that affect operations. Since the human part of the machine-worker

system cannot be redesigned and reconstructed to increase its effectiveness, the machine must

be adapted to the worker. To operate equipment or a device, the worker must be able to sense

the operating conditions, able to reach the controls without undue fatigue or effort and apply

the necessary force on the controls. The average worker is capable of reaching many

locations (for controls) but the speed of reach and accuracy of adjustment are affected by the



location of the control for which one is reaching. Therefore the determination of the best

location for the controls, require considerable investigation and understanding of human

capability and limitations.

Work environment

The environment in which, people work can affect their comfort, health and

productivity. Some environmental variables to be considered are temperature, noise and

lighting.

Temperature: Human beings can perform under a variety of combinations of temperature,

humidity and air movements. The effects of these variables depend on the great effort of the

work task and adaptation of individuals to the conditions.

Noise: Noise or unwanted sound in the workplace, not only is distracting, but may even cause

damage to the workers’ hearing. For occupational safety and health, it is necessary to ensure

that, the workers should not be exposed to noise intensity of above 90db for more than nine

hours continuously. When sound intensities are above 85 to 90db protection devices need to

be worn.

Lighting: Good illumination at the work place or on the work surface is necessary for proper

work performance without strain for the eyes. The color content of light and the amount of

glare are also important.

Activities involved in Ergonomics are,

Improving the workflow.

Reducing repetitive physical motions.

Adjusting illumination levels.

Allowing employees to personalize the work area

Using pleasing colors in the office.

Creating private offices and work spaces.

Providing lounges for rest breaks.

Rearranging, adjusting or replacing equipment parts and work spaces.

Placing team members close together so that they can interact easily.



Providing adjustable office furniture to fit varying body physiques and particular

work activities.

Productivity application in the industry

Case Analysis

Printing department was taken for case study analysis.

The following is the structure in printing

Machinery = 5 machines

Labour = 36

FLOW CHART

1. P.O. Receipt from H.O.

2. P.O.Checking

3. Process Checking

4. Indenting for Grey fabric & color preparation

5. Arranging for pre process

6. Inspection of fabric

7. Color matching

8. Printing

9. Inspection before steaming

10. Steaming or curing

11. Washing & drying

12. Stentering

13. Wrinkling or graining

14. Fastness checking

15. Final inspection

Time study sheets are enclosed















The Findings and improvements have been summarized below.Macro Observation

1. Productivity targets

Output/machine/shift and Output/worker/shift can be fixed.

2. The rate of working of the workers can be significantly improved.

3. An incentive system covering and balancing quality, production and machine output can

be implemented to motivate the workers and improve overall productivity.

Micro Observation

1. Every printing machine is operated by an operator and a helper. Engaging the helper may

be avoided, as he has got hardly 10% of the work to perform.

2. During multicolor printing the operator can keep all the required screens adjacent to the

work spot.

3. Screens washing may be done by a common helper. The operator need not wait for the

helper to wash the screens, fixed the new screens for work spot and then start the printing

of next color.

4. Pasting Side Polycovers work has been totally eliminated.

5. Water saving

Water hoses can be fixed with stop guns to give necessary pressure during screen

cleaning leading to save the water.

6. 1 Cleaner (Contract Worker) per Shift can be allocated to clean all the used Screens and

Squeeze brushes. This unskilled, unproductive work need not be done by the Helper.

7. Cleaning Room can be shifted to the Dept.’s Corner (the place where UPS and Workers’

Lockers are located). It would be more logical as the Screens Stack (Main Stack) is also

located that Side.

The existing and proposed layout sheets are enclosed.





8. All the materials required can be planned and kept ready near the corresponding Table

before a Lot is started. Searching of Screens, repairing Screens etc. can be avoided during

Production time.

9. Sampling work

At present sampling work is done in between production work, leading to loss of machine

capacity Sunday can be fixed as a sampling day and all samples can be planned week

wise and finished on Sundays. This would lead to significant improvement in machine

productivity and capacity utilization.

Or

One machine can be exclusively allocated for sampling work.

10. 5 days working/ 6 days working (including sampling) may be implemented whenever

orders are less.

11. Lighting

Lighting levels can be studied and analyzed to save on the lighting cost.

12. Existing and proposed man power plan has been enclosed

Existing Proposed

Operators- 5/shift

(1 worker/machine)

Operators- 5/shift

(1 worker/machine)

Helpers- 5/shift

(1 helper/machine)

Helpers- 2/shift

(1 helper for screens washing and 1 helper for

assisting all running machines)

Lab- 1worker/shift 1 worker/shift

1 worker in the general shift 1 worker in the general shift

34- workers 25- workers

7th day- 5.66 4.16

10% L & A- 4 3

Grand Total- 44 workers 32 workers

Average

production/day =500mtrs

Average production/day=1000mtrs



Average 6 colors/lot

(Please see the Table no 1 for details)

Average 6 colors/lot

Projected labour savings = 28%

Projected wages savings/day = 2400 Rs/-

(CTC of Rs 200/work/shift)

Projected savings/year

(356 days working) = 2400*356

= 854400 Rs/-



Conclusion

The Project “Enhancement of Competency and Productivity of Employees” done at

the Bharat Tissus Pvt. Ltd., Bangalore has been valuable experience.

This project has been learning experience. It enable me to learn about the different

types of competencies occurring in organization & its enhancement and Labour productivity

its improvements and measuring methods and to study the HR practices carried out in the

BTPL.

To improve the competency of employees there has to be a continuous thinking,

questioning and aligning the thoughts & correction and proper directions are to be

implemented.

To improve the productivity there has to be optimum utilization of resources, man

power and done by various measures.

There is significant scope for improving labour and machine productivity and

reducing labour and power cost.



Bibliography

Books –

Personnel Management by C.B. Memoria

Production & Operations Management by K. Ashwatthappa

Operations Research by Hira & Gupta

Assessment Centre by Nitin Sawardekar

Websites –

http://www.gogglesearch.com

http://www.clomedia.com.

http://www.competency.html

http://www.aplawrence.com/opinion/productivity.html

http://www.itf-schwerin.de/english/external-management.htm


Documents

A Project Report on ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES