Description
Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement.
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Introduction
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INTRODUCTION HRD is concerned with the development of human resource in an organization. Development means improving the existing capabilities to the human resources in the organization and helping them to acquire new capabilities required for the achievement of the corporate as well as individual goals. The study is directed towards the Strategic Analysis of Human Resource Development with special reference to Cochin International Airport Limited. The features and factors come under study include training and development programs, performance appraisal, Career planning, Industrial Relations and also the evaluation of organizational culture and climate. SCOPE OF THE STUDY The study indented to evaluate the effectiveness of human resource development in CIAL. The scope of the study covers the opinion of the employees about the effectiveness of HRD and suggestions for future developments. The study will be benefited in improving human resource
development programmes in CIAL. The management can adopt the guidelines and general findings of the study for future human resource development programmes.
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OBJECTIVE OF THE STUDY Primary objective To study the effectiveness of Human Resource Development and the possibilities for future development of the employees as well as the organization. Secondary objectives 1. 2. 3. 4. 5. To evaluate for training and development programmes. To assess effectiveness of performance appraisal. To study the career planning activities. To study the effectiveness of the industrial relations. To study the organizational climate and culture with reference to the human resource development. METHODOLOGY Data Collection The project report was conducted by collection information from primary and secondary source. The study was conduced in three phases. The first phase involved collecting information from various manuals, reports, articles etc. regarding HRD, airport industry and company profile. The second phase involved interviewing departmental heads and other staff for understanding the activities of each department, its structure and roles played by each of them.
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The third phase concerned with the data collection by filling the questionnaires. The questionnaire consists of 37 questions. All the questions are close ended. SOURCES OF DATA • Primary data • Secondary data are used for this study Primary data • • Through personal interview Through structured questionnaire
Secondary data Secondary data collected from o Company records o Magazines o Websites o Manual of the company o Brochures PERIOD OF THE STUDY The period of the study was January to February
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TOOLS OF ANALYSIS The tools used in this project report are percentage method and weighted average method. Diagrammatic representations of data are exhibited through pie diagram, bar diagram etc. SAMPLING TECHNIQUE Convenient sampling was adopted. LIMITATIONS OF THE STUDY 1. 2. The personal contact with the respondents was limited. The managerial staff was busy with their routine work and hence they were not able to spare much time for interviews 3. 4. the study was conducted within a short span of time. The day-to-day discussion with the personnel department was not possible with their busy schedule of work. CHAPTER DESIGN This project report is running into 6 chapters that are meticulously arranged with concern to the subject. Chapter 1: provides brief information including the design of the project report. Chapter 2: gives glance about the Airport Industry. Chapter 3: is used for explaining profile of the company. work
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Chapter 4: is engaging to explain theoretical framework of HRD. Chapter 5: is the Analysis part of the project. Chapter 6: is the last chapter that is used to summarize and for presenting suggestions to overcome constraints faced by HRD programs is CIAL.
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2
Industry profile
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AIRPORT Airport also called Air terminal, Aerodrome or Airfield, site and installation for the take off and landing of aircraft 1. An airport usually has paved runways and maintenance facilities and serves as a terminal for passengers and cargo. An airplane requires forward speed through the air in order to sustain flight. Attainment of the required speed is accomplished by means of runway on which the aircraft to take off speed. The runway is used in the opposite manner for a landing. The runways are strips of the overall airport area designated for the landing and take off of aircrafts. In the early days of aviation, large, open, grasscovered fields were used as airports known as landing fields, these airports allowed a pilot to head directly into the wind to aid take off and landing operations. In the 1930s aircraft became heavy enough that hard runway surfaces (such as concrete or asphalt) were required to keep them from sinking into turf or mud. These aircraft were still sensitive to crosswind, however, so most airports were provided with four or five runways aligned in different directions. Do that pilot could choose one having a minimum amount of crosswind at the time of take off or landing as aircraft continued to increase in weight and speed during the 1930s and 40s they became less sensitive to crosswinds, and the number of runways was generally common; they can handle more traffic and separate take off and landing operations. The length of the runways has steadily increased.
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Air traffic controllers, aided by radar and other electronic navigation devices, direct incoming and outgoing aircraft from airport control towers and control center located some distance from airfield. The controllers also direct all aircraft movements on the ground, guiding pilots as they taxi their planes between the loading apron and runway. Passenger and cargo terminals have grown steadily larger and more complex with the increase in airport size. In some airports special ground transit systems (eg. monorail or moving sidewalks) have been installed between parking areas and terminals. Passenger boarding is conducted according to either the so called trickle system, in which boarding procedures were boarding area is stretched out over a period of time, or the group system, in which all processing is first carried out, and the passengers board in a group. Cargo terminals, where airfreight is loaded, and stored employ fork lift trucks, cargo-cart trains, belt conveyers and other techniques and machinery. Lighting is of major importance in an airport, despite the development of instrumented landing systems. A revolving green and white beacon has long been the visible mark of an airport. High intensity white or amber approach light often running in a straight line beyond the limits of the airport; guide pilots to runways. White runway lights are turned on and off as needed by the control tower or by automatic systems. Green threshold lights indicate the ends of the runways, while blue lights mark the taxiways used by aircraft to enter and exit
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from runways. Red lights are used to mark obstructions and red flashing lights are used to warn of high obstructions2. Virtually all governments prescribe standards for construction and operations of airports. The International Civil Aviation Organization issues a set of internationally accepted standards covering, number, length and orientation of runways, visual ground aids and other details. Introduction to the Industry Everyday, the world’s airports handle millions of passengers flying on thousands of commercial airplanes for business and leisure travel. Now-a-days air transportation is the fastest and most convenient mode of transportation. As of 2006 there were approximately 50000 airports around the world, including 19,815 in the United States alone The largest airport in the world- KING FAHD INTERNATIONAL AIRPORT near DAMMAM, Saudi Arabia, covers 780KM2, it is bigger than near by country Bahrain. The largest airport in the United States of America is DENVER INTERNATIONAL AIRPOT has an area of about 34,000 acres.
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Table No: 2:1 Table showing World’s Five biggest airports
Rank No. 1. 2. 3. 4. 5. Airport King Fahd International Airport, Dammam, Saudi Arabia King Khalid International Airport, Riyad, Saudi Arabia King Abdul Aziz International Airport, Jiddah, Saudi Arabia Suvarnabhoomi International Airport, Thailand. Hong Kong International Airport, China
(Source: wikipedia)
Table No: 2:2 Table showing World’s Five busiest airports
Sl. No. 1 Hartsfield Jackson, Atlanta International Airport Georgia, 2. 3 4 5 USA O’Hare International Airport, Chicago, USA Heathrow Airport, London, UK Tokyo International Airport, Japan Los Angels International Airport, California, USA 76,248,911 67,530,223 65,225,795 61,048,552 2 3 4 5 15 17 24 6 2 15 -4 Airports Total Passengers 84,846,639 Passengers 1 Ranking Cargo 23 A/C Movement 1
(Source: 2006 Preliminary statistics, Wikipedia)
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Table No: 2:3 Table showing region-wise traffic growth
Region Asia Africa Asia-Pacific Europe Latin America/ Caribbean Middle East North America ACI (Global Average) Growth Cargo 4.3 (-) 3.8 5.4 3.1 4.7 8.8 0.6 3.1
Passengers 9.6 9.7 6.8 7.1 12.7 7.6 7.2 7.5
Aircraft movement 11.6 2.0 6.0 3.0 2.6 4.0 (-) 0.8 1.3
(Source: ACI Asia Newsletter, July 2005)
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Table No: 2:4 Table showing Asia Region Airport Rankings3
Airport (City/ Country) Dubai, UAE Mumbai, India New Delhi, India Jeddah, Saudi Arabia Riyadh, Saudi Arabia Madras, India Abu Dhabi, UAE Bahrain Kuwait Bangalore, India Colombo, Sri Lanka Calcutta, India Hyderabad, India Dammam, Saudi Arabia Beirut, Lebanon Sharjah, UAE Goa, India Cochin, India Ahmedabad, India Sana’a, Yemen Male, Maldives Trivandrum, India Guwahati, India Astana, Kazakhstan Amristar, India Aden, Yemen Mukalla/ Riyan/ Yemen Fujairah, UAE Taiz, Yemen Rankings Cargo Aircraft movement 1 1 2 2 3 3 5 5 8 4 6 7 9 6 4 8 11 10 12 9 10 14 13 13 17 12 15 17 14 15 7 16 23 21 18 19 22 20 21 22 16 11 20 24 24 18 25 23 26 27 28 28 27 26 19 25 29 29
Passengers 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
(Source: ACI Asia Newsletter, July 2005) AIRPORT AUTHORITIES OF INDIA [AAI] The AAI came into existence on 1st April 1995. AAI manages 12
international airports, 89 domestic airports and 26civil enclaves4.
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FUNCTIONS OF AAI ? ? To control and manage the entire Indian Air Space. To design, construct, operate and maintain International Airports, Domestic Airports etc. ? ? Development and management of International Cargo terminals. Expansion and strengthening of operational areas via: runways, aprons, taxiways etc. AIRPORT CLASSIFICATION International airports: These airports are meant for scheduled international operations by Indian and Foreign carriers. Presently the airports at Mumbai, Delhi, Chennai, Kolkata, Thiruvananthapuram, Cochin, Ahemedabad, Amristar, Bangalore, Goa, Gauhati and Hyderabad. Domestic Airports 1. Customs airports with limited international operations : these have customs and immigration facilities for limited international operation by national carriers and foreign tourist and cargo charter flights. The airports at, , Calicut, Varanasi, Patna, Agra, Jaipur, Tiruchirappally, Coimbatore and Lucknow fall in this category. 2. Model airports: these domestic airports have a minimum runway length of 7500 feet and adequate terminal capacity (400 passengers or more) to handle Airbus 320 type of aircraft. If so required these can be cater to
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limited international travel also.
This category of airports includes The
Bhubaneswar, Guwahati, Nagpur, Vadodara, Imphal, and Indore.
remaining six airports developed under the model airports concept have graduated to the level of customs airport detailed above. 3. Other domestic airports: All the other 71 airports in the country come under this group. 4. Civil Enclaves in defence airports: there are 28 civil enclaves in the defense airfields out of which 20 enclaves are in operation. AAI has four training establishments for specific training focus on improving employee response and employee skill upgradation. The training centres are Civil Aviation Training College, Allahabad; National Institute of Aviation Management and Research, Delhi and Fire Training centres at Delhi and Kolkata.
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Reference 1. The New Encyclopedia Britanica, Volume 1, Micropedia, 15th edition, New Delhi, 2003, p. 179. 2. 3. Ibid. ACI ASIA News letter, Airport Council International, Volume 5, Issue 2, July 2005, p.8. 4. www.airportindia.com
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3
Company Profile
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INTRODUCTION TO COCHIN INTERNATIONAL AIRPORT LIMITED Cochin International Airport is a state Government sponsored Project with public participation mostly from Non Resident Indians (NRI’s) of Kerala from all over the world. There are over 10,000 shareholders from 30 countries who have invested in the project with a hope to reduce travel cost and time apart from inconveniences. This project of new airport for Cochin envisaged to overcome the operational shortcoming of the then existing Naval Airport, which was the alternative to meet the growing needs of NRI travelers, tourists, trade and commerce. The airport has been planned in phases on a modular basis, to suit future requirements and also to minimize the initial investments so as to generate revenue at the earliest possible time. The Airport has been constructed covering an area of 1200 acres. The ground handling at the airport is done by Air India. The Airport is also suitable for operations of wide-bodied Boeing-747 type of aircraft. In recent study that was conducted, the Cochin International Airport occupies the fourth position among the all time best airport in the country, with respect to the total number of international flights operations behind Delhi, Chennai and Mumbai. To occupy this position; it is worth mentioning that Cochin pushed back a Metro city like Kolkata to fifth place.
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LAND MARKS October 1991 – First meeting held with representatives from
Government of Kerala, National Airport Authority, Navy, Railways, Cochin Port Trust etc., it decided to pursue the project for construction of new Airport near Cochin instead of expansion of existing Naval Airport. March 1995 25th May 1999 – CIAL registered as public Limited Company. – The Hon’ble President of India formerly inaugurated the airport. 10th June 1999 21st June 1999 May 2000 April 2002 – The first Inaugural flight of Air India took off. – Air Jumbo Jet Boeing 747 landed on CIAL – Achieved International status. – Cochin Duty Free has commenced. International Aviation Services Limited
8th September 2005 – Cochin
(CIASL) incorporated as subsidiary company of CIAL. VISION ? By 2024 ? To create 2.5 lakh employment opportunities. ? To own or manage 20 international airports.
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? To own 200 aircrafts. MISSION Delight the customers by rendering world-class services and trigger the economic growth of the region. CORPORATE OBJECTIVES ? ? ? ? ? ? Promote the tourism opportunities of the state. To develop the surrounding area to a world-class business center. To increase the share of non aeronautical revenue to a higher percentage. Delight the customers to the level best. To create more employment opportunities. To reach in a position to supply manpower to run other airport.
SHARE HOLDING PATTERN OF CIAL State Government, airport users, financial institutions, non-resident Indians and Indian public subscribed the equity. The total project cost of the airport is around 315 crores, financed through a paid up capital of 90 crores and term loans of 230 crores. This was financed mainly by HUDCO, Federal bank, State Bank of Travancore and District Co-operative Bank. Table 3:1 The table showing the share holding pattern of CIAL
Sl No. 1 2 3 4 5 Share Holders Government and PSU Promoters and Directors Central PSU’s (Indian/BPCL) Banks NRIs TOTAL 20 % of Share 26% 26% 5.1% 4.4% 38.5% 100%
LOCATION Longitude: 76degree 24East Latitude: 10 degree 09’ North It is situated in Ernakulam District in Kerala. The airport site is very close and centrally located to all tree National Highways passing through Kerala(NH 47, NH 17, NH 49). The main Railway line through Kerala, from Kanyakumari to Delhi is adjacent to the airport it is situated between Alwaye and Angamaly Railway Stations. The Cochin Sea port, one of the biggest in the country is also situated close by.
Map showing location of Cochin International Airport Map 3:1
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Abbreviations APD GM DGM CS SM MGR DM AM FIRE.F FIRE.OP EXE JN.EXE TECH DVR Airport Director General Manager Deputy General Manager Company Secretary Senior Manager Manager Deputy Manager Assistant Manager Fire Foreman Fire Operator Executive Junior Executive Technician Driver Table 3:2 Table showing the Board of Directors of CIAL
NAME V.S. ACHUTHANANDAN T.M. THOMAS ISSAC S.SHARMA K.P. RAJENDRAN N.V.GEORGE YUSSUF ALI P. MUHAMMED ALI C.V. JACOB E.M. BABU Lissy Jacob S. Bharat IRS DESIGNATION Chief Minister of Kerala (Chairman) Minister for Finance, Kerala Minister for Fisheries, Kerala Minister for Revenue, Kerala MD, GEO Electricals Trading and Contracting Company Ltd, Sharjah. MD, EMKE Group, Abudhabi. MD, GULFAR Engineering & Contracting Company, Sultanate of Oman MD, SYNTHITE Industrial Chemicals Ltd. Kolenchery MAJEED BUKATARA Trading Esst, Dubai, UAE. Chief Secretary of Kerala MD, CIAL
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FUTURE VENTURES 1. COCHIN INTERNATIONAL AVIATION SERVICES LIMITED . Aviation sector in India has been witnessing unprecedented growth with the advent of numerous low cost airlines and due to tremendous of numerous low-cost airlines and due to tremendous increase in air travel. This boom in the aviation sector has created a demand for third party maintenance services and trained personnel to support this business. The low cost airlines because of their business model are not expected to investing aircraft maintenance and training facilities in India. India’s emergence as a low cost service center also creates an opportunity for third party maintenance of aircrafts especially in the Asia Pacific region. CIASL has been incorporated on the 08th day of September 2005 under Companies Act 1956 as a subsidiary company of CIAL. CIASL has been established for the purpose of setting up of a world class Aircraft maintenance, Repair and overhaul facility clubbed with an Aviation Training Institute for imparting training to Pilots, cabin crew, engineers and technicians for in flight and ground support at CIAL. The company commenced the piling work for hangars. 2. AIR KERALA INTERNATIONAL SERVICES LIMETED Air Kerala International Services Limited has also been established for operating air transport services.
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ISSUE OF EQUITY SHARES The company was successfully complete the right issue of equity shares floated during Many, 2006 and a total number of 147175039 equity shares have been allotted to the respective applicants. PASSENGER MOVEMENTS The passenger movement through Cochin International Airport rose to 1.88 million during 2005-06. Table 3:3 Table showing passenger movements through CIAL
YEAR 2001-02 2002-03 2003-04 2004-05 2005-06 INTERNATIONAL DOMESTIC 419249 590718 861004 1006158 1154717 413565 419568 471597 590054 731661 TOTAL 832814 1010286 1332601 1596212 1886378 %OF INCREASE ------+21.31 +31.90 +19.79 +18.18
(Source: Company’s Annual Reports) CARGO MOVEMENTS There has been substantial growth in the Cargo Movement through CIAL.
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Table No. 3:4 Table showing quantitative details of Cargo handled
International Cargo 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 Domestic Cargo 2005-2006 Import 2008.35 2375.20 3841.82 5181.60 5589.80 Arrival 2405.60 Export 3942.60 0288.80 9484.00 13092.70 12076.80 Departure 1554.00
(Source: Company’s Annual Reports) DUTY FREE SALES Cochin Duty Free has commenced its operations from April 2002. the Cochin Duty Free with 8000 sq.ft. of shopping are provides a dynamic, motivating and rewarding travel retail experience. The shop provide a wide range of world’s best and leading brand at the most competitive prices and would set new standards in innovation and quality. The Duty Free shops are managed jointly by Alpha Retail United Kingdom in association with Kreol Trading Estt. Alpha is in the airport retail market for over 40 years and enjoy world wide recognition.
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Table 3:5 Table showing Sales of Cochin Duty Free sales
YEAR 2001-02 2002-03 2003-04 2004-05 2005-06 SALES Rs. 18,500. $ 1.171 million (Rs.5.66 crores) $ 1.96 million (8.95 crores) Rs. 15.20 Crores $ 4.96 million (21.91 crores) % of increase -----------58% 70% 49%
(Source: Company’s Annual Report)
80% 70% 60% 50% 40% 30% 20% 10% 0% 2003-04 2004-05 2005-06 58% 49% Series1 70%
Line Graph showing increasing sales in Cochin Duty Free Graph 3:1 CIAL operates Duty free shops at three different areas in the airport namely Arrival, Departure and Last Minute shops in the International Terminal. Duty free sales include confectionery, supermarket items, tobacco, liquor, electronic goods, perfumes, cosmetics watches, toys etc. CIAL is constantly reviewing the marketing and reviewing the market and taking every effort to
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improve range offered to the customer as also the quality in every; product segment. AIRCRAFT MOVEMENTS There has been a steadily growth in the number of services operated from CIAL during the year under review. The services in the international registered a growth of 10.85% and the domestic services increased by 14.99% over the previous year. The airport currently handling around 300 services on an average in a week. Table 3:6 Table showing the airline wise international operations through CIAL
Name of Airline Air India Air India Express Indian Airlines (Indian) Oman Air Silk Air Kuwait Airways Emirates Ailines Qatar Airways Saudi Arabian Airlines Sri Lankan Airlines Gulf Air Mahan Air Non Scheduled flights Total Aircraft Movement FY 2004-05 FY 2005-06 3273 2176 0 1322 2718 3257 604 710 432 548 312 314 650 588 784 500 314 314 593 1052 606 540 -----102 37 21 10323 11444
(Source: Company Statement) REVENUE MIX OF CIAL
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19%
21%
15% 15% Duty free sales Rent & Service Other non traffic income 6%
24%
Traffic revenue Royalty User's Free
Pie Diagram showing Revenue Mix of CIAL Graph No: 3:2 FINANCIAL PERFORMANCE During 2005-06, CIAL achived a turnover of Rs. 110.66 crore and registered profit after tax of Rs.31.78 Crores in the same. The company has registered a topline growth of 10.37% over previous years. The 57th meeting of the Board of Directors of the company held on 26/ 12/2005 decided to stop collection of users fee with effect from 01/01/2006 which was being charged at the rate of Rs. 500/- each embarking international passenger and there has been corresponding drop in the income of the company.
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SWOT Analysis Strength 1. Efficient Management 2. Good relationship management and workers. 3. It may close too many tourist places. 4. Huge amount of non-aeronautical revenues. 5. Company has huge amount of fixed assets. Weakness 1. No full fledged marketing division and customer care center. 2. No direct railway access. Opportunities 1. The big plot of land available with CIAL is to be developed for commercial entertainment and other activities like aircraft maintenance base, commercial complex, star hotels, resorts, training centers etc. 2. More scope for aeronautical revenues. 3. More scope for aeronautical revenues. Threats 1. Competition from other airports. 2. International problems
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4
Theoretical Framework
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HRD is concerned with the development of human resource in an organization. Development means improving the existing capabilities to the human resources in the organization and helping them to acquire new capabilities required for the achievement of the corporate as well as individual goals1. HRD believes that individuals in an organization have unlimited potential for growth and development and that their potential can be developed and multiplied through appropriate and systematic efforts. Given the opportunities and by providing the right type of climate in the organization, individuals can be helped to give full expression of their potential, contributing o the achievement of goals of the organization and thereby ensuring optimization of human resources. Investment in human being is another underlying concept of the human resources system. The organization accepts that development of human resources involves investment of time and concern for growth. Everyone in the organization will have to take self-responsibility for growth and optimization of performance2. To appreciate the importance of HRD it is necessary to understand the HRD concept because it is multi-dimensional3. It has been defined by economist, social scientists, industrialist, managers and other academicians in different ways and from different angles. In a broad sense HRD is the process of increasing knowledge will and capacities of all the people in a given society. In the national context, HRD is a process by which the people in a given society. In the national context, HRD is a process by which the people in various groups are helped to
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acquire new competence continu0ously so as to make them more and more selfreliant and simultaneously develop a sense of pride in their country. In economic terms, it means accumulation of human capital and its effective utilization for the development of economy. In political terms HRD prepares people for active participation in the political process. From the social and cultural point of view, the development enriches life. As far as industrial organization is concerned, human the ‘human’ aspect where people are seen as having skills, having potential and ability to grown change and develop; the ‘resource, aspect where individuals are considered resources rather than problems and the ‘development’ aspect, where there is an emphasis on the discovery and nurturing of their potentials4. Objectives of HRD ? To maximize the utilization of human resources for the achievement of individual and organizational goals. ? To provide and opportunity and comprehensive framework for the development of human resources in an organization for full expression of their latent and manifest potentials. ? To develop the sense of team spirit, team work and inter-team collaborations. ? To development of constructive mind and an overall personality of the employees.
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? ?
To develop the organizational health, culture and effectiveness. To locate, ensure, recognize and develop the enabling capabilities of the employees in the organization in relation to their present and potential roles
Need for HRD The role of the organization in society is changing the demands ofn the organization and the expectations of the client system require that employees undertake new tasks and challenges and respond to environmental changes. In the same manner, some organizations have reached the saturation poring in its growth and employees are stagnating due to lack of growth opportunities. The level of frustration among employees in on the increase5. The need and importance of HRD may be measured from the following points. ? Success of an organization ? Development of men ? Higher productivity. ? Good return on investment. ? Its strong superior sub-ordinate relationship. ? To cope with change ? As a pre-condition of Economic growth. FUNCTIONS OF HRD HRD is a holistic concept, while traditional personnel functions are exclusively departmental. Traditional personnel function is the exclusive
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responsibility of the personnel department, but HRD is concern of all managers in the organization. The main functions of the HRD executives are; 1. Line Function Line function by directing the activities of people in his own department and in service areas. 2. A co-operative function HRD executive also function as a co-coordinators of personnel activities. 3. Staff (Service) Function Service to line manger is the “bread and butter” of the HRD manager’s job. According to Udai Pareek and T.V.Rao, its various fuctions are; • • • • • Providing support to other system. Role of system development and research. Management of Human resources. Developing Competency of various kinds. Catering to the process needs.
Barriers of HRD Programmes The barriers of HRD programmes are as follows: 1. 2. 3. Myopic and habitual conceptions of organizational goal. Lack of proper attitude of top management towards the HRD programmes. Lack of adequate resources for implementation of HRD Programmes.
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4. 5.
The inevitable irregularity of demand and opportunity of human resources. Fear of unrealistic expectation of workers, employees and managers from HRD Schemes.
6. 7.
Lack of proper response from employees. Over-ego and over self-assessment by the employees
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Reference 1. Gupta Santhosh and Gupta Sachin, Human Resource DevelopmentConcepts and Practices, Deep and Deep Publications, New Delhi, 2005, pp.12-13 2. 3. 4. Ibid Ibid P. Subba Rao, Human Resource Management and Industrial Relations, Himalaya Publishing House, New Delhi, 2004. 5. Biswajeet Pattanayak, Human Resource Management, Prentice Hall of India (P) Ltd., New Delhi, 2000, pp.56-57
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5
Analysis of Human Resource Development
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CLASSIFICATORY DETAILS OF THE SAMPLE Table5:1 The table showing age group of respondents
Sl.No 1 2 3 4 5 6 Age Group (in Years) 20-25 26-30 31-35 36-40 41-45 46-50 Total No of Respondents 30 42 30 24 18 6 150 % of respondents 20 28 20 16 12 4 100
Table 5:2 The table showing the gender status of the respondents Sl.No. 1 2 Sex Male Female Total No. of respondents 93 57 150 % of respondents 62 38 100
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Table 5:3 The table showing work educational qualifications of the respondents Sl.No. 1 2 3 4 5 Educational Qualifications Professional Post Graduate Graduate Under Graduate Technical Total No. Of respondents 32 27 59 11 21 150 % of respondents 21.33 18 39.33 7.33 14 100
Table 5:4 The table showing work experience of the respondents Sl.No. 1 3. 4. 5 Experience within CIAL Below 3 year 4-6 years 7-9 years 10-12 years Total No. Of respondents 57 36 29 28 150 % of respondents 38 24 19.33 18.67 100
Table 5:5 The table showing satisfaction regarding present job Sl No 1 2 Opinion Yes No No of Respondents 109 41 Percentage 72.77 27.33
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Total
150
100 (Source: Primary Data)
Inference Analysis shows that 72.77% of employees are satisfied with present job and the remaining 27.33% is not satisfied with the same.
27.33 Yes No 72.77
Pie Diagram showing satisfaction regarding present job Graph 5:1
Table 5:6 The table showing employees relationship with management Sl. No. 1 2 Opinion Very cordial Moderate
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Count 61 37
Percentage 40.66 24.66
3 4 5
Neutral Timid Inimical Total
42 5 5 150
28 3.33 3.33 100 (Source: Primary Data)
Inference Around 41% of the respondents say that their relationship with the management is very cordial, 28% of respondents say that their relationship with the management is moderate, around 25% say relationship is cordial, 3.33% opinioned about their relationship with management is timid and 3.33% have inimical relationship with management
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45 40 35 30 25 20 15 10 5 0
40.66
28 24.66
3.33
3.33
Very cordial
Moderate
Neutral
Timid
Inimical
Bar Diagram showing employees relationship with management Graph 5:2
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Table 5:7 The table showing opinion about the present compensation system suitable to HRD Sl No. 1 2 Opinion Yes No Total Count Percentage 70 46.67 80 53.33 150 100 (Source: Primary Data)
Inference 53% of respondents are not satisfying with present compensation system. 47% of respondents are satisfying with present compensation system
47% 53%
Yes
No
Pie Diagram showing opinion about the present compensation system suitable to HRD Graph 5:3
Table 5:8
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Table showing the ranking of job features Features 2 Remuneration Working Condition Job security Fringe Benefits Job satisfaction 40 20 30 15 40 20 40 20 50 25 Weighted Marks 1 70 70 80 80 90 90 35 35 55 55 0 0 50 0 45 0 40 0 70 0 50 -1 -5 5 0 0 0 0 -15 15 -15 15 -2 0 0 -20 10 -10 5 -20 10 -20 10 105 150 90 150 120 150 40 150 70 150 0.7 0.6 0.8 0.27 2 3 1 5 Total Weighted average Rank
0.46 4 (Source: Primary Data)
Rank Job Security = 1 Remuneration =2 Working Condition = 3 Job satisfaction = 4 Fringe Benefits = 5 Interpretation Among the job features the respondents ranked job security in the first place, remuneration in the second, working condition in third, job satisfaction at fourth and fringe benefit at fifth place
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Table 5:9 The table showing the opinion about present Industrial relations Sl. No. 1 2 Opinion Yes No Total Count Percentage 75 50 75 50 150 100 (Source: Primary Data)
Inference 50% of respondents say that present Industrial Relations are suitable to HRD. Other 50% disagree with this point.
50%
50%
Yes No
Pie Diagram showing pinion about present Industrial relations Graph 5:4
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Table 5:10 The table is showing the ranking of Industrial Relations. Features 2 Job analysis 50 25 50 25 20 10 20 10 40 20 Weighted marks 1 65 65 85 85 60 60 50 50 40 40 0 0 50 0 35 0 70 0 0 0 65 -1 -10 10 -5 5 -10 10 -30 30 -15 15 -2 0 0 0 0 -10 5 0 0 -20 10 105 150 130 150 60 150 40 150 45 150 Total Weighted average 0.7 Rank 2
Supervision
0.8
1
Wage Administration Trade union matters Job-redesign
0.4 0.26
3 5
0.3
4
(Source: Primary Data) Rank Supervision = 1 Job Analysis = 2 Wage Administration = 3 Job redesign = 4 Trade Union Matters = 5 Interpretation Among industrial relations respondents ranked supervision at first place, job analysis at second place, wage administration at third place, job redesign at fourth place and trade union matters at fifth place.
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Table 5:11 Table showing suggestion to improve labor productivity Sl. No. 1 2 3 Opinion Training Program Advanced Technology Remuneration based productivity 4 Effective motivation Total 30 150 20.00 100 (Source: Primary Data) Count 38 56 26 Percentage 25.33 37.33 17.33
Inference Around 38% of employees suggest advanced technology for labor productivity, 25% recommended training programme, 20% suggest effective motivation and 17% of respondents suggest remuneration based on productivity
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40 35 30 25 20 15 10 5 0 Training Program 25.33
37.33
17.33
20
Advanced Technology
Remuneration based productivity
Effective motivation
Bar Diagram showing suggestion to improve labor productivity Graph 5:5
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Table 5:12 Table showing opinion about Training needs assessment Sl No. 1 2 Opinion Yes No Total Count 67 83 150 Percentage 44.67 55.33 100 (Source: Primary Data)
Inference 55% of respondents say that there have no measure to asses training and development needs, 45% of employees say that there have measures to assess training needs.
44.67% 55.33%
Yes No
Pie Diagram showing opinion about Training needs assessment Graph 5:6
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Table 5:13 Table showing opinion about getting training and Education. Sl. No. 1 2 Opinion Yes No Total Count Percentage 97 64.66 53 35.34 150 100 (Source: Primary Data)
Inference Around 65% of employees say that they are getting adequate training and education from CIAL. 35% of employees say that they are not getting adequate training.
35.34%
Yes No
64.66%
Pie Diagram showing opinion about getting training and Education Graph 5:7
51
Table 5:14 The table showing the ranking of the training program Features 2 Job oriented Promotion oriented Productivity oriented Morale oriented 120 60 40 20 80 40 60 30 Weighted marks 1 0 -1 -2 70 70 50 50 60 60 60 60 0 20 0 60 0 50 0 50 0 0 -20 20 0 0 -10 10 0 0 0 0 0 0 0 0 Weighted Total 190 150 70 150 140 150 110 150 0.73 3 0.93 2 0.46 4 1.27 1 average Rank
(Source: Primary Data) Rank Job Oriented = 1 Productivity Oriented = 2 Morale Oriented = 3 Promotion Oriented = 4 Interpretation Among features of training program respondent’s ranked job oriented training at first place, Productivity oriented at second place, Morale oriented at third place, promotion oriented is at fourth place.
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Table 5:15 The table showing the rating of trainers Features 2 Well experienced Technically competent Intelligent Pulse knowing 108 54 48 24 48 24 60 30 Unbiased 72 36 Rank Well Experienced - 1 Technically Competent - 2 Intelligent - 3 Unbiased - 4 Pulse Knowing -5 Interpretation: Among qualities of trainers respondent’s ranked well experience at first place, technically competent at second place, intelligent at third place, unbiased at fourth place and finally pulse knowing at 5th place. 1 60 60 78 78 66 66 36 36 36 36 Weighted marks 0 0 30 0 48 0 60 0 72 0 72 -1 -6 6 0 0 0 0 0 0 -6 6 -2 0 0 0 0 0 0 -24 12 0 0 Total 162 150 126 150 114 150 72 150 102 150 0.68 4 (Source: Primary Data) 0.76 0.48 3 5 0.84 2 1.08 1 Weighted average Rank
53
Table 5:16 The table showing the awareness of the career development opportunities Sl.No. 1 2 Opinion Yes No Total Count 85 65 150 Percentage 56.67 43.33 100 (Source: Primary Data)
Inference Around 57% of employees are aware of career development opportunities. But 43% of employees not have awareness of career development opportunities.
43.33% 56.67%
Yes No
Pie Diagram showing awareness of the career development opportunities Graph 5:8
54
Table 5:17 The table showing rating of career development opportunities. Sl.No. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor Total Count 25 81 25 13 6 150 Percentage 16.67 54.00 16.67 8.67 4.00 100 (Source: Primary Data)
Inference 54%of respondents say that career development opportunity is good, 17% of employees say it is excellent, other 16% say it is average, 13% have opinion that it is poor and 6% have opinion that career development opportunities is very poor.
55
60 50 40 30 20 10 0 Excellent 16.67
54
16.67 8.67 4
Good
Average
Poor
Very Poor
Bar Diagram showing rating of career development opportunities Graph 5:9
56
Table 5:18 The table showing the proud of being a staff member of CIAL Sl No 1 2 Opinion Yes No Total Count 112 38 150 Percentage 74.66 25.34 100 (Source: Primary Data) Inference Around 75% of the employees are proud of being the staff member of CIAL. 25% opinioned that they are not proud of being the staff member of CIAL
25.34% Yes No 74.66%
Pie Diagram showing the proud of being a staff member of CIAL Graph 5:10
57
Table 5:19 The table showing the ranking of remarkable features of CIAL. Features 2 Management Style Welfare measures Team spirit Opportunity to rise Overall satisfaction Job 80 40 20 10 70 35 40 20 70 35 Weighted mark 1 0 -1 -2 55 55 70 70 35 35 45 45 60 60 0 50 0 60 0 70 0 55 0 35 -5 5 -10 10 -10 0 0 0 0 0 Weighted Total 130 150 80 150 95 150 50 150 105 150 0.7 2 0.63 0.33 3 5 0.53 4 0.87 1 average Rank
10 0 -25 -10 25 -5 5 5 -20 10
Rank Management Style – 1 Overall Job Satisfaction – 2 Team Spirit – 3 Welfare Measures – 4 Opportunity to rise – 5 Interpretation Among remarkable features of training respondent’s ranked Management style at first place, Overall Job Satisfaction at second place, Team Spirit at third place, Welfare Measures at fourth place and finally Opportunity to rise at 5 th place.
58
Table 5:20 The table showing the opinion about appraisers are unbiased Sl.No 1 2 Opinion Yes No Total Count 110 40 150 Percentage 73.33 26.67 100 (Source: Primary Data) Inference 73.33% of respondents believe that appraisers are unbiased and 26.67% believe that they are biased.
26.67%
Yes No
73.33%
Pie Diagram showing the opinion about appraisers are unbiased Graph 5:11
59
Table 5:21 The table showing the rating of the performance appraisal Sl.No. 1 2 3 4 5 Opinion Essential Unwanted Neutral Threatening Harassing Count 87 19 34 5 5 Percentage
58 12.66 22.67 3.33 3.33 (Source: Primary Data)
Inference Around 58% of respondents said that performance appraisal is essential, 22.67% stand at neutral, 12.66% said that it is unwanted, 3.33% said that it is threatening and 3.33% it is harassing.
60
70 60 50 40 30 20 10 0 Essential Unwanted Neutral Threatening Harassing 12.66 3.33 3.33 22.67 58
Bar Diagram showing the rating of the performance appraisal Graph 5:12
Table 5:22 The table showing the opinion about the introduction of 360 degree performance appraisal Sl. No Opinion
61
Count
Percentage
1 2 3 4
Strongly agree Agree Neutral Disagree Total
63 43 39 5 150
42 28.67 26.00 3.33 100 (Source: Primary Data)
Inference 42% of respondents Strongly agreed with the introduction of 360 degree appraisal, 28.67% of respondents agreed, 26% stand in neutral and 3.33% of respondents disagreed with this statement.
45 40 35 30 25 20 15 10 5 0
42
28.67
26
3.33
Strongly agree
Agree
Neutral
Disagree
Bar Diagram showing the opinion about introduction of 360 degree performance appraisal. Graph 5:13
Table 5:23 The table showing the stand about adoption of potential appraisal system Sl No Opinion
62
Count
Percentage
1 2 3
Strongly agree Agree Neutral Total
40 41 69 150
26.67 27.33 46.00 100% (Source: Primary Data)
Inference 26.67% of respondents strongly agreed with the adoption of potential appraisal system, 27.33% agreed and 46% of respondents stand in neutral to this statement.
26.67 46 Strongly agree Agree Neutral 27.33
Pie Diagram showing the stand about adoption of potential appraisal system
Graph 5:14
Table 5:24 The table showing the opinion about top-level executive have good interest towards development of subordinates. Sl. No. Opinion
63
Count
Percentage
1 2 3 4
Strongly agree Agree Neutral Disagree Total
17 46 75 12 150
11.33 30.67 50.00 7.69 100% (Source: Primary Data)
Inference 50% of respondents stand in neutral to the question about top level executives have good interest towards development of subordinates, 30.67 agreed, 11.33% strongly agreed and 7.69% disagreed with this statement.
60 50 40 30.67 30 20 11.33 10 0 Strongly agree Agree Neutral Disagree 7.69 50
Bar Diagram showing the opinion about top-level executive have good interest towards development of subordinates.
Graph 5:15 Table 5:25 The table showing the opinion about promotional policy Sl. No. 1 2 3 Opinion Strongly agree Agree Neutral
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Count 31 31 52
Percentage 20.66 20.66 34.67
4 5
Disagree Strongly disagree Total
15 21 150
10.34 13.80 100 (Source: Primary Data)
Inference 34.67% of respondents stand in neutral to the question about CIAL follows good promotional policy, 20.66% strongly agreed, 20.66% agreed, 10.34% disagreed and 13.80% strongly disagreed with this statement.
40 35 30 25 20 15 10 5 0 Strongly agree Agree 20.66 20.66
34.67
13.8 10.34
Neutral
Disagree
Strongly disagree
Bar Diagram showing opinion about promotional policy Graph 5:16
Table 5:26 The table showing the opinion about honesty and sincerity Sl. No. 1 2 3 3 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree
65
Count 43 48 32 16 11
Percentage 28.67 32.00 21.33 10.67 7.33
Total
150
100 (Source: Primary Data)
Inference 32% of respondents agreed that honesty and sincerity valued in CIAL, 28.67% strongly agreed, 21.33% stand in neutral, 10.67% disagreed and 7.33% strongly disagreed to this statement.
35 30 25 20 15 10 5 0 Strongly agree 28.67
32
21.33
10.67 7.33
Agree
Neutral
Disagree
Strongly disagree
Bar Diagram showing the opinion about honesty and sincerity. Graph 5:17 Table 5:27 The table showing the opinion about team spirit Sl. No. 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total Count Percentage 32 21.33 32 36 64 24.67 6 7.33 16 10.67 150 100 (Source: Primary Data)
66
Inference 36% of respondents agreed that team spirit is high order in CIAL, 24.67% stand in neutral, 21.33% strongly agreed, 7.33% disagreed and 10.67% strongly disagreed to this statement.
40 35 30 25 20 15 10 5 0 Strongly agree 21.33
36
24.67
10.67 7.33
Agree
Neutral
Disagree
Strongly disagree
Bar Diagram showing the opinion about Team Sprit Graph 5:18 Table 5:28 The table showing opinion about trade union Sl. No. 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total Count 32 43 37 11 27 150 Percentage 21.33 28.67 24.67 7.33 18 100 (Source: Primary Data)
Inference
67
28% of respondents agreed that trade unions safeguard the interest of the employees, 24.67% stand in neutral, 21.33% strongly agreed, 7.33% disagreed and 18% strongly disagreed to this statement.
35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree 7.33 21.33 18 28.67 24.67
Bar Diagram showing opinion about trade union Graph 5:19
Table 5:29 Table showing the opinion about the organizational culture and climate Sl No. 1 2 Opinion Yes No Total Count Percentage 87 58 63 63 150 100% (Source: Primary Data)
Inference
58% of respondents believe that present organization culture and climate is favorable to HRD, 42% against this statement. 68
58 63
Yes No
Pie Diagram showing the opinion about organization culture and climate
Graph 5:20 Table 5:30 The table showing the rating of organizational culture and climate. Features 2 Attitude Team spirit Freedom to express ideas Understanding between management workers. Rank Attitude of the Management – 1
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Weighted mark 1 0 -1 -2 60 60 45 45 65 65 55 55 0 40 0 55 0 50 0 65 0 0 -5 5 -5 5 -10 10 -10 5 0 0 0 0 0 0
Weighted Total 140 150 130 150 120 150 85 150 0.57 0.87 0.8 0.93 average
Rank
of
the
90 45 90 45 60 30 40
management
1 2 3
and
20
4
Team spirit – 2 Freedom to express ideas – 3 Understanding between management and workers - 4 Interpretation Among rating of organizational culture and climate attitude of management ranked at first place, Team spirit at second place, freedom to express ideas at third place and understanding between management and workers at fourth place.
6
Conclusion
70
? Findings ? Suggestion
Findings The findings are ? ? ? Majority of respondents have a work experience of below six years Nearly 73% of workers are satisfied with the present job. Most of the respondents have good relationship with management. (Very cordial-40.66%, Moderate-26.66) ? ? opinioned that good compensation system is must for HRD. Opinion of 46.67% respondent was that present compensation system is suitable to HRD and remaining 53.33% of respondents have disagreed with this statement.
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?
Among ranking of job features remuneration got Ist rank, Job security in IInd rank, Working condition in IIIrd rank, Job satisfaction in IVth rank and fringe benefit came at last.
?
Among ranking of HRD programs Training &Development and Industrial Relation at first place, performance appraisal at second at second rank and career planning ranked at last.
?
It was found that, 50% of respondents opinioned that present IR is suitable to HRD and the remaining 50% disagreed with this statement.
?
Among ranking of features of IR Supervision at first rank, Job Analysis at second, Wage Administration at third, Job Redesign at fourth, and Trade Union matters at last.
?
37% of the respondents recommended advanced technology to improve labor productivity and 25.33% recommended Training and Development.
?
Nearly 57% of the respondents opinioned that there is no measure to assess Training needs.
?
Nearly 65% of the respondents opinioned that they are getting adequate training and education from CIAL.
?
Most of the respondents believe that they have been getting mainly joboriented and productivity oriented training.
?
Majority of respondents opinioned that trainers were well experienced and technically competent persons.
72
?
Around 57% of the respondents don’t aware of the career development opportunities.
? ? ? ?
Around 75% of the respondents are proud of being staff member of CIAL. Nearly 73% of respondents opinioned that the appraisers are unbiased. 58% of respondents opinioned that performance appraisal is essential. It was found that 42% of the respondents strongly agreed to introduction of 360% degree appraisal, 26.67% of the respondents agreed with this statement.
?
54% of respondents agreed with the adoption of potential appraisal system, and 46% stand at neutral
?
It was found that 11.33% of respondents strongly agreed that top level executives have good interest towards the development of subordinates, 30.67% of the respondents agreed with the statement and 50% of respondents stand in neutral.
?
Major portion of the respondents stand at neutral about promotion is based on qualification and experience.
?
Around 61% of the respondents believe that honesty and sincerity is valued in CIAL.
?
It is found that 21.33% of respondents strongly agreed that Trade Unions Safe Guard the interest of the workers, 28.67% of the respondents agreed with this statement.
73
?
58% of the respondents believe that the organization culture and climate is favorable to HRD.
74
Suggestions 1. 2. Company should give more and more attention to performance appraisal Company should take initiative to introduce awareness programs about career development opportunities in CIAL among employees. 3. 4. Try to conduct training need assessment (TNA) atleast six months intervals. As a younger organization where most of the employees are still young and want career path there is need to provide more and more opportunities, promotion and advancement etc. 5. Management can adopt potential appraisal system that will help the organization to manpower planning more easily. 6. Top level executives should give more attention the development of subordinates. 7. Introduce self appraisal, peer group appraisal, subordinate appraisal that will ensure more clarity to performance appraisal. 8. 9. Management should give more clarity about the promotional policy. Management should give more attention to honest and sincere works.
10. Management should implement programmes to create awareness about career development opportunities among employees. 11. Management should revise the remuneration package especially fringe benefits. 12. Company should take appropriate measures for improve industrial relations especially trade union matters, job redesign and wage administration.
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13. Company should revise the compensation system. 14. The management should maintain present relationship with employees. 15. Company should immediately revise fringe benefits to the employees. 16. Company should give more attention to training and development programs. 17. Company can adopt promotion oriented training programs 18. Management should adopt appropriate measure to improve team spirit among employees.
76
Conclusion
The project entitled ‘Strategic Analysis of Human Resource Development with Special Reference to Cochin International Airport’ was undertaken with the main aim of identifying the effectiveness of HRD conducted among employees. From the study it is clear that CIAL provides moderate environment to Human Resource Development.
77
BIBLIOGRAPHY
78
Books
1.
Bisnauth Ricki, How to Excel in Management – The A-Z of Managing People Successfully, A.P.H. Publishing Corporation, New Delhi, 1999.
2.
Gupta Santhosh and Gupta Sachin, Human Resource DevelopmentConcepts and Practices, Deep and Deep Publications, New Delhi, 2005.
3.
Johann Sen Hano & Terry Page.G, International Dictionary of Management, Kogam Page, London, 3rd edition, 1986.
4.
C.R. Kothari, Research Methodology, New Age International (P) Limited Publishers, 2nd edition, New Delhi, 2004.
5.
P. Subba Rao, Human Resource Management and Industrial Relations, Himalaya Publishing House, New Delhi, 2004.
6.
K.
Aswathappa,
Human
Resource
Management
and
Personnel
Management, Tata McGraw Hill Publishing Company Ltd., 3 rd edition, New Delhi, 2002.
7.
Biswajeet Pattanayak, Human Resource Management, Prentice Hall of India (P) Ltd., New Delhi, 2000.
8.
The New Encyclopedia Britanica, Volume 1, Micropedia, 15 th edition, New Delhi, 2003.
Magazines ACI ASIA News letter, Airport Council International, Volume 5, Issue 2, July 2005.
79
Websites www.fcci.com www.aai.com www.attavista.com www.valuenotes.com www.commerce_database.com www.answers.com www.google.com www.ask.com www.cochin-airport.com
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doc_363869922.doc
Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement.
1
Introduction
1
INTRODUCTION HRD is concerned with the development of human resource in an organization. Development means improving the existing capabilities to the human resources in the organization and helping them to acquire new capabilities required for the achievement of the corporate as well as individual goals. The study is directed towards the Strategic Analysis of Human Resource Development with special reference to Cochin International Airport Limited. The features and factors come under study include training and development programs, performance appraisal, Career planning, Industrial Relations and also the evaluation of organizational culture and climate. SCOPE OF THE STUDY The study indented to evaluate the effectiveness of human resource development in CIAL. The scope of the study covers the opinion of the employees about the effectiveness of HRD and suggestions for future developments. The study will be benefited in improving human resource
development programmes in CIAL. The management can adopt the guidelines and general findings of the study for future human resource development programmes.
2
OBJECTIVE OF THE STUDY Primary objective To study the effectiveness of Human Resource Development and the possibilities for future development of the employees as well as the organization. Secondary objectives 1. 2. 3. 4. 5. To evaluate for training and development programmes. To assess effectiveness of performance appraisal. To study the career planning activities. To study the effectiveness of the industrial relations. To study the organizational climate and culture with reference to the human resource development. METHODOLOGY Data Collection The project report was conducted by collection information from primary and secondary source. The study was conduced in three phases. The first phase involved collecting information from various manuals, reports, articles etc. regarding HRD, airport industry and company profile. The second phase involved interviewing departmental heads and other staff for understanding the activities of each department, its structure and roles played by each of them.
3
The third phase concerned with the data collection by filling the questionnaires. The questionnaire consists of 37 questions. All the questions are close ended. SOURCES OF DATA • Primary data • Secondary data are used for this study Primary data • • Through personal interview Through structured questionnaire
Secondary data Secondary data collected from o Company records o Magazines o Websites o Manual of the company o Brochures PERIOD OF THE STUDY The period of the study was January to February
4
TOOLS OF ANALYSIS The tools used in this project report are percentage method and weighted average method. Diagrammatic representations of data are exhibited through pie diagram, bar diagram etc. SAMPLING TECHNIQUE Convenient sampling was adopted. LIMITATIONS OF THE STUDY 1. 2. The personal contact with the respondents was limited. The managerial staff was busy with their routine work and hence they were not able to spare much time for interviews 3. 4. the study was conducted within a short span of time. The day-to-day discussion with the personnel department was not possible with their busy schedule of work. CHAPTER DESIGN This project report is running into 6 chapters that are meticulously arranged with concern to the subject. Chapter 1: provides brief information including the design of the project report. Chapter 2: gives glance about the Airport Industry. Chapter 3: is used for explaining profile of the company. work
5
Chapter 4: is engaging to explain theoretical framework of HRD. Chapter 5: is the Analysis part of the project. Chapter 6: is the last chapter that is used to summarize and for presenting suggestions to overcome constraints faced by HRD programs is CIAL.
6
2
Industry profile
7
AIRPORT Airport also called Air terminal, Aerodrome or Airfield, site and installation for the take off and landing of aircraft 1. An airport usually has paved runways and maintenance facilities and serves as a terminal for passengers and cargo. An airplane requires forward speed through the air in order to sustain flight. Attainment of the required speed is accomplished by means of runway on which the aircraft to take off speed. The runway is used in the opposite manner for a landing. The runways are strips of the overall airport area designated for the landing and take off of aircrafts. In the early days of aviation, large, open, grasscovered fields were used as airports known as landing fields, these airports allowed a pilot to head directly into the wind to aid take off and landing operations. In the 1930s aircraft became heavy enough that hard runway surfaces (such as concrete or asphalt) were required to keep them from sinking into turf or mud. These aircraft were still sensitive to crosswind, however, so most airports were provided with four or five runways aligned in different directions. Do that pilot could choose one having a minimum amount of crosswind at the time of take off or landing as aircraft continued to increase in weight and speed during the 1930s and 40s they became less sensitive to crosswinds, and the number of runways was generally common; they can handle more traffic and separate take off and landing operations. The length of the runways has steadily increased.
8
Air traffic controllers, aided by radar and other electronic navigation devices, direct incoming and outgoing aircraft from airport control towers and control center located some distance from airfield. The controllers also direct all aircraft movements on the ground, guiding pilots as they taxi their planes between the loading apron and runway. Passenger and cargo terminals have grown steadily larger and more complex with the increase in airport size. In some airports special ground transit systems (eg. monorail or moving sidewalks) have been installed between parking areas and terminals. Passenger boarding is conducted according to either the so called trickle system, in which boarding procedures were boarding area is stretched out over a period of time, or the group system, in which all processing is first carried out, and the passengers board in a group. Cargo terminals, where airfreight is loaded, and stored employ fork lift trucks, cargo-cart trains, belt conveyers and other techniques and machinery. Lighting is of major importance in an airport, despite the development of instrumented landing systems. A revolving green and white beacon has long been the visible mark of an airport. High intensity white or amber approach light often running in a straight line beyond the limits of the airport; guide pilots to runways. White runway lights are turned on and off as needed by the control tower or by automatic systems. Green threshold lights indicate the ends of the runways, while blue lights mark the taxiways used by aircraft to enter and exit
9
from runways. Red lights are used to mark obstructions and red flashing lights are used to warn of high obstructions2. Virtually all governments prescribe standards for construction and operations of airports. The International Civil Aviation Organization issues a set of internationally accepted standards covering, number, length and orientation of runways, visual ground aids and other details. Introduction to the Industry Everyday, the world’s airports handle millions of passengers flying on thousands of commercial airplanes for business and leisure travel. Now-a-days air transportation is the fastest and most convenient mode of transportation. As of 2006 there were approximately 50000 airports around the world, including 19,815 in the United States alone The largest airport in the world- KING FAHD INTERNATIONAL AIRPORT near DAMMAM, Saudi Arabia, covers 780KM2, it is bigger than near by country Bahrain. The largest airport in the United States of America is DENVER INTERNATIONAL AIRPOT has an area of about 34,000 acres.
10
Table No: 2:1 Table showing World’s Five biggest airports
Rank No. 1. 2. 3. 4. 5. Airport King Fahd International Airport, Dammam, Saudi Arabia King Khalid International Airport, Riyad, Saudi Arabia King Abdul Aziz International Airport, Jiddah, Saudi Arabia Suvarnabhoomi International Airport, Thailand. Hong Kong International Airport, China
(Source: wikipedia)
Table No: 2:2 Table showing World’s Five busiest airports
Sl. No. 1 Hartsfield Jackson, Atlanta International Airport Georgia, 2. 3 4 5 USA O’Hare International Airport, Chicago, USA Heathrow Airport, London, UK Tokyo International Airport, Japan Los Angels International Airport, California, USA 76,248,911 67,530,223 65,225,795 61,048,552 2 3 4 5 15 17 24 6 2 15 -4 Airports Total Passengers 84,846,639 Passengers 1 Ranking Cargo 23 A/C Movement 1
(Source: 2006 Preliminary statistics, Wikipedia)
11
Table No: 2:3 Table showing region-wise traffic growth
Region Asia Africa Asia-Pacific Europe Latin America/ Caribbean Middle East North America ACI (Global Average) Growth Cargo 4.3 (-) 3.8 5.4 3.1 4.7 8.8 0.6 3.1
Passengers 9.6 9.7 6.8 7.1 12.7 7.6 7.2 7.5
Aircraft movement 11.6 2.0 6.0 3.0 2.6 4.0 (-) 0.8 1.3
(Source: ACI Asia Newsletter, July 2005)
12
Table No: 2:4 Table showing Asia Region Airport Rankings3
Airport (City/ Country) Dubai, UAE Mumbai, India New Delhi, India Jeddah, Saudi Arabia Riyadh, Saudi Arabia Madras, India Abu Dhabi, UAE Bahrain Kuwait Bangalore, India Colombo, Sri Lanka Calcutta, India Hyderabad, India Dammam, Saudi Arabia Beirut, Lebanon Sharjah, UAE Goa, India Cochin, India Ahmedabad, India Sana’a, Yemen Male, Maldives Trivandrum, India Guwahati, India Astana, Kazakhstan Amristar, India Aden, Yemen Mukalla/ Riyan/ Yemen Fujairah, UAE Taiz, Yemen Rankings Cargo Aircraft movement 1 1 2 2 3 3 5 5 8 4 6 7 9 6 4 8 11 10 12 9 10 14 13 13 17 12 15 17 14 15 7 16 23 21 18 19 22 20 21 22 16 11 20 24 24 18 25 23 26 27 28 28 27 26 19 25 29 29
Passengers 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
(Source: ACI Asia Newsletter, July 2005) AIRPORT AUTHORITIES OF INDIA [AAI] The AAI came into existence on 1st April 1995. AAI manages 12
international airports, 89 domestic airports and 26civil enclaves4.
13
FUNCTIONS OF AAI ? ? To control and manage the entire Indian Air Space. To design, construct, operate and maintain International Airports, Domestic Airports etc. ? ? Development and management of International Cargo terminals. Expansion and strengthening of operational areas via: runways, aprons, taxiways etc. AIRPORT CLASSIFICATION International airports: These airports are meant for scheduled international operations by Indian and Foreign carriers. Presently the airports at Mumbai, Delhi, Chennai, Kolkata, Thiruvananthapuram, Cochin, Ahemedabad, Amristar, Bangalore, Goa, Gauhati and Hyderabad. Domestic Airports 1. Customs airports with limited international operations : these have customs and immigration facilities for limited international operation by national carriers and foreign tourist and cargo charter flights. The airports at, , Calicut, Varanasi, Patna, Agra, Jaipur, Tiruchirappally, Coimbatore and Lucknow fall in this category. 2. Model airports: these domestic airports have a minimum runway length of 7500 feet and adequate terminal capacity (400 passengers or more) to handle Airbus 320 type of aircraft. If so required these can be cater to
14
limited international travel also.
This category of airports includes The
Bhubaneswar, Guwahati, Nagpur, Vadodara, Imphal, and Indore.
remaining six airports developed under the model airports concept have graduated to the level of customs airport detailed above. 3. Other domestic airports: All the other 71 airports in the country come under this group. 4. Civil Enclaves in defence airports: there are 28 civil enclaves in the defense airfields out of which 20 enclaves are in operation. AAI has four training establishments for specific training focus on improving employee response and employee skill upgradation. The training centres are Civil Aviation Training College, Allahabad; National Institute of Aviation Management and Research, Delhi and Fire Training centres at Delhi and Kolkata.
15
Reference 1. The New Encyclopedia Britanica, Volume 1, Micropedia, 15th edition, New Delhi, 2003, p. 179. 2. 3. Ibid. ACI ASIA News letter, Airport Council International, Volume 5, Issue 2, July 2005, p.8. 4. www.airportindia.com
16
3
Company Profile
17
INTRODUCTION TO COCHIN INTERNATIONAL AIRPORT LIMITED Cochin International Airport is a state Government sponsored Project with public participation mostly from Non Resident Indians (NRI’s) of Kerala from all over the world. There are over 10,000 shareholders from 30 countries who have invested in the project with a hope to reduce travel cost and time apart from inconveniences. This project of new airport for Cochin envisaged to overcome the operational shortcoming of the then existing Naval Airport, which was the alternative to meet the growing needs of NRI travelers, tourists, trade and commerce. The airport has been planned in phases on a modular basis, to suit future requirements and also to minimize the initial investments so as to generate revenue at the earliest possible time. The Airport has been constructed covering an area of 1200 acres. The ground handling at the airport is done by Air India. The Airport is also suitable for operations of wide-bodied Boeing-747 type of aircraft. In recent study that was conducted, the Cochin International Airport occupies the fourth position among the all time best airport in the country, with respect to the total number of international flights operations behind Delhi, Chennai and Mumbai. To occupy this position; it is worth mentioning that Cochin pushed back a Metro city like Kolkata to fifth place.
18
LAND MARKS October 1991 – First meeting held with representatives from
Government of Kerala, National Airport Authority, Navy, Railways, Cochin Port Trust etc., it decided to pursue the project for construction of new Airport near Cochin instead of expansion of existing Naval Airport. March 1995 25th May 1999 – CIAL registered as public Limited Company. – The Hon’ble President of India formerly inaugurated the airport. 10th June 1999 21st June 1999 May 2000 April 2002 – The first Inaugural flight of Air India took off. – Air Jumbo Jet Boeing 747 landed on CIAL – Achieved International status. – Cochin Duty Free has commenced. International Aviation Services Limited
8th September 2005 – Cochin
(CIASL) incorporated as subsidiary company of CIAL. VISION ? By 2024 ? To create 2.5 lakh employment opportunities. ? To own or manage 20 international airports.
19
? To own 200 aircrafts. MISSION Delight the customers by rendering world-class services and trigger the economic growth of the region. CORPORATE OBJECTIVES ? ? ? ? ? ? Promote the tourism opportunities of the state. To develop the surrounding area to a world-class business center. To increase the share of non aeronautical revenue to a higher percentage. Delight the customers to the level best. To create more employment opportunities. To reach in a position to supply manpower to run other airport.
SHARE HOLDING PATTERN OF CIAL State Government, airport users, financial institutions, non-resident Indians and Indian public subscribed the equity. The total project cost of the airport is around 315 crores, financed through a paid up capital of 90 crores and term loans of 230 crores. This was financed mainly by HUDCO, Federal bank, State Bank of Travancore and District Co-operative Bank. Table 3:1 The table showing the share holding pattern of CIAL
Sl No. 1 2 3 4 5 Share Holders Government and PSU Promoters and Directors Central PSU’s (Indian/BPCL) Banks NRIs TOTAL 20 % of Share 26% 26% 5.1% 4.4% 38.5% 100%
LOCATION Longitude: 76degree 24East Latitude: 10 degree 09’ North It is situated in Ernakulam District in Kerala. The airport site is very close and centrally located to all tree National Highways passing through Kerala(NH 47, NH 17, NH 49). The main Railway line through Kerala, from Kanyakumari to Delhi is adjacent to the airport it is situated between Alwaye and Angamaly Railway Stations. The Cochin Sea port, one of the biggest in the country is also situated close by.
Map showing location of Cochin International Airport Map 3:1
21
22
Abbreviations APD GM DGM CS SM MGR DM AM FIRE.F FIRE.OP EXE JN.EXE TECH DVR Airport Director General Manager Deputy General Manager Company Secretary Senior Manager Manager Deputy Manager Assistant Manager Fire Foreman Fire Operator Executive Junior Executive Technician Driver Table 3:2 Table showing the Board of Directors of CIAL
NAME V.S. ACHUTHANANDAN T.M. THOMAS ISSAC S.SHARMA K.P. RAJENDRAN N.V.GEORGE YUSSUF ALI P. MUHAMMED ALI C.V. JACOB E.M. BABU Lissy Jacob S. Bharat IRS DESIGNATION Chief Minister of Kerala (Chairman) Minister for Finance, Kerala Minister for Fisheries, Kerala Minister for Revenue, Kerala MD, GEO Electricals Trading and Contracting Company Ltd, Sharjah. MD, EMKE Group, Abudhabi. MD, GULFAR Engineering & Contracting Company, Sultanate of Oman MD, SYNTHITE Industrial Chemicals Ltd. Kolenchery MAJEED BUKATARA Trading Esst, Dubai, UAE. Chief Secretary of Kerala MD, CIAL
23
FUTURE VENTURES 1. COCHIN INTERNATIONAL AVIATION SERVICES LIMITED . Aviation sector in India has been witnessing unprecedented growth with the advent of numerous low cost airlines and due to tremendous of numerous low-cost airlines and due to tremendous increase in air travel. This boom in the aviation sector has created a demand for third party maintenance services and trained personnel to support this business. The low cost airlines because of their business model are not expected to investing aircraft maintenance and training facilities in India. India’s emergence as a low cost service center also creates an opportunity for third party maintenance of aircrafts especially in the Asia Pacific region. CIASL has been incorporated on the 08th day of September 2005 under Companies Act 1956 as a subsidiary company of CIAL. CIASL has been established for the purpose of setting up of a world class Aircraft maintenance, Repair and overhaul facility clubbed with an Aviation Training Institute for imparting training to Pilots, cabin crew, engineers and technicians for in flight and ground support at CIAL. The company commenced the piling work for hangars. 2. AIR KERALA INTERNATIONAL SERVICES LIMETED Air Kerala International Services Limited has also been established for operating air transport services.
24
ISSUE OF EQUITY SHARES The company was successfully complete the right issue of equity shares floated during Many, 2006 and a total number of 147175039 equity shares have been allotted to the respective applicants. PASSENGER MOVEMENTS The passenger movement through Cochin International Airport rose to 1.88 million during 2005-06. Table 3:3 Table showing passenger movements through CIAL
YEAR 2001-02 2002-03 2003-04 2004-05 2005-06 INTERNATIONAL DOMESTIC 419249 590718 861004 1006158 1154717 413565 419568 471597 590054 731661 TOTAL 832814 1010286 1332601 1596212 1886378 %OF INCREASE ------+21.31 +31.90 +19.79 +18.18
(Source: Company’s Annual Reports) CARGO MOVEMENTS There has been substantial growth in the Cargo Movement through CIAL.
25
Table No. 3:4 Table showing quantitative details of Cargo handled
International Cargo 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 Domestic Cargo 2005-2006 Import 2008.35 2375.20 3841.82 5181.60 5589.80 Arrival 2405.60 Export 3942.60 0288.80 9484.00 13092.70 12076.80 Departure 1554.00
(Source: Company’s Annual Reports) DUTY FREE SALES Cochin Duty Free has commenced its operations from April 2002. the Cochin Duty Free with 8000 sq.ft. of shopping are provides a dynamic, motivating and rewarding travel retail experience. The shop provide a wide range of world’s best and leading brand at the most competitive prices and would set new standards in innovation and quality. The Duty Free shops are managed jointly by Alpha Retail United Kingdom in association with Kreol Trading Estt. Alpha is in the airport retail market for over 40 years and enjoy world wide recognition.
26
Table 3:5 Table showing Sales of Cochin Duty Free sales
YEAR 2001-02 2002-03 2003-04 2004-05 2005-06 SALES Rs. 18,500. $ 1.171 million (Rs.5.66 crores) $ 1.96 million (8.95 crores) Rs. 15.20 Crores $ 4.96 million (21.91 crores) % of increase -----------58% 70% 49%
(Source: Company’s Annual Report)
80% 70% 60% 50% 40% 30% 20% 10% 0% 2003-04 2004-05 2005-06 58% 49% Series1 70%
Line Graph showing increasing sales in Cochin Duty Free Graph 3:1 CIAL operates Duty free shops at three different areas in the airport namely Arrival, Departure and Last Minute shops in the International Terminal. Duty free sales include confectionery, supermarket items, tobacco, liquor, electronic goods, perfumes, cosmetics watches, toys etc. CIAL is constantly reviewing the marketing and reviewing the market and taking every effort to
27
improve range offered to the customer as also the quality in every; product segment. AIRCRAFT MOVEMENTS There has been a steadily growth in the number of services operated from CIAL during the year under review. The services in the international registered a growth of 10.85% and the domestic services increased by 14.99% over the previous year. The airport currently handling around 300 services on an average in a week. Table 3:6 Table showing the airline wise international operations through CIAL
Name of Airline Air India Air India Express Indian Airlines (Indian) Oman Air Silk Air Kuwait Airways Emirates Ailines Qatar Airways Saudi Arabian Airlines Sri Lankan Airlines Gulf Air Mahan Air Non Scheduled flights Total Aircraft Movement FY 2004-05 FY 2005-06 3273 2176 0 1322 2718 3257 604 710 432 548 312 314 650 588 784 500 314 314 593 1052 606 540 -----102 37 21 10323 11444
(Source: Company Statement) REVENUE MIX OF CIAL
28
19%
21%
15% 15% Duty free sales Rent & Service Other non traffic income 6%
24%
Traffic revenue Royalty User's Free
Pie Diagram showing Revenue Mix of CIAL Graph No: 3:2 FINANCIAL PERFORMANCE During 2005-06, CIAL achived a turnover of Rs. 110.66 crore and registered profit after tax of Rs.31.78 Crores in the same. The company has registered a topline growth of 10.37% over previous years. The 57th meeting of the Board of Directors of the company held on 26/ 12/2005 decided to stop collection of users fee with effect from 01/01/2006 which was being charged at the rate of Rs. 500/- each embarking international passenger and there has been corresponding drop in the income of the company.
29
SWOT Analysis Strength 1. Efficient Management 2. Good relationship management and workers. 3. It may close too many tourist places. 4. Huge amount of non-aeronautical revenues. 5. Company has huge amount of fixed assets. Weakness 1. No full fledged marketing division and customer care center. 2. No direct railway access. Opportunities 1. The big plot of land available with CIAL is to be developed for commercial entertainment and other activities like aircraft maintenance base, commercial complex, star hotels, resorts, training centers etc. 2. More scope for aeronautical revenues. 3. More scope for aeronautical revenues. Threats 1. Competition from other airports. 2. International problems
30
4
Theoretical Framework
31
HRD is concerned with the development of human resource in an organization. Development means improving the existing capabilities to the human resources in the organization and helping them to acquire new capabilities required for the achievement of the corporate as well as individual goals1. HRD believes that individuals in an organization have unlimited potential for growth and development and that their potential can be developed and multiplied through appropriate and systematic efforts. Given the opportunities and by providing the right type of climate in the organization, individuals can be helped to give full expression of their potential, contributing o the achievement of goals of the organization and thereby ensuring optimization of human resources. Investment in human being is another underlying concept of the human resources system. The organization accepts that development of human resources involves investment of time and concern for growth. Everyone in the organization will have to take self-responsibility for growth and optimization of performance2. To appreciate the importance of HRD it is necessary to understand the HRD concept because it is multi-dimensional3. It has been defined by economist, social scientists, industrialist, managers and other academicians in different ways and from different angles. In a broad sense HRD is the process of increasing knowledge will and capacities of all the people in a given society. In the national context, HRD is a process by which the people in a given society. In the national context, HRD is a process by which the people in various groups are helped to
32
acquire new competence continu0ously so as to make them more and more selfreliant and simultaneously develop a sense of pride in their country. In economic terms, it means accumulation of human capital and its effective utilization for the development of economy. In political terms HRD prepares people for active participation in the political process. From the social and cultural point of view, the development enriches life. As far as industrial organization is concerned, human the ‘human’ aspect where people are seen as having skills, having potential and ability to grown change and develop; the ‘resource, aspect where individuals are considered resources rather than problems and the ‘development’ aspect, where there is an emphasis on the discovery and nurturing of their potentials4. Objectives of HRD ? To maximize the utilization of human resources for the achievement of individual and organizational goals. ? To provide and opportunity and comprehensive framework for the development of human resources in an organization for full expression of their latent and manifest potentials. ? To develop the sense of team spirit, team work and inter-team collaborations. ? To development of constructive mind and an overall personality of the employees.
33
? ?
To develop the organizational health, culture and effectiveness. To locate, ensure, recognize and develop the enabling capabilities of the employees in the organization in relation to their present and potential roles
Need for HRD The role of the organization in society is changing the demands ofn the organization and the expectations of the client system require that employees undertake new tasks and challenges and respond to environmental changes. In the same manner, some organizations have reached the saturation poring in its growth and employees are stagnating due to lack of growth opportunities. The level of frustration among employees in on the increase5. The need and importance of HRD may be measured from the following points. ? Success of an organization ? Development of men ? Higher productivity. ? Good return on investment. ? Its strong superior sub-ordinate relationship. ? To cope with change ? As a pre-condition of Economic growth. FUNCTIONS OF HRD HRD is a holistic concept, while traditional personnel functions are exclusively departmental. Traditional personnel function is the exclusive
34
responsibility of the personnel department, but HRD is concern of all managers in the organization. The main functions of the HRD executives are; 1. Line Function Line function by directing the activities of people in his own department and in service areas. 2. A co-operative function HRD executive also function as a co-coordinators of personnel activities. 3. Staff (Service) Function Service to line manger is the “bread and butter” of the HRD manager’s job. According to Udai Pareek and T.V.Rao, its various fuctions are; • • • • • Providing support to other system. Role of system development and research. Management of Human resources. Developing Competency of various kinds. Catering to the process needs.
Barriers of HRD Programmes The barriers of HRD programmes are as follows: 1. 2. 3. Myopic and habitual conceptions of organizational goal. Lack of proper attitude of top management towards the HRD programmes. Lack of adequate resources for implementation of HRD Programmes.
35
4. 5.
The inevitable irregularity of demand and opportunity of human resources. Fear of unrealistic expectation of workers, employees and managers from HRD Schemes.
6. 7.
Lack of proper response from employees. Over-ego and over self-assessment by the employees
36
Reference 1. Gupta Santhosh and Gupta Sachin, Human Resource DevelopmentConcepts and Practices, Deep and Deep Publications, New Delhi, 2005, pp.12-13 2. 3. 4. Ibid Ibid P. Subba Rao, Human Resource Management and Industrial Relations, Himalaya Publishing House, New Delhi, 2004. 5. Biswajeet Pattanayak, Human Resource Management, Prentice Hall of India (P) Ltd., New Delhi, 2000, pp.56-57
37
5
Analysis of Human Resource Development
38
CLASSIFICATORY DETAILS OF THE SAMPLE Table5:1 The table showing age group of respondents
Sl.No 1 2 3 4 5 6 Age Group (in Years) 20-25 26-30 31-35 36-40 41-45 46-50 Total No of Respondents 30 42 30 24 18 6 150 % of respondents 20 28 20 16 12 4 100
Table 5:2 The table showing the gender status of the respondents Sl.No. 1 2 Sex Male Female Total No. of respondents 93 57 150 % of respondents 62 38 100
39
Table 5:3 The table showing work educational qualifications of the respondents Sl.No. 1 2 3 4 5 Educational Qualifications Professional Post Graduate Graduate Under Graduate Technical Total No. Of respondents 32 27 59 11 21 150 % of respondents 21.33 18 39.33 7.33 14 100
Table 5:4 The table showing work experience of the respondents Sl.No. 1 3. 4. 5 Experience within CIAL Below 3 year 4-6 years 7-9 years 10-12 years Total No. Of respondents 57 36 29 28 150 % of respondents 38 24 19.33 18.67 100
Table 5:5 The table showing satisfaction regarding present job Sl No 1 2 Opinion Yes No No of Respondents 109 41 Percentage 72.77 27.33
40
Total
150
100 (Source: Primary Data)
Inference Analysis shows that 72.77% of employees are satisfied with present job and the remaining 27.33% is not satisfied with the same.
27.33 Yes No 72.77
Pie Diagram showing satisfaction regarding present job Graph 5:1
Table 5:6 The table showing employees relationship with management Sl. No. 1 2 Opinion Very cordial Moderate
41
Count 61 37
Percentage 40.66 24.66
3 4 5
Neutral Timid Inimical Total
42 5 5 150
28 3.33 3.33 100 (Source: Primary Data)
Inference Around 41% of the respondents say that their relationship with the management is very cordial, 28% of respondents say that their relationship with the management is moderate, around 25% say relationship is cordial, 3.33% opinioned about their relationship with management is timid and 3.33% have inimical relationship with management
42
45 40 35 30 25 20 15 10 5 0
40.66
28 24.66
3.33
3.33
Very cordial
Moderate
Neutral
Timid
Inimical
Bar Diagram showing employees relationship with management Graph 5:2
43
Table 5:7 The table showing opinion about the present compensation system suitable to HRD Sl No. 1 2 Opinion Yes No Total Count Percentage 70 46.67 80 53.33 150 100 (Source: Primary Data)
Inference 53% of respondents are not satisfying with present compensation system. 47% of respondents are satisfying with present compensation system
47% 53%
Yes
No
Pie Diagram showing opinion about the present compensation system suitable to HRD Graph 5:3
Table 5:8
44
Table showing the ranking of job features Features 2 Remuneration Working Condition Job security Fringe Benefits Job satisfaction 40 20 30 15 40 20 40 20 50 25 Weighted Marks 1 70 70 80 80 90 90 35 35 55 55 0 0 50 0 45 0 40 0 70 0 50 -1 -5 5 0 0 0 0 -15 15 -15 15 -2 0 0 -20 10 -10 5 -20 10 -20 10 105 150 90 150 120 150 40 150 70 150 0.7 0.6 0.8 0.27 2 3 1 5 Total Weighted average Rank
0.46 4 (Source: Primary Data)
Rank Job Security = 1 Remuneration =2 Working Condition = 3 Job satisfaction = 4 Fringe Benefits = 5 Interpretation Among the job features the respondents ranked job security in the first place, remuneration in the second, working condition in third, job satisfaction at fourth and fringe benefit at fifth place
45
Table 5:9 The table showing the opinion about present Industrial relations Sl. No. 1 2 Opinion Yes No Total Count Percentage 75 50 75 50 150 100 (Source: Primary Data)
Inference 50% of respondents say that present Industrial Relations are suitable to HRD. Other 50% disagree with this point.
50%
50%
Yes No
Pie Diagram showing pinion about present Industrial relations Graph 5:4
46
Table 5:10 The table is showing the ranking of Industrial Relations. Features 2 Job analysis 50 25 50 25 20 10 20 10 40 20 Weighted marks 1 65 65 85 85 60 60 50 50 40 40 0 0 50 0 35 0 70 0 0 0 65 -1 -10 10 -5 5 -10 10 -30 30 -15 15 -2 0 0 0 0 -10 5 0 0 -20 10 105 150 130 150 60 150 40 150 45 150 Total Weighted average 0.7 Rank 2
Supervision
0.8
1
Wage Administration Trade union matters Job-redesign
0.4 0.26
3 5
0.3
4
(Source: Primary Data) Rank Supervision = 1 Job Analysis = 2 Wage Administration = 3 Job redesign = 4 Trade Union Matters = 5 Interpretation Among industrial relations respondents ranked supervision at first place, job analysis at second place, wage administration at third place, job redesign at fourth place and trade union matters at fifth place.
47
Table 5:11 Table showing suggestion to improve labor productivity Sl. No. 1 2 3 Opinion Training Program Advanced Technology Remuneration based productivity 4 Effective motivation Total 30 150 20.00 100 (Source: Primary Data) Count 38 56 26 Percentage 25.33 37.33 17.33
Inference Around 38% of employees suggest advanced technology for labor productivity, 25% recommended training programme, 20% suggest effective motivation and 17% of respondents suggest remuneration based on productivity
48
40 35 30 25 20 15 10 5 0 Training Program 25.33
37.33
17.33
20
Advanced Technology
Remuneration based productivity
Effective motivation
Bar Diagram showing suggestion to improve labor productivity Graph 5:5
49
Table 5:12 Table showing opinion about Training needs assessment Sl No. 1 2 Opinion Yes No Total Count 67 83 150 Percentage 44.67 55.33 100 (Source: Primary Data)
Inference 55% of respondents say that there have no measure to asses training and development needs, 45% of employees say that there have measures to assess training needs.
44.67% 55.33%
Yes No
Pie Diagram showing opinion about Training needs assessment Graph 5:6
50
Table 5:13 Table showing opinion about getting training and Education. Sl. No. 1 2 Opinion Yes No Total Count Percentage 97 64.66 53 35.34 150 100 (Source: Primary Data)
Inference Around 65% of employees say that they are getting adequate training and education from CIAL. 35% of employees say that they are not getting adequate training.
35.34%
Yes No
64.66%
Pie Diagram showing opinion about getting training and Education Graph 5:7
51
Table 5:14 The table showing the ranking of the training program Features 2 Job oriented Promotion oriented Productivity oriented Morale oriented 120 60 40 20 80 40 60 30 Weighted marks 1 0 -1 -2 70 70 50 50 60 60 60 60 0 20 0 60 0 50 0 50 0 0 -20 20 0 0 -10 10 0 0 0 0 0 0 0 0 Weighted Total 190 150 70 150 140 150 110 150 0.73 3 0.93 2 0.46 4 1.27 1 average Rank
(Source: Primary Data) Rank Job Oriented = 1 Productivity Oriented = 2 Morale Oriented = 3 Promotion Oriented = 4 Interpretation Among features of training program respondent’s ranked job oriented training at first place, Productivity oriented at second place, Morale oriented at third place, promotion oriented is at fourth place.
52
Table 5:15 The table showing the rating of trainers Features 2 Well experienced Technically competent Intelligent Pulse knowing 108 54 48 24 48 24 60 30 Unbiased 72 36 Rank Well Experienced - 1 Technically Competent - 2 Intelligent - 3 Unbiased - 4 Pulse Knowing -5 Interpretation: Among qualities of trainers respondent’s ranked well experience at first place, technically competent at second place, intelligent at third place, unbiased at fourth place and finally pulse knowing at 5th place. 1 60 60 78 78 66 66 36 36 36 36 Weighted marks 0 0 30 0 48 0 60 0 72 0 72 -1 -6 6 0 0 0 0 0 0 -6 6 -2 0 0 0 0 0 0 -24 12 0 0 Total 162 150 126 150 114 150 72 150 102 150 0.68 4 (Source: Primary Data) 0.76 0.48 3 5 0.84 2 1.08 1 Weighted average Rank
53
Table 5:16 The table showing the awareness of the career development opportunities Sl.No. 1 2 Opinion Yes No Total Count 85 65 150 Percentage 56.67 43.33 100 (Source: Primary Data)
Inference Around 57% of employees are aware of career development opportunities. But 43% of employees not have awareness of career development opportunities.
43.33% 56.67%
Yes No
Pie Diagram showing awareness of the career development opportunities Graph 5:8
54
Table 5:17 The table showing rating of career development opportunities. Sl.No. 1 2 3 4 5 Opinion Excellent Good Average Poor Very Poor Total Count 25 81 25 13 6 150 Percentage 16.67 54.00 16.67 8.67 4.00 100 (Source: Primary Data)
Inference 54%of respondents say that career development opportunity is good, 17% of employees say it is excellent, other 16% say it is average, 13% have opinion that it is poor and 6% have opinion that career development opportunities is very poor.
55
60 50 40 30 20 10 0 Excellent 16.67
54
16.67 8.67 4
Good
Average
Poor
Very Poor
Bar Diagram showing rating of career development opportunities Graph 5:9
56
Table 5:18 The table showing the proud of being a staff member of CIAL Sl No 1 2 Opinion Yes No Total Count 112 38 150 Percentage 74.66 25.34 100 (Source: Primary Data) Inference Around 75% of the employees are proud of being the staff member of CIAL. 25% opinioned that they are not proud of being the staff member of CIAL
25.34% Yes No 74.66%
Pie Diagram showing the proud of being a staff member of CIAL Graph 5:10
57
Table 5:19 The table showing the ranking of remarkable features of CIAL. Features 2 Management Style Welfare measures Team spirit Opportunity to rise Overall satisfaction Job 80 40 20 10 70 35 40 20 70 35 Weighted mark 1 0 -1 -2 55 55 70 70 35 35 45 45 60 60 0 50 0 60 0 70 0 55 0 35 -5 5 -10 10 -10 0 0 0 0 0 Weighted Total 130 150 80 150 95 150 50 150 105 150 0.7 2 0.63 0.33 3 5 0.53 4 0.87 1 average Rank
10 0 -25 -10 25 -5 5 5 -20 10
Rank Management Style – 1 Overall Job Satisfaction – 2 Team Spirit – 3 Welfare Measures – 4 Opportunity to rise – 5 Interpretation Among remarkable features of training respondent’s ranked Management style at first place, Overall Job Satisfaction at second place, Team Spirit at third place, Welfare Measures at fourth place and finally Opportunity to rise at 5 th place.
58
Table 5:20 The table showing the opinion about appraisers are unbiased Sl.No 1 2 Opinion Yes No Total Count 110 40 150 Percentage 73.33 26.67 100 (Source: Primary Data) Inference 73.33% of respondents believe that appraisers are unbiased and 26.67% believe that they are biased.
26.67%
Yes No
73.33%
Pie Diagram showing the opinion about appraisers are unbiased Graph 5:11
59
Table 5:21 The table showing the rating of the performance appraisal Sl.No. 1 2 3 4 5 Opinion Essential Unwanted Neutral Threatening Harassing Count 87 19 34 5 5 Percentage
58 12.66 22.67 3.33 3.33 (Source: Primary Data)
Inference Around 58% of respondents said that performance appraisal is essential, 22.67% stand at neutral, 12.66% said that it is unwanted, 3.33% said that it is threatening and 3.33% it is harassing.
60
70 60 50 40 30 20 10 0 Essential Unwanted Neutral Threatening Harassing 12.66 3.33 3.33 22.67 58
Bar Diagram showing the rating of the performance appraisal Graph 5:12
Table 5:22 The table showing the opinion about the introduction of 360 degree performance appraisal Sl. No Opinion
61
Count
Percentage
1 2 3 4
Strongly agree Agree Neutral Disagree Total
63 43 39 5 150
42 28.67 26.00 3.33 100 (Source: Primary Data)
Inference 42% of respondents Strongly agreed with the introduction of 360 degree appraisal, 28.67% of respondents agreed, 26% stand in neutral and 3.33% of respondents disagreed with this statement.
45 40 35 30 25 20 15 10 5 0
42
28.67
26
3.33
Strongly agree
Agree
Neutral
Disagree
Bar Diagram showing the opinion about introduction of 360 degree performance appraisal. Graph 5:13
Table 5:23 The table showing the stand about adoption of potential appraisal system Sl No Opinion
62
Count
Percentage
1 2 3
Strongly agree Agree Neutral Total
40 41 69 150
26.67 27.33 46.00 100% (Source: Primary Data)
Inference 26.67% of respondents strongly agreed with the adoption of potential appraisal system, 27.33% agreed and 46% of respondents stand in neutral to this statement.
26.67 46 Strongly agree Agree Neutral 27.33
Pie Diagram showing the stand about adoption of potential appraisal system
Graph 5:14
Table 5:24 The table showing the opinion about top-level executive have good interest towards development of subordinates. Sl. No. Opinion
63
Count
Percentage
1 2 3 4
Strongly agree Agree Neutral Disagree Total
17 46 75 12 150
11.33 30.67 50.00 7.69 100% (Source: Primary Data)
Inference 50% of respondents stand in neutral to the question about top level executives have good interest towards development of subordinates, 30.67 agreed, 11.33% strongly agreed and 7.69% disagreed with this statement.
60 50 40 30.67 30 20 11.33 10 0 Strongly agree Agree Neutral Disagree 7.69 50
Bar Diagram showing the opinion about top-level executive have good interest towards development of subordinates.
Graph 5:15 Table 5:25 The table showing the opinion about promotional policy Sl. No. 1 2 3 Opinion Strongly agree Agree Neutral
64
Count 31 31 52
Percentage 20.66 20.66 34.67
4 5
Disagree Strongly disagree Total
15 21 150
10.34 13.80 100 (Source: Primary Data)
Inference 34.67% of respondents stand in neutral to the question about CIAL follows good promotional policy, 20.66% strongly agreed, 20.66% agreed, 10.34% disagreed and 13.80% strongly disagreed with this statement.
40 35 30 25 20 15 10 5 0 Strongly agree Agree 20.66 20.66
34.67
13.8 10.34
Neutral
Disagree
Strongly disagree
Bar Diagram showing opinion about promotional policy Graph 5:16
Table 5:26 The table showing the opinion about honesty and sincerity Sl. No. 1 2 3 3 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree
65
Count 43 48 32 16 11
Percentage 28.67 32.00 21.33 10.67 7.33
Total
150
100 (Source: Primary Data)
Inference 32% of respondents agreed that honesty and sincerity valued in CIAL, 28.67% strongly agreed, 21.33% stand in neutral, 10.67% disagreed and 7.33% strongly disagreed to this statement.
35 30 25 20 15 10 5 0 Strongly agree 28.67
32
21.33
10.67 7.33
Agree
Neutral
Disagree
Strongly disagree
Bar Diagram showing the opinion about honesty and sincerity. Graph 5:17 Table 5:27 The table showing the opinion about team spirit Sl. No. 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total Count Percentage 32 21.33 32 36 64 24.67 6 7.33 16 10.67 150 100 (Source: Primary Data)
66
Inference 36% of respondents agreed that team spirit is high order in CIAL, 24.67% stand in neutral, 21.33% strongly agreed, 7.33% disagreed and 10.67% strongly disagreed to this statement.
40 35 30 25 20 15 10 5 0 Strongly agree 21.33
36
24.67
10.67 7.33
Agree
Neutral
Disagree
Strongly disagree
Bar Diagram showing the opinion about Team Sprit Graph 5:18 Table 5:28 The table showing opinion about trade union Sl. No. 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total Count 32 43 37 11 27 150 Percentage 21.33 28.67 24.67 7.33 18 100 (Source: Primary Data)
Inference
67
28% of respondents agreed that trade unions safeguard the interest of the employees, 24.67% stand in neutral, 21.33% strongly agreed, 7.33% disagreed and 18% strongly disagreed to this statement.
35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree 7.33 21.33 18 28.67 24.67
Bar Diagram showing opinion about trade union Graph 5:19
Table 5:29 Table showing the opinion about the organizational culture and climate Sl No. 1 2 Opinion Yes No Total Count Percentage 87 58 63 63 150 100% (Source: Primary Data)
Inference
58% of respondents believe that present organization culture and climate is favorable to HRD, 42% against this statement. 68
58 63
Yes No
Pie Diagram showing the opinion about organization culture and climate
Graph 5:20 Table 5:30 The table showing the rating of organizational culture and climate. Features 2 Attitude Team spirit Freedom to express ideas Understanding between management workers. Rank Attitude of the Management – 1
69
Weighted mark 1 0 -1 -2 60 60 45 45 65 65 55 55 0 40 0 55 0 50 0 65 0 0 -5 5 -5 5 -10 10 -10 5 0 0 0 0 0 0
Weighted Total 140 150 130 150 120 150 85 150 0.57 0.87 0.8 0.93 average
Rank
of
the
90 45 90 45 60 30 40
management
1 2 3
and
20
4
Team spirit – 2 Freedom to express ideas – 3 Understanding between management and workers - 4 Interpretation Among rating of organizational culture and climate attitude of management ranked at first place, Team spirit at second place, freedom to express ideas at third place and understanding between management and workers at fourth place.
6
Conclusion
70
? Findings ? Suggestion
Findings The findings are ? ? ? Majority of respondents have a work experience of below six years Nearly 73% of workers are satisfied with the present job. Most of the respondents have good relationship with management. (Very cordial-40.66%, Moderate-26.66) ? ? opinioned that good compensation system is must for HRD. Opinion of 46.67% respondent was that present compensation system is suitable to HRD and remaining 53.33% of respondents have disagreed with this statement.
71
?
Among ranking of job features remuneration got Ist rank, Job security in IInd rank, Working condition in IIIrd rank, Job satisfaction in IVth rank and fringe benefit came at last.
?
Among ranking of HRD programs Training &Development and Industrial Relation at first place, performance appraisal at second at second rank and career planning ranked at last.
?
It was found that, 50% of respondents opinioned that present IR is suitable to HRD and the remaining 50% disagreed with this statement.
?
Among ranking of features of IR Supervision at first rank, Job Analysis at second, Wage Administration at third, Job Redesign at fourth, and Trade Union matters at last.
?
37% of the respondents recommended advanced technology to improve labor productivity and 25.33% recommended Training and Development.
?
Nearly 57% of the respondents opinioned that there is no measure to assess Training needs.
?
Nearly 65% of the respondents opinioned that they are getting adequate training and education from CIAL.
?
Most of the respondents believe that they have been getting mainly joboriented and productivity oriented training.
?
Majority of respondents opinioned that trainers were well experienced and technically competent persons.
72
?
Around 57% of the respondents don’t aware of the career development opportunities.
? ? ? ?
Around 75% of the respondents are proud of being staff member of CIAL. Nearly 73% of respondents opinioned that the appraisers are unbiased. 58% of respondents opinioned that performance appraisal is essential. It was found that 42% of the respondents strongly agreed to introduction of 360% degree appraisal, 26.67% of the respondents agreed with this statement.
?
54% of respondents agreed with the adoption of potential appraisal system, and 46% stand at neutral
?
It was found that 11.33% of respondents strongly agreed that top level executives have good interest towards the development of subordinates, 30.67% of the respondents agreed with the statement and 50% of respondents stand in neutral.
?
Major portion of the respondents stand at neutral about promotion is based on qualification and experience.
?
Around 61% of the respondents believe that honesty and sincerity is valued in CIAL.
?
It is found that 21.33% of respondents strongly agreed that Trade Unions Safe Guard the interest of the workers, 28.67% of the respondents agreed with this statement.
73
?
58% of the respondents believe that the organization culture and climate is favorable to HRD.
74
Suggestions 1. 2. Company should give more and more attention to performance appraisal Company should take initiative to introduce awareness programs about career development opportunities in CIAL among employees. 3. 4. Try to conduct training need assessment (TNA) atleast six months intervals. As a younger organization where most of the employees are still young and want career path there is need to provide more and more opportunities, promotion and advancement etc. 5. Management can adopt potential appraisal system that will help the organization to manpower planning more easily. 6. Top level executives should give more attention the development of subordinates. 7. Introduce self appraisal, peer group appraisal, subordinate appraisal that will ensure more clarity to performance appraisal. 8. 9. Management should give more clarity about the promotional policy. Management should give more attention to honest and sincere works.
10. Management should implement programmes to create awareness about career development opportunities among employees. 11. Management should revise the remuneration package especially fringe benefits. 12. Company should take appropriate measures for improve industrial relations especially trade union matters, job redesign and wage administration.
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13. Company should revise the compensation system. 14. The management should maintain present relationship with employees. 15. Company should immediately revise fringe benefits to the employees. 16. Company should give more attention to training and development programs. 17. Company can adopt promotion oriented training programs 18. Management should adopt appropriate measure to improve team spirit among employees.
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Conclusion
The project entitled ‘Strategic Analysis of Human Resource Development with Special Reference to Cochin International Airport’ was undertaken with the main aim of identifying the effectiveness of HRD conducted among employees. From the study it is clear that CIAL provides moderate environment to Human Resource Development.
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BIBLIOGRAPHY
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Websites www.fcci.com www.aai.com www.attavista.com www.valuenotes.com www.commerce_database.com www.answers.com www.google.com www.ask.com www.cochin-airport.com
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