SUMMER TRAINING REPORT

ON

A STUDY OF HR PRACTICES FOR EMPLOYEES

IN

SUBMITTED FOR PARTIAL FULFILLMENT OF DEGREE IN THE REQUIREMENT OF

BACHELOR OF BUSINESS ADMINISTRATION

OF
MAHARSHI DAYANAND UNIVERSITY, ROHTAK

Session: 2024-2025

SUBMITTED TO - SUBMITTED BY-

DR. JYOTI MALHOTRA NAME=SHIVAM CHAUDHARY

(ASST..PROFESSOR) CLASS= BBA 5thSem

ROLL NO: - 1221783010127

REG.2211341365

DAV CENTENARY COLLEGE

N.I.T. FARIDABAD
 KNOWLEDGEMENT
A research study can’t be completed without the guidance, inspiration, and cooperation from the
various quarters. This study also is the imprint of many persons.I am also thankful to my college DAV
CENTENARY COLLEGE, FARIDABAD UNIVERSITY OF MDU UNIVERSITY, ROHTAK. I am
also thankful to my college for giving me such an opportunity to do a summer training report in JK
TYRE. I am especially grateful to my BBA Department which gives me this opportunity to do
asummer training report in JK TYRE. I SHIVAM CHAUDHARY student of BBA acknowledge with a
deep sense of reverence, my gratitude towards my parents and member of my family, who has always
supported me morally as well as economically.I wish to express my deep gratitude and sincere thanks to
JK TYRE for providing me with their precious time to collect various kinds of information.
I am especially grateful to my guide DR. JYOTI MALHOTRA for providing me with valuable input so
as to complete my training successfully.

SHIVAM CHAUDHARY
 PREFACE

I am a student of DAV CENTENARY COLLEGE, FARIDABAD worked on a summer training report on the
HR PRACTICES IN JK TYRE for practical experience and learning as a part of my compulsory vocational
training. I got an opportunity to work with JK TYRE for my Report with the objective to study and analyze.
The whole report is divided into several cases. The whole report introduces the complete profile of the
organization and tell about the objective, research methodology, welfare, suggestion, analysis, conclusion, etc.
Project work is a scientific and systematic study intended to catch the nerves of the problem or issue with the
JK TYRE.
His report has been complied preliminary in partial fulfillment of the requirement for the award of the degree
of management studies programmed. A part from the theoretical concept of the topic, we have included the
conclusion and suggestions report on the HR PRACTICES IN JK TYRE for practical experience and learning
as a part of my compulsory vocational training. I got an opportunity to work with JK TYRE for my Report
with the objective to study and analyze. The whole report is divided into several cases. The whole report
introduces the complete profile of the organization and tell about the objective, research methodology, welfare,
suggestion, analysis, conclusion, etc. Project work is a scientific and systematic study intended to catch the
nerves of the problem or issue with the JK TYRE. His report has been complied preliminary in partial
fulfillment of the requirement for the award of the degree of management studies programmed. A part from the
theoretical concept of the topic, we have included the conclusion and suggestions.

SHIVAM CHAUDHARY
 INDEX

CHAPTER NO. CONTENT PAGE

NO.

1 INTRODUCTION TO THE TOPIC 1-9

2 COMPANY PROFILE 10-16

3 REVIEW OF LITERATURE 17-33

4 RESEARCH METHODOLOGY 34-42

• MEANING OF RESEARCH

• TYPES OF RESEARCH

• OB JECTIVE OF STUDY

• SCOPE OF THE STUDY

• LIMITATIONS OF THE STUDY

5 DATA ANALYSIS AND INTERPRETATION 43-52

6 CONCLUSION AND SUGGESTIONS 53-57

7 ANNEXURE 58-63

BIBLOGRAPHY

QUESTIONNAIRE
 CHAPTER - 1
INTRODUCTION TO
THE TOPIC
 INTRODUCTION TO THE TOPIC

The study of human resource (HR) practices is essential in understanding how organizations
can effectively manage their workforce to drive productivity, employee satisfaction, and
organizational success. HR practices encompass a range of activities that help attract, retain,
develop, and motivate employees.These practices can include recruitment and selection,
training and development, performance management, compensation and benefits, employee
relations, and compliance with labor laws. By analyzing HR practices, researchers can explore
how organizations create environments that foster high employee engagement, efficient talent
utilization, and alignment with business objectives. Effective HR practices are integral to
building a positive organizational culture, which in turn can significantly impact productivity
and competitiveness. Recruitment and selection are critical components of HR practices, as
they help ensure that the organization attracts individuals whose skills, values, and goals align
with its mission. Effective recruitment strategies not only fill current job vacancies but also
attract high-quality talent that contributes to the organization’s long-term success. Similarly,
training and development programs provide employees with the skills and knowledge needed
to excel in their roles and grow within the organization. By investing in training,
organizations enable employees to adapt to changing job requirements, advancing
technologies, and evolving market conditions, thereby enhancing their agility and
competitiveness. Performance management systems are another key area within HR practices,
focusing on evaluating and enhancing employee performance. Through goal setting, feedback,
and regular appraisals, performance management helps employees understand expectations
and align their activities with organizational objective. Moreover, HR practices are critical for
fostering a positive work environment, which encompasses employee relations and
engagement. Building strong relationships between management and employees, promoting
fairness HR practices have evolved considerably with advancements in technology and shifts
in workforce demographics. Automation, data analytics, and artificial intelligence are
reshaping traditional HR functions by streamlining recruitment, personalizing training, and
enabling data-driven decision-making. Modern HR practices now emphasize diversity, equity,
and inclusion (DEI), recognizing that a diverse workforce enhances creativity, problem-
solving and innovation. DEI initiatives help organizations create a more inclusive
environment, which can improve employee engagement and attract a broader range of talent.
Additionally, the growing focus on employee well-being and work-life balance has led to the
integration of mental health resources, flexible work arrangements, and remote work policies
into HR practices. Such measures not only improve job satisfaction but also address the
challenges of employee burnout and work-related stress. As organizations adapt to these
changing priorities, they must continuously assess and refine their HR practices to remain
competitive and supportive of their employees’ needs. In conclusion, the study of HR
practices provides valuable insights into how organizations can strategically manage their
human capital to drive success. By examining how various HR functions impact employee
engagement, productivity, and organizational culture, researchers can identify best practices
that help organizations adapt to an ever-changing business landscape.
Understanding these practices enables companies to cultivate a workforce that is skilled, motivated, and
aligned with organizational goals. As the workforce and workplace continue to evolve, effective HR
practices remain a cornerstone of sustainable organizational growth and employee well-being

Meaning of Human Resources

Human resources (HR) IS the department within a business that is responsible for all thing’s worker
related. Human resources (HR) IS the division of a business that is charged with finding, screening,
recruiting, and training job applicants. It also administers employee-benefit programs HR includes
recruiting, vetting, selecting, hiring, onboarding, training, promoting, paying, and firing employees and
independent contractors. HR is considered by many business strategists to be the most important of all
company resources. That’s because employees can gain new skills, thereby increasing the size of a
company’s
HR includes recruiting, vetting, selecting, hiring, onboarding, training, promoting, paying,
and firing employees and independent contractors. HR is considered by many business strategists to be
the most important of all company resources. That’s because employees can gain new skills, thereby
increasing the size of a company’s competitive advantage over time.

FUNCTIONS OF HR:

Human Resources (HR) functions encompass a wide array of responsibilities aimed at optimizing the
workforce to achieve organizational goals. HR professionals are pivotal in managing the employee
lifecycle, from recruitment to retirement, ensuring that the organization operates smoothly, legally, and
efficiently. The primary functions of HR include recruitment and staffing, employee relations, training
and development, compensation and benefits, compliance and legal issues, HR analytics, strategic HR
management, and administrative tasks.

1. Recruitment and Staffing Recruitment and staffing are foundational HR functions.

This process begins with job analysis and design, which involves identifying the requirements of a
position and creating detailed job descriptions. Effective sourcing and recruiting strategies are then
employed to attract qualified candidates. These strategies may include job postings on various platforms,
leveraging social media, participating in career fairs, and utilizing recruitment agencies. The screening
and interviewing process follows, where HR professionals review applications, conduct interviews, and
select the most suitable candidates. Onboarding is the final step in this process, integrating new
employees into the organization through orientation training programs. Effective onboarding helps new
hires acclimate to the company culture and their roles, boosting early productivity and retention rates.

2. Employee Relations- Maintaining positive employee relations is crucial for a harmonious and
productive workplace. HR professionals address workplace conflicts and grievances through conflict
resolution mechanisms. They also foster employee engagement by promoting a positive work
environment and boosting morale through various initiatives. Effective communication between
management and employees is facilitated by HR, ensuring that information flows smoothly within
the organization. This includes regular updates, feedback sessions, and open-door policies that
encourage employees to voice their concerns and suggestions.

3. Training and Development- Training and development are essential for employee growth and
organizational success. HR departments provide various training programs aimed at enhancing
employees' skills and knowledge. This includes onboarding training for new hires, ongoing
professional development courses, and specialized training for career advancement. Performance
management is another critical aspect, involving regular performance appraisals and feedback
sessions. These evaluations help identify areas for improvement and set goals for future performance.
By investing in training and development, organizations can maintain a competitive edge and ensure
their employees are equipped to meet evolving industry demands.
4. Compensation and Benefits-HR is responsible for developing and managing compensation
structures to ensure that employees are fairly rewarded for their contributions. This includes salary
administration, where HR designs competitive pay scales based on industry standards and job
requirements. Benefits management is another key function, encompassing health insurance,
retirement plans, paid leave, and other employee benefits. HR professionals also create incentive
programs to motivate employees and recognize outstanding performance. These programs can
include bonuses, stock options, and other rewards that align employee interests with organizational
goals.

5. Compliance and Legal Issues-Ensuring compliance with labor laws and regulations is a critical
HR function. This includes staying updated on changes in employment laws and implementing
policies that adhere to legal standards. Workplace safety is another important aspect, with HR
responsible for developing and enforcing health and safety policies to prevent workplace injuries and
accidents. Policy development is also within HR’s purview, as they create and enforce company
policies and procedures that govern employee behavior and organizational operations. By ensuring
compliance and promoting workplace safety, HR protects the organization from legal liabilities and
fosters a secure working environment.

6. HR Analytics-HR analytics involves collecting and analyzing data to inform Decision making
processes. This includes tracking key HR metrics such as turnover rates, employee satisfaction, and
diversity statistics. Data analysis helps HR professionals identify trends and areas for improvement,
enabling them to make evidence-based decisions. Reporting is another crucial aspect, as HR prepares
reports on various metrics to provide insights to management. These reports can highlight the
effectiveness of HR initiatives and support strategic planning efforts.

7. Strategic-HR Management Strategic HR management involves aligning HR strategies with

organizational goals. This includes workforce planning, where HR anticipates future staffing needs
based on business objectives and market trends. Change management is another critical function, as
HR professionals manage organizational changes and transitions, ensuring that employees adapt
smoothly to new processes or structures. Promoting diversity and inclusion is also a key strategic
focus, as HR works to create a workplace that values and leverages diverse perspectives and
backgrounds. By aligning HR initiatives with the broader organizational strategy, HR professionals
contribute to the long-term success and sustainability of the organization.

8. Administrative-Tasks Administrative tasks are the backbone of HR operations,ensuring that

essential functions run smoothly. This includes maintaining accurate employee records and HR
documentation, which is vital for compliance and effective workforce management. HR Information
Systems (HRIS) play a crucial role in managing HR data, automating processes, and facilitating data
analysis. Payroll administration is another important task, ensuring that employees are paid accurately
and on time. By efficiently handling these administrative functions, HR supports the overall
efficiency and effectiveness of the organization
9. Health and safety:HR plays an important role in creating and implementing health and safety
regulations. Making these regulations part of the company culture is one of the main functions of
HR.

SKILLS REQUIRED IN HR
o Communication Skills.
o Decision-making Skills.
o Training and Development Skills.
o Leadership Skills.
o Management Skills.
o Empathic Skills.
o Be open to challenges.
Meaning of HR PRACTICES:-

In human resources (HR), “practices” refer to the various methods, policies, procedures, and
strategies that an organization employs to manage its workforce effectively. These practices are
designed to support the company’s overall goals while ensuring employee well-being, engagement,
and productivity. HR practices encompass all the actions and frameworks used to recruit, develop,
manage, and retain employees within an organization.
 Best of HR Practices:
Here are some of the best HR practices related to leadership, culture, fit, opportunity, and employee
engagement, which help build a supportive, productive, and engaged workforce:

1. Leadership
Developing Leadership Skills: Invest in leadership development programs to ensure that leaders at all levels
are equipped with the skills to inspire, motivate, and manage their teams effectively. Regular training on
communication, emotional intelligence, conflict resolution, and decision-making is key.

2. Culture

Promote Work-Life Balance: Encourage a balanced work-life approach by offering flexible schedules,
remote work options, and mental health support. This helps employees feel that their well-being is
prioritized, reducing burnout and improving job satisfaction.

3. Fit
Hire for Cultural Fit and Skill: Create a hiring process that evaluates candidates not only for their well-being
is prioritized, reducing burnout and improving job satisfaction. their skills and experience but also for their
alignment with the company’s values and culture. Behavioral interviews and personality assessments can
help identify candidates who will thrive within the organization.

4. Opportunity

Encourage Internal Mobility: Facilitate internal job rotations, transfers, or promotions to allow employees
to explore different roles and functions. This gives employees a sense of progression and can reduce
turnover by retaining talent within the organization.

5. Employee Engagement

Regular Employee Feedback: Implement regular feedback loops, such as engagement surveys, pulse
checks, and suggestion programs, to gauge employee satisfaction and areas of improvement. Act on
feedback to show employees that their voices are heard and valued.

6. Continuous Learning and Development

Companies that prioritize learning and development create opportunities for employees to upgrade their
skills through training, certifications, workshops, and e-learning platforms. This not only increases job
satisfaction but also keeps the workforce competitive and adaptable.
7. Performance Management and Feedback

Regular performance reviews with constructive feedback help employees understand their strengths and
areas for improvement. Many companies now adopt continuous feedback systems over traditional
annual reviews to create a more dynamic and supportive approach.

8. Transparent and Open Communication

A culture of open communication enables employees to share ideas and feedback freely. Regular
meetings, town halls, and transparent communication channels create a sense of trust and make
employees feel valued.

9. Flexible Work Arrangements

Many organizations are adopting flexible work policies, including remote work options, flexible hours,
or compressed workweeks. This flexibility can lead to higher productivity and a better work-life
balance, especially in a post-pandemic work environment.
CHAPTER-2
COMPANY PROFILE
 HISTORY OF COMPANY
A company profile is a concise summary that presents key information about a business. It typically includes
the company’s history, mission, and the products or services it offers, along with its target market and
competitive advantages. The profile highlights the company’s strengths, values, and significant achievements,
giving stakeholders like customers, investors, and partners a clear understanding of its identity. It may also
cover aspects like leadership, culture, and future objectives, reflecting how the company stands out in its
industry. A company profile serves as an introduction, offering a snapshot of the brand and its strategic vision.

A HISTORY of JK TYRE & Industries Ltd. would provide a comprehensive overview of its founding,
growth trajectory, innovations, acquisitions, and global expansion. Here’s a structured outline for an in-depth
history, summarizing key milestones, strategies, and achievements that have shaped JK Tyre into a prominent
player in the global tyre industry.

YEAR EVENTS 1951

- The company was incorporated as a private limited company in West Bengal in 14th February, 1951.

Until 31st March 1970

the company was engaged in the managing agency business. Thereafter, the company decided to undertake
manufacturing activities and obtained a letter of intent in
February 1972
for the manufacture of automobile tyres and tubes.The letter of intent was converted into an industrial licence
in February 1974 for the manufacture of 4 lakh nos. each automobile tyre and tubes per annum. The company
was converted into a public limited company on

1st April 1974.

The manufacturing project was promoted by Straw Products Ltd and J.K. Synthetics Ltd.
The company entered into technical collaboration with General Tire International Co., U.S.A., (a subsidiary of
General Tire & Rubber Co., U.S.A.) for technical services for a period of 5 years and sales agreement for the
supply of technical know-how, engineering and documentation for operational facilities (for a period of 8
years from 23.8.73). - Under the collaboration agreement, the Company has the right to use on its products the
wording "Made in collaboration with General Tire International Co., USA".
 • 1982
The company's technical collaboration agreement with General Tire International Co., was renewed for a
further period of 5 years.
• 1987
The overall working resulted in substantial profits despite a 51-days strike as well as go-slow from 14th
October. The strike had since then been resolved and amicable settlement was reached. Efforts were on to
launch a new pattern in steel belted radial tyres.
• 1988
New steel radial tyres for Maruti Gypsy and Tata mobile were introduced. The Company proposed to incur
an expenditure of Rs 300 lakhs for installationof latest and sophisticated R&D equipment.

• 1989
Several new patterns and sizes of tyres were introduced including a semi-lug Nylon Truck tyre, all of which
were well received in the market.
• 1991
Handeep Investment, Ltd., Hi drive Finance Ltd., Panchanan Investment Ltd., and Radial Finance Ltd., J.
K. International Ltd., Shiv dham Properties Ltd., and J.K. Asia Pacific, Ltd., are subsidiaries of the
Company.
• 1992
The J.K. International division expanded its activities by opening its office in Moscow besides starting
Company's subsidiaries in U.K. & Honkong. The radial tyres for tractors and business launched in the
previous year were well received.

• 1993
New radial tyres `Brute' and `Ultima' were introduced. The Company was in the process of developing steel
belted radial tyres for the prestigious cars in the Mercedes Benz, Peugeot, Daewoo race and Opel Astra. A
new pattern developed for bus and trucks `PE-T8' was well received in the market.
• 1994
The company maintained its pace of growth, despite steep rise in raw material and input costs and
competition. The Company effected an all round cost reduction and attained higher capacity utilisation at
both the tyre plants at Jaykaygram and Banmore. - The T-rated Ultima tyres launched for new generation
cars found its acceptance in DCM Daewoo's `Ceilo'. Also J.K. Steel radial was chosen for Mercedes Benz
India. - The Company undertook to develop steel radials for GM's `Astra'. PAL's `Peugekot' FIAT's, `UNO'
and M & M's `Ford'. - The Company launched a premium truck tyre `Jet Trak' - 39 which was introduced to
meet the need sof the heavy load market. The new tractor rear tyre `SONA' was well received in the market.

• 1996
During this period, a new Car tyre "Jet Drive XS", the widest nylon car tyre for Maruti 800 was launched.
Along with new semi-lug and heavy duty lug tyre for trucks, a new lug tyre for super heavy load applications
"Jet Trak 39" was also introduced. In the Radial category, "Ultima XR Radial", a terrain tyre was introduced.
All these products were well received in the market. - Both the tyre plants operated to full capacity. In line
with JK tyre, the radials unit introduced, the dual contact high traction and high performance Aquasonic
steel radial car tyre. The unit also developed India's first and only H-rated ultima Xs' specially for Mercides
- Benz Cars.
• 2000
The Company proposes to reduce its debt by Rs 125 crore in the current fiscal from the current level of Rs
635 crore by way of loan repayment.
The Company and Indian Oil Corporation have entered into a marketing alliance for installing digital air
pressure guages and setting up sales and services outlets at IOC petrol stations throughtout the country.
• 2001
Raghupati Singhania managing director of J K Industries has been appointed the 19th Chairman of
Automative Tyre Manufacturers Association, the representative body of tyre industry in India.
.2002
J.K.Industries Ltd has informed BSE that CRISIL has assigned a P1+ rating to the Commercial Paper
programme of the company.
• 2003
J.K. Industries Ltd (JKI) has a new Marketing Director in Mr Ajay Kapila. Before joining JKI, Mr Kapila
was Senior Vice-President (Sales and Marketing) at Kinetic Engineering Ltd. He was also Director on board
and operational head of Kinetic's direct selling arm - Kinetic Marketing Services Ltd. -Completes its
comprehensive restructuring exercise of businesses that leads to its emergence as a pure automotive tyre
company. Along with the de-merger of its non-tyre business, Sugar and Agri Seeds, into separate companies
namely JK Sugar Ltd and JK Agri-Genetics Ltd, JKI also completes the merger of Vikrant Tyres Ltd with
itself -J.K.Industries delists from Jaipur Stock Exchange -divested its wholly-owned subsidiay called J.K.
Drugs and Pharmaceuticals Ltd to TEVA Pharmaceuticals of Israel.
• 2004
JK Industries Ltd has informed that its securities are delisted from Delhi Stock Exchange Association Ltd
(DSE) w.e.f. January 29, 2004.
• 2007
JK Industries Ltd has informed that the name of the Company has been changed from "J K Industries Ltd"
to "JK Tyre & Industries Ltd" w.e.f. April 02, 2007.
Company name has been changed from JK Industries Ltd to JK Tyre & Industries Ltd.
• 2008
The company has issued rights in the ratio of 1:3 at a premium of Rs.75 Per Share. 2009 - JSL Ltd announced
huge expansion plans under which it would set up 1.6 MT greenfield plant in Orissa due to which its stainless
steel manufacturing capacity will rise to about 2.5 MT by March 2014, thus making it the largest producer
in India. - Jsl Limited has informed that consequent upon vacancy caused by the sad demise of Sh. A.K.
Jain, Company Secretary of the company on January 1,
• 2009
Mr. Sunil Yadav has been appointed as Company Secretary of the company w.e.f. January 13, 2009. Mr.
Sunil Yadav has also been designated as Compliance Officer of the company in pursuance of clause 47(a)
of the listing agreement.
• 2010
JSL Ltd has informed BSE that the name of the Company have been changed from "JSL Limited" to "JSL
Stainless Limited". The Registrar of Companies, NCT of Delhi & Haryana has issued the fresh certificate
of incorporation dated August 06, 2010 consequent upon change of name. - JSL Ltd has informed BSE that
the Board of Directors of the Company has appointed Mr. Jurgen Hermann Fechter and Mr. James Alistair
Kirkland Cochrane as Additional Directors w.e.f. March 09, 2010 by passing the resolution through
circulation. - JSL Limited led by Ratan Jindal is going to setup a 1320 Mw power project in the state of
Orissa. The company signed a MoU with the Orissa government for setting up a super critical thermal power
plan in the state on Thursday. The plant will be setup with a total investment of Rs 7,375 crore.
• 2011
JSL Stainless signs power purchase agreement with GRIDCO. - JSL Stainless Ltd has informed BSE that
the name of the Company have been changed from "JSL Stainless Limited" to "Jindal Stainless Limited"
with effect from December 07, 2011. The Registrar of Companies, NCT of Delhi & Haryana has granted its
approval on December 07, 2011. 2012
The Company has allotted 3,64,972 equity shares of Rs. 2/- each to "The Royal Bank of Scotland NV London
Branch".

• 2013
Vikrant Tyre Plant has won the "Golden Peacock HR Excellence Award". -JK Tyre launches an integrated
brand campaign.
• 2014
JK Tyre chosen as a Superbrand for the year. -SAP ACE award 2014Âto JK Tyre. -UX1 conferred with the
prestigious Auto Bild Advisor Product of the Year. -JK Tyre & Industries has splits its face value from Rs
10/- to 2/- -The Registered Office of the Company has been shifted from "7, Council House Street, Kolkata-
700 001" To "Jaykaygram, PO - Tyre Factory, Kankroli - 313 342, Rajasthan ".
• 2015
JK Tyre ICOTY IMOTY Awards 2015 - JK Tyre receives Brand of the Year award by the World Branding
Forum
• 2016
JK Tyre gets CCI nod for acquisition of Cavendish -The company on Monday unveiled the 10 millionth
truck radial tyre from the company’s Vikrant plant at Mysuru. -JK Tyre Completes Acquisition of Laksar
(Haridwar) Tyre unit of Kesoram Industries Ltd.
• 2017
JK Tyre ties up with Suzuki, will create new opportunities in two-wheeler racing. -JK Tyre strengthens
presence in two-wheeler tyres with BLAZE. 2018 -JK Tyre strengthens its presence in the Off-the-Road
(OTR) tyre segment with the launch of ’MINE Champion’. -JK Tyre inaugurates Global Research &
Technology Centre Raghupati Singhania Centre of Excellence R&D Centre at Mysore. --JK Tyre and
Industries awarded by the Brand Vision Summit.
• 2019
Jk Tyre Launches Its Most Fuel Efficient Radial Tyres - Xf Series. Jk Tyre Launches New 23.1-26 Size V-
Compact Tyre At Excon 2019. -Jk Tyre Expands India Footprint With The Opening Of 500Th Brand Shop.
-Jk Tyre Further Strengthens The Presence In Andhra Pradesh; Inaugurates Jk Truck Wheel Centre In
Vijayawada. -Jk Tyre Strengthens Presence In Gujarat:Opens 5Th Xpresswheel With Modern Farm Tyres
Facilities In Deesa.
• 2020
Jk Tyre Gets Recognition From Confederation Of Indian Industry For Its Sustainable Manufacturing
Practices. -Jk Tyre & Industries Announces Oem Association With Kia Motors India As Tyre Partner For
Seltos. -Jk Tyre Launches Smart Range Of Tyres On Amazon.In -Jk Tyre Achieves Yet Another Milestone
Rolls Out 20 Millionth Truck/Bus Radial Tyre. -Jk Tyre Develops And Produces ’Total Control Hand
Sanitizer’ In Endeavour To Help Fight The PandemiC

• 2021
Jk Tyre & Industries Launches Its New Tvc Campaign ’Smart Tyre - Tyre With A Brain’ Showcases
The Future Of Mobility With Smart Innovation In Tyres. -Jk Tyre Further Strengthens Its Oem Partnership
With Hyundai Motor India ~Becomes The Tyre Partner For The All-New Hyundai Alcazar. -Jk Group
Announces A Comprehensive Jk Cares Program. -Jk Tyre Enters Into A Partnership With Jbm Auto Ltd. -Jk
Tyre Ties Up With Car Dekho And Auto Brix For Jk Tyre Man.
• 2022
JK Tyre Sets Another Industry Benchmark, Introduces ’Puncture Guard Tyre’ ~Brings advanced tyre
technology to India ensuring more safety and comfort to customers. -JK Tyre expands its OTR range-
launches 4 new OTR tyres at Excon 2021. JK Tyre secures ’Best in Class’ rating in ESG performance.
• 2023
JK Tyre strengthens its position in Off-the-Road (OTR) Tyre segment Launched 3 new tyres at the Bauma
Conexpo 2023. -JK Tyre launched  Xtra-Fuel Efficient Tyres improving Green Economy. -JK Tyre
launched a premium tyre brand,  Levitas Ultra  and it has expanded its presence in the fast-expanding
luxury Car segment. -JK Tyre celebrated automotive excellence with the 19th Indian Car of the Year
[ICOTY] & 17th Indian Motorcycle of the Year [IMOTY] awards.

Introduction to JK Tyre & Industries Ltd.

1.
Here’s the information for JK Tyre & Industries Ltd.:

• Logo: The JK Tyre logo features bold, stylized letters and a dynamic “J” shape that represents
speed, durability, and innovation, aligning with the brand’s commitment to high-quality, performance-driven
tyres.
• Stock Symbol: JK Tyre is publicly traded on major Indian stock exchanges. The company’s ticker
symbols are:
• NSE (National Stock Exchange of India): JKTIRE
• BSE (Bombay Stock Exchange): 530007
• Official Website: www.jktyre.com

On the website, you can find more information about their products, services, innovations, investor relations,
and corporate news.
This section provides an overview of JK Tyre & Industries Ltd. as a flagship company of the JK
Organisation, founded in 1974. It explains the company’s mission, values, and commitment to quality,
innovation, and customer satisfaction. Highlighting JK Tyre’s position as a leading manufacturer in India
and a growing presence internationally, the introduction would summarize its role in the tyre industry and
give an outline of its operations across multiple market segments.
2. Historical Background and Foundation

Here, we delve into the company’s founding in the 1970s as part of India’s industrial expansion and
automotive sector growth. It details JK Tyre’s origins, the early strategic vision of its founders, and how the
company initially positioned itself within the Indian market. This section also covers the major milestones
of the 1970s and 1980s, including its early market entries and manufacturing investments.

3. Early Growth and Technological Breakthroughs: Pioneering Radial Tyre Technology

In 1984, JK Tyre introduced India’s first radial tyre, revolutionizing the domestic tyre industry. This section
elaborates on the significance of this innovation, the impact on the market, and how it enabled JK Tyre to
distinguish itself from competitors. Emphasis is placed on the technical advantages of radial technology and
how JK Tyre’s early adoption laid the groundwork for its future success.

5. Product Portfolio and Market Segmentation

JK Tyre’s extensive product range serves passenger vehicles, commercial trucks, buses, two-wheelers, and
off-the-road (OTR) vehicles. This section provides a deep dive into each product category, including
performance specifications, target customer segments, and market share. It would also cover the
development of specialized tyres for specific applications, such as off-road and industrial tyres, and JK
Tyre’s approach to meeting the diverse needs of customers across different markets.

6. Entry into the International Market and Global Expansion

With a presence in over 100 countries, JK Tyre has successfully expanded its footprint beyond India

7. Founding and Establishment (1974)

JK Tyre & Industries Ltd., part of the larger JK Organisation, was established in 1974 with the vision of
meeting the rising demand for quality tyres in India’s growing automotive market. At that time, the Indian
economy was experiencing significant industrial growth, and JK Tyre was founded to serve both the
passenger vehicle and commercial vehicle segments. The company quickly gained a reputation for
producing durable, high-quality tyres that suited Indian road conditions. Early literature on JK Tyre
highlights the strategic foresight of its founders, who aimed to position the company as a leader in the
domestic market through a commitment to quality and customer satisfaction.

8.
Early Success and Market Expansion (Late 1970s - Early 1980s)

In its initial years, JK Tyre focused on establishing manufacturing capabilities and building a distribution
network across India. By the late 1970s, it had successfully penetrated the domestic market, gaining a
foothold in both the passenger and commercial segments. Literature from this period notes JK Tyre’s
emphasis on durability, which resonated well with Indian customers facing rough road conditions. As a
result, JK Tyre quickly became a trusted name, known for providing reliable products at competitive prices.

9. Introduction of Radial Tyre Technology (1984)

A defining moment in JK Tyre’s history came in 1984 when it introduced India’s first radial tyre for
passenger cars. At a time when the majority of the Indian tyre market was dominated by bias-ply tyres, JK
Tyre’s decision to pioneer radial technology represented a bold innovation. Radial tyres offered better grip,
increased fuel efficiency, and improved durability, making them highly attractive for Indian roads. This
move not only helped JK Tyre stand out from its competitors but also set a new industry standard, as radial
tyres began to gain traction in the Indian market. Industry analyses often cite this early adoption of radial
technology as a key factor that established JK Tyre as a leader in the sector.

10. Acquisitions and Capacity Expansion: Vikrant Tyres (1997)

To support its expanding operations, JK Tyre acquired Vikrant Tyres, a state-owned manufacturer based in
Mysore, Karnataka, in 1997. This acquisition, valued at over INR 100 crore, significantly boosted JK Tyre’s
production capabilities, allowing it to meet growing demand more effectively. Literature on this acquisition
highlights how it helped JK Tyre expand its footprint in the truck and bus radial (TBR) segment, further
consolidating its position as one of India’s leading tyre manufacturers. The acquisition also enabled JK Tyre
to diversify its product range, making it a formidable player in the commercial vehicle tyre market.

11. Expansion into the International Market (1990s - Early 2000s)

In the 1990s, as India’s economy liberalized, JK Tyre began exploring international markets. It aimed to
establish itself as a global player, and by the early 2000s, JK Tyre had entered over 100 countries, including
regions in Africa, the Middle East, and Southeast Asia. This expansion was supported by a growing
distribution network and a strategy of adapting products to meet the unique needs of international customers.
Studies on JK Tyre’s international strategy highlight its ability to leverage its strong brand reputation and
quality-focused approach, allowing it to compete effectively on the global stage.

12. Acquisition of Tornel in Mexico (2008)

One of the most strategic moves in JK Tyre’s global expansion was its acquisition of Tornel, a Mexican tyre
manufacturer, in 2008. This acquisition provided JK Tyre with a manufacturing base outside India, allowing
it to serve the Americas more efficiently. Tornel’s facilities enabled JK Tyre to produce tyres locally in
Mexico, reducing costs and enhancing responsiveness to market demands. Industry reports frequently
reference this acquisition as a pivotal step in JK Tyre’s international growth, as it opened up new
opportunities in Latin America and strengthened its export capabilities. With Tornel, JK Tyre gained a strong
foothold in the Americas, further solidifying its position as a global tyre brand.

13. Technological Innovations and R&D Investments

JK Tyre has consistently invested in research and development (R&D) to stay competitive in the tyre
industry. A key focus of its R&D efforts has been the development of advanced tyre compounds, tread
patterns, and structural designs that offer enhanced durability, fuel efficiency, and safety. One notable
innovation is the development of India’s first “Smart Tyre,” featuring Tyre Pressure Monitoring System
(TPMS) technology. This product allows drivers to monitor tyre pressure and temperature in real time,
improving safety and performance. Academic studies and industry reports emphasize that JK Tyre’s R&D
investments have been critical in establishing it as a technology leader in the tyre market.
 14 Expansion of Product Range and Market
. Segmentation
Over the years, JK Tyre has diversified its product portfolio to serve a variety of vehicle segments,
including passenger cars, commercial trucks, buses, two-wheelers, and off-the-road (OTR) vehicles.
Literature on the company’s product strategy highlights its focus on catering to diverse customer needs
and market demands. JK Tyre’s expertise in the TBR segment, in particular, has positioned it as a leader
in the commercial vehicle sector. Additionally, the company’s product segmentation has enabled it to
strengthen its position in the replacement tyre market, which represents a significant portion of India’s
tyre demand.
15. Sustainability Initiatives and Corporate Social Responsibility (CSR)

In recent years, sustainability has become a major focus in the tyre industry, and JK Tyre has implemented
numerous eco-friendly practices. The company has introduced sustainable manufacturing processes that
reduce energy consumption, conserve water, and minimize waste. Studies on corporate environmental
responsibility frequently reference JK Tyre’s commitment to reducing its carbon footprint and promoting
green practices. Furthermore, the company has established robust CSR initiatives focused on community
development, education, and healthcare. These efforts have not only enhanced JK Tyre’s reputation but also
underscored its commitment to corporate social responsibility.

16. Employee Welfare and Safety Programs

JK Tyre places a strong emphasis on employee welfare, safety, and career development. The company has
introduced safety training programs and healthcare benefits to ensure a safe working environment. Literature
on HR practices in the tyre industry often highlights JK Tyre’s focus on fostering a positive workplace
culture. Employee satisfaction surveys indicate that the company’s commitment to welfare and safety has
been well-received, contributing to high retention rates and a motivated workforce.

17. Competitive Positioning in the Indian Market

JK Tyre’s stronghold in the Indian market is supported by its extensive product range, large distribution
network, and customer-centric approach. The company has a robust presence in the TBR segment, which
represents a substantial share of India’s commercial vehicle market. Industry analyses note that JK Tyre’s
competitive advantage stems from its focus on quality, technological innovation, and responsive customer
service. By meeting the specific needs of Indian customers, JK Tyre has maintained a competitive edge
against rivals like MRF, Apollo, and CEAT.

18. Adaptation to Market Changes and Economic Challenges

Like many global companies, JK Tyre has faced challenges due to fluctuations in raw material prices,
currency exchange rates, and economic downturns. Literature on business resilience highlights how JK Tyre
has adapted its operations to mitigate these risks, including strategies for cost optimization and lean
manufacturing. By streamlining production and controlling expenses, JK Tyre has maintained profitability,
even during periods of economic uncertainty.
19. Embracing Digital Transformation

JK Tyre has embraced digital transformation by adopting advanced analytics, automation, and digital
marketing strategies. The company’s adoption of Industry 4.0 technologies, including automated machinery
and data analytics, has enhanced its manufacturing efficiency and decision-making processes. Reports on
digital transformation in the tyre industry frequently cite JK Tyre as a forward-thinking company, with
initiatives that reflect an emphasis on efficiency and innovation.

20. Future Growth Strategies and Electric Vehicle (EV) Market

Looking ahead, JK Tyre is exploring opportunities in the electric vehicle (EV) segment, a rapidly growing
area within the automotive industry. As EVs place unique demands on tyre durability and efficiency, JK
Tyre has initiated R&D projects to develop EV-compatible tyres. Industry analysts suggest that by
addressing the needs of this emerging market, JK Tyre can establish a competitive advantage and drive
future growth.

21. Conclusion: Legacy and Future Prospects

JK Tyre’s history is a testament to its resilience, innovation, and dedication to quality. From pioneering radial
technology in India to expanding internationally, JK Tyre has evolved into a global brand recognized for its
contributions to the tyre industry. As the company continues to innovate and explore new markets, it remains
well-positioned to capitalize on growth opportunities and maintain its leadership in an increasingly
competitive industry.

This overview provides a structured foundation for a history of JK Tyre, covering its founding, milestones,
strategic acquisitions, global expansion, technological innovations, sustainability efforts, and future
prospects. Each section can be expanded with specific details, data, and analysis to create a comprehensive
historical account of JK Tyre & Industries Ltd.
CHAPTER NO:-3
REVIEW OF
LITERATURE
REVIEW OF LITERATURE

Zubair Hassan and Mariyam Imna (2016) stated that three important human resource practices such as
health and safety procedures, future planning and growth and reward and recognition have a constructive
association and important effect on human resource retention. This study needs to build the influence of
human resource management observes on human resource maintenance. They found the following
independent factors to measure human resource practices include training and development, career
planning and development, performance evaluation system, and employee compensation and reward
management, and health & safety measures. The dependent factor used in this analysis is employee
retention. This analysis did not treasure any important effect of training and development nor performance
evaluation on human resource retention. Though, when training and development is connected with career
development, there is a constructive close and important effect on human resource retention. Also, when
performance assessment is connected with reward management and compensation management there is a
positive and important influence on employee retention. Enterprise assurance, employee maintenance, and
task attachment were found to be significant analysts of employee retention. Though all factors are
important, mission attachment is a main predictor for nonprofits organization whereas organizational
commitment is a greatest forecaster for turn over companies. Lastly determined, human resource retention
was a substantial estimator when linked over the other two variables such as enterprise commitment, job
attachment.

Kok (2003), investigated that around are sets of human resource management practices which are
influenced by the employee profession then which are considered to as best practice and which if well
implemented will ensure employee retention.

Chandler (2000), has initiate that the important issue in employee research is whether here is a group of
programmes, procedures and policies that represent a group of greater approach to managing human
resource and which are combined with organizational performance and human resource retention. There
are many variables which influence human resource practices which include both internal and external
factors and the same variation from one organization to another organization.

Fariha Iqubal and Muhammed Azhar Sheikh Wusat Ul – Aamar (2011) analysed to study the company
human resource practices such as career planning and development probabilities manager supportive
working environment, employee rewards and work like balance practices on engaging employees.
The research was focused in the Islamia University of Bahawalpur. The information was gathered using
survey from 101 people and was analysed through SPSS statistical software. The author advocated cross lab
techniques and frequencies for simplifying the collected information. The analysis identified that there was
an optimistic association between HRM practices and the employee retention. Any organization can
improve its retention, its success to increase the Human Resource Management policies and their qualities.
This research exposed that Personnel Management practices are essential for organization performance. The
influence that human resource policies have on company performance are deceptive, Human resource
practices contains various strategies and procedures that are used by topmost executives to recruit, select,
train, develop, utilize, reward, and maximize the probable of workers in companies. They have been
considered widely by researchers, but the ones that take an important effect on company performance are
compensation management & reward management and training & development. And also, researches that
have achieved to recognize other variables that could have an influence on the relationship between HRM
practices and organizational performance. This research concluded that the connection between HRM
practices and company performance, it would assist as a stage for executives in companies by supporting
them to accomplish improved performance.

Tiwari, Usha and Srivastava, D. (2013) conducted a study on strategies & practices of talent management and
their impact on employee retention and its effectiveness. The primary objective of this study was to analyse the
talent management initiative taken by the HR professional and find out the effectiveness of such initiatives as
well as the satisfaction level of the employees. Findings revealed that each of the parameter has a different
impact on effectiveness of talent management practices but a distinctive impact on employee’s satisfaction and
retention.

Aguenza, B. B. and Som, A.P.M. (2012) conducted a study on motivational factors of employee retention and
their engagement in organisations. The study comprehensively evaluated the links between systems of high
performance work practices and firm performance. Support for predictions that the impact of high
performance work practices on firm performance was in part contingent on their interrelationships and links
with competitive strategy was limited.

Huselid, M. A. (1995) conducted a study on the impact of human resource management practises on
turnover, productivity and corporate financial performance .The purpose of this study was to determine the
effects of human resource management practices on employee retention in U.S multinational corporations.
The results show that HRM practices have a direct and indirect effect on employee retention. In terms of
indirect effect, out of the five mediating variables, the one that has the strongest effect on employee retention
was employee engagement. Organisational citizenship behaviours, however, have no effect on employee
retention.

Tangthong, S. (2014) explored the effects of HRM practices on employee retention in Thailand’s MNCs in
the eastern seaboard industrial estate, Rayong province. The study evaluated six Human Resource (HR)
practices viz. Realistic job information, job analysis, work family balance, career development, compensation
and supervisor support; and their likely impact on the marketing executive intention to leave the companies.
Findings of the study show that employee retention is greatly influenced by HRM practices of the
organisation.

Hassan Waleed, et.al (2013) identified the effect of training on employee retention. An attempt has been
made to analyse the impact of HRM practices (career development opportunities, supervisor support,
working environment, rewards and work-life policies) on employee retention in the banks. Sample has been
collected from 60 respondents of HDFC and Axis bank. Finding revealed that there exists a good relationship
between the employee retention and the HRM practices.
Narang, Uma (2013) conducted a study on HRM practices its impact on employee retention the primary
objective of this study to assess the impact of implementation of action plans for non-financial drivers to the
level of engagement of employees. The study revealed that the employee retention can be improved by
increasing the level of employee engagement and focusing on few non-financial drivers

Tangthong, S. et.al (2014) explored HR practices and employee retention in thailand the study evaluated six
Human Resource (HR) practices viz. Realistic job information, job analysis, work family balance, career
development, compensation and supervisor support; and their likely impact on the marketing executive
intention to leave in the Srilankan leasing companies. The results revealed that job analysis, career
development, compensation and realistic job information, all these variables were negatively and
significantly correlated with MEIL. The work family balance was not negatively correlated with MEIL.
Results of regression of HR practices on MEIL showed that compensation and job analysis were strong
predictors of MEIL.

Lali, Rajan (2012) identified employee retention and the role of managers in retaining talented employees.
It further investigated the mediating role of employee loyalty with HRM practices, employee commitment
and employee retention. The results shows that different human resource practices have a significant
impact on the employee commitment and employee retention. Further the result reveals that loyalty
mediates the relation of HRM and employee commitment and the relationship of HRM and employee
retention.
Abeysekera, R. (2007) conducted a study identify how employees regard importance of their
empowerment, equity of compensation, job design through training and expectancy toward effective
performance management on their retention. It was found that training and development, appraisal system
compensation were significant to employee retention except employee empowerment.

Balakrishnan C., et. al (2011) conducted a study on employee retention through employee engagement in
Indian international airport. The primary objective of this study is to assess the importance of employee
retention in the organisation. It was found that location of the company and its compensation package
were the most common factors in remaining with the company and that compensation and lack of
challenge and opportunity were the most common factors in contemplating leaving the organisation.

Janjua, B. H. and Gulzar, A. (2014) conducted a study on the impact of human resource practices on
employee commitment and employee retention in telecom sector of Pakistan. The study is causal and
cross-sectional in nature. Findings of the study reveals that human resource practices are main concern
for the employee commitment and retention of employees. Human resource practices have a high impact
on the commitment and retention of employees.

Kumar, Ramesh et.al (2012) conducted a study on effectiveness of human resource management practices
on employee retention in institute of higher learning. The results indicated that the HR practices were
significantly related with employee retention.If HR practices are good than only employee remain loyal to
the organisation.
Ramlall, S. (2003) conducted a study on managing employee retention as a strategy for increasing
organisational competitiveness. The study suggested that managers can adopt the various strategies in
order to retain their talented employees in the organisation by creating a great working environment
which enhance and motivate employee morale, by creating better job content and context, by taking
feedback from employees, etc.

Chitra.K, (2013) conducted a study on role of leaders in employee retention with reference to private
sector bank. The major objective was to find out the impact of training on retention. Findings of
research, stated that both female and male employee have their interest in training. Rewards and
supervisory support was found to be the demand of employees irrespective of female or male.

Saleem, M. and Affandi, H. (2014) explored HR practices and employees retention in pharmaceutical
sector of Pakistan. The paper investigated motivational factors that influence employee retention and
examines their impacts on both organisations and employees. The finding stated that, organisations
should formulate appropriate retention strategies in a holistic manner to reduce turnover rates, and these
require a commitment from employers, but it will be well worth the investment in the long term.
 CHAPTER:-4
RESEARCH
METHODOLOGY
Research Methodology Explained

Research methodology plays a crucial role in the academic and professional providing structured processes
to gather, analyses, and interpret data. This methodology is foundational for developing accurate, reliable,
and valid conclusions , especially in a diverse country like India, where multiple disciplines and industries
apply it rigorously. As we explore the various facets of research methodology, we will delve into its
definitions, types, processes, objectives, and scope Each section is tailored to offer insights and in-depth
understanding, equipping scholars and professionals with the tools needed to conduct thorough research.
Our comprehensive guide will ensure you grasp the research methodology's full extent and capabilities in
your academic and professional endeavors.

Define Research Methodology

Research methodology refers to the systematic, theoretical analysis of the methods applied to a field. It
comprises the theoretical analysis of the methods and principles associated with a branch of knowledge. It
implies the application of various techniques and methods to gather empirical data and
significant information at a broader level. The methodology not only helps researchers gather data
effectively but also helps them make logical conclusions through qualitative and quantitative
research techniques. Understanding the fundamental nature of research methodology is essential for
scholars to design, process, and evaluate their studies effectively

Types of Research Methodology

Research methodologies can be broadly classified into several types depending on the nature of the
research and the methodology applied. Here, we explore the primary methodologies used in academic and
practical research scenarios: Qualitative Research: This type involves non-numeric data collection and
analysis methods. Techniques such as interviews, focus groups, and ethnographic research fall under
qualitative research, which emphasizes understanding the phenomenon through depth over breadth.
Quantitative Research Unlike qualitative research, quantitative research involves numerical data. It uses
statistical, mathematical, or computational techniques to analyses data. Its main goal is to determine
patterns and averages, make predictions, test causal relationships, and generalize results to wider
populations
Mixed Methods Research:

This methodology combines both qualitative and quantitative research. The rationale is to benefit from the
strengths of both methods while neutralizing their weaknesses, thus providing a more comprehensive
analysis of the research topic. Descriptive Research: Often considered a preliminary research phase, this
method describes the characteristics of a population or phenomenon being studied. It does not answer
questions about how/when/why the characteristics occurred, which are left for further research.

Descriptive Research:

Often considered a preliminary research phase, this method describes the characteristics of a population or
phenomenon being studied. It does not answer questions about how/when/why the characteristics occurred,
which are left for further research

OBJECTIVES OF STUDY

The objectives of the study are -

(a)To study human resource practices and their effectiveness in the organisation.
(b)To examine the relationship between human resource practices and employee retention in the
organisation.
(c)To assess the impact of human resource practices on employee retention in the organisation.

SCOPE OF STUDY

The scope of study is to observe the degree of satisfaction levels of the employer as well as the employees

towards the process of recruitment and selection techniques adopted by the company It will also show the

deviations if any, towards this affect that will be experienced in research. Apart from getting an idea of the

techniques and methods in the recruitment procedures it will also give a close look at the insight of

corporate culture prevailing out there in the organization. This would not only help to aquanaut with the

corporate environment.
It would also enable to get a close look at the various levels authority responsibility relationship prevailing
in the organization. the stipulated time for the research is insufficient to undergo an exhaustive study about
the topic assigned and moreover the scope of the topic (recruitment and selection) is wide enough, it is
difficult to cover all the topic within the stipulated time.

Research Design

A research design is the arrangement of the condition for collecting and analysis of data in a manner that
aim to combine relevance to the research purpose with economy in process or that is to save the time and
cost. Descriptive research was carried out which was experimental in design. It was necessitated, as it was
required to get in depth inside into employee’s satisfaction level towards the Private and Public
originations. Information gathered was based on the reply of respondents to structured questionnaire.
Methodology that was adopted to carry out for calculating satisfaction level was a questionnaire
containing 10 questions

Sampling

An integral component of a research design is the sampling plan. Specifically, it Addresses three questions
Whom to survey (The Sample Unit)
• How many to Survey (The Sample Size)
• How to select them (The Sampling Procedure)

Making a census study of the whole universe will be impossible on the account of limitations of time.
Hence sampling becomes inevitable. A sample is only a portion of the total employee strength. According
to Yule, a famous statistician, the object of sampling is target maximum information about the parent
population with minimum effort.
RESEARCH

Research design is the method that a researcher selects to organize their research project or study.
Research designs can provide instructions for collecting, analyzing and measuring data effectively. Using a
research design is important because:
• It can help you ensure that your research addresses your research problem.
• It acts as an outline and guide for the entire research project.
• It can help you organize all the different components of your research project.

You can choose an effective research design by considering your research problem, which is the specific
topic or knowledge gap that your research aims to address. Usually, researchers include their research
question and research design selection in the introduction of their research paper. The respondents would
comprise of personal holding senior designation within certain typical departments identified within the
organization, namely Stores

• Finance
• Operations
• Electronics

SAMPLE SIZE

The sample size refers to the number of individuals selected from a larger population to participate in a
study. In research, determining the appropriate sample size is crucial for ensuring that the findings are
reliable, valid, and can be generalized to the broader population

two types of data

• Population data

• Sample data

1. Population data

The total number of employees or individuals in the target group (e.g., employees at a specific company,
department, or organization) is the population data. The sample size is often a small subset of this
population.

•Large Population: For large organizations (e.g., over 500 employees), you may not need to survey
everyone. A smaller sample can still provide statistically significant results.

•Small Population: In smaller organizations, you may choose to survey the entire population, or you may
use a purposive sampling method if a specific group of employees is the focus.
Sample Size Definition

The sample size is defined as the number of observations used for determining the estimations of a given
population. The size of the sample has been drawn from the population. Sampling is the process of
selection of a subset of individuals from the population to estimate the characteristics of the whole
population. The number of entities in a subset of a population is selected for analysis.

Small Sample Size

Sometimes the sample size can be very small. When the sample size is small (n <), we use the
distribution in place of the normal distribution. If the population variance is unknown and the sample
size is small, then we use the t statistic to test the null hypothesis with both one-tailed and two-tailed,
were
Large Sample Size

Generate for more accurate estimates but large sample size might cause difficulties in interpreting the
usual tests of significance, and the same problem may arise in case of very small sample size.Thus,
neither too large nor too small sample sizes help research projects.
Formula
The sample size formula for the infinite population is given by:

SS=Z2P(1−P)/C2

Were SS = Sample Size

Data collection is a systematic process of gathering observations or measurements.Whether you are

performing research for business, governmental or academic purposes, data collection allows you to gain
first-hand knowledge and original insights into your research problem.

Types of data collection: -

Primary data collection: - Primary data is useful in a wide range of applications,

Qualitative Data Collection Methods

It does not involve any mathematical calculations. This method is closely associatedwith elements that
are not quantifiable. This qualitative data collection method includes interviews, questionnaires,
observations, case studies, etc. There are several methods to collect this type of data. They are:
• Observation Method
• Interview Method
• Questionnaire Method
• Schedules Method
Secondary Data Collection Methods: - Secondary data is data collected bysomeone other than the
actual user. It means that the information is already available, and someone analyses it. The secondary
data includes magazines, newspapers, books, journals, etc. It may be either published data or unpublished
data.
Published data are available in various resources including

• Government publications
• Public records
• Historical and statistical documents
• Business documents

Technical and trade journals Unpublished data includes

• Diaries
• Letters

LIMITATIONS OF STUDY: -

This study also includes some limitation which have 'undiscussed as follows:

1. The employees and candidate prove a limitation because Of difficulty in generalization

2. To collect the data from various companies been quite difficult due to non-cooperation of some
companies. This proved to be major limitation of the study
3. To access such a large number of employees were difficult because of nonCooperation attitude of
respondents
4. There were limitations in this research study. The maximum efforts were made toOvercome this
limitation in the study
 CHAPTER-5
DATA ANALYSIS
AND
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION:

The table 1 shows that the reliability which has been assessed by applying Cronbach’s alpha which should
be equal or above 0.7. The questionnaire was containing 22 questions .The value of Cronbach’s alpha
obtained was 0.704. So, the questionnaire is reliable.

The results of table 2 show that the number of males is more in the organisation as compared to
females. The age dimension shows that more no. of young employees is working in the organization.
Table 2 also shows that large percentage of employees is graduates and experienced employees are more
in the organization
The results of table 3 shows the mean & standard deviation value of each factor which was divided in
questionnaire under the two variables Employee retention & HR practices. From the above table 3 mean
value of recruitment & selection factor, is 4.10 which indicates that this factor is more responsible to
mretain the employees in the organisation. This means that employees are satisfied with the Recruitment
& Selection practices of the company.

Interpretation:

From the analysis it has been inferred that One-way ANOVA test is done across organizations
to know the significant difference. The table shows that the calculated F values are 15.097, 9.647,
8.854, 9.057, 13.438, 12.47, 11.023, 15.097 and 9.647 and significant values are 0.00, 0.01, 0.02, 0.00,
0.00, 0.00, 0.00, 0.00 and 0.01. Since F calculated values are less than the tabulated values, we
accept the null hypothesis. And measured significance valuesare less than 0.05 for all practices of
employee retention, it can be interpreted that there is significant difference between the opinions
the perceptions of employees of IT companies with regard to “Human Resource Practices”.
Discussions In the analysis, it is found that Human Resource practices are positively linked
with employee retention. Based on a comprehensive literature review, the researchers hypothesize
tha the following HR practices are closely related to employee satisfaction level: Compensation
management, reward management and Work life balance.
All these HR practices contributed to perceived employee retention and to enhance the
employee satisfaction towards the organization which ultimately reduceturnover and result in high
performance (Huselid, 1995). Compensation management was positively correlated with employee
Satisfaction level, being the strongest predictor of employee retention. Organization manages the
employee’s personal and professional life effectively; it leads to improve employess satisfaction. So,
employees are very committed to the company and stay long time in the organization.
CHAPTER 6:-
CONCLUSION
AND
SUGGESTION
Conclusion:
This research exposed that Personnel Management practices are essential for
organization performance. The influence that human resource policies have on company
performance are deceptive, Human resource practices contains various strategies and
procedures that are used by topmost executives to recruit, select, train, develop, utilize, reward, and
maximize the probable of workers in companies. HR practices in the JK Tyres Limited were found to be
effective. Employees of the organisation want fair and effective HR practices to work in the long run
with the organisation. As employees are the main asset for an organisation, so the organisations should
take necessary measures to retain skilful employees by making effective HR practices so that employee
feel committed and work for the organisation because HR practices of the organisation have a
significant impact on employee retention.
Suggestions

The result of the research recommends that HR practices should be made in such a way that they
should boost the morale of the employees to work hard and smartly and increase the commitment of
employees towards the organisation. These kinds of Human Resource Practices helps an organisation
improve their performance and profits. There are external factor also which are responsible for
retention of employees in the organisation such as internal promotion policies, Growth opportunities,
financial health of organisation, pay scale of other organisation, location of company, fringe benefits,
etc. So for employee retention organisation has to focus on the Internal HR Practices and also
organisation has to focus on the HR policies of other organisations’
CHAPTER:-7
ANNEXURE
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QUESTIONNAIRE

1. Name :

2. Designation :

3. Do you agree the Firm has spent a great amount of money on selecting staff?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

4. Did you think your pay was reasonable and equitable compared to other employees in similar positions?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

5. Were you well-informed about the company and the role during the recruitment process?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

6. How satisfied are you with the support provided during the first few weeks on the job?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

7. Do you think there are improvement areas when it comes to the recruitment process?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

8. Would you recommend the company’s onboarding process to others as a positive experience?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

9. Was there enough support and resources available to help you adjust to your new role and
responsibilities?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

10. Do you agree that the firm has very fair incentive practices, aimed at rewarding people who accomplish
their goals.
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree
11. Do you agree that the firm provides formal training to promote skills to new hires as well as to promoted
or existing employees?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

12. Do you think your contribution is recognized by the company and get rewarded for good performance?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

13. Do you feel supported and respected by your colleagues?

( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

14. Do you think you are offered enough chances to get promotions?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree

15. Are you satisfied with the overall HR practices in your company?
( ) Strongly agree ( )Agree ( )Neutral
( )Disagree ( )Strongly Disagree