Intricacies of Human Resource at TechnoMart Automobiles Report

This report provides a comprehensive analysis of the human resources at TechnoMart Automobiles, evaluating various aspects of employee relations and company policies. The report examines working hours, comparing union and non-union members, and assesses the impact of factors like education, experience, and age on pre-tax income and retirement. Key findings reveal that while the average working hours are within the stipulated time, a significant number of employees work overtime. The study also explores employee satisfaction levels, the influence of union membership, and gender bias in career advancement. The report emphasizes the need for TechnoMart to address issues like overtime, training, and promotion policies to improve employee satisfaction and retention, ultimately ensuring a healthy and productive workforce. The report also highlights the importance of regular employee surveys to recalibrate HR policies and improve overall company performance, and the research methodology used to ensure a valid sample size.

Intricacies of Human Resource at
TechnoMart Automobiles

Table of Contents
01. Executive Summary..........................................2
02. Introduction.......................................................5
03. Overall View of Work Hours at TechnoMart......5
04. Comparison of Union and Non-Union Members 6
05. Pre-Tax Income Predictor..................................7
06. Workers Approaching Retirement.....................7
07. Union membership............................................8
08. Future Surveys..................................................8
09. Conclusion.........................................................9

01. Executive Summary
TechnoMart Automobile: More than Just any other “Automobile
Designer”
This report drafts a broad evaluation of the particulars of the employees at TechnoMart
automobile. Whilst the most important focus of this report is on providing a detail estimate of the
employee’s of the company, attention is mainly concentrated on the wider impacts of company
policies. The three important characteristics of the Human Resources department have been
primary enveloped in the present project. Working hour readdresses, effect of labor unions, and
satisfaction level of the employees in their current job position has been the core issues of the
company. In spite of various opportunities in the automobile industry, the limitation in variability
of skilled human resources which has adapted to this industry has been scrutinized. It has been
difficult to recruit and retain qualified workers in this sector, as the competitor companies are
also looking forward to attract more competent people by assuring the employees about their
requirements. In TechnoMark the business is better not just because of technology and effectual
strategies, but also due to healthy human resource practices. Policies, such as grievances
readdress and proper recognition to labor unions has played an important role in development.
TecnoMart’s human resource is currently in a disposition of transitional phase, where a number
of employees are working overtime, probably due to existence of work pressure. The labor union
is also dampening the mood in the workplace, and the company policies are held responsible for
the same. It is just the correct time for the management to introduce a transformation of role for
the employees. The very objective of the current project is to synthesize the control mechanism
for the company for the employees. The research has also endeavor to examine in depth state of

affairs of the workers regarding their satisfaction level in the company, which is the most
valuable information to retain an effective workforce in the company.
The survey for scrutinizing the fine points of the present characteristics of human resource in the
company was conducted with 400 employees. The job description of the employees was
considered as a major condition for inclusion in the sample of the survey. Information on
personal details, such as age, educational qualification, earning family members were collected.
Details regarding years of working, level of association with the company, relation with co-
workers, satisfaction or dissatisfaction level from the current job position, vision about future
goals, beliefs and awareness about social affairs were collected. Association of the employees
with labor union, and their future aspirations in life were also documented. Ethical
considerations are minutely followed by the research team and the employees were initially
taken into confidence before their interviews.
Importance of the fact that job satisfaction links employers to employees was investigated in
details. The outlook of the employees at different positions holders indicate towards an
overhauling of policies in the organization. Training requirements and relation with co-workers
in the existing competitive atmosphere have impact on the long term relation with the company.
Unfortunately, workers are not satisfied with either of the two relevant aspects of their future
stay in TechnoMart. Opinions on career advancement were found to be gender biased. A
consistent environment within the company is the immediate requirement where the average
working hours will be within the stipulated time period of forty hours. The recruitment process
of TechnoMart should institutionalize the necessary adaptations at the time of recruitment,
otherwise there seems to be great dissatisfaction at work and the results of the study indicate that
the existence of union of the employees plays a part in that. The attrition rate at TechnoMart is

significantly low, especially in the context of current economy. The indirect impact of the work
experience on the automobile industry relating to the supply chain impacts the quality of
products, and its influence is felt across the whole industry.
The report therefore presents:
 the exploration study on working hours of the employees for both union and non-union
employees;
 the impact of education and working years on income level of an employee;
 the analysis of age of the employees for future recruitment policies;
 gender wise investigation of working years at TechnoMart for exploring the possibility of
gender biasness for job promotion;
 The validity investigation of the sample size for the present study.

02. Introduction
Looking Forward, TechnoMart has Clear Strengths but Must
Also Focus on Challenges in Human Resource Management…
This report, prepared by MDB Corporation, provides a comprehensive evaluation of the
employee analysis of the company. A broad spectrum of the manufacturing industry is utilized
by Madison Thomson to estimate the health of the human resource, using intelligence provided
by Berenson, & Levine, (1996). While the focus was on producing quantitative estimates for the
employee profile in the company, the myriad of ways in which the employees impact the
performance is easily be quantified. The definition of “employee satisfaction” in automobile
industry is taken from previous studies (Ingelsson et al., 2016).
03. Overall View of Work Hours at TechnoMart
Average working hours per week of the employees was 45.43 hours, which was absolutely in
line with normal working time of 40 hours. Though 178 workers were working more than
stipulated 40 hours, working duration varies from 28 hours to 61 hours in the company. Eighteen
employees has been identifying working unusually for more than 65 hours, but there were eight
more workers other than them working more than 60 hours per week for the company.
The number of employees working more than 40 hours per week was significant in numbers. On
an average, employees in the company who were working above 40 hours were expected to be
somewhere between 39.63% and 49.37%, which was a matter of concern for the management.

But, parallel consideration reveals that average presence of such employees working overtime
for more than 20 hours a week (total 60 hours per week) were limited between 4.08% and 8.92%.
04. Comparison of Union and Non-Union Members
The overall analysis for work hours was also done for union and non union employees in the
company to compare them in regard to a few key variables. In particular, investigation shows
that average working hours for union members and non-union members were almost equal and
comparable. But, an in depth investigation enlightens some important factors. Firstly, percentage
of non union employees working more than 40 hours was considerably high compared to union
members. Secondly and interestingly the percentage of union members working more than 60
hours or even 65 hours per week was considerably greater than that of non union employees.
The comparison regarding position in the company reveals predominant presence of non union
employees in the higher management posts; whereas considerable dominance of union members
was in the grass root workers. Mid level employees, such as professionals and technicians were
well balanced in numbers between union and non union.
Employees from the non-union were working more rationally compared to union employees, and
reflection was evident in job satisfaction of both the groups. More than 87 percent of the non-
union employees were satisfied with their jobs, whereas 80 percent of union employees were
either very much satisfied or moderately satisfied with their job in TechnoMart. A mere above
nine percent of non-union employees compared to almost nineteen percent of union employees
were dissatisfied with current job in the company.

There was not much difference between the two aforementioned groups with respect to the three
aspects of employment. But, based on the above summary non union members were found to
modestly dissatisfied with the company.
05. Pre-Tax Income Predictor
Of all the variables there were few numerical attributes which stand out as possible predictors of
a higher pre-tax income of employees compared to others. Working hours, educational
qualification, working hours, employment years, and employee age were considered as
predictors of pre-tax income of the employees. Among all these probable impact factors,
association of work experience with pre-tax income was found to be the strongest in last year.
06. Workers Approaching Retirement
The concern over of the company to undertake an outsized recruitment obligation was found to
be unrealistic as company’s average age of the workforce is estimated approximately between 38
years and 41 years. The average age was an indicator of the fact that TechnoMart is in a good
physical shape regarding the age of the workforce.
Regarding the average time of employment in TechnoMart, the estimated average years of
employment was roughly between 8 years and 10 years. There are two factors which can be
derived from the average time of employment. The positive part is that the attrition rate is low in
TechnoMart and it helps to encourage employees to put forward their best efforts. The negative
side is appalling for the company, the figures enlighten the fact that settled and mature
employees are leaving the company. The management needs to focus on this issue with urgency.

07. Union membership
The claim of the union about the loyalty of the employees towards the company was believable.
The research and detail investigation revealed that in fact the evidences are significant about the
claim that employees are loyal and working more than 7.5 years in the company. The analysis
was separately conducted for three different sub samples. Firstly, the claim was cross checked
for all the employees and the claim of the union was found to be significantly true. The parallel
research for 167 female workers and 233 male workers supported the claim of the union in a
significant manner.
On the contrary, the speculation that the union members work at least 45 hours per week was
refuted by the research results. The statistical team of MDB Corporation confirms that
significant numbers of employees from union members are not working beyond 45 hours per
week.
08. Future Surveys
Regular surveys of the employees of TechnoMart will not only keep the management updated
about the scenario about human resources of the company, it will also provide guidelines to
recalibrate the policies regarding the other aspects of the company. The direct and indirect
impacts of human resource management will get the proper direction for productive functioning.
Regarding the sample size of the investigation, Madison Thomson personally confirmed that
sample size of 400 from the populace of 9800 was sufficient in conducting the research work
(Brace, 2018). The effective sample size was confirmed utilizing working hours as well as
employment years of the employees. Using the observations that are associated in a statistical

way in a sample, population average is estimated with high percentage of accuracy. Here 95%
accuracy has been used to evaluate the effective sample size to assess the population means.
Accurately estimation of the number of staffs who are working more than 60 hours revealed that
total 26 such employees are present in the sample. The percentage of such employees in the
sample was 7% and at 95% accuracy the effective or required sample size was estimated at 400.
Hence, the research team conducted the investigation with appropriate sample size.
09. Conclusion
Madison Thomson and the research team at MDB Corporation have prepared this report based
on data analysis conducted for the various research topics of the report (Fink, 2015). The
supporting document has been enclosed with this report. Concerning the overall health of human
resource at TechnoMart, it was the observation of the research team that employees irrespective
of members of union are satisfied with the functionality of the management. But, the company
needs to rethink about their policies on training of the employees, providing proper scope of
promotion on gender unbiased basis, retaining of experienced employees and more importantly
on the overtime working hours of the employees. A significant number of employees are
working overtime. This will not only incur cost to the company, but also generate overall
dissatisfaction among workers. Union of TechnoMart employees was found to be working with
parallel efficiency compared to non union members. But, all the claims of the union members
should be scrutinized before taking actions based on them. Hope the report helps the company to
progress in the direction of a grand leap towards employee betterment.

10. Reference
Berenson, M.L. and Levine, D.M., 1996. Estadística Básica en Administración: conceptos y
aplicaciones. Pearson Educación.
Brace, I., 2018. Questionnaire design: How to plan, structure and write survey material for
effective market research. Kogan Page Publishers.
Fink, A., 2015. How to conduct surveys: A step-by-step guide. Sage Publications.
Ingelsson, P., Bäckström, I., Snyder, K., Hedlund, C. and Lilja, J., 2016. Using the employee
satisfaction survey as a tool for building organizational culture. In 23rd International Annual
EurOMA Conference, June 17-22, 2016, Trondheim, Norway.