Journal of Organization and Human Behaviour

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Structured Skill Development in Indian Automotive Industry – A CSR Endeavor Toward Enhancing Employbility


Affiliations
1 Research Scholar, Barkatullah University, Bhopal, Madhya Pradesh, India
     

   Subscribe/Renew Journal


Owing to several competitive advantages, India is fast evolving as a major global manufacturing hub by attracting investors across the globe due to the abundance of inexpensive labor and other favorable investing environments. Particularly within the sectors of mass manufacturing, the Indian automotive sector has already established itself as one of the prime sectors in employing a skilled workforce. But, the major challenge the sector faces is the availability of rightly skilled resources. Apart from the availability of the right skill, there is another key challenge that the Indian industry faces is the inconstancy in human skills, which leads to quality inconstancy. This poses a serious threat to the Indian manufacturing industry toward emerging as a global manufacturing hub. Here lies the importance of up-skilling in a structured manner on which this research paper focuses to identify various underlying factors in this aspect and develops a structured solution to negate the possibilities of inconsistency in product quality due to human skill. Structured up-skilling to provide a holistic understanding of the overall manufacturing in terms of technology, quality, process engineering, safety, etc., to handle the process complexity in a better manner along with standardized workstation-level training, robust evaluation, and deployment process is needed to bridge the vast skill gap that is prevailing in the Indian automotive industry.

Keywords

Structured Skill Development, CSR, Employability, Productivity, Process Consistency, Skill Gap, Customer Satisfaction.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Afroz, Z. (2018). Harnessing India's demographic dividend through skilling: Challenges and way forward. Economic Affairs, 63(1), 71-82.

  • Ahuja, K. (2008). An evaluation of TPM initiatives in Indian industry for enhanced manufacturing performance. International Journal of Quality & Reliability Management, 25(2), 147-172.

  • Armstrong, M. (2001). A handbook of human resource management practice (8th ed.). Kogan Page.

  • Bates, D. L., & Davis, T. J. (2010). The application bridge: A model for improving trainee engagement in the training process. International Journal of Management, 27(3).

  • Burlikowska, S. (2009). The Poka-Yoke method as an improving quality tool of operations in the process. Journal of Achievements in Materials and Manufacturing Engineering, 36(1), 95-102.

  • Blischke, W. R., Karim, M. R., & Murthy, D. N. (2011). Warranty data collection and analysis. Springer, London Cappelli, P., Singh, H., Singh, J. V., & Useem, M. (2010). Leadership lessons from India. Harvard Business Review, 88(3), 90-97.

  • Ding, L. (2010). Promote the Employment: From the Corporate Social Responsibility View. 2010 International Conference on Management and Service Science (pp. 1-4). Wuhan.

  • Malik, G., & Venkatraman, A. (2017). The great divide: Skill gap between the employer's expectations and skills possessed by employees. Industrial and Commercial Training, 49(4), 175-182. Retrieved from https://doi.org/10.1108/ICT-11-2016-0071

  • Ghuman, R. S., & Sharma, R. (2014). Vocational training and capacity building through CSR: A case study of SAIL. Retrieved from http://kusoed.edu.np/ertsymposium2014/ertpapers/Ranjit%20Singh%20Ghuman.pdf

  • Gupta, S., & Jain, S. K. (2013). A literature review of lean manufacturing. International Journal of Management Science and Engineering Management, 8(4), 241-249.

  • Krishnamurthy, R., & Yauch, C. A. (2007). Leagile manufacturing: A proposed corporate infrastructure. International Journal of Operations & Production Management, 27(6), 588-604.

  • Kalaignanam, K., Kushwaha, T., & Eilert, M. (2013). The impact of product recalls on future product reliability and future accidents: Evidence from the automobile industry. Journal of Marketing, 77(2), 41-57.

  • Majumdar, S. (2016). Foreword: Reflections on opportunities and challenges of skills development in India. In India: Preparation for the World of Work (pp. 7-13). Springer VS, Wiesbaden.

  • Mehrotra S., Parida, J., Sinha, S., & Gandhi, A. (2013). Understanding India's employment trends: 1999-2000 to 2011-12, IAMR. Delhi.

  • Ohno T. (1988). Toyota production system: Beyond large-scale production. Productivity Press, New York Peng, L. M. (2014). Internal corporate social responsibility: An overview. Australian Journal of Basic and Applied Sciences, 8(16), 18-29.

  • Sadasivan, A. (2018). Expanding the scope of corporate social responsibility (CSR): Strategizing skill development in the Indian scenario. Artha - Journal of Social Sciences, 17(2), 21-38. doi:10.12724/ajss.45.2

  • Sanghi, S., & Srija, A. (2015). Skill development and productivity of the workforce. Economy Matters, Confederation of Indian Industry (CII), New Delhi, 36-51.

  • Tan, J. A., Hall, R. J., & Boyce, C. (2003). The role of employee reactions in predicting training effectiveness. Human Resource Development Quarterly, 14, 397-411.

  • Ramasamy. (2005). Total quality management. Tata McGraw Hill.


Abstract Views: 356

PDF Views: 0




  • Structured Skill Development in Indian Automotive Industry – A CSR Endeavor Toward Enhancing Employbility

Abstract Views: 356  |  PDF Views: 0

Authors

Partha Sarathi Basu
Research Scholar, Barkatullah University, Bhopal, Madhya Pradesh, India

Abstract


Owing to several competitive advantages, India is fast evolving as a major global manufacturing hub by attracting investors across the globe due to the abundance of inexpensive labor and other favorable investing environments. Particularly within the sectors of mass manufacturing, the Indian automotive sector has already established itself as one of the prime sectors in employing a skilled workforce. But, the major challenge the sector faces is the availability of rightly skilled resources. Apart from the availability of the right skill, there is another key challenge that the Indian industry faces is the inconstancy in human skills, which leads to quality inconstancy. This poses a serious threat to the Indian manufacturing industry toward emerging as a global manufacturing hub. Here lies the importance of up-skilling in a structured manner on which this research paper focuses to identify various underlying factors in this aspect and develops a structured solution to negate the possibilities of inconsistency in product quality due to human skill. Structured up-skilling to provide a holistic understanding of the overall manufacturing in terms of technology, quality, process engineering, safety, etc., to handle the process complexity in a better manner along with standardized workstation-level training, robust evaluation, and deployment process is needed to bridge the vast skill gap that is prevailing in the Indian automotive industry.

Keywords


Structured Skill Development, CSR, Employability, Productivity, Process Consistency, Skill Gap, Customer Satisfaction.

References