Chapter-1 ........................................................................................................................................... 2 INTRODUCTION INDUSTRY PROFILE ..................................................................................................................... 13 COMPANY PROFILE ..................................................................................................................... 20 Chapter-2 ......................................................................................................................................... 29 OBJECTIVES Chapter-3 ......................................................................................................................................... 30 EXECUTIVE SUMMARY Chapter-4 ......................................................................................................................................... 34 RESEARCH METHODOLOGY Chapter-5 ......................................................................................................................................... 37 LIMITATIONS Chapter-6 ......................................................................................................................................... 38 ANALYSIS OF DATA Chapter-7 ......................................................................................................................................... 56 FINDINGS OF THE STUDY Chapter-8 ......................................................................................................................................... 57 CONCLUSION Chapter-9 ......................................................................................................................................... 58 SUGGESTIONS BIBLIOGRAPHY .............................................................................................................................. 59 WEBLIOGRAPHY ........................................................................................................................... 59 APPENDICES ................................................................................................................................... 60
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Chapter-1 INTRODUCTION OF HUMAN RESOURCE MANAGEMENT
Human resource management (HRM, or simply HR) is the management process of an organization's workforce, or human resources. It is responsible for the attraction, selection, training,assessment, and rewarding of employees, while also overseeing organizational leadership and culture and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will also serve as the company's primary liaison with the employees' representatives (usually a trades union). In the current global work environment, all global companies are focusedon retaining the talent and knowledge held by the workforce. All companies are focused on lowering the employee turnover and preserving knowledge. New hiring not only entails a high cost but also increases therisk of the newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.
DEFINITION OF HRM :-
The process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right pe ople for the job, orienting and training, managing wages and salaries, providing benefits and incenti ves, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of corequalities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management
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OBJECTIVE OF HRM
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INTRODUCTION OF TOPIC
Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness o the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the
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variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1 5 scale 9 where 1 represents not all satisfied and 5 represents extremely satisfied).
Definitions Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2007) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we from attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.
Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premises of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.e. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/are not met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when
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expectations are not met), compared to one who does not value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy compared to Employee B. this theory also states that too much of a particular facet will produces stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory Another well known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the core Self-evaluations Model, proposed by Timorthy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her/his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.
Two Factor Theory (Motivation Hygiene Theory) Fredrick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want o perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the
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job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.
While Herzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Herzbergs original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.
INFLUENCING FACTORS OF JOB SATISFACTION
COMM. OVERLOAD AND UNDERLOAD. SUPERIOR-SUBORDINATESCOMMUNICATION.
The various factor influencing the employee job satisfaction in any organization are as follows:-
1.Environmental factors Communication overload and communication underload One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame.Individuals in an organization can experience communication over-load and communication under- load which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process. Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload ] which can be positively or negatively related to job satisfaction. In comparison. Superior-subordinate communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional. [33] Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction.
Strategic employee recognition A Watson Wyatt Worldwide study identified a positive outcome between a collegical and flexible work environment and an increase in shareholder value. Suggesting that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazines, Americas Best Companies to Work For also appear on the Fortune 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices, such as employee recognition programs, lead to positive financial outcomes more often than positive financial outcomes lead to good practices. .
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2.Individual factors Emotion Mood and emotions at work are related to job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. Some research suggests moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.
The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. 2. Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction.
Genetics It has been well documented that genetics influence a variety of individual differences.Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands. Personality Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role of negative affectivity and positive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly
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to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job. . 3.Psychological factors Psychological well-being (PWB) is defined as the overall effectiveness of an individuals psychological functioning as related to primary facets of ones life: work, family, community, etc.There are three defining characteristics of PWB. First, it is a phenomenological event, meaning that people are happy when they subjectively believe themselves to be so. Second, well-being involves some emotional conditions. Particularly, psychologically well people are more prone to experience positive emotions and less prone to experience negative emotions. Third, well-being refers to one's life as a whole. It is a global evaluation.PWB is primarily measured using the eight-item Index of Psychological Well-Being developed by Berkman (IPWB). IPWB asks respondents to reply to a series a questions on how often they felt pleased about accomplishing something, bored, depressed or unhappy, etc.
Relationships and practical implications Job satisfaction can be indicative of work behaviors such as organizational citizenship,and withdrawal behaviors such as absenteeism,and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. ] This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta- analysis found surprisingly low correlations between job satisfaction and performance.Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that
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for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions. [65] Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviours. [66] In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. For example, employee personality may even be more important than job satisfaction in regards to performance
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INTROCUCTION TO THE INDUSTRY
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INDUSTRY ROFILE
The automobile industry in India is the tenth largest in the world with an annual production of approximately 2 million units. India is expected to overtake China as the world's fastest growing car market in terms of the number of units sold and the automotive industry is one of the fastest growing manufacturing sectors in India. Because of its large market (India has a population of 1.1 billion; the second largest in the world), a low base of car ownership (25 per 1,000 people) and a surging economy, India has become a huge attraction for car manufacturers around the world. Though several major foreign automakers, like Ford, Suzuki, GM, and Honda have their manufacturing bases in India, Indian automobile market is dominated by domestic companies. Maruti Suzuki is the largest passenger vehicle company; Tata Motors is the largest commercial vehicle company while Hero Honda is the largest motorcycle company in India. Other major Indian automobile manufacturers include Mahindra & Mahindra, Ashok Leyland and Bajaj Auto. Many foreign companies have been investing in the Indian Automobile Market in various ways such as technology transfers, joint ventures, strategic alliances, exports, and financial collaborations. The auto market in India can boast of attractive finance schemes, increasing purchasing power, and launch of the latest products. Total sales of major car manufacturers in India registered a figure of 0.674 million units at the end of March 2007. The number of car exports in India was 39,295 units. General Motors, Maruti, and Honda accounted for 60 percent of the market sales at the end of April 2007. There has been an increase in the purchase of motorcycles and cars both, in the rural as well as urban areas. Some vital statistics regarding the automobile market in India has been mentioned below:
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Two wheelers - 2nd largest in the world Commercial Vehicle - 4th largest in the world Passenger car- 11th largest in the world
As such, the Indian automobile market comprises of a wide variety of vehicles such as light, medium, and heavy commercial vehicles, cars, scooters, mopeds, motorcycles, 3 wheelers, and multi-utility vehicles such as jeeps and trax. The modern automobile market in India has been considering key issues in the process of growth: Customer care, and not just 'service' Domestic as well as multinational investments Searing through cut-throat competition Road safety Anti-pollution norms Coordination with the government to enable advancement Used vehicle trade The future of Indian Automobile market is bright as it looks forward to manufacturing and implementing new innovations such as electric cars as provided by Reva, alternate fuels like CNG and LPG, and probably customized Internet automobile orders.
Modern Automobiles Market Key Issues: The latest trends and key issues in the modem automobile market need to be considered for successful entry in the Indian Market. 1. Government The Enabler In contrast over the past, Indian Government has switched over its role from controller to enabler. The focus is on providing better infrastructure, growth oriented economic policies and right environment to attract investments. An ambitious project of Interstate highway network, called golden quadrangle, is in its advanced stages of implementation.
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Pollution control has become another priority area. There is a proposal to ban all the vehicles older than 10~15 years, which is likely to boost the demand of modem automobile. The import duties on the CBU and Used vehicles are designed to protect the interests of the automobile manufacturers in India, an incentive to attract foreign investment. Government has also cut the excise duty to boost the demand. Although, it has met with a limited success in past, with a favorable economic environment, Government may take these proactive steps again. The oil companies are about to be privatized which is likely to make them flexible and customer friendly. These developments have made India an attractive and promising destination for any global player. Competition Cut Throat The entry of multinationals has put immense pressure on Indian companies. Some of them have entered into joint ventures with multinationals; a few others have invested heavily on R&D to be on their own, others perished. The market has now polarized into two distinct segments:
Indian Players: Those who invested in R&D survived. They could launch new models, retain their dealer network and improve on their service in due course of time. They have strategically leveraged their low cost structure to create price barrier for the competition. Most of them offered "value for money" products to offset their weakness in technology and styling. Multinationals: The multinationals have launched international products with better technology and styling at higher price points. These products appealed to a different class of customers who were "value-conscious". This class of customers has an attitude to appreciate evolved product offerings and buying power to purchase them. Both Value conscious and Price conscious customer segment co-exist in Indian market today. The later is losing its share rapidly. - Any potential
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entrant can consider launching the products targeted at Value conscious segments. However, the value perceptions of the target segment should be analyzed in depth. The "features-price" package should ensure an attractive value preposition for the customers.
Customer The King Undoubtedly the customer has become the King. The modem customer is armed with IT and has higher buying power. The ever-increasing expectations from products and services are a major challenge for all the players in the market. The softer issues have gained as much importance as product features in his brand decisions. There is higher propensity towards choosing brand that befitting the self-image. In the present market scenario, the transition from "products'" to "brands" is complete. The intangible offerings have gained as much importance as the tangible product features. Any new entrant should therefore have a greater focus on brand building. Monitoring customer satisfaction periodically is also very critical Resources and efforts put behind these activities should be considered as investment on the brand for ultimate success. 2. Customer Care Not just service After sale service is the clinched description of the function. The customer today is looking beyond just fixing the problems. The service experience, ambience and the expertise are sought after. 24-hour breakdown service is not uncommon. The potential entrant needs to look at this function in larger perspective. It should be "customer care" rather than mere After Sale Service. Raison de entree of this function should be customer delight. Fixing the automobile should merely be the way to achieve it. This approach would mean higher investments in workshops. More importantly a fresh approach to the intangible softer issues of the customer relationship is recommended. Pollution and Safety norms Indian two wheelers have already met the most stringent international norms of pollution. The cars are not left far behind. Government of India is dead
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serious about enforcing them. Euro II vehicles have become a norm in the NCR region, Mumbai and KoIkata. Soon these norms would be enforced in 6 other metro cities and eventually all over India. Any new entrant planning to make it big in India, should keep in pace with the latest international pollution control norms right from the inception. It would mean higher level of investments in modem technology for efferent engines. Such investments are the business compulsion, hence should not be compromised upon. Safety in motor vehicles is relative1y-neglected area in Indian market. There are only a handful models with safety features such as airbag, crumple zone etc. But the awareness is increasing rapidly. Recently use of seatbelts has been made mandatory. It is therefore recommended that the models be launched with latest interrogational standards of safety. Any efforts to create awareness about safety in automobiles would Automatic Scooters: This segment is likely to be the best gainer from increasing buying power of the urban customer. There is propensity towards owning unisexual vehicle in the family. Hence, there is a storing possibility that the current motorcycle owner may graduate to automatic scooter for overall convenience. Although, current volumes do not look attractive, we strongly recommend launch of product in this segment. The convenience package offered by this category should be supplemented with lower cost of ownership to become successful. Looking at the current volumes and tends we recommend launch of products in following segments Image Builders: The presence in D segment builds the image for the company. The volumes may not look lucrative to enter the segment. But the product offering demonstrates the ability of the company to manufacture high-end, latest technology, well styled One of the problems faced by the market leader Maruti has been its absence in D segment.
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Profit Builders: The current sale trend indicates that lower C segment is growing. Keeping in mind the trends in banking sector and the consumer psyche, we feel that this segment would increase its share in the category. Improving road conditions and infrastructure would increase its share in the category. Improving road conditions and infrastructure would make inter-city travel in personal cars very easy. The customer would graduate from A and lower a to tower C segment for better luggage space, higher power engine and better road handling at high speeds. Volume Builders: Volume for tomorrow lies in upper B segment the fastest growing segment in the category. Affluent first time customers are likely to find upper B segment attractive. The offerings in this segment combine the best of both worlds - maximum space inside the car and maneuverability of the small car. The success of Indica and Palio suggest that this of future. An eye on the future Following are some very diverse trends seen in the market, which also need to be tracked in the future. Alternate Fuel: Currently, the use of CNG and LPG is legitimate on all vehicles. The transport vehicles are first ones to adapt to these cheaper fuels. The usage of these fuels is not: considered very safe by individuals. But as the equipment starts safer and the distribution of the fuel improves, individuals would start graduating towards them. It is strongly recommended that any new engine should be compatible to these fuels. Electric Car: Reva has met a limited success in the cities. With technological advancements electrical car may emerge as a preferred option as a second car. This trend needs to be studied for its implication. 3. Advent of Internet: Indian customer is known for his propensity towards "touch-Tel factor before making a buying decision. But the new generation, which is growing with the
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Internet. May defy this logic. Internet would assume much larger role than just information dissemination. In the new market scenario, Internet would actually drive the value chain. The customer would use the Internet to place the customized order and expect the manufacturer to fulfill it in the minimum time.
I NTRODUNCTI ON TO THE ORGANI ZATI ON
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MARUTI UDYOG PVT LTD.
Type Public Traded as BSE: 532500 NSE: MARUTI BSE SENSEX Constituent Industry Automotive Predecessor(s) Maruti Udyog Limited Founded 1981 Headquarters New Delhi, India [1]
Key people RC Bhargava [2] (Chairman) Kenichi Ayukawa [3] (CEO & MD) Products Automobiles Net income 6,811 million) (2013-14) [4]
Employees 9100 (2013-14) Parent Suzuki [6]
Website www.marutisuzuki.com
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COMPANY PROFILE SHUBH MOTORS PVT. LTD.
Shubh motors Pvt Ltd is an authorized dealer of cars of Maruti Suzuki India ltd .It is situated at Jabalpur. It was established on 4hmarch 2008, here 13 different types of products are being sold & are available in different models & variants. It is a private limited firm authorized under ISO 9001-9002(since last 6 months having certification). It has its branch at Katni and Shandol, number of employees working here are more than 300. It provides SSS Sales, Services & spares) facility, another part of Shubh motors is True value where second hand vehicles are being purchased and sold off. It also provides various financing facilities through its collaboration with various financing companies like SBI Bank, MAGMA fin corp. Ltd., ICICI Bank ltd., HDFC Bank Ltd., Sundram finance, Mahindra & Mahindra financial services Ltd, Kotak Mahindra, Shriram finance etc. It consists of various departments such as: Sales, EDP, Accounts, Insurance and Finance-, EDP department consists of billing, calling. It also has a body shop where denting and painting work is done, spare parts with accessories is available. It has also been awarded for the Best Services and Best Showroom, for achieving the monthly targets some of the employees were rewarded. LOCATION: National Highway Nagpur Road, Madan Mahal, Jabalpur, Madhya Pradesh
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DEPARTMENTAL HEADS OF SHUBH MOTORS
Particulars Designation Category Mr. Robin Khatwani Managing director Executive Mr. Maliesh Kemtani Director Executive director Mr. Nikhil Agrawal & Mr.Pramod Garwal -
General manager Independent Mr. Nitesh Patyal Sales manager Independent Mr. Pramod Shrivastava, Account manager Independent Mr. kahul Ujainkar ED Manager Independent Mr. Ashish Som Finance Manager Independent Mr. Santosh Dubey Finance Head Mr. Irfan Khan Spare parts manager Independent Mr.Sukhvindar Singh & Miss.Sarita Chourasiya, Customer Care manager Independent Mr. Santosh Singh RTO Department Independent M Alok Jha, Mr. Suresh Jethwa, Mr. Amit Deewan Mr. Atnit Malviya Sales Team Leaders
Independent
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NATIONAL ROAD SAFETY MISSION
National Road Safety Mission is the flagship Road Safety initiative introduced by the Company in December 2008. Under this initiative, the Company took a commitment of training over 500,000 people in safe driving practices in a span of 3 years. The Company has successfully met this achievement. Amongst the five lakh people trained one lakh are from the underprivileged sections of society. The main objective was to make them employable in driving profession. Through our various road safety initiatives we have cumulatively trained over 10 lakh people in safe driving.
Msanufacturing Excellence with the merger, Maruti Suzuki India Limited will bring its entire diesel engine capacity under one single management control. We began our operations in 1983, with the first Maruti 800 rolling out from our Gurgaon plant. Over the next two decades Maruti Suzuki car models led by Maruti 800 brought about a revolution in the Indian car market. As the automobile market grew so did our production capacities, production process and infrastructure. Our scale and manufacturing today is completely different from when it began. Today, Maruti Suzuki's plants are comparable with the best in the world in terms of quality, productivity and operational efficiency. Maruti Suzuki India Limited approves merger with Suzuki Power train India Limited. Suzuki Power train India Limited, a subsidiary of Suzuki Motor Corporation, Japan, supplies diesel engines as well as transmissions for vehicles to Maruti Suzuki India Limited.
Recently Maruti Suzuki Board of Directors approved a proposal to merge Suzuki Powertrain India Limited (SPIL) with Maruti Suzuki India Ltd.
It is expected that the necessary regulatory approvals and legal requirements for the merger may be completed by end December 2012.
Once the merger is approved, the books of accounts of SPIL will be merged with MSIL with effect from April 1, 2012.
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Facilities
Maruti Suzuki India has two state-of-the-art manufacturing facilities. The Gurgaon facility spread over 300 acres is located around 25 kms south of Delhi. This facility houses three fully integrated plants.
SHUBH MOTORS AND ROAD SAFETY
Many industry surveys have shown that majority of road accidents are caused due to driver negligence. Road safety has become a grave concern for all. This concern has driven us to make road safety our priority. Maruti Suzuki realizing the need to improve road safety and minimize accidents took up road safety as its focused CSR initiative. Maruti Suzuki operates its Road Safety initiatives at two levels.
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MARUTI PRODUCTS
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SHUBH MOTORS DEPARTMENT
MARUTI TRUE VALUE MARUTI FINANCE
MARUTI GENUINE ACCESSORIES MARUTI DRIVING SCHOOL MARUTI INSURANCE
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Chapter-2 OBJECTIVES
The objective of the study is as follows To assess the satisfaction level of employees in SHUBH MOTORS. To identify the factors which influence the job satisfaction of employees. To identify the factor which improves the satisfaction level of employees. To know the employee satisfaction towards the facilities. To offer valuable suggestions to improve the satisfaction level of employees.
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Chapter-3 EXECUTIVE SUMMARY
Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. In short job satisfaction is a persons attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and
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termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind. Job Satisfaction is the feeling an employee gets when the job he does fulfils all his expectations. While morale refers to the attitude of the employees of an organization and is a group concept, Job satisfaction is the feeling of an individual employee. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; and affective reaction to ones job; and an attitude towards ones job. Job Satisfaction can be an important indicator of how employees feel about their jobs and p predictor of work behaviors such as organizational citizenship, absenteeism, and turnover.
DEFINITIONS: Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors.
DETERMINANTS OF JOB SATISFACTION: There are various personal and organizational factors that influence job satisfaction. The age of a person does have its influence on his level of job satisfaction. People that are young usually have a higher level of job satisfaction provided they rightly choose their career. Those in their twenties or thirties are energetic and have the stamina to work hard and derive pleasure out of their work. As a person gets older, he gets tired physically and mentally. Further, he reaches the saturation point at this stage and the work, usually, does not give him the pleasure it gave earlier.
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The following measures are necessary to improve the satisfaction employees: Selection of right man for the right job: Proper care must take while recruiting persons for various jobs. Persons without attitude and aptitude for work should not be selected. When it comes to placement of workers, they should be given jobs in tune with their educational qualification, skills, attitudes and abilities.
Satisfactory conditions of service: All those who have been appointed in the organization should be provided with job security. They should be given decent pay. Social security benefits like provident fund insurance etc. should be provided to employees as per the rules.
Conducive working environment: The working environmental should be made informal. Undue important need not be given to hierarchy. The organization should make use of both formal and informal channels of communication. The bureaucratic approach of the management should go.
Conducive physical conditions: The place of work should be neat and tidy. There should be free flow of natural light and air in any workroom. There should be proper provision for canteen. Lunchroom, etc
Better work methods: Conventional work methods and age-old practices should be given up. The enterprise should come forward to adopt the latest technology. The employees may be trained to make use of the various electronic devices in their day-to-day work. This not only simplifies their work but also makes it more interesting. Proper superior-subordinate relationship: The relationship between the superior and the subordinates should always be cordial. The superiors style of functioning must be democratic. He should not make an attempt to impose his ideas on his subordinates. Whenever
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necessary and possible, he can seek his subordinates viewpoints. Likewise, the subordinates, on their part, must repose faith in their superiors and come forward to accept responsibilities.
Good inter-personal relationship: The relationship between the employees should also be proper. The work done in any organization is teamwork. In the absence of proper understanding between the employees, teamwork is not possible. The employees should not give scope for their personal interest to clash with those of the organization.
Job rotation: If certain jobs are, by nature, dull and monotonous, job rotation may help to break the monotony of workers, i.e., such jobs may be assigned to operation at a certain level by rotation.
Provision of suitable incentives: Only human resources can be induced to work. Inanimate objects like machines cannot be motivated to work. The management therefore, should offer suitable incentives to motivate employees to perform better. Incentives need not be in the forms of money payment. There are also non-monetary incentives. Further, these incentives may be gives for individual performance or group performance.
Valuation of employee performance: The performance of employees needs to be assessed regular intervals. Such an assessment will level their level of efficiency. Such of those Employees who are found to be highly efficient may be given suitable rewards. Those employees who are less efficient may be made to undergo training to acquire better skills. If some employees are found to be highly inefficiency, such people need not be retained. It is only these people who spoil the work atmosphere in any organization.
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Chapter-4 RESEARCH METHODOLOGY
Research Approach Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process followed by the collection, recording, tabulation and analysis and drawing the conclusions. The problem formulation starts with defining the problem or number of problems in the functional area. To detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. The research worker contacted the respondents personally with well-prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data.
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Collection of Data Most of the data collected by the researcher is primary data through personal interview, where the researcher and the respondent operate face to face.
Analysis of Data The data are collected through survey and books, reports, newspapers and internet etc., the survey conducted among the employees of Maruti. The data collected by the researcher are tabulated and analyzed in such a way to make interpretations.
Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating. Editing refers to separate, correct and modify the collected data. Coding refers to assigning number or other symbols to each answer for placing them in categories to prepare data for tabulation refers to bring together the similar data in rows and columns and totaling them in an accurate and meaningful manner The collected data are analyzed and interrupted using statistical tools and techniques.
DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data.
Primary Data: - The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives.
Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc.
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PILOT SURVEY: Pilot survey was conducted with the employees of the organization is helped the researcher to have incite to the strength and weakness of questionnaires. The resold pilot survey suggestion obtained from experience employees uncertain changes were made the questionnaires pilot survey also enable the researcher would take time and administrator the questionnaires.
SAMPLING DESIGN The total number of employees working in MARUTI is 100. The sample size chosen for study is 100. The following list shows the sample size selected for the study.
PROCESSING THE DATA: The data collected were classified analyzed tabulated and interpret at bar diagram.
PREPARATION OF REPORT: From the information gathered though questionnaires reports was prepared showing the analysis the interpretation suggestion and conclusion.
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Chapter-5 LIMITATIONS
1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.
3. Unwillingness of respondents: While collection of the data many consumers were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.
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Chapter-6 ANALYSIS OF DATA
Table 4.1 To know the department in which employees are belongs to Source: survey data
FIGURE 4.1 REPRESENTS THE DEPARTMENT
Inference: From the above table it shows that 35% of employees are belongs to production department. 0 5 10 15 20 25 30 35 30 25 35 10 30 25 35 10 No. of Respondents Series2 SI. No. Department No. of Respondents Percentage 1. Mechanical 30 30 2. Electrical 25 25 3. Production 35 35 4. Others 10 10 Total 100 100
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Table 4.2 To know working experience of the employees Source: survey data
FIGURE 4.2 REPRESENTS THE EXPERIENCE OF THE EMPLOYEES
Inference: From the above table it shows that 34% of the employees have 4 6 years experience.
0 10 20 30 40 50 60 70 Below 2 years 2 4 years 4 6 years Above 6 years 13 30 34 23 13 30 34 23 Percentage No. of Respondents SI. No. Work Experience No. of Respondents Percentage 1. Below 2 years 13 13 2. 2 4 years 30 30 3. 4 6 years 34 34 4. Above 6 years 23 23 Total 100 100
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Table 4.3 To know the physical working environment Source: survey data
FIGURE 4.3 REPRESENTS THE PHYSICAL WOKING ENVIRONMENT Inference: From the above table it shows that 57% of the employees were feeling good about the working environment. 12 57 28 3 0 12 57 28 3 0 0 10 20 30 40 50 60 Excellent Good Fair Poor Very Poor No. of Respondents Percentage SI. No. Working Environment No. of Respondents Percentage 1. Excellent 12 12 2. Good 57 57 3. Fair 28 28 4. Poor 3 3 5. Very Poor 0 0 Total 100 100
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Table 4.4 To know the satisfaction level of employees towards the non- monitory benefits Source: survey data
FIGURE 4.4 REPRESENTS THE SATISFACTION LEVEL OF EMPLOYEES TOWARDS THE NON-MONITORY BENEFITS Inference: From the above table it shows that 54% of the employees were satisfied towards the non-monitory benefits.
Table 4.5 To know the satisfaction level of respondents towards the work assigned Source: survey data
FIGURE 4.5 REPRESENTS THE SATISFACTION LEVEL OF RESPONDENTS TOWARDS THE WORK ASSIGNED Inference: From the above table it shows that 45% of the respondents were satisfied towards the work assigned. 20% 44% 12% 18% 6% Highly satisfied Satisfied Neither Satisfied nor Dissatisfied Dissatisfied Highly Dissatisfied SI. No. Amount of Work No. of Respondents Percentage 1. Highly satisfied 20 20 2. Satisfied 45 45 3. Neither Satisfied nor Dissatisfied 12 12 4. Dissatisfied 18 18 5. Highly Dissatisfied 6 6 Total 100 100
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Table 4.6 Opinion about the career development programme in their organization Source: survey data
FIGURE 4.6 REPRESENTS OPINION ABOUT THE CAREER DEVELOPMENT PROGRAMME IN THEIR ORGANISATION Inference: From the above table it shows that 56% of the employees were satisfied with the opinion about the carrier development programme in their organisation.
12 56 22 10 0 0 10 20 30 40 50 60 Highly satisfied Satisfied Neither Satisfied nor Dissatisfied Dissatisfied Highly Dissatisfied No. of Respondents SI. No. Career Development No. of Respondents Percentage 1. Highly satisfied 12 12 2. Satisfied 56 56 3. Neither Satisfied nor Dissatisfied 22 22 4. Dissatisfied 10 10 5. Highly Dissatisfied 0 0 Total 100 100
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Table 4.7 To know the cooperation of co-workers Source: survey data
FIGURE 4.7 REPRESENTS THE COOPERATION OF CO-WORKERS
Inference: From the above table it shows that 66% of the employees were satisfied with the cooperation of co-workers.
Table 4.8 To know the satisfaction of Respondents with top management Source: survey data
FIGURE 4.8 REPRESENTS THE SATISFACTION OF RESPONDENTS WITH TOP MANAGEMENT Inference: From the above table it shows that 51% of the employees were satisfied with the top management. No. of Respondents Percentage 0 10 20 30 40 50 60 50-60 40-50 30-40 20-30 10-20 0-10 SI. No. Satisfaction with Top Management No. of Respondents Percentage 1. Highly satisfied 26 26 2. Satisfied 51 51 3. Neither Satisfied nor Dissatisfied 17 17 3. Dissatisfied 6 6 4. Highly Dissatisfied 0 0 Total 100 100
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Table 4.9 To know the satisfaction of Respondents with their subordinates Source: survey data
FIGURE 4.9 REPRESENTS THE SATISFACTION OF RESPONDENTS WITH THEIR SUBORDINATES Inference: From the above table it shows that 67% of the employees were satisfied with their subordinates. No. of Respondents 0 10 20 30 40 50 60 70 12 67 14 7 0 No. of Respondents SI. No. Satisfaction with Subordinates No. of Respondents Percentage 1. Highly satisfied 12 12 2. Satisfied 67 67 3. Neither Satisfied nor Dissatisfied 14 14 4. Dissatisfied 7 7 5. Highly Dissatisfied 0 0 Total 100 100
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Table 4.10 To know the level of satisfaction regarding nature of job Source: survey data
FIGURE 4.10 REPRESENTS THE LEVEL OF SATISFACTION REGARDING THE NATURE OF JOB Inference: From the above table it shows that 56% of the employees were satisfied with their job.
Table 4.11 To know whether there is any job pressure in their work Source: survey data
FIGURE 4.11 REPRESENTS WHETHER THERE IS ANY JOB PRESSURE IN THEIR WORK
Inference: From the above table it shows that 72% of employees said there is job pressure in their work.
72% 28% Yes No SI. No. J ob Pressure No. of Respondents Percentage 1. Yes 72 72 2. No 28 28 Total 100 100
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Table 4.12 To know the opinion regarding opportunity provided by the organisation in developing skills & talents Source: survey data
FIRGURE 4.12 REPRESENTS THE OPPORTUNITY PROVIDED BY THE ORGANISATION IN DEVELOPING SKILLS & TALENTS
Inference: From the above table it shows that 52% of employees agreed regarding opportunity provided by the organisation in developing skills & talents.
0 10 20 30 40 50 60 Highly Agree Agree Neither Agree nor DisagreeDisagree Highly Disagree 12 52 28 6 2 12 52 28 6 2 SI. No. Development of Skills and Talents No. of Respondents Percentage 1. Highly Agree 12 12 2. Agree 52 52 3. Neither Agree nor Disagree 28 28 4. Disagree 6 6 5. Highly Disagree 2 2 Total 100 100
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Table 4.13 To know the satisfaction level of welfare facilities provided by the management Source: survey data
FIGURE 4.13 REPRESENTS THE SATISFACTION LEVEL OF WELFARE FACILITIES PROVIDED BY THE MANGEMENT Inference: From the above table it shows that 57% of the employees were satisfied with the welfare facilities provided by the management.
Table 4.14 To know the employee satisfaction towards the salary Source: survey data
FIGURE 4.14 REPRESENTS THE SATISFACTION TOWARDS THE SALARY
Inference: From the above table it shows that 67% of the employees were satisfied with their salary.
67% 33% Yes No SI. No. Payment Satisfaction No. of Respondents Percentage 1. Yes 67 67 2. No 33 33 Total 100 100
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Table 4.15 To know the employees willingness to continue Source: survey data
FIGURE 4.15 REPRESENTS THE EMPLOYEES WILLINGNESS TO CONTINUE
Inference: From the above table it shows that 59% of the employees were willing to continue in this organisation.
59% 41% Yes No SI. No. Willingness to Work No. of Respondents Percentage 1. Yes 59 59 2. No 41 41 Total 100 100
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Table 4.16 To know the opinion about companys policy and practices Source: survey data
FIGURE 4.16 REPRESENTS THE OPINION ABOUT COMPANY POLICY AND PRACTICES
Inference: From the above table it shows that 47% of the employees were feels good about the company policy and practices.
13 23 47 12 0 5 10 15 20 25 30 35 40 45 50 Excellent Very Good Good Bad Percentage SI. No. Companys Policy and Practices No. of Respondents Percentage 1. Excellent 13 13 2. Very Good 23 23 3. Good 47 47 4. Bad 12 12 5. Very Bad 5 5 Total 100 100
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Table 4.17 To know the companys promotion policy Source: survey data
FIGURE 4.17 REPRESENTS THE COMPANYS PROMOTION POLICY
Inference: From the above table it shows that 57% of the employees were satisfied about the companys promotion policy.
Table 4.18 To know the overall job satisfaction Source: survey data
FIGURE 4.18 REPRESENTS THE OVERALL JOB SATISFACTION Inference: From the above table it shows that 30% of the employees were satisfied in their over all job satisfaction.
It is found that majority of the workers i.e. 90% in the organization are satisfied. It reveals that the importance of salary for which they work and it is found that many employees are satisfied because there are employees who are well settled and hence feel that they are satisfied. It reveals the need and use of safety equipment, it is found that many employees in the organization need it extensively, as these employees working in dangerous area which is harmful and hence safety equipment is must. It reveals the importance of communication system in the organization, it found that many employees are satisfied with the communication system in the organization. It reveals that the importance of co-operation among workers & superior, it is found that employee maintain healthy relation with each other, which shows the sign of prosperity, growth & no industrial disputes. It reveals that importance of annual function. It is found that employees are satisfied with annual function arranged by the organization.
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Chapter-8 CONCLUSION
The overall survey of employees job satisfaction in Maruti was good. It shows that employees are satisfied but some employees are only highly satisfied. So company can try to give more satisfaction to employees towards their work and also company should try to solve employees problems towards their work which create more confidence in employees about their work. Also company should provide all the facilities to their workers, when they needed so employees motivating about their work and it is beneficial not only to employees but also to company.
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Chapter-9 SUGGESTIONS
The organization should provide proper lightening, ventilation and good working environment to the workers, which creates more interest in work & full utilization of the workers capacity. The organization should provide social activities to their workers such as house facility on reasonable loan basis. Canteen facility should be undertaken by the organization for all the workers. As some of the workers are unsatisfied with the salary system available in organization. The company should provide good salary for the employees. In case of employee unsatisfied with the salary, we can say that if the individual employee achieves set targets then organization should give some monetary benefits as a part of motivation to other employees to work had to achieve individually set targets. The organization should arrange their companys bus to pick up their employees from nearby their homes, which will help company, as well as employees to attend at prompt time. The organization should provide equal facilities to both their permanent employees and contract basis employees, which are why contract basis employees would take put more efforts in their work. The organization should arrange cultural programmes on some special festival occasion or at the end of year which will creates good relationship between both organization and employees and consumers.
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BIBLIOGRAPHY
BIBLIOGRAPHY
Personal Management Edwin B. Flippo.
Human Resource Management P. Subba Rao.
Human Resource Management Stephen Robbins.
Human Resource Management A .M. Sarma.
Personal Management C.B.Mamoria.
WEBLIOGRAPHY
Website - www.google.com
- www.wikipidia.com
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APPENDICES
APPENDIX
QUESTIONNAIRE PERSONAL DETAILES
NAME: AGE: EXPERIENCE:. SEX: DESIGNATION:
EMPLOYMENT DETAIL: 1) Are you satisfied with your present job?
Highly Satisfied
Satisfied
Not Satisfied 2) Are you satisfied with working environment?
Satisfied
Not Satisfied
3) Are you satisfied with your salary?
Satisfied
Not Satisfied
4) Do you think that you need occasional training?
Often
Regular
No
5) Are you satisfied with your working hours?
Highly Satisfied
Satisfied
Not Satisfied
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6) Does the company provide you safety and personal protective equipments?
Yes No
7) Do you get bonus?
Yes
No
8) Are you satisfied with the communication system in the organization?
Highly Satisfied
Satisfied
Not Satisfied
9) Does you get leave in emergency?
Yes
No
10) Do you have canteen facility?
Yes
No
10) Does your superior, subordinate motivate you to do the best job?
Yes
No
Rarely
12) Do you get medical facilities?
Yes
No
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13 )Are there any other social activities provided by the organization to you?
Yes
No
Some Extent
14) Are you happy with the superior subordinate relationship?
Yes
No
15) What is the convenience to reach the company
Bus
Vehicle
Other
16) Is there any annual function arranged by the organization?
Yes
No
17) Would you like to give some suggestions to your company for improved job satisfaction?