job satisfaction adarsha

7/30/2019 Job Satisfaction Adarsha

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INTRODUCTION TO HRM

The human resources of an organization consist of all people who perform its

activities. Human resource management (HRM) is concerned with the personnel

policies and managerial practices and systems that influence the workforce.

HRM is the employing people, developing their resources, utilizing,

maintaining and compensating their services with the job and organisational

requirements.

Definitions

HRM is a planning, organizing, directing and controlling of the procurement,

development, compensation, integration, maintenance, reproduction to achieve the

individual goals.

-Edwin.B.Flippo

HRM is a systematic planning and controlling of fundamental organisational

process affecting and involving all organisations, which involves all the employees.

-Wendel French.

SCOPE OF HRM

The scope of HRM in the modern days is vast. In fact, the scope of HRM was limited

to employment and maintenance of and payment of wage and salary. The scope has

been continuously enlarged.

The scope of Human Resources Management includes:

Objectives of HRM Organization of HRM Strategic HRM Employment Development Maintenance


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Motivation Industrial Relations Participative management and Recent developments in HRM.

OBJECTIVES OF HRM

Objectives are pre-determined goals to which individual or group activity in an

organization is directed objectives of HRM are influenced by social objectives,

organizational objectives, functional objectives and individual objectives.

Social objectives

Organizational objectives

Functional objectives

Individual objectives

The objectives of HRM may be as follows:

To create and utilise an able and motivated workforce, to accomplish the basicorganizational goals.

To establish and maintain sound organisational structure and desirableworking relationships among all the members of the organisation.

To secure the integration of individual and groups within the organisation byco-ordination of the individual and group goals with those of the organisation.

To create facilities and opportunities for individual or group development soas to match it with the growth of the organisation.


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To attain an effective utilization of human resources in the achievement oforganisational goals.

FUNCTIONS OF HRM

The functions of HRM can be broadly classified into two categories.

1. Managerial Functions2. Operative Functions

Functions of HRM

Managerial Functions Operative Functions

Planning Employment

Organising Human Resources

Directing Development

Controlling Compensation

Human Relations

Industrial Relations

Recent Trends in HRM

1. Managerial FunctionsManagerial functions of personnel management involve planning,

organising, directing and controlling. All these functions influence the operative

functions.

2. Operative FunctionsThe operative functions of human resources management are related to

specific activities of personnel management viz., employment, development,


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compensation and relations. All these functions are interacted with managerial

functions.

INTRODUCTION OF THE JOB SATISFACTION

When we study the interaction between human needs and organizational climate

several questions arise. Such as, what does a workers expect from job up to

organization? How do attitudes of workers effect from quantity up quality of

products? What do they think about the management? Etc the answer of all these

questions may be that they think favorable if they are satisfied with the job or if they

are unsatisfied or dissatisfied they think unfavorable. Thus job-satisfaction is the key

to main problem.

Job satisfaction is derived from the Latin word satis and facere

which means enough and to do respectively.

C.L. Hulpin, measured the effects of community characteristics of job

satisfaction of female clerical workers. He found that job conditions held constant job

satisfaction.

The success of any organization depends on the effective utilization

and motivation of human resources.

More often Employee Attitude, Job satisfaction and industrial

morale are used synonymously but they are not the same.

A favorable attitude may contribute to job satisfaction because job

satisfaction is the result of so many attitudes. Likewise job satisfaction and morale do

not carry the same meaning, though job satisfaction improves the employee morale.

NEED OF THE STUDY

Employees are the resources of the organization. Until and unless the

employee is satisfied with his job, he could not gives the best performance from his

side. The need of the study is to know whether the employees are been satisfied with

the job which they are being performing. When the employees are been satisfied their

job, they give their best efforts.


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SCOPE OF THE STUDY

The study is confined and relevant only to Adarsha Motors (TVS), applicable

to any organization. Study covers job satisfaction in Adarsha Motors (TVS).

OBJECTIVE OF THE STUDY

To identify the employee level of satisfaction upon that a job. To know the satisfaction level towards the behaviours peers and superiors. To study the employee level of satisfaction towards the salary and others

benefits which are provided by the company.

The study is helpful for organization to conduct the research.

It helpful to identify the employees unsatisfaction for the loans and advancesissued by the organization.

To take managerial decisions.RESEARCH AND METHODOLOGY

RESEARCH:

Search means identifying the facts (either true or false). A systematic search

for an answer to a question is called research. A solution to a problem is also known

as research. The research design used for the study is the descriptive research design.

In this design structural information is used to gather information.

METHODOLOGY:

SAMPLE METHOD:

The two major methods are probability and non-probability sampling

technique. The study requires probability method since the sample was chosen or

random. Hence the study was dealt with sample random tool, which is one of the most

popular method sampling.


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SOURCES OF DATA

PRIMARY DATA COLLECTION:

The Primary data was collected from the respondents by administering astructured questionnaire and also through observation, interview & discussion with

management.

SECONDARY DATA COLLECTION:

It is collected from the internal records of the company such as library records,

trade Journals, various manuals of the company, various training programs previously

conducted and its responds etc.; It is also conducted from the officials of the pursueddepartment in the factory.

TOOLS FOR DATA COLLECTION:

SURVEY METHOD: The most widely used technique of gathering primary data is

the survey method. The sources interviewed personally at the place of work and also

with questionnaires. It is a direct and more flexible form of investigation involving

face-to-face communication and through recorded questionnaires filled in personally.The information is qualitative, quantitative and accurate. The data collected is

tabulated and interpreted to draw conclusion.

SAMPLE DESIGN FOR THE STUDY

SAMPLING:

The research was made by the survey in accordance to the convenience of the

employees. So the sample type is convenient sampling.

SAMPLE SIZE: 60

SAMPLE UNIT: Adarsha Motors (TVS)


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LIMITATIONS OF THE STUDY

1. Some of the information given by the respondents may not be accurate.2. Time period to be the major limitation.3. Due to lack of time, the study is confined only to the few employees.4. The area of study is limited to Adarsha Motors (TVS) only.5. The questions that we asked being personal, some of workmen hesitated to

answer some questions like their salary details and the relation with their

superiors.


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INDUSTRY PROFILE

The Indian automotive industry consists of five segments: commercial

vehicles; multi-utility vehicles & passenger cars; two-wheelers; three-wheelers; and

tractors. With 5,822,963 units sold in the domestic market and 453,591 units exported

during the first nine months of FY2005 (9MFY2005), the industry (excluding

tractors) marked a growth of 17% over the corresponding previous. The two-wheeler

sales have witnessed a spectacular growth trend since the mid nineties.

Two-wheelers: Market Size & Growth

In terms of volume, 4,613,436 units of two-wheelers were sold in the country

in 9MFY2005 with 256,765 units exported. The total two-wheeler sales of the Indian

industry accounted for around 77.5% of the total vehicles sold in the period

mentioned

Figure 1:Segmental Growth of the Indian Two Wheeler Indust

ry

(FY1995-2004)

After facing its worst recession during the early 1990s, the industry bounced

back with a 25% increase in volume sales in FY1995. However, the momentum could

not be sustained and sales growth dipped to 20% in FY1996 and further down to 12%

in FY1997. The economic slowdown in FY1998 took a heavy toll of two-wheeler

sales, with the year-on-year sales (volume) growth rate declining to 3% that year.


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However, sales picked up thereafter mainly on the strength of an increase in

the disposable income of middle-income salaried people (following the

implementation of the Fifth Pay Commission's recommendations), higher access to

relatively inexpensive financing, and increasing availability of fuel efficient two-

wheeler models. Nevertheless, this phenomenon proved short-lived and the two-

wheeler sales declined marginally in FY2001. This was followed by a revival in sales

growth for the industry in FY2002. Although, the overall two-wheeler sales increased

in FY2002, the scooter and moped segments faced de-growth. FY2003 also witnessed

a healthy growth in overall two-wheeler sales led by higher growth in motorcycles

even as the sales of scooters and mopeds continued to decline. Healthy growth in two-

wheeler sales during FY2004 was led by growth in motorcycles even as the scooters

segment posted healthy growth while the mopeds continued to decline. Figure 1

presents the variations across various product sub-segments of the two-wheeler

industry between FY1995 and FY2004.

Demand Drivers

The demand for two-wheelers has been influenced by a number of factors over

the past five years. The key demand drivers for the growth of the two-wheeler

industry are as follows:

Inadequate public transportation system, especially in the semi-urban and rural areas;

Increased availability of cheap consumer financing in the past 3-4 years;

Increasing availability of fuel-efficient and low-maintenance models;

Increasing urbanisation, which creates a need for personal transportation;

Changes in the demographic profile;

Difference between two-wheeler and passenger car prices, which makes two-wheelers

the entry level vehicle;

Steady increase in per capita income over the past five years; and

Increasing number of models with different features to satisfy diverse consumer needs.


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MARKET CHARACTERISTICS

Demand

Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are scooters,

motorcycles and mopeds. However, in response to evolving demographics and

various other factors, other sub segments emerged, viz. scooterettes, gearless scooters,

and 4-stroke scooters. While the first two emerged as a response to demographic

changes, the introduction of 4-stroke scooters has followed the imposition of stringent

pollution control norms in the early 2000. Besides, these prominent sub-segments,

product groups within these sub-segments have gained importance in the recent years.

Examples include 125cc motorcycles, 100-125 cc gearless scooters, etc. The

characteristics of each of the three broad segments are discussed in Table 1.

Table 1

Two-Wheelers: Comparative Characteristics

Scooter Motorcycle Moped

Price*(Rs. as in January

2005)

> 22,000 > 30,000 > 12,000

Stroke 2-stroke, 4-

stroke

Mainly 4-

stroke

2-stroke

Engine Capacity (cc) 90-150 100, 125, > 125 50, 60

Ignition Kick/Electronic Kick/Electronic Kick/Electronic

Engine Power (bhp) 6.5-9 7-8 and above 2-3

Weight (kg) 90-100 > 100 60-70

Fuel Efficiency (kms per

litre)

50-75 50-80+ 70-80

Load Carrying High Highest Low


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Segmental Market Share

The Indian two-wheeler industry has undergone a significant change over the

past 10 years with the preference changing from scooters and mopeds to motorcycles.

The scooters segment was the largest till FY1998, accounting for around 42% of the

two-wheeler sales (motorcycles and mopeds accounted for 37% and 21 % of the

market respectively, that year). However, the motorcycles segment that had witnessed

high growth (since FY1994) became larger than the scooter segment in terms of

market share for the first time in FY1999. Between FY1996 and 9MFY2005, the

motorcycles segment more than doubled its share of the two-wheeler industry to 79%

even as the market shares of scooters and mopeds stood lower at 16% and 5%,

respectively.

Figure 2 Trends in Segmental Share in Industry Sales (FY1996-9MFY2005)

While scooter sales declined sharply by 28% in FY2001, motorcycle sales

reported a healthy growth of 20%, indicating a clear shift in consumer preference.

This shift, which continues, has been prompted by two major factors: change in the

country's demographic profile, and technological advancements.

Over the past 10-15 years the demographic profile of the typical two-wheeler

customer has changed. The customer is likely to be salaried and in the first job. With a

younger audience, the attributes that are sought of a two-wheeler have also changed.

Following the opening up of the economy and the increasing exposure levels of this

new target audience, power and styling are now as important as comfort and utility.


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The marketing pitch of scooters has typically emphasised reliability, price,

comfort and utility across various applications. Motorcycles, on the other hand, have

been traditionally positioned as vehicles of power and style, which are rugged and

more durable. These features have now been complemented by the availability of new

designs and technological innovations. Moreover, higher mileage offered by the

executive and entry-level models has also attracted interest of two-wheeler customer.

Given this market positioning of scooters and motorcycles, it is not surprising that the

new set of customers has preferred motorcycles to scooters. With better ground

clearance, larger wheels and better suspension offered by motorcycles, they are well

positioned to capture the rising demand in rural areas where these characteristics

matter most.

Scooters are perceived to be family vehicles, which offer more functional

value such as broader seat, bigger storage space and easier ride. However, with the

second-hand car market developing, a preference for used cars to new two-wheelers

among vehicle buyers cannot be ruled out. Nevertheless, the past few years have

witnessed a shift in preference towards gearless scooters (that are popular among

women) within the scooters segment. Motorcycles, offer higher fuel efficiency,

greater acceleration and more environment-friendliness. Given the decliningdifference in prices of scooters and motorcycles in the past few years, the preference

has shifted towards motorcycles. Besides a change in demographic profile, technology

and reduction in the price difference between motorcycles and scooters, another factor

that has weighed in favour of motorcycles is the high re-sale value they offer. Thus,

the customer is willing to pay an up-front premium while purchasing a motorcycle in

exchange for lower maintenance and a relatively higher resale value.

India is an emerging country with huge potential. The domestic economy is

now growing at around 9-10%per annum and Indias importance in global terms is

being reinforced by rapidly rising exports and domestic consumption. At a time when

numbers of a slowdown and overheating in the Indian economy have started gaining

momentum, the Indian rupee sprang a surprise by pushing the GDP figure past the

trillion-dollar (42,00,000 crore) mark.


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The automotive industry is at the center of Indias new global dynamic. The

domestic market expanding rapidly as incomes rise and consumer credit becomes

more widely available. Manufacturers product lines are being continually expanded,

as is the local automotive manufacturing base. Expectation are high that India can

develop as a global hub for vehicle manufacturers and as an outsourcing center that

offers the global automotive industry solution high up the automotive value chain.

India eyes 25 million automotive jobs. India's GDP is set to double over the next decade In percentage terms, the automotive industry's contribution should also double. In dollar terms, the sector's contribution is set to quadruple to some $145bn

The automobile industry in India accounts for a business volume of $45 billion

and has the potential to grow much faster both through Indian as well as international

manufacturers who have established huge facilities in the country

With the worlds second largest and fastest-growing population, there is no

denying Indias potential in both economic and population terms and the effect it will

have on the auto industry in the years to come. The country is already off to a good

start, with a well-developed components industry and a production level of 1 million

four-wheeled vehicles a year, plus a further 5 million two- and three-wheelers.

The implications, market drivers and scope of a future massive Indian vehicle

market are covered in the India Strategic Market Profile, a brand-new forecast of

Indian automotive and related activity to 2020. Based on Max Pemberton's unique

relational long-term forecasting model, it forecasts car and CV sales, demographics,

materials usage, auto industry employment, and explains their inter- year of healthy

growth in auto industry.


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INDUSTRY GROWTH

Future of the Automobilein the Economy


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USbased consultancy, keystone predicts that India will become worlds third

largest automobile market by 2030. Overall size expected to exceed 20 million with

compounded annual growth rate of over 12%.

India Then & Now

1983

Number of brands 2

Number of models 2

2008

Number of brands 30

Number of models 70

Some of the Car companiesin India:

Hero motocorp ltd.

Maruti Suzuki Fiat General motors (Opel, Chevrolet) Ford Hindustan motors, Mitsubishi Honda Hyundai Baja tempo Marinara Maine elect. Mercedes Benz Nissan San engineering Soda Toyota


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Top three manufacturers:

Maruti Suzuki Tate motors Hyundai

Car segmentation: This is done on the basis of size and price of the car

A segment: maruti800, omni

B segment: Zen, wagon-r, alto, Santo, polio, indicia

C segment: esteem, accent, indigo, icon, Honda city, civic

D-segment: opera, Octavia, sonata, monde, accord, corolla, Camry, Mercedes


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COMPANY PROFILE

TVS Motor Company is the third largest two-wheeler manufacturer in India

and one among the top ten in the world, with annual turnover of more than USD 1

billion in 2008-2009, and is the flagship company of the USD 4 billion TVS Group.

TVS Group - 100 years young

The TVS group has always been inspired by a century long

mission and vision of its own destiny. it is not just a business

but a way of doing business, which sets TVS apart from

others.

Back in 1911, to the founder of the company, the ordinary

ambitions of a bus fleet operator or a vehicle servicing

business would not suffice.Rather, he wanted to create an

enduring business led by a family of like minded workers and

managers united by a set of shared high principles.

Driven by this inspiration, the TVS group has today emerged as India's leading

supplier of automotive components. Today the TVS Group is the largest

automotive component manufacturer in India, with annual turnover of more than

USD 4 billion.

The group has over 30 companies employing a workforce of 40,000 people.

Underlying the success of the group is its philosophy of commitment to thecherished values of promoting trust, value and customer service. This was the

personal philosophy of the Group's Founder Shri T V Sundaram lyengar, and it

remains the overarching code by which the Group functions. Market leadership

and rewards of business have followed naturally.


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T.V. Sundaram lyenger and sons limited (TVSs) is the holding company for the

TVS Group of companies engaged in the manufacturing unit of almost all kinds of

automotive components, two wheelers and a few other industrial products. They are

also into the financial services sector. The turnover of the entire group was close to $2

billion in 2003.

The TVS Motor Company was founded by T.V. Sundraram lyenger in 1911. It is

only automotive manufacturer in India to get the prestigious Deming Prize. One of its

subsidiaries Sundaram Clayton was the first company in India to receive The Deming

Prize. This was quickly followed by Sundaram brake Linings also getting the Deming

Prize. This Prize given to organizations or division of organizations that have

achieved districtive performances improvement through the application of TQM in a

designated year. Sundaram Clayton went on to be

awarded the Japan Quality Medal.

The TVS group of Companies is mainly situated in Padi, Tamil Nadu, in the

outskirts of Chennai (formerly madras).

TVS Motors:

In 1929 T.V. Sundaram Jyenger established the parent company. In 1962 T.V.

Sundaram Lyenger & Sons Collaborated with Calyton Devandre and established

Sundaram Clayton Limited at Chennai to manufacture automotive air brake system.

In 1980 Sundaram Clayton Limited Diversities and opens its Moped Plant at Harita.

Housr. In 1983 Sudnaram Clayton Limited collaborated with Suzuki Motors

Corporation of Japan and established IND-SUZUKI motorcycle manufactured

Limited at Harita, Housr. In 1984 the first IND-SUZUKI AX-100 motorcycle

manufacture by IND-SUZUKI Limited in September. In 1986 IND-SUZUKJ

Motorcycle Manufactured by IND-SUZUKI Motorcycle Limited rebnamed itself as

TVS SUZUKI Limited in September. In 1987 TVS SUZUKI Limited purchased the

Mope Division from Sundaram Clayton Limited in September.

In 1980 TVS so, India's first two-seater moped rolled out of the factory at

Housr in Tail Nadu, Southern India. A byword for reliability, the TVS 50 had proved

itself promising and successful in every test and paved a way for many successes for


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TVS SUZUKI. Likewise the TVS Champ and Super Champ gave a reliable and

sturdy two wheeler to public, who wanted looks fused with economy. These two

wheelers together redefined the category' of moped in India. TVS later left its

collaboration with Suzuki and started to manufacture its own vehicles.

TVS Motors Company is currently the third largest two wheeler company in

India with sales of 107,117 units (as of June 2007). The company exported 9,133

units of two wheelers in June 2007.

Known traditionally for their conservative attitude. TVS made modest but

reliable bikes. I Iero Honda and Bajaj forayed into the pow'er biking segment with the

CBZ and Pulsar respectively. TVS along with Suzuki, had earlier been the leading

bike maker with the Shaolins, Shoguns etc. but they were left biting dirty by Bajaj'S

Pulsar. Soon TVS launched Fiero series of bikes. But that wasn't enough. The Fiero's

looks did not appeal to most people. They came out a bike name "Apache". Followed

it up with Apache RTR. The rest is history. It is only a matter of time before the

Pulsar 150 gets eaten up alive!!!

TVS Apache Bike of the year 2006 by Business Standard Motoring.

International certifications like QS 9000, ISO 9000 and TS 16949.

TVS Motors is the third largest two-wheeler manufacturer in India and has

reached tenth position among the world listing. Its dealer and customer network is

widely spreaded in India, which included over 700 dealers.

As per information available TVS Company spends 25% for advertisement. It

is a tuff competitor to BAJAJ.


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TVS Motor Company Mission

We are committed to being a highly profitable, socially responsible, and leading

manufacturer of high value for money, environmentally friendly, lifetime personal

transportation products under the TVS brand, for customers predominantly in Asian

markets and to provide fulfilment and prosperity for employees, dealers and suppliers.

Vision Statement

TVS Motor - Driven by the customer

TVS Motor will be responsive to customer requirements consonant with its core

competence and profitability. TVS Motor will provide total customer satisfaction by

giving the customer the right product, at the right price, at the right time.

TVS Motor - The Industry Leader

TVS Motor will be one among the top two two-wheeler manufacturers in India and

one among the top five two-wheeler manufacturers in Asia.

The inspirational heritage

Although the letters TVS represent the initials of our founder, T V Sundaram

lyengar, to us within TVS they have always stood for Trust, Value and Service. The

founder of the company embodied these values and set an example for all employees

to emulate.

TVS believes that the success of any enterprise is built on the solid foundation

of customer satisfaction.

Continuous innovation and close customer interaction have enabled TVS

companies to stay ahead of competition. Quality at TVS determines not only the end

product but the systems, processes and operations at all levels. The first four

companies in India, which have won the coveted Deming Prize are from the TVS

group.


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The business ranges across automobile component manufacturing,

components distribution, manufacturing of powered two-wheelers, computer

peripherals, financial services, contract manufacturing services and software

development.

TVS Motor company Ltd (TVS Motor)- member of the TVS group is the

largest company of the group in terms of size and turnover.

THE TEAM

TVS Racing has brought into motor racing the professional team concept. It is

headed by Mr. Arvind Pangaonkar, General Manager, Research and Development,

TVS Motor Company Limited. He has a 12-member team comprising Engineers to

Post Graduates who provide technical support to the motorbikes and seven of these

professionals travel with the racers during competitions. It is no surprise then that

TEAM TVS Racing is today viewed as the numero uno of motor racing in India.

TVS Racing has been instrumental in churning out the country's best racers

ever C. Vijaykumar, a 21-year-old lad from Bangalore, is a prime example of this.

TVS spotted his talent two years ago in a TVS Motocross School organized in

Bangalore. He was just a novice and when TVS put him through a training process

and groomed him to take on the Motocross challenges and today he has become the

best racer the country has ever produced. TVS believes in identifying these talents and

grooming them at an early age thus making them compete in events where their real

grit and talent is put to test. These racers are given state of the art training to enable

them to gear up to face International competition. Presently TVS Racing team

comprises 9 professional riders with most of them being ace riders in the country in

various classes.

INTERNATIONAL TRAINERS FOR TVS

TVS Racing team members have used the services of two renowned

international trainers in the past. They have proved very constructive to TVS Riders

and have enabled them to increase their riding skills. TVS Riders have practiced at

international race tracks recommended by the trainers in Australia, Italy and

Philippines.


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GLENN AGUILAR, lead rider of the Caltex Revtex-KTM motocross team,

has achieved what no one in the Philippines has ever achieved. Glenn has been

winning the rider of the year, for Pro 125 CC category of the National Motocross

Super Series for 7 years. Glenn formed his racing team in 1999, with Bebet dela Cruz,

his second stringer who is now number five in the rankings. They are supported by

Caltex for sponsorship to enable them to churn out the best talent. It turned out that

their team produced good racers under Glenn's leadership and put Caltex into the

motocross circuit in the region in a big way.

PAUL BROOMFIELD, 28-year-old Australian is a professional racer is

presently part of Kawasaki racing team in Australia. His experience as a rider dates

him back to Suzuki, Yamaha and Kawasaki racing teams and has earned him a slot as

professionally ranked riders competing on the Australian pro motocross circuit.

He turned professional in 1998 and in 2003 achieved Supercross Pro Open 9th

/ Motocross Pro Open 4th / Thumper Nats Pro Open 7th place. His aim is to earn a

podium position in the supercross national series 2004.

He was credited with being level 2 riding coach of the Yamaha Academy of

Off-Road Riding instructors. He was also engaged by them to contest in the

prestigious SX national series as well.

Profile of the Team Members

C S Santhosh Karan Gowtham Kadam Vijaykumar

Awards

Exports

TVS Motor Company has been awarded 'Star Performer - Silver Shield' in two/three

wheelers category, by EEPC India, for excellent export performance for year 2007-

08. See full report


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Leadership

Star of Asia Award to Mr. Venu Srinivasan, CMD TVS Motor Company by

Business Week International. He was also honoured with Doctorate in Science by

University of Warwick, United Kingdom. Mr Venu Srinivasan was conferred with the

prestigious JRD Tata Corporate Leadership Award for the year 2004.

Engineering

The Deming Prize - TVS Motor Company is the only two-wheeler company inthe world to be awarded the world's most prestigious and coveted recognition

in Total Quality Management

Technology Award 2002 from Ministry of Science, Government of India forthe successful commercialization of indigenous technology for TVS Victor

Emerging Corporate Giant in the Private Sector awarded by The EconomicTimes and the Harvard Business School Association of India.

Best Managed Company award from Business Today, one of India's leadingbusiness magazines.

Most Investor friendly company by Business Today, one of India's leadingbusiness

The 'Good Advertising' award by Auto India Best Brand Awards 2009. SAP ACE AWARD 2007 - The company won the SAP ACE 2007 Award for

Customer Excellence in the Most Innovative Netweaver Category.

TEAM TECH 2007 Award - TVS Motor Company bags TEAM TECH 2007Award of Excellence for Integrated use of Computer Aided Engineering

Technologies See full report


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BOARD OF DIRECTORS

Venu Srinivasan Chairman & Managing Director H. Lakshmanan Director T. Kannan Director C.R. Dua Director K.S. Bajpai Director R. Ramakrishnan Director Prince Asirvatham Director

Senior Management

Venu Srinivasan Chairman & Managing Director K.N. Radhakrishnan President & CEO H.S. Goindi President - Marketing & Sales Harne Vinay Chandrakant PresidentNPI S.G. Murali Executive Vice President

Finance

K.S. Srinivasan Company SecretaryMany firsts to the Automotive Industry in India

TVS has been at the forefront in bringing a revolution in the way personal

commutation was happening, way back in the 1980s. Beginning with launching a

simple, easy-to-use moped for the middle class in India in the 1980s to launching 7

new bikes in a single day (first time in the history of the automotive industry in the

world), TVS has often taken the unbeaten path to innovation.


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Ushering in the personal transportation revolution

2011 TVS Apache RTR ABS launched

2010 TVS Wego and TVS Jive launched

2009 TVS Apache RTR 180 and TVS Streak launched.

2008 TVS Flame, TVS Scooty Electric Vehicle and Three wheeler TVS King launched.

2007 Apache RTR - first two wheeler in India to have racing inspired engine andfeatures.

2006 Launched TVS Apache - first bike to win 6 awards in a row

2004 Launched the revolutionary VT-I engine for the best in class mileage in TVS

Centra

2001 Launched India's first fully indigenously designed and manufactured

motorcycle.

2000 Launched India's first 150 cc, 4 stroke motorcycle - The Fiero

1997 Introduced India's first 5 speed motorcycle, Shaolin

1996 Introduced India's first catalytic converter enabled motorcycle, the 110 cc

Shogun

1994 Launched India's First indigenous scooterette (sub - 100 cc variomatic) - TVS

Scooty

1984 First Indian company to introduce 100 cc Indo - Japanese motorcycles

1980 Launched TVS 50, India's first 2 seater 50 cc moped


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THE PRESENT:

TVS Group Company is India's Largest Automobile ancillary manufacture group. It is one

among the top 15 largest industrial group of India.

1) It is one of the largest two-wheeler company of India2) Pioneer later introduced latest 100 CC Bikes in India3) First to introduce Catolyte converters in two wheelers collaboration

with one of the world two wheelers leaders, Suzuki Motors Co-

operation of Japan.

4) First to introduce new radical style Four Stroke Scooter.5) First to introduce a Digital CDI and Intelligent carburetor in the

test Four Stroke Motor Cycle i.e., TVS FIERO.

THE MAJOR PRODUCTS MOTOR CYCLES:

TVS Star TVS Star City TVS Star City Deluce TVS Star Sports TVS Fiero F2 TVS Centra TVS Victor (110 cc) TVS Victor GLX ( 125cc) TVS Victor LiDGH( 125 cc) TVS Flame (125 cc) TVS Apache (150 cc, 13.7 Ps@8500 rpm) TVS Apache RTR 160 TVS Apache RTR 160 EFI (Electronic Fuel Injection)

SCOOTERS:

Spectra DX (150 cc) Spectra Ax (150 cc)


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SCOOTKRE1TES:

TVS Scooty IIS (60 cc) TVS Scooty KS (60 cc) TVS Scooty Pep (75 cc) TVS Scooty Pep + (90 cc) VS Teenz

LAUNCH:

8 December 2006, Engine Volume : 65 cc, Top Speed : 70 km/h, Mileage : 40-

45 km/1, Colors : Black, Red, Violet.

MOPEDS:

TVS 50 XL (50 cc) TVS XL (60 cc) TVS XL Super (60 cc) TVS Champ (60 cc) TVS Super Champ (60 cc)

BRANCHES OF TVS BIKES

NORTH ZONE:

CHANDIGARH NEW DELI II JAIPUR LUCKNOW

SOUTH ZONE:

BANGLORE CHENNA1 COCHIN COIMBATORE HYDERABAD

KARIMANAGAR


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EAST ZONE:

BHUBNESHWAR KOLKATA PATNA

WEST ZONE:

BARODA BHOPAL MUMBAI PUNE NAGPUR RAJKOT


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PROFILE OF ADARSHA SHOWROOM

TVS Showroom in Karimnagar has been established in the year 1996

November & Physically it is located Kothirampur. In 1999 it has been taken by

ADARSHA MOTORS.

The proprietor of TVS showroom is Mr. Satyanarayana Goud & Manager is

Mr. Thirupalhi Goud, Mainly the Showroom has been established for sales of two

wheelers and spare parts of TVS company Bikes.

TVS Showroom has been providing good services to the customers from the

last 4 years. The TVS showroom has got good reputation in Karimnagar. The

Showroom is located in Karimnagar town & it has all kind of good equipment for

servicing. It gives response to the customers & takes good care of them. And also it is

convenient to all customers.


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OBJECTIVES OF TVS SHOW ROOM:

The main objectives of TVS showroom are to sell TVS products.

1)

Their first objectives are to improve the sales of TVS twowheeler vehicles in Karimnagar.

2) To motivate the consumers to purchase TVS two wheelersvehicles by providing promotional schemes.

3) To satisfy the customers by providing technical services.4) Attracting the new customers by advertisements in

magazines, Newspapers & Televisions etc.

5) To spread their TVS two wheelers all over the stales &everywhere.

IMAGE TVS BIKES
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INTRODUCTION

Job satisfaction is one of the important factors which have drawn attention of

managers in the organization as well as academicians. Various studies have been

conducted to find out the factors which determine job satisfaction and the way it

influences productivity in the organization. Though there is no conclusive evidence

that job satisfaction affects productivity directly because productivity depends on so

many variables, it is still a prime concern for managers.

Job satisfaction is the mental feeling of favourableness which as individual has

about his job. Dubrins has defined job satisfaction in terms of pleasure and

contentment when he says that:

Job satisfaction is the amount of pleasure of contentment associated with a

job. If you like your job intensely, you will experience high job satisfaction. If dislike

your job intensely, you will experience job dissatisfaction.

The term job satisfaction was brought to lime light by Hoppock (1935). Job

satisfaction is a combination of psychological, physiological and environmental

circumstances that causes a person to say, Im satisfied with my job

The father of scientific management Taylors (1911) approached to job

satisfaction was based on a most pragmatic and essentially pessimistic philosophy that

a man is motivated by money alone. That the workers are essentially stupid and

phlegmatic and that they would be satisfied with work if they get higher economic

return from it over the years, we have moved away from Taylors solely monitory

approach to a more humanistic orientation.

Such a description indicates the variety of variables that influences the

satisfaction of the individual but tells nothing about the nature of job satisfaction.

Definition:

Locke defines job satisfaction as pleasurable or positive emotional

state resulting from the appraisal of ones job or job experiences. To the extent that a


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persons job fulfils his dominant need and is consistent with his expectations and

values, the job will be satisfying.

Another way to define job satisfaction is in end state of feeling. The work end

emphasis the fact that the feeling is experienced after a task is accomplished or an

activity has taken place whether it is highly individualistic effort of writing a book or

a collective Endeavour of construction a dam. These tasks activities may be easily

observable or could just be experienced. But in all cases, they satisfy a certain need.

Job satisfaction and work behaviour:

Generally, the level of job satisfaction seems to have some relation with

various aspects of work behavior like absenteeism, accidents, productivity and union

affiliation.

Although several studies have shown varying degrees of relationships between

them job satisfaction, it is not quite clear whether these relationships are correlative or

casuals.

In other words, job satisfaction is a behavior causes satisfaction most studies

have used a correlative design to examine the relationship between them and have

found the nature of relationship varying depending upon the nature of various aspects

of job.

Job satisfaction and personal characteristics:

When a person comes to work, he brings with him total personality, his

attitudes, likes and dislikes, his personal characteristics and there, in turn, influences

the satisfaction, he derives from his work. As work is one of the necessary aspects of

the total life experience of an individual, it becomes important to examine how his

personal characteristics influences his job satisfaction personal characteristic there

refers to such bio-social variables as age, marital status, education, length of service

and income, etc.


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THEORIES OF JOB SATISFACTION

There are three types of theories

1.

Hertz berg theory2. Maslows need hierarchy theory3. Social reference group theory.

HERTZBERG THEORY:

In this studies, he tried to understand the motivation problem and felt the

knowledge about human behavior, nature motives and needs could be invaluable to

organization and individual.

According to Hertz bergs theory of motivation, achievement recognition,

advancement, possibility of growth and responsibility factors are motivators, where as

job security, salary personal life, status, company policy and administration, working

conditions these factors must be maintained by organization otherwise the employees

will feel dissatisfied.

MASLOWS NEED-HIERSCHY THEORY:

According to this theory it is believed that a person is satisfied, if the gets what

he wants and the ore he want something or the more important it is to him, more

satisfied he is when he gets it and dissatisfied he doesnt get it.

SOCIAL REFERENCE GROUP THEORY:

The social reference group theory is similar to need-fulfillment theory except

that it takes into account not desires, needs and interest of the individual, but rather

the point of view and opinions of the group to whom the individual looks for

guidance. Such groups are defined as the reference-group.

According to this theory that if a job meets the interests, desires an

requirements of persons reference group, he will like it and if it doesnt he will not

like it.


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As a good example of this theory has been given by C.L.Hulin. He measured

effects of community characteristics of job satisfaction of female clerical workers

employed in 300 different catalogue order offices. He found that with job conditions

held constant job satisfaction was less among this whose neighborhood was poor.

The above theories help us as follows:

1. Job satisfaction a function of, or is positively related to the degree to whichones personal needs are fulfilled in the job situations, and

2. Job satisfaction is a function of, or is positively related to the degree towhich the characteristics of the job meet approval and the desires of the

group to which the individual looks for the guidance in evaluating the

world and defining social reality.

DETERMINANTS OF JOB SATISFACTION:

While analysing the various determinants of job satisfaction, we have to keep

in mind that: all individuals do not derive the same degree of satisfaction through they

perform the same job in the same job environment and at the same time. Therefore, it

appears that besides the nature of job and job environment, there are individual

variable which affect job satisfaction thus all those factors which provide a fit among

individual variable nature of job, and the situational variables determine the degree of

job satisfaction. Let us see what these factors are.

INDIVIDUAL FACTORS:

Individuals have certain expectation from their jobs. If there expectations are

met from th jobs, thy feel satisfied. These expectations are based on an individuals

level of education, age and other factors.

1. Level of Education: Level of education of an individual is a factor whichdetermines the degree of job satisfaction. For example several studies have

found negative correlation between the level of education, particularly higher

level of education, and job satisfaction. The possible reason for the

phenomenon may be that highly educated persons have very high expectation

from their jobs which remain unsatisfied. In their case, Peters principle which


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suggests that every individual tries to reach his level of incompetence, applies

more quickly.

2. Age: Individuals experience different degree of job satisfaction at differentstages of their life. Job satisfaction is high at the initial stage, gets gradually

reduced, starts rising up to certain stage, and finally dips to low degree. The

possible reasons for this phenomenon are like this.When an individual joins an

organisation he may have some unrealistic assumptions about what they are

going to derive from their work. These assumptions make them more satisfied.

However, when these assumptions fall short of reality, job satisfaction goes

down.It starts raising again as the people start to asses the jobs in right

prospective and correct their assumption. At the last, particularly a the fag end

of the career, job satisfaction goes down because of fear of retirement and

future outcome.

3. Other Factors: Besides the above two factors, there are other individualfactors which affects job satisfaction. If an individual does not have favourable

social and family life, he may not feel happy at the work place. Similarly other

personal problems associated with him may affect his level of job satisfaction.

NATURE OF JOB:

Nature of job determines job satisfaction which is in the form of occupation

level and job content.

1. Occupational level: Higher level jobs provide more satisfaction ascompared to lower levels. This happens because high level jobs carry prestige

and status in the society which itself becomes source of satisfaction for the job

holders. For example, professionals derive more satisfaction as compared to

salaried people; factory workers are least satisfied.

2. Job Content: Job Content refers to the intrinsic value of the job whichdepends on the requirement of skills for performing it, and the degree of

responsibility and growth it offers. A higher content of these factors provides

higher satisfaction. For example, a routine and repetitive jo provides lesser

satisfaction the degree of satisfaction progressively increases in job rotation,

job enlargement, and job enrichment.


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Situational variables:

Situational variables related to a job satisfaction lie in organizational context

formal and informal. As we shall see in the next part of text, format organization is

created by the management and informal organization emerges out of the interaction

of individuals in the organization. Some of the important factors which affect job

satisfaction are given below:

1. Working conditions: working conditions, particularly physical workenvironment, like conditions of workplace and associated facilities for

performing the job determine job satisfaction. These work in two ways First,

these provide means for job performance. Second, provision of theseconditions affects the individuals perceptions about the organization. If these

factors are favourable, individuals experience higher level of job satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each typeof supervision; the degree of importance attached to individuals varies. In

employee oriented supervision, there is more concern for people which is

perceived favourably by them and provides them more satisfaction. In job-

oriented supervision, there is more emphasis on the performance of the job

and people become secondary. This situation decreases job satisfaction.

3. Equitable Rewards: The type of linkage that is provided between jobperformance and rewards determines the degree of job satisfaction. If the

reward is perceived to be based on the job performance and equitable, it offers

higher satisfaction. If the reward is perceived to be based on considerations

other than the job performance, if affects job satisfaction adversely.

4. Opportunity for promotion: it is true that individual seek satisfaction intheir jobs in the context of job nature and work environment but they also

attach importance to the opportunities of promotion that these jobs offer. If the

present job offers opportunity of promotion in future, it provides more

satisfaction. If the opportunity of such promotion is lacking, it reduces

satisfaction.

5. Work Group: Individuals work in group either created formally or theydevelop on their own to seek emotional satisfaction at the workplace. To the


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extent such groups are cohesive; the degree of satisfaction is high. If the group

satisfaction out of their interpersonal interaction and workplace becomes

satisfying leading to job satisfaction.

Effect of Job Satisfaction:

Job satisfaction has a variety of effects. These effects may be seen in the

context of an individuals physical and mental health, productivity absenteeism and

turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mentalhealth. Since job satisfaction is a type of mental feeling, its favourableness of

unfavourableness. Affects the individual psychologically which ultimately affects his

physical health. For example Lawler has pointed out that drug abuse, alcoholism, and

mental and physical health result from psychologically harmful jobs further, since a

job is and important part of life, job satisfaction influences general life satisfaction.

The result is that there is spillover effect which occurs in both directions between job

and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and

productivity:

1. A happy worker is productive worker.2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction

and productivity when job satisfaction increases, productivity increases; when job

satisfaction decreases, productivity decreases. The basis logic behind this is that a

happy worker will put more efforts for job performance. However, this may not be

true in all cases. For example, a worker having low expectations from his job may feel

satisfied but he may not put his efforts more vigorously because of his low


40/70

expectations from the job. Therefore, this view does not explain fully the complex

relationship between job satisfaction and productivity.

Another view: that is a satisfied worker is not necessarily a productive worker

explains the relationship between job satisfaction and productivity. Various research

studies also support this view. This relationship may be explained in terms of the

operation and organizational expectations from individuals for job performance.

Absenteeism: Absenteeism refers to the frequency of absence of a job holder from

the workplace either unexcused absence due to some avoidable reasons or long

absence due to some unavoidable reasons. It is the former type of absence which is

matter of concern. This absence is due to lack satisfaction from the job which

produces a lack of will to work and alienate a worker from work as far as possible.

Thus, Job satisfaction is related to absenteeism.

Employee Turnover: Turnover of employees is the rate at which employees leave

the organization within a given period of time. As discussed earlier in this chapter

under defence mechanism, when an individual feels dissatisfaction in the

organization, he tries to overcome this through the various ways of defence

mechanism. If he is not able to do so, he opts to leave the organization. Thus, in

general case, employee turnover is related to job satisfaction. However, job

satisfaction is not the only cause of employee turnover, the other cause being better

opportunity elsewhere. For example, in the present context, the rate of turnover of

computer software professionals is very high in India. However, these professionals

leave their organizations not simply because they are not satisfied but because of the

opportunities offered from other sources particularly from foreign companies located

abroad.

Improving Job Satisfaction:

Job satisfaction plays significant role in the organization. Therefore, managers

should take concrete steps to improve the level of job satisfaction. These steps may be

in the form of job redesigning to make the job more interesting and challenging,

improving quality of work life, linking rewards with performance, and improving

overall organizational climate.


41/70

As part of larger project whose goal was to create an employee-driven, survey

improvement process six factors that influenced job satisfaction. When these siz

factors were high, job satisfaction was high. When the six factors were low, job

satisfaction was low. These factors are similar to what we have found in other

organizations.

ADVANTAGES OF JOB SATISFACTION:

Several benefits are derived from the study of job satisfaction by the management.

A)INDICATION OF GENERAL LEVEL: a study of job satisfaction givesthe management an indication of general level of satisfaction among the

workers of the company. The study can be made with references to a particular

subject up a particular group of employees in other words, the study tells how

employees feel about their job and about the organization what part of their

feeling need attention up whose feelings are involved for looking at employees

problems.

B)COMMUNICATIONS: the various communications is brought on by jobsatisfaction survey. The flow of communication is in all directions i.e.,

upwards, downward and lateral because such surveys are planned, taken up

and discussed. Where this encourages the workers to explain what is in their

minds upward communication may be fruitful.

C)IMPROVED ATTITUDES:The attitudes of workers are improved throughjob satisfaction study. It acts as a safely values, release ones emotions by

expressing their emotions during the course of survey. On the other hand it

shows an expression of management interest in employees welfare which

gives employees a better feelings towards management.

D)TRAINING NEEDS: it determines the training needs of the employee andthe supervisors, during the course of survey. It can be well established in what

areas, the employees are satisfied or not satisfied it helps the management to


42/70

determine whether employees or supervisors need training and in which field,

so that management can arrange for the training.

1. How do you feel about the nature of the present job?


43/70

INTERPRETATION:

The data provided in the above table shows that the nature of present job of the

employees is recorded as 37% belonging to excellent, 43% belonging to good, 17%

belonging to average and 3% of the employees belonging to poor.

2. How do you feel about your working atmosphere?

0

5

10

15

20

25

30

35

4045

50

EXCELENT GOOD AVERAGE POOR

NO.OFRESPODENTS

% OF RESPONDENTS

NATURE OF JOB

NO.OF RESPONDENTS

PEECENTAGE(%)OF

RESPONDENTS

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

2 GOOD 26 43

3 AVERAGE 10 17

4 POOR 2 3

TOTAL 60 100

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 22 37


44/70

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 16 27

2 GOOD 30 50

3 AVERAGE 12 20

4 POOR 2 3

TOTAL 60 100

INTERPRETATION:

The above table depicts that 27% of the executives are saying excellent and 50% are

saying good and 20% are saying average and remaining 3% are saying poor.

3. Are you satisfied with the present salary and monetary benefits?

0

10

20

30

40

50

60

VERY MUCH SOME

WHAT

NOT

SATISFIED

CAN'T SAY

NO.OFRESPO

DENTS

% OF RESPONDENTS

WORKING ATMOSPHERE

NO.OF RESPONDENTS

PEECENTAGE(%)OF

RESPONDENTS


45/70

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 VERY MUCH 24 40

2 SOME WHAT 28 47

3

NOT

SATISFIED 5 8

4 CAN'T SAY 3 5

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows that the level of satisfaction regarding

present salary and monetary benefits issued by the company recorded as 40%

represents are very much satisfied 47% are somewhat satisfied 8% are not satisfied

and the remaining 5% are cant say about the benefits.

4. Are you satisfied with the working hours allotted to you?

0

10

20

30

40

50

60

VERY

MUCH

SOME

WHAT

NOT

SATISFIED

CAN'T SAY

NO.OFRESPODENTS

% OF RESPONDENTS

SALARY AND MONETARY BENEFITS

NO.OF RESPONDENTS

PEECENTAGE(%)OF

RESPONDENTS


46/70

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 VERY MUCH 32 53

2 SOME WHAT 24 40

3

NOT

SATISFIED 3 5

4 CAN'T SAY 1 2

TOTAL 60 100

INTERPRETATION:

The above table depicts that 53% respondents are very much satisfied, 40% are saying

somewhat 5% are not satisfied and remaining 2% represents are cant say about the

working hours.

0

10

20

30

40

50

60

VERY

MUCH

SOME

WHAT

NOT

SATISFIED

CAN'T SAY

NO.OF

RESPODENTS

% OF RESPONDENTS

WORKING HOURS

NO.OF RESPONDENTS

PEECENTAGE(%)OF

RESPONDENTS


47/70

5. What is your opinion about the managerial communication in decision

making?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 18 30

2 GOOD 26 43

3 AVERAGE 12 20

4 POOR 4 7

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows the opinion about the managerial

communication in decision making. 30% respondents are saying excellent, 43% are

saying good, 20% are saying average and remaining 7% are saying poor.

0

5

10

15

20

25

30

3540

45

50


NO.OFRESPONDEN

TS

% OF RESPONDENTS

MANAGERIAL COMMUNICATION

NO.OF RESPONDENTS

PEECENTAGE(%)OF

RESPONDENTS


48/70

6. What is your opinion towards training in your organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 28 47

2 GOOD 25 42

3 AVERAGE 5 8

4 POOR 2 3

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows the opinion towards training in Adarsha

motors (TVS), Karimnagar. 47% respondents are saying excellent, 42% are saying

good, 8% are saying average and remaining 3% are saying poor.

0

5

10

1520

25

30

35

40

45

50


NO.OFRE

SPONDENTS

% OF RESPONDENTS

TRAINING IN ORGANIZATION

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


49/70

7. What is your opinion about the promotional opportunities provided by

the organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 12 20

2 GOOD 34 57

3 AVERAGE 10 16

4 POOR 4 7

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows the opinion of respondents about the

promotional opportunities. 20% respondents are saying excellent, 57% are saying


0

10

20

30

40

50

60


NO.OFRESPONDENTS

% OF RESPONDENTS

PROMOTIONAL OPPORTUNITIES

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


50/70

8. Are you satisfied with your colleagues?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 VERY MUCH 26 43

2 SOME WHAT 22 37

3

NOT

SATISFIED 10 17

4 CAN'T SAY 2 3

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows the satisfaction level with colleagues.

43% respondents are very much satisfied, 37% are somewhat satisfied, 17% are not

satisfied, and remaining 3% are cant say.

0

5

10

15

20

25

30

3540

45

50

VERY

MUCH

SOME

WHAT

NOT

SATISFIED

CAN'T SAYNO.OFRESPODENTS

% OF RESPONDENTS

COLLEAGUES

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


51/70

9. What is your opinion about regarding security and safety of your

organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 29 48

2 GOOD 23 38

3 AVERAGE 7 12

4 POOR 1 2

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows the opinion regarding security and safety.

48% respondents are saying excellent, 38% are saying good, 12% are saying average,

and remaining 2% respondents are saying poor.

0

5

10

15

20

2530

35

40

45

50


NO.OFRESPO

NDENTS

% OF RESPONDENTS

SECURITY AND SAFETY

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


52/70

10. How do you feel about the organization regarding congenial and

general climate?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 16 27

2 GOOD 21 35

3 AVERAGE 19 31

4 POOR 4 7

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows that the congenial and general climate of

the organization. 27% respondents are saying excellent, 35% are saying good, 31%

are saying average and remaining 7% respondents are saying poor.

0

5

10

15

20

25

30

3540

45

50


NO.OFRESPONDEN

TS

% OF RESPONDENTS

CONGENIAL AND GENERAL CLIMATE

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


53/70

11. How do you feel about the recreation facilities provided by the

organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 17 28

2 GOOD 31 52

3 AVERAGE 11 18

4 POOR 1 2

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows the recreation facilities provided by the

organization to the executives. 28% respondents are saying excellent, 52% are saying


0

5

10

15

20

25

30

35

40

45

50


NO.OFRESPONDENTS

% OF RESPONDENTS

RECREATION FACILITIES

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


54/70

12. What is your opinion regarding educational facilities provided by the

organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 11 18

2 GOOD 33 55

3 AVERAGE 13 22

4 POOR 3 5

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows that the opinion regarding educational

facilities. 18% respondents are saying excellent, 55% are saying good, 22% are saying

average and remaining 5% are saying poor.

0

5

10

15

20

25

30

35

40

45

50


NO.OFRESPONDENTS

% OF RESPONDENTS

EDUCATIONAL FACILITIES

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


55/70

13. How do you feel about transportation facilities provided by your

organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 EXCELENT 27 45

2 GOOD 22 37

3 AVERAGE 9 15

4 POOR 2 3

TOTAL 60 100

INTERPRETATION:

The above table depicts that 45% respondents are saying excellent, 37% are saying

good, 15% are saying average and remaining 3% are saying poor about transportation

facilities provided by Adarsha motors (TVS), Karimnagar.

0

5

10

15

20

25

30

35

40

45

50


NO.OFRESPONDENTS

% OF RESPONDENTS

TRANSPORTATION FACILITIES

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


56/70

14. Are you satisfied with the transfer policy of the organization?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 VERY MUCH 8 13

2 SOME WHAT 29 48

3

NOT

SATISFIED 20 34

4 CAN'T SAY 3 5

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows that the level of satisfaction regarding

transfer policy issued by the company recorded as 13% respondents are very much

satisfied, 48% are somewhat satisfied, 34% are not satisfied and remaining 5%

respondents are cant say.

0

10

20

30

40

50

60

70

VERY

MUCH

SOME

WHAT

NOT

SATISFIED


% OF RESPONDENTS

TRANSFER POLICY

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


57/70

15. Are you satisfied with loans and advances issued by the company?

INTERPRETATION:

The provided data in the above table shows that the level of satisfaction regarding

loans and advances issued by the company recorded as 20% respondents are very

much satisfied, 34% are somewhat satisfied, 41% are not satisfied and remaining 5%

respondents are cant say with the loans and advances.

0

10

20

30

40

50

60

70

VERY

MUCH

SOME

WHAT

NOT

SATISFIED

CAN'T SAY

NO.OFRESPODENTS

% OF RESPONDENTS

LOANS AND ADVANCES

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 VERY MUCH 12 20

2 SOME WHAT 20 34

3

NOT

SATISFIED 25 41

4 CAN'T SAY 3 5

TOTAL 60 100


58/70

16. Choose one of following which tells how best it is provided in your

organization?

S. NO EXECUTIVES VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 COMPENSATION 33 55

2 PROMOTION 14 23

3 TRANSFER POLICY 4 7

4WORKING

CONDITIONS 9 15

TOTAL 60 100

INTERPRETATION:

It reflects the opinion of respondents of statements following factors are 55% of

respondents are satisfied with the compensation system followed by 23% with

promotions, 7% with transfer policy, and 15% with working condition

0

10

20

30

40

50

60

NO.OFRESP

ODENTS

% OF RESPONDENTS

BEST IN THE ORGANIZATION

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


59/70

17. Are you satisfied with your pay package?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS

1 VERY MUCH 17 28

2 SOME WHAT 37 62

3

NOT

SATISFIED 5 8

4 CAN'T SAY 1 2

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows that 28% respondents are very much

satisfied, 62% are somewhat satisfied, 8% are not satisfied, and remaining 2%

respondents are cant say with their pay package.

0

10

20

30

40

50

60

70

VERY

MUCH

SOME

WHAT

NOT

SATISFIED


% OF RESPONDENTS

PAY PACKAGE

NO.OF RESPONDENTS

PERCENTAGE(%)OF

RESPONDENTS


60/70

18. How do you view the job?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE (%) OF

RESPONDENTS

1 CHALLENGE 9 15

2 RESPONSIBLE 34 57

3 MOTIVATING 12 20

4 SECURED 5 8

TOTAL 60 100

INTERPRETATION:

The data provided in the above table show that 15% as Challenge, 57% respondents

are feel as their job as Responsible, 20% and 8% respondents were feel as their job as

Motivating & Secured.

0

10

20

30

40

50

60

NO.OFRESPONDENTS

% OF RESPONDENTS

JOB VIEW

NO.OF RESPONDENTS

PERCENTAGE (%) OFRESPONDENTS


61/70

19. Your job satisfaction percentage (%)?

S.NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE (%) OF

RESPONDENTS

1 UP TO 25% 6 10

2 25% TO 50% 12 20

3 50% TO 75% 8 13

4 UP TO 100% 34 57

TOTAL 60 100

INTERPRETATION:

The analysis of the above table shows that 10% respondents are being in between 0-

25%, 20% respondents are being in between 25-50%, job satisfaction under 50-75%

there is 13% of respondents and finally 57% of respondents are having job

satisfaction up to 100%.

0

10

20

30

40

50

60

UP TO 25% 25% TO 50% 50% TO 75% UP TO 100%

NO.OFRE

SPONDENTS

% OF RESPONDENTS

EMPLOYEE JOB SATISFACTION %

NO.OF RESPONDENTS

PERCENTAGE (%) OF

RESPONDENTS


62/70

20. Do you face any stress in your job?

S. NO

EXECUTIVES

VIEW

NO.OF

RESPONDENTS

PERCENTAGE (%) OF

RESPONDENTS

1 YES 22 37

2 NO 38 63

TOTAL 60 100

INTERPRETATION:

The data provided in the above table shows that 37% respondents were feeling as

stress in the job and the remaining 63% respondents were not feeling as stress in job.

0

10

20

30

40

50

60

70

YES NO

NO.O

FRESPONDENTS

% OF RESPONDENTS

STRESS IN JOB

NO.OF RESPONDENTS

PERCENTAGE (%) OF

RESPONDENTS


63/70

FINDINGS

1. 43% of the respondents feel good about the nature of the present job.2. 50% of the respondents feel good about their working atmosphere.3. 47% of the respondents are somewhat satisfied with their present salary and

monetary benefits.

4. 53% of the respondents are very much satisfied with the working hoursallotted to them.

5. 43% of the respondents feel good about the managerial communication indecision making.

6. 47% of the respondents feel that the training provided to them by organizationis excellent.

7. 57% of the respondents feel good about the promotional opportunitiesprovided by the organization.

8. 43% of the respondents are very much satisfied with their colleagues.9. 48% of the respondents are giving their opinion excellent regarding security

and safety of the organization.

10.52% of the respondents feel good about the recreation facilities provided bythe organization.

11.55% of the respondents feel good about the educational facilities provided bythe organization.

12.45% of the respondents feel that transportation facilities provided by theorganization is excellent.

13.41% of the respondents not satisfied with loans and advances provided by theorganization.

14.62% of the respondents are not much satisfied with their pay package.


64/70

CONCLUSIONS

1. Most of the respondents feel good about the promotional opportunities.2. Some of the respondents satisfied with their present salary and monetary

benefits.

3. Most of the respondents very much satisfied with the working hours allotted tothem.

4. Most of the respondents feel excellent about transportation facilities providedby the organization.

5. Most of the respondents view their job responsible.6. Some of the respondents are satisfied their job completely.7. Most of the respondents are satisfied with overall job security.


65/70

SUGGESTIONS

1. The conditions in the work area must be improved for high productivity.2. Promotions need to be given to eligible persons.3. Incentives should be provided basing on their work.4. Salary and monetary benefits of the respondents should be enhanced.5. Employees must be encouraged to satisfy their job.6. Every employee should be motivated so that they do not feel stress in their

job.

7. The organisation should prov

job satisfaction adarsha

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