The document discusses an employee satisfaction survey conducted at Jagajampi Bajaj Pvt. Ltd. The survey aimed to understand employee satisfaction levels and identify areas for improvement. It provides background on the company, describes dimensions of employee satisfaction that were examined, and outlines the objectives and scope of the study. Key areas like management profile, company profile, and group companies are also summarized.
1. BAJAJ JAGAJAMPI
EXECUTIVE SUMMARY
Employee satisfaction survey provides a channel for employees to communicate their
view on a wide range of issues in total confidence.
Employee satisfaction survey was conducted to find out the satisfaction level of the
employees at “JAGAJAMPI BAJAJ”. The other objective was to find out the areas of
low satisfaction where corrective measures can be taken .
The Employee Satisfaction Survey helps companies to determine how their employees
think, and to identify employees' needs and concerns so that improvements can be made
and stronger teams can be formed. Business performance is expected to increase as more
satisfied employees will increase a company's competitiveness, and they are better able to
recognize opportunities and threats, and better leverage limited resources to maximize the
company's profits. Other intangible benefits include the reinforcement of company goals
and values, better internal and external communication, a positive working and social
environment, an improved company image and increased employee loyalty.
For this purpose a sample was selected by unstratified probability sampling and survey
was done with the help of questionnaire the result were analyzed for all the employees.
BABASAB PATIL 1
3. BAJAJ JAGAJAMPI
INTRODUCTION
The project consists of the topic called “A study on Employee satisfaction to enhance
the present working conditions at Jagajampi Bajaj Pvt. Ltd.”. The company deals
with the sales of Bajaj bikes. It is the dealer for entire Belgaum district.
It is a great opportunity for me to do the project a such good organization which grew
very fast in just one and half year and it is presently booming in the Belgaum district.
As employees are the most valuable asset, who are responsible for the growth and
prosperity of the organization. Management wants to know the level of satisfaction of the
employees towards the organization and wants to enhance the present working Condition
if any improvements are to be made.
So keeping the objective in mind a questionnaire was framed which covered most of the
questions which would provide valuable inputs to the managements, to enahcne the
working conditions and the make any improvements if needed.
BABASAB PATIL 3
4. BAJAJ JAGAJAMPI
LITERATURE REVIEW
It is realising the direct relationship between happy employees
The key measures to employee satisfaction are
Employee retention
Productivity
Customer satisfaction
Profitability
All the above mentioned factors are obtained only if the employees are satisfied .This is
because satisfied employees tend to be more creative ,tend to accept challenging jobs
which is an promotional opportunity to them .They tend to be more productive .
Employees with higher job satisfaction: believe that the organization will be satisfying
in the long run .care about the quality of their work are more committed to the
organization have higher retention rates, and are more productive.
BABASAB PATIL 4
5. BAJAJ JAGAJAMPI
TYPICAL DIMENSIONS OF EMPLOYEE SATISFACTION
Employee satisfaction surveys can cover as many or as few topics as are required by your
organization. Some of these topics include:
Job satisfaction
The company as a place to work
Organization direction, strategy and goals
Employee morale
Organizational relationships
Supervision
Management
Leadership
Culture, values and behaviours
Company image
Benefits
Compensation and rewards/incentives
Recognition and promotion
Training and development
Career opportunities
Quality products and services
Internal/external communications
BABASAB PATIL 5
6. BAJAJ JAGAJAMPI
Organizational change
Any other topics of interest to managers
Discrepancy Theories
Two-Factor Theory
MOTIVATORS
Responsibility
Challenge
Job control
HYGIENE FACTORS
Pay
Benefits
Coworkers
BABASAB PATIL 6
7. BAJAJ JAGAJAMPI
Employee satisfaction has two components
1.Hygeiene issues
2.Motivation issues
The hygiene issues are:
1.Company and Administration Policy: They should be updated and
accessible to all the employees so that the employees are aware of all policies of the
organization.
2.Supervision: The supervisor should have the good leadership qualities and should
give positive feedback at regular interval.
3.Salary: Employees want to be paid according to their competence and hard work.
4.Interpersonal Relations: It is the relation with the superior ,peer and
subordinate .The employees should be given time for socialization .i.e. during lunch, tea
BABASAB PATIL 7
break, etc.
5.Working conditions: The working environment should be good so that the
employees will have sense of pride in working for the organization and should be
provided with the necessary facilities and adequate space to work efficiently.
8. BAJAJ JAGAJAMPI
The motivation issues are :
1.Work: The work should make employees believe that the work they are doing is
BABASAB PATIL 8
important.
2.Achievement: All employees want to do a good job and make use of their talent .
3.Recognition:Employees should be rewarded for high performance by bonus or at
least praising their efforts.
4.Responsibilty:Employees should be given enough freedom or power to carry out
their task .They should have ownership of work and be given challenging work.
5.Advancement:Loyalty and performance should be rewarded by providing
opportunities for career development .
The absence of hygiene issues is a source of dissatisfaction. While increase in the
motivation factors ,will increase in employee satisfaction .the hygiene issues should be
dealt first and then the motivation issues should be given considerations .Bigger pay
checks rarely equate with higher job satisfaction .
9. BAJAJ JAGAJAMPI
Statement of the problem
“A study on employee satisfaction to enhance the present working conditions”
Retaining the employees in the long run has become an destructive problem to any
organization nowadays the organization which takes keen interest to satisfy their
employees before the customers are able to retain their employees in the long run. So
having this objective in mind the managements wants to know the satisfaction level of the
employees towards Jagajampi Bajaj.
Research Problem:
A study to know the satisfaction level of the employees towards the organization to
enhance the present working conditions for organizational growth and prosperity at
Jagajampi Bajaj.
Purpose of the study:
To know the employee satisfaction level towards the organization.
To understand the relationship within the organization.
To study the communication flow within the organization.
To determine the worker’s participation in decision-making.
To find whether there is scope for improvement within the organization.
To learn the practical aspects of the business.
BABASAB PATIL 9
11. BAJAJ JAGAJAMPI
Scope of the study:
Keeping the purpose of the study in mind which is to know the employee satisfaction
level towards the organization. I have conducted the study within the organization i.e.
employees of Jagajampi Bajaj
Objective of the study:
BABASAB PATIL
11
To know the employee satisfaction level towards the organization regarding the
infrastructure working condition compensation and other facilities.
To understand the relationship within the organization
To know the communication flow within the organization
To know the level of worker’s participation in decision making.
To find whether there is scope for improvement.
12. BAJAJ JAGAJAMPI
BAJAJ COMPANY PROFILE
Bajaj Motors Limited was incorporated in 1986 and started it’s commercial production
in 1989. BAJAJ MOTORS have started in machining unit and backward integrated in
Forgings of Auto Components. We are into manufacturing of auto components mainly
precision engine components for Two Wheelers, Four Wheelers, Tractors and other
Heavy Machine Equipments.
Bajaj motors is promoted by the highly qualified and experienced promoters having a
successful track record of more than 40 years of experience in the manufacture of auto
Bajaj Brand Identity
Our Brand is the visual expression of our thoughts and actions.It conveys to everyone our
intention to constantly inspire confidence.Our customers are the primary audience for our
brand.Indeed, our Brand Identity is shaped as much by their belief in Bajaj as it is by our
own vision.Everything we do must always reinforce the distinctiveness and the power of
our brand.We can do this by living our brand essence and by continuously seeking to
enhance our customers’ experience.In doing so, we ensure a special place for ourselves in
the hearts and the minds of our customers.
BABASAB PATIL
parts.
12
13. BAJAJ JAGAJAMPI
Bajaj Brand Essence
Our Brand Essence is the soul of our brand.Our brand essence encapsulates our mission
It is the singular representation of our terms of endearment with our customers.It provides
the basis on which we grow profitably in the market.Our Brand Essence is
Excitement.Bajaj strives to inspire confidence through excitement engineering.
Blending together youthful creativity and competitive technology to exceed the spoken
and the implicit expectations of our customers.By challenging the given. By exploring the
unknown and thereby stretching ourselves towards tomorrow, today.
Bajaj Brand Values:We live our brand by its values of Learning, Innovation, Perfection,
Speed and Transparency.Bajaj will constantly inspire confidence through excitement
engineering.
Learning:Learning is how we ensure proactivity.It is a value that embraces knowledge as
the platform for building well informed, reasoned, and decisive actions.
Innovation:Innovation is how we create the future.It is a value that provokes us to reach
beyond the obvious in pursuit of that which exceeds the ordinary.
BABASAB PATIL
at Bajaj.
13
14. BAJAJ JAGAJAMPI
Perfection:Perfection is how we set new standards.It is a value that exhibits our
determination to excel by endeavouring to establish new benchmarks all the time.
Speed:Speed is how we convey clear conviction.It is a value that keeps us sharply
responsive, mirroring our commitment towards our goals and processes.
Transparency:Transparency is how we characterise ourselves.It is a value that makes us
worthy of credibility through integrity, of trust through sensitivity and of loyalty through
interdependence.
MANAGEMENT PROFILE:
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
N H Hingorani Vice President (Materials)
Ranjit Gupta Vice President (Insurance)
C P Tripathi Vice President (Operations)
Kevin D'sa Vice President (Finance)
Pradeep Shrivastava Vice President (Engineering)
BABASAB PATIL
14
15. BAJAJ JAGAJAMPI
S Sridhar Vice President (Mktg & Sales - 2Wh.)
V S Raghavan Vice President (Corporate Finance)
J. Sridhar Company Secretary
Rahul Bajaj
Chairman
BABASAB PATIL
15
Rahul Bajaj is an Honours Graduate in Economics and Law and a
Business Graduate from the Harvard Business School. He was appointed
Chief Executive Officer of Bajaj Auto in 1968 and took over later as Head
of the Bajaj Group of companies.
Madhur Bajaj (Vice Chairman):After graduating in Commerce, Mr Bajaj did his MBA
from Lausanne, Switzerland. Joined as DGM in March 1983, took over as General
Manager Aurangabad Division in June 1986, as its Chief Executive in October 1988, he
became President of Bajaj Auto in September 1994, Executive Director in May 2000 and
as Vice Chairman in July 2001.
Rajiv Bajaj (Managing Director): Rajiv Bajaj, who took charge as Managing Director
on 1st April 2005, is a Mechanical Engineer from Pune University. He later did his
16. BAJAJ JAGAJAMPI
Masters in Manufacturing Systems Engineering from the University of Warwick. Joined
as Officer on Special Duty in 1990, took over as General Manager (Products) in February
1993, as Vice President (Products) in June 1995, President in May 2000, President &
Whole Time Director in March 2002, Joint Managing Director in March 2003
Sanjiv Bajaj(Executive Director): Joined as Officer on Special Duty in 1994, took over
as Executive Director in April 2004, as General Manager (CF) in 1997, took charge as
Vice President (Finance) in April 2001. He is a Mechanical Engineer from Pune
University, with Masters in Manufacturing Systems from University of Warwick and
MBA from Harvard Business School.
N H Hingorani(Vice President (Materials)):Joined in 1997 as General Manager
(Materials), took over as Vice President (Materials) in 1998. He is a Mechanical Engineer
from Malaviya Regional Engineering College, Jaipur
BABASAB PATIL
16
17. BAJAJ JAGAJAMPI
Ranjit Gupta(Vice President (Insurance)) Joined as General Manager (Co-ordination) in
1988, and rose to become Vice President (Materials) in 1995, Vice President (HRD) in
2000 and Vice President (Insurance). He did his Mechanical & Electrical Engineering
from Indian Railway Institute of Mechanical & Electrical Engineers. Honoured with
fellowship of Institute of Electrical Engineering (London) and membership of Institute of
Mechanical ENGG London.
C P Tripathi(Vice President (Operations))Joined in January 1996 as Vice President
(Waluj plant) and is now Vice President (Operations). He is a Science Graduate from
Agra University. Later he did Mechanical Engineering from Indian Institute of
Technology, Kharagpur.
Kevin P D Sa(Vice President (Finance)):Mr.Kevin joined Bajaj in September 1978 and
is now Vice President (Finance). He is a B.Com graduate. Later he did CA in 1978 and
ICWA in 1981.
Pradeep Shrivastava(Vice President (Engineering)):Mr.Shrivastava joined Bajaj in
April 1986 and is now Vice President (Engineering). He is a Mechanical Engineer and
later did post graduate diploma in Production and Finance in 1986.
BABASAB PATIL
17
18. BAJAJ JAGAJAMPI
S Sridhar(Vice President (Marketing & Sales- 2Wheeler)):Mr.Sridhar joined Bajaj in
March 2001 and is now Vice President (Marketing & Sales -2 Wheeler). He is a
Engineering Graduate in Agriculture
BOARD OF DIRECTORS:
Board of Directors
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman & Whole-Time Director
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
Kantikumar R. Podar Director
BABASAB PATIL
18
19. BAJAJ JAGAJAMPI
Shekhar Bajaj Director
D.J. Balaji Rao Director
D.S. Mehta Whole-Time Director
J.N. Godrej Director
S.H. Khan Director
Mrs. Suman Kirloskar Director
Naresh Chandra Director
Nanoo Pamnani Director
Tarun Das Director
Manish Kejriwal Director
Committees of the Board
Audit Committee
S.H. Khan Chairman
J.N. Godrej
Nanoo Pamnani
D.J. Balaji Rao
Naresh Chandra
BABASAB PATIL
19
20. BAJAJ JAGAJAMPI
Shareholders’ & Investors’ Grievance committee
D.J. Balaji Rao Chairman
J.N. Godrej
Naresh Chandra
Remuneration committee
D.J. Balaji Rao Chairman
S.H. Khan
Naresh Chandra
Registered under the Indian Companies Act, VII of 1913
REGISTERED OFFICE Akurdi, Pune 411 035
WORKS Akurdi, Pune 411 035
BABASAB PATIL
20
Bajaj Nagar, Waluj Aurangabad 431 136
Chakan Industrial Area, Chakan, Pune 411 501
GROUP OF COMPANIES OF BAJAJ:
Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of 27
companies and was founded in the year 1926. The companies in the group are:
21. BAJAJ JAGAJAMPI
Bajaj Auto Ltd. Mukand International Ltd.
Mukand Ltd. Mukand Engineers Ltd.
Bajaj Electricals Ltd. Mukand Global Finance Ltd.
Bajaj Hindustan Ltd. Bachhraj Factories Pvt. Ltd.
Maharashtra Scooters Ltd. Bajaj Consumer Care Ltd.
Bajaj Auto Finance Ltd. Bajaj Auto Holdings Ltd.
Hercules Hoists Ltd. Jamnalal Sons Pvt. Ltd.
Bajaj Sevashram Pvt Ltd. Bachhraj & Company Pvt. Ltd.
Hind Lamps Ltd. Jeevan Ltd.
Bajaj Ventures Ltd. The Hindustan Housing Co Ltd.
Bajaj International Pvt Ltd. Baroda Industries Pvt Ltd.
Hind Musafir Agency Pvt Ltd. Stainless India Ltd.
Bajaj Allianz General Insurance
Company Ltd.
BABASAB PATIL
21
Bombay Forgings Ltd.
Bajaj Allianz Life Insurance
Company Ltd.
-
22. BAJAJ JAGAJAMPI
DIFFERENT MILESTONES OF BAJAJ COMPANY:
December Bajaj Discover launched
June Bajaj Avenger launched
February Bajaj Wave launched
Sept/Oct Bajaj Discover DTS-i launched
August New Bajaj Chetak 4 stroke with Wonder Gear launched
May Bajaj CT100 Launched
January Bajaj unveils new brand identity, dons new symbol, logo and brandline
October Pulsar DTS-i is launched.
October 107,115 Motorcycles sold in a month.
July Bajaj Wind 125,The World Bike, is launched in India.
BABASAB PATIL
2005
2004
2003
February
22
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive
motorcycle segment.
2001
November Bajaj Auto launches its latest offering in the premium bike segment
23. BAJAJ JAGAJAMPI
BABASAB PATIL
23
‘Pulsar’.
January The Eliminator is launched.
2000
The Bajaj Saffire is introduced.
1999
Caliber motorcycle notches up 100,000 sales in record time of 12
months.
Production commences at Chakan plant.
1998
June 7th Kawasaki Bajaj Caliber rolls out of Waluj.
July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.
October Spirit launched.
1997
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are
introduced.
1995
November
29
Bajaj Auto is 50.
24. BAJAJ JAGAJAMPI
BABASAB PATIL
24
Agreements signed with Kubota of Japan for the development of diesel
engines for three-wheelers and with Tokyo R&D for ungeared Scooter
and moped development.
The Bajaj Super Excel is introduced while Bajaj celebrates its ten
millionth vehicle.
One million vehicles were produced and sold in this financial year.
1994
The Bajaj Classic is introduced.
1991
The Kawasaki Bajaj 4S Champion is introduced.
1990
The Bajaj Sunny is introduced.
1986
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are
introduced.
500,000 vehicles produced and sold in a single financial year.
1985
November
5
The Waluj plant inaugurated by the erstwhile President of India, Shri
Giani Zail Singh.
25. BAJAJ JAGAJAMPI
BABASAB PATIL
25
Production commences at Waluj, Aurangabad in a record time of 16
months.
1984
January 19 Foundation stone laid for the new Plant at Waluj, Aurangabad.
1981
The Bajaj M-50 is introduced.
1977
The Rear Engine Autorickshaw is introduced.
Bajaj Auto achieves production and sales of 100,000 vehicles in a
single financial year.
1976
The Bajaj Super is introduced.
1975
BAL & Maharashtra Scooters Ltd. joint venture.
1972
The Bajaj Chetak is introduced.
1971
The three-wheeler goods carrier is introduced.
26. BAJAJ JAGAJAMPI
BABASAB PATIL
1970
26
Bajaj Auto rolls out its 100,000th vehicle.
1960
Bajaj Auto becomes a public limited company. Bhoomi Poojan of
Akurdi Plant.
1959
Bajaj Auto obtains licence from the Government of India to
manufacture two- and three-wheelers.
1948
Sales in India commence by importing two- and three-wheelers.
1945
November
29
Bajaj Auto comes into existence as M/s Bachraj Trading Corporation
Private Limited.
27. BAJAJ JAGAJAMPI
AWARDS & ACHIEVEMENTS OF BAJAJ COMPANY:
Product Award Year By
Bajaj Discover DTS-i - Bike of the
Year 2005
BABASAB PATIL
27
2005 OVERDRIVE Awards 2005
Bajaj Discover DTS-i - Indigenous
Design of the Year 2005
2005 OVERDRIVE Awards 2005
BAJAJ AUTO - Bike Maker of the
Year 2004
2004 ICICI Bank OVERDRIVE Awards
2004
DTS-i Technology - Auto Tech of
the Year 2004
2004 ICICI Bank OVERDRIVE Awards
2004
Bajaj Pulsar DTS-i Bike of the
Year 2004
2004 ICICI Bank OVERDRIVE Awards
2004
Wind 125 Two Wheeler of the
Year 2004
2004 CNBC AUTOCAR Awards 2004
Wind 125 Bike of the Year 2004 2004 Business Standard Motoring
Bajaj Pulsar 180 DTS-i BBC
World Wheels Viewers Choice
Two Wheeler of Year 2003
2003 BBC World Wheels Award 2003
Bajaj Pulsar 180 DTS-i BBC 2003 BBC World Wheels Award 2003
28. BAJAJ JAGAJAMPI
World Wheels Award for Best
Two Wheeler between Rs 55,000
to Rs 70,000
Bajaj Pulsar 150 DTS-i BBC
World Wheels Award for Best
Two Wheeler between Rs 45,000
to Rs 55,000
BABASAB PATIL
28
2003 BBC World Wheels Award 2003
Bajaj Boxer AT KTEC BBC World
Wheels Award for Best Two
Wheeler under Rs 30,000
2003 BBC World Wheels Award 2003
Bajaj Pulsar - Motorcycle Total
Customer Satisfaction Study
2003 NFO Automotive
Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE Awards
2003
Bajaj Pulsar - Most exciting bike
of the year
2002 OVERDRIVE Awards
Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Most exciting
bike of the year
2001 OVERDRIVE Awards
29. BAJAJ JAGAJAMPI
Award Year By
All India Trophy for Highest
BABASAB PATIL
Exporter
29
1998-99 EEPC
Focus LAC Award for Outstanding
Performance
1998-99 India Trade Promotion Organisation
Export Excellence 1998-99 EEPC
Certificate of Merit 1998-99 India Trade Promotion Organisation
Award for Export Excellence 1997-98 EEPC
Export Excellence 1997-98 MCCIIA
All India Trophy for Highest
Exporter
1997-98 EEPC
Top Exporter Shield - Western
Region
1996-97 EEPC
Export Excellence 1996-97 MCCIA
Regional Top Exporter - Large
Scale Manufacturer
1995-96 EEPC
Highest Export Performance 1995-96 EEPC
Outstanding Export Performance 1995-96 Government of India, Ministry of
Commerce
30. BAJAJ JAGAJAMPI
Export Excellence Award 1995-96 MCCIA
Top Exporter Shield - Western
BABASAB PATIL
Region
30
1995-96 EEPC
Certificate of Merit 1995-96 Government of India, Ministry of
Commerce
Award for Export Excellence 1994-95 EEPC
Regional Top Exporter - Large
Scale Manufacturer
1994-95 EEPC
All India Special Shield -
Consumer Durables Exporter
1994-95 EEPC
National Export award for
Outstanding Performance
1994-95 Government of India, Ministry of
Commerce
Western Region Top Export
Award
1994-95 EEPC
All India Special Shield -
Consumer Durables
1994-95 EEPC
Regional Special Shield - Capital
Goods Category
1993-94 EEPC
Award for Export Excellence 1993-94 EEPC
31. BAJAJ JAGAJAMPI
KEY POLICY FOLLOWED BY BAJAJ COMPANY:
Environmental Policy
Towards creating and preserving a cleaner environment
Bajaj Auto Ltd., manufacturer of two and three wheeler vehicles is committed to
prevention of pollution, continual improvement of our environmental performance
and compliance with all applicable environmental legislation and regulations.
Towards this, we shall strive to:
• Create a proactive environment management system that addresses all
environmentally significant aspects related to our products and processes,
• Minimise the generation of waste and conserve resources Through better
technology and practices, and Promote environmental awareness amongst our
employees and motivate them to fulfill our commitments.
We, at Bajaj Auto, pledge ourselves towards creating and preserving a cleaner
environment.
Quality Policy
We at Bajaj Auto continue to firmly believe in providing the customer Value for
money, for years through our products and services. This we shall maintain and
BABASAB PATIL
improve,
31
32. BAJAJ JAGAJAMPI
In our decision making, quality, safety and service will be given as much
consideration as productivity, cost and delivery.
Quality shall be built into every aspect of our work life and business operations.
Quality improvements and customer satisfaction shall be the responsibility of every
employee.
TPM Policy:
We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating a
safe and participative work environment in which all employees target the
elimination of losses in order to continuously enhance the capacity, flexibility,
reliability and capability of its processes, leading to higher employee morale and
greater organizational profitability.
TPM Policy:
We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating a
safe and participative work environment in which all employees target the
elimination of losses in order to continuously enhance the capacity, flexibility,
reliability and capability of its processes, leading to higher employee morale and
greater organizational profitability.
BABASAB PATIL
32
33. BAJAJ JAGAJAMPI
BABASAB PATIL
33
ORGANIZATION PROFILE
JAGAJAMPI
JAGAJAMPI Auto Pvt.Ltd.
4840/1, Opp. Civil Hospital, Dr. Ambedkar Road,
BELGAUM-590016
This Private limited company was established on 11th March 2005 as authorized
dealer of bajaj vehicles in Belgaum city. Now Jagajampi bajaj is having 14 subdealers.
Having record of selling around 5000 bajaj vehicles in very short period of time
.this shows important role of dealer in selling vehicles & Deep dedication of all members
of Jagajampi Motors. Now JAGAJAMPI BAJAJ AUTO PVT.LTD is acting as the
biggest show room with Good Infrastructure in Belgaum city.
THE DIFFERENT BIKES AVAILABLE UNDER JAGAJAMPI MOTORS ARE
1. CT100
2. PULSAR150 DTS-I
3. DISCOVER DTS-I
34. BAJAJ JAGAJAMPI
BABASAB PATIL
34
4. DISCOVER JADOO
MANAGEMENT PROFILE:
MANAGING DIRECTOR: SHRI MALLIKARJUN V.JAGAJAMPI
EXECUTIVE DIRECTOR: BASAVRAJ S. BADADALE
DIRECTOR POOJA BADADALE
DIRECTOR AMIT HATTARKI
OFFICE STAFF:
SALES EXECUTIVES: AMIT TANJI
IRAPPA MAGDUM
YOGESH.
PDI INCHARGE: FAIZAL KANAKGIRI.
WORK SHOP MANAGER: SANJEEV HULKUND.
ACCOUNTS MANAGER: MAHANTESH MADALGI
CASHIER UMESH KHADABADI
RECEPTIONIST SUNITA BELGAUKAR
35. BAJAJ JAGAJAMPI
BABASAB PATIL
35
DEPARTMENTS
Sales Department:
This department consists of the ales manager under whom are sales executives. The sale
executives are the people who help the customers to provide the necessary information
regarding their product. They are the key people who convince the customers to buy
their product. This department is responsible for the sales of their product.
Spares Department:
Spares department consist of a manager who looks after all the transaction carried out in
the spare department. This department holds the spares of the bajaj bikes. Under the
manager they are spares employees who are responsible for the carrying out the sales of
the spares and marinating the records of the transactions.
Accounts Department:
This department also consists of manager under whom there are other accountants
working. This department is responsible for maintaining the financial transactions
carried out within the organization. Maintaining the financial transactions, during the
duay are to be recorded by the accounts department.
36. BAJAJ JAGAJAMPI
Pre-Delivery Inspection:
This department consists of a PDI in charge under whom there are technician working.
The department is responsible for checking the bike and making it ready before the
Work station:
This department is responsible for the maintenance and servicing of the bikes. In this
department there is a service manager, under whom are supervisors or service advisor’s.
under the supervisors are the technician who service the bikes that have come for
There are the five departments within the organization who have to report to the ex-director
BABASAB PATIL
delivery.
servicing.
36
of the organization.
37. BAJAJ JAGAJAMPI
BABASAB PATIL
37
SUB DEALERS:
RAJ AUTO KHANAPUR
CJT AUTO RAIBAG
BHARAT AUTOMOBILES ATHANI
VIJAY AUTOS BAILHONGAL
POOJA MOTORS UGAR
RENUKA MOTORS SOUNDATTI
RAVI AUTO GOKAK
KEDAR AUTO NIPPANI
MAGDHUM MOTORS SANKESHWAR
BHAGYALAXMI AUTO SADALAGA
SONNAD MOTORS JAMKHANDI
PADMAVATI BALAJI AUTOS DHARWAD
DYNAMIC AUTOS BELGAUM
S.C. MOTORS RAMDURG
FINANCE
SAGAR LEASEFIN
BAFL
ICICI
38. BAJAJ JAGAJAMPI
BABASAB PATIL
38
HDFC
Sales of the Bajaj vehicles in Jagajampi Pvt Ltd during 2005-2006:
Mon Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
2005 2005 2005 2005 2005 2005 2005 2005 2005 2006 2006 2006 2006 2006 2006
Sale 215 137 138 124 175 144 208 284 147 193 294 302 238 222 205
This shows the Great performance of Jagajampi Auto Pvt Ltd. It has sold more than
100 vehicles 4-5 times . So managing director of Bajaj company Rajeev Bajaj Visited
showroom on 11 march 2006 . which is 1st anniversary of Jagajampi Auto Pvt Ltd.
Rajeev Bajaj was very happy with performance of this dealer . so dealer plays very
important role in the success of any company.
39. BAJAJ JAGAJAMPI
BABASAB PATIL
39
ORGANIZATION CHART
Ex-Director
Manager Manager Spares Manager Sales
Accounts
Manager Service
Sales
Executives
Assistants Assistants
Supervisors
Technicians
Managing Director
PDI Dept. in
charge
Technicians
40. BAJAJ JAGAJAMPI
BABASAB PATIL
40
PRODUCT PROFILE
Pulsor-DTS-i
TECHNICAL SPECIFICATIONS:
Pulsar 180 DTS-i Pulsar 150 DTS-i
Engine Type 4 stroke DTS-I air cooled 4 stroke DTS-I air cooled
Displacement 178.6cc 143 .9cc
Max power 12.28kw(16.5ps) 9.94kw(13.5ps)
Max torque 15.22Nm 12.28Nm
Suspension Front
Rear
Tyres Front
Rear
41. BAJAJ JAGAJAMPI
BAJAJ Discover Jadoo:
Engine
Type 4- stroke, DTS-i
Displacement 180 cc
Peak Power 16.5 bhp/ 12.15( kW) @8000 rpm
Max Torque 15.22Nm
Suspension
Front Suspension Telescopic longest stroke, 140mm
Rear Suspension Triple rate Spring, 5-way adjustable, Hydraulic shock Absorbers, Vertical
BABASAB PATIL
41
travel 90mm
Brakes
Front Brakes Hydraulic operated Disc Brakes- 260mm
Rear Brakes 130mm Drum
Fuel Tank
Main/ Reserve 14 L/ 13.4 L
42. BAJAJ JAGAJAMPI
BAJAJ BIKES: CT-100
BABASAB PATIL
42
CT-100 BAJAJ BIKE
Type 4 stroke
Cooling Type Air Cooled
Displacement 99.27 cc
Max Power 8.2 bhp( 6.03 kW) @ 7500 rpm
Max Torque 8.05 Nm @ 4500 rpm
Ignition Type C.D.I
Carburettor Keihin-Fie
Transmission Type 4 speed gear box
Electrical System
System 12 V, AC+DC
Head Light 35/35 W
Horn 12 V, DC
Chassis
Chassis Type Tubular construction
Suspension
Front Suspension Telescopic
Rear Suspension Swing arm type with dual co-axial springs (spring-in-spring)
and hydraulic shock absorbers
Tyres
Front Tyre Size 2.75 x 17, 4/6 PR
Rear Tyre Size 3.00 x 17, 6 PR
Brakes
Front Brakes Mechanical expanding shoe, Friction type
43. BAJAJ JAGAJAMPI
SAMPLING:
Sampling is the one techniques which allows us to concentrate and give attention upon
relativity.(i.e. Employees of Jagajampi Bajaj) here the sample size is 50.
In other words, representation of a particular population. And is the subset of the
population.
For conducting this survey it is required to concentrate on employees of Jagajampi Bajaj
within the organization. For this purpose the questionnaire was incorporated and the
employees were selected and the size was 50.
Stages in selection of sampling:
BABASAB PATIL
43
Define the target population:
According to my project my target population is employees of Jagajampi Bajaj.
Specify the sampling frame:
Concerned to the project sampling frame is all the department employees of
Jagajampi Bajaj.
Specify sampling unit:
Sampling unit consisting of selected sample.
44. BAJAJ JAGAJAMPI
BABASAB PATIL
44
Specify sampling Method;
Unstratified probability sampling
Determine sample size:
Concerned to my project my sample size is 50.
Specify sampling plan:
Sampling plan is done according to the stages in the sampling process.
Select the sample;
It includes the actual selection of the sample element at Jagajampi Bajaj as I am using
questionnaire for my research.
Research Methodology:
Data Source: Primary Data ( From questionnaire and
personal interaction )
Secondary data –Internet
Research approach: Survey method.
Research Instrument: Questionnaire.
Sample plan: Personal Interview
Sample unit: Employees of Jagajampi Bajaj.
Sampling method: Unstratified probability sampling
Sample Size: 50 employees
46. BAJAJ JAGAJAMPI
BABASAB PATIL
46
MEASUREMENT TECHNIQUES
Questionnaire:
This is most easy techniques that is sought after and one of the easy method to gather
primary information and is a core source for primary data and this type of data
collection techniques is being incorporated by me through the questionnaire.
Graphical method using pie charts with percentage:
47. BAJAJ JAGAJAMPI
Question No.1 Response
Strongly agree 35
Agree 11
Neither agree nor disagree 3
Disagree 1
Strongly disagree 0
BABASAB PATIL
47
ANALYSIS AND INTERPRETATION
The infrastructure provided by the
organization enables me to do my job
better.
70%
22%
6% 2%0%
SA
A
NA/DA
D
SD
Interpretation:
70% of the employees strongly agree that the infrastructure provided
to them enables them to do their job better.
22% of the employees agree to the same.
6% of the employees neither agree nor disagree.
2% of the employees disagree with this statement.
This question was asked to know whether the infrastructure provided to the employees
helps them to do their job with enthusiasm and to their satisfaction or not. From the graph
we can infer that the infrastructure provided to the employees is good and helps them to
do their job better.
48. BAJAJ JAGAJAMPI
Question No.2a Response
Excellent 37
Good 12
Fair 0
poor 1
BABASAB PATIL
48
Lighting conditions provided by the
organization
74%
24%
0% 2% Excellent
Good
Fair
Poor
Interpretation:
74% of the employees say that the lighting conditions provided by
the organization are excellent.
24% of the employees say good to the same.
2% of the employees say that it is poor.
The graph shows that the lighting conditions provided by the organization are excellent.
The organization should continue to maintain the same conditions in future also.
49. BAJAJ JAGAJAMPI
Question No.2b Response
Excellent 38
Good 7
Fair 2
poor 3
BABASAB PATIL
49
Sanitation
76%
14%
4% 6%
Excellent
Good
Fair
Poor
Interpretation:
.
76% of the employees say that the sanitation in the organization is
excellent.
14% of the employees say good.
4% of the employees say fair.
6% of the employees say poor.
50. BAJAJ JAGAJAMPI
The graph shows that the sanitation in the organization is well maintained. The
organization should continue to maintain the same in future also.
Question No.2c Response
Excellent 37
Good 9
Fair 1
poor 3
BABASAB PATIL
50
Cleanliness
74%
18%
2% 6%
Excellent
Good
Fair
Poor
Interpretation:
74% of the employees say that the cleanliness maintained in the
organization is excellent.
18% of the employees say good.
2% of the employees say fair.
6% of the employees say poor.
51. BAJAJ JAGAJAMPI
The graph shows that excellent cleanliness is maintained in the organization. The
organization should continue to maintain the same conditions in future also.
Question No.2dResponse
Excellent 40
Good 7
Fair 2
poor 1
BABASAB PATIL
51
Ventilation.
80%
14% 4% 2%
Excellent
Good
Fair
Poor
Interpretation:
80% of the employees say that the ventilation in the organization is
excellent.
14% of the employees say good.
4% of the employees say fair.
52. BAJAJ JAGAJAMPI
16%
Question No.2e Response
Excellent 29
Good 8
Fair 8
poor 5
BABASAB PATIL
52
2% of the employees say poor.
The graph shows that ventilation in the organization is excellent.
Space.
58%
16%
10%
Excellent
Good
Fair
Poor
Interpretation:
58% of the employees say that the space at work provided by the
organization is excellent.
16% of the employees say good.
16% of the employees say fair.
10% of the employees say poor.
The graph shows that most of the employees are satisfied with the space provided by the
organization to work. But we can also find that there are employees who are not satisfied
53. BAJAJ JAGAJAMPI
with the space at work. They are the employees from spares section and the washing
section who are not satisfied with this condition. So the management must look into this
seriously and must think of shifting the spares section and the washing section
accordingly so that the employees get enough space to perform their job perfectly and
flexibly.
Question No.2f Response
Excellent 29
Good 9
16%
Fair 8
poor 4
BABASAB PATIL
53
Working culture
58%
18%
8%
Excellent
Good
Fair
Poor
Interpretation:
58% of the employees say that the working culture in the
organization is excellent.
18% of the employees say good.
16% of the employees say fair.
8% of the employees say poor.
54. BAJAJ JAGAJAMPI
From the graph we can see that most of the employees are happy with the working
culture of the organization. Management should continue to maintain the same in future
and should regularly enhance the working culture with innovativeness and also with good
values and beliefs. This can be an influencing factor for the management to retain the
employees in the long run.
Question No.3 Response
Strongly agree 36
Agree 11
Neither agree nor disagree 1
Disagree 1
Strongly disagree 1
BABASAB PATIL
54
The task entrusted to me lies within my
cababilities.
72%
22%
2%2%2% SA
A
NA/DA
D
SD
Interpretation:
72% of the employees strongly agree that the task provided to them
lies within their capabilities.
22% of the employees agree to the same.
55. BAJAJ JAGAJAMPI
Question No.4 Response
More work less pay 15
Less work more pay 1
Equal work equal pay 34
BABASAB PATIL
55
2% of the employees neither agree nor disagree to this statement.
2% of the employees disagree.
2% of the employees strongly disagree.
This question was asked to know whether the employees are really capable of doing the
given job or not. From the graph we can see that maximum number of employees claim
that the given job lies within their capabilities which is a good thing for the organization
for its progress.
Opinion about the task provided and the
compensation.
30%
2%
68%
More work less pay
Less work more pay
Equal work equal pay
Interpretation:
68% of the employees say that they are paid equally for the job which
they are doing and it is fair.
30% of the employees say that they are paid less compared to the job
which they are doing.
56. BAJAJ JAGAJAMPI
BABASAB PATIL
56
2% of the employees say that they are paid more for the job they are
doing.
This question was asked to know the employees opinion about the compensation paid to
them for the work they are doing. From the graph we can see that maximum number of
employees saying that they are paid fairly but also we can see that most of the employees
are not satisfied by the compensation paid. This can be a problem for the management to
retain their employees in the long run. So the management must look in to this problem
seriously and must pay accordingly to the work assigned.
I like to accept responsibilities and more
challenging tasks given to me by the
organization.
0% SA
100%
A
NA/DA
D
SD
Interpretation:
Question No.5 Response
Strongly agree 50
Agree 0
Neither agree nor disagree 0
Disagree 0
Strongly disagree 0
57. BAJAJ JAGAJAMPI
BABASAB PATIL
57
100% of the employees strongly agree to the statement that they like to accept
responsibilities and more challenging tasks given to them by the organization.
This question was asked to know what do the employees feel about themselves. The
graph reveals that the employees are more optimistic and confident. This feeling of the
employees will definitely help the organization for its growth and prosperity.
I am satisfied with the task provided by the
organization.
52%
38%
4%4%2% SA
A
NA/DA
D
SD
Interpretation:
Question No.6 Response
Strongly agree 26
Agree 19
Neither agree nor disagree 2
Disagree 2
Strongly disagree 1
58. BAJAJ JAGAJAMPI
Question No.7 Response
Completely satisfied 5
Satisfied 29
N S/ND 8
Dissatisfied 3
Completely dissatisfied 5
BABASAB PATIL
58
52% of the employees strongly agree that they are satisfied with the
task provided by the organization.
38% of the employees agree to the same.
This question was asked to know the satisfaction level of the employees towards the task
provided.
Level of satisfaction towards wages/salary
paid.
10%
58%
16%
6% 10%
CS
S
NS/ND
D
CD
Interpretation:
10% of the employees are completely satisfied with the salary paid.
59. BAJAJ JAGAJAMPI
BABASAB PATIL
59
58% of the employees are satisfied with the salary paid.
16% of the employees are neither satisfied nor dissatisfied.
6% of the employees are dissatisfied.
10% of the employees are completely dissatisfied.
This question was asked to know the satisfaction level of the employees towards the
salary paid to them by the organization. From the graph we can see that most number of
employees are satisfied with the salary paid but also the number of employees who are
not satisfied is also not negligible. The management must think of revising the salary
structure accordingly to satisfy the unsatisfied employees.
Opinion about the incentive scheme.
8%
36%
20%
36%
Excellent
Good
Fair
Poor
Question No.8 Response
Excellent 4
Good 18
Fair 10
poor 18
60. BAJAJ JAGAJAMPI
Interpretation:
BABASAB PATIL
60
8% of the employees say that the incentive scheme is excellent.
36% of the employees say that the incentive scheme is good.
20& of the employees say that the incentive scheme is fair.
36% of the employees say that the incentive scheme is poor.
This question was asked to know the opinion about the incentive scheme followed in the
organization.
Question No.9 Response
Strongly agree 24
Agree 15
Neither agree nor disagree 4
Disagree 6
Strongly disagree 1
61. BAJAJ JAGAJAMPI
8%
12% 2% SA
BABASAB PATIL
61
My grievances and complaints are handled in time and to my
satisfaction.
48%
30%
A
NA/ND
D
SD
Interpretation:
48% of the employees strongly agree to the statement that their
grievances and complaints are handled in time and to their
satisfaction.
30% of the employees agree to the same.
This question was asked to know whether the employees problems are solved fairly or
not by the management. From the graph we can infer that the employees are satisfied
with the management’s problem solving.
Question No.10 Response
Cordial 45
Fair 05
Uncordial 0
62. BAJAJ JAGAJAMPI
BABASAB PATIL
62
Employee-Employer relations.
90%
10% 0%
Cordial
Fair
Uncordial
Interpretation:
90% of the employees say that their relations with the employer are
cordial.
10% of the employees say that the relations are fair.
This question was asked to understand the relationship within the organization. From the
graph we can find that the relations within the organization are very good. Management
must continue to maintain such relations in future for smooth running.
Question No.11 Response
Cordial 44
Fair 06
Uncordial 0
63. BAJAJ JAGAJAMPI
BABASAB PATIL
63
Worker-Supervisor relations
88%
12% 0%
Cordial
Fair
Uncordial
Interpretation:
88% of the employees say that their relations with the
supervisor’s/manager’s are cordial.
12% of the employees say that the relations are fair.
64. BAJAJ JAGAJAMPI
Question No.12 Response
Cordial 46
Fair 4
Uncordial 0
BABASAB PATIL
64
Worker-Worker relations.
92%
8% 0%
Cordial
Fair
Uncordial
Interpretation:
92% of the employees say that their relations with the subordinates
are cordial.
8% of the employees say that the relations are fair.
65. BAJAJ JAGAJAMPI
14%
BABASAB PATIL
65
Management encourages worker's participation
in decision making.
28%
44%
4%
10%
SA
A
NA/DA
D
SD
Interpretation:
28% of the employees strongly agree that the management
encourages worker’s participation in decision making.
44% of the employees agree to the same.
14% of them disagree.
10% of them strongly disagree.
This question was asked to know whether the management encourages worker’s
participation in decision-making. By encouraging the worker’s participation in decision-making
the management makes the employees feel that they are important to the
organization. This feeling helps the employees to bond themselves strongly with their
organization.
Question No.13 Response
Strongly agree 14
Agree 22
Neither agree nor disagree 2
Disagree 7
Strongly disagree 5
66. BAJAJ JAGAJAMPI
Question No.14 Response
Strongly agree 16
Agree 30
Neither agree nor disagree 1
Disagree 3
Strongly disagree 0
BABASAB PATIL
66
My manager/supervisor clearly communicates
what is expected of me.
2% 6%0% SA
32%
60%
A
NA/DA
D
SD
Interpretation:
32% of the employees strongly agree to the statement that the
manager/supervisor clearly communicates what is expected of them.
60% of the employees agree to the same.
From the graph we can find that the manager/supervisor is performing his job very well.
This will help the employees to stay motivated and focused on their tasks.
67. BAJAJ JAGAJAMPI
Question No.15 Response
Strongly agree 20
Agree 20
Neither agree nor disagree 4
Disagree 5
Strongly disagree 1
8%
BABASAB PATIL
67
My manager/supervisor encourages high
achievement by reducing the fear of failure.
10% 2% SA
40%
40%
A
NA/DA
D
SD
Interpretation:
40% of the employees strongly agree that their manager/supervisor
encourages high achievement by reducing the fear of failure.
40% of the employees agree to the same.
This question was asked to know whether the manager’s/supervisors reduce the fear of
failure within the employees while performing any tasks. From the graph it is clear that
the employees are motivated and made to think positive by the supervisor/manager. This
will help the employees to perform their job even more confidently and effectively.
68. BAJAJ JAGAJAMPI
Question No.16 Response
Top to Bottom 0
Bottom to top 0
Both 50
None 0
BABASAB PATIL
68
Flow of communication in the organization.
0%
100%
Top to bottom
Bottom to top
Both
None
Interpretation:
100% of the employees say that the communication flow is both ways.
The graph shows that the management is transparent enough and behaves fairly with the
employees. The management must continue to maintain the same always.
69. BAJAJ JAGAJAMPI
Question No.17 Response
Yes 45
No 05
BABASAB PATIL
69
Do you get clear communication from the
management.
90%
10%
Yes
No
Interpretation:
90%of the employees say that they get clear communication from the
management.
10% of the employees say that they don’t get clear communication
from the management.
From this question we can know whether the employees are receiving clear
communication from the management or not. From the graph it is clear that the
management provides all the necessary information to the employees.
70. BAJAJ JAGAJAMPI
Question No.18 Response
Strongly agree 6
Agree 29
Neither agree nor disagree 4
Disagree 11
Strongly disagree 4
22% 0% SA
BABASAB PATIL
70
Timely training is provided to you by the
organization.
12%
58%
8%
A
NA/DA
D
SD
Interpretation:
12% of employees strongly agree that timely training is provided to
them by the organization.
58% of the employees agree to the same.
22% of the employees disagree.
From the graph we find that maximum number of employees are satisfied with the
training provided. Training equips the employees with the necessary skills to perform his
71. BAJAJ JAGAJAMPI
job better. Management must periodically provide training to the employees to enhance
their skills for better and improved performance.
Question No.19 Response
Transportation 2
Coffee machine 5
Hot / cold water 3
Loan facilities 3
Others 37
BABASAB PATIL
71
Which welfare facilities are you looking for?
4% 10%
6%
6%
74%
Transportation
Coffee machine
Hot/cold water
Loan
Others
Interpretation:
4% of the employees are looking for transportation facilities.
10% of the employees are looking for coffee machine.
6% for hot/cold water.
6% for loan facilities
74% of the employees for other facilities.
72. BAJAJ JAGAJAMPI
This question was asked to know the employees needs regarding welfare facilities. Most
of the employees are looking for other facilities such as tea, lunchroom, rest room etc.
0%
BABASAB PATIL
72
What do you feel about jagajampi bajaj?
100%
Good place to work in
Poor place to work in
Interpretation:
From the graph we can see that almost all the employees feel that their organization is a
good place to work in. This shows that the employees are happy to work in jagajampi
bajaj.
Question No.20a Response
Good place to work in 42
Poor place to work in 0
73. BAJAJ JAGAJAMPI
Question No.20b Response
Place for career growth
opportunities
BABASAB PATIL
73
What do you feel about jagajampi bajaj?
81%
19%
Place for career growth
opportunities
Poor place for career
growth opportunities
Interpretation:
81% of the employees feel that they have good career growth opportunities in
their organization.
19% of the employees feel just the opposite.
35
No career growth opportunities 8
74. BAJAJ JAGAJAMPI
Question No.20c Response
Excellent working culture 37
Poor working culture 8
BABASAB PATIL
74
What do you feel about jagajampi bajaj.
82%
18%
Excellent working culture
Poor working culture
Interpretation:
82% of the employees feel that the working culture in the organization is
excellent.
18% of the employees feel just the opposite.
75. BAJAJ JAGAJAMPI
Question No.20d Response
Good Management 26
Poor Management 16
BABASAB PATIL
75
What do you feel about jagajampi bajaj?
62%
38%
Good management
Poor management
Interpretation:
62% of the employees feel that the management at jagajampi is good.
38% of the employees feel that the management is poor.
From the graph we can see that most number of employees say that the management in
jagajampi bajaj is good. The management must continue to maintain this quality and also
76. BAJAJ JAGAJAMPI
improve in respective streams wherever needed. So that the employees who say that the
management is poor, change their saying to good management. And feel proud to work in
jagajampi bajaj.
Question No.20e Response
Ethical Organization 36
Unethical Organization 6
BABASAB PATIL
76
What do you feel about jagajampi bajaj?
86%
14%
Ethical organization
Unethical organization
From the graph we can infer that 86% of the employees feel that jagajampi bajaj is an
ethical organization. Management must continue to maintain this quality.
77. BAJAJ JAGAJAMPI
Because you have good career growth opportunities here 30
Because you don’t have any other job 1
29%
Question No.21 Response
Because of financial problem 6
Only for experience 16
Others 2
BABASAB PATIL
77
Why are you working here?
11%
54%
2%
4%
B'coz of financial
problems
B'coz you have
good career growth
opportunities
B'coz you don’t have
any other job
Only for experience
Others
11% of the employees say that they are working here because of
financial problems.
78. BAJAJ JAGAJAMPI
BABASAB PATIL
78
54% of the employees because they feel that they have good career
growth opportunities.
29% of the employees say that they are working here just for
experience.
79. BAJAJ JAGAJAMPI
This question was asked to know the reasons why are they working in this organization.
From the graph we can see that most of the employees say that they have good career
growth opportunities but also good percent of employees are working here just for
experience. So this is not good for the organization in the future because this may
increase the employee turnover ratio in future. So management must take steps to retain
these employees by providing them good career growth opportunities and benefits so that
they continue to do the job for the long run.
BABASAB PATIL
79
81. BAJAJ JAGAJAMPI
From the above graph we can see that welfare facilities are ranked 1 by maximum
number of employees. Training is ranked 2 and workload is ranked 3 from the given
This question was asked to find where there is scope for improvement in the
organization. From the graph we infer that welfare facilities, training and workload are
the three things which should be given top priority and must be revised and improved and
must be provided if it is not provided.
BABASAB PATIL
options.
81
82. BAJAJ JAGAJAMPI
Findings:
BABASAB PATIL
82
92% of the employees agree that the infrastructure provided by the organization
enables them to do their job better.
98% of the employees are satisfied with the lighting conditions, 90% of the
employees are satisfied with the sanitation, 92% of the employees are satisfied
with cleanliness, 94% of the employees are satisfied with ventilation conditions,
74% of the employees are satisfied with the space and 76% of the employees are
satisfied with the working culture provided by the organization.
94% of the employees believe that the task entrusted to them lies within their
capabilities.
68% of the employees feel that the pay is equal to the work they do and is fair,
and 30% of the employees feel that they are paid less for the work they do which
is not fair.
100% of the employees believe that they like to accept responsibilities and more
challenging tasks provided to them by the organization.
90% of the employees are satisfied with the task provided to them by the
organization.
68% of the employees are satisfied with the salary paid whereas 32% of the
employees are not satisfied.
64% of the employees are satisfied with the incentive scheme followed by the
organization whereas 36% are not satisfied with the same.
83. BAJAJ JAGAJAMPI
BABASAB PATIL
83
78% of the employees are satisfied by the way their grievances and complaints
are handled and solved.
90% of the employee-employer,88% of the worker-supervisor and 92% of the
worker-worker relations in the organization are cordial.
72% of the employees agree that the management encourages the employees
participation in decision-making.
80% of the employees agree that manager/supervisor clearly communicates what
is expected of them.
100% of the employees say that the communication flow is both ways that is top
to bottom as well as bottom to top.
90% of the employees say that they get clear communication from the
management.
70% of the employees agree that timely training is provided to them by the
organization.
74% of the employees are looking for other welfare facilities such as tea, lunch
room, change room, provident fund etc.
100% of the employees say that their organization is a good place to work in, 70%
of the employees feel that they have good career growth opportunities here,74%
of the employees feel that the working culture in the organization is
excellent,52% of the employees feel that the management is good and 72% of the
employees feel that their organization is an ethical organization.
84. BAJAJ JAGAJAMPI
BABASAB PATIL
84
60% of the employees are working in jagajampi bajaj because they feel they have
good career growth opportunities here whereas 32% of the employees are
working just to gain experience.
According to the rankings given by the employees for the options given to them to
find whether there is any scope for improvement, they have ranked 1 for welfare
facilities, then ranked 2 for training and ranked 3 for workload, giving these three
options the top priority.
85. BAJAJ JAGAJAMPI
BABASAB PATIL
85
RECOMMENDATIONS
The supervisor/manager should give regular feedback on performance by holding
informal meetings with each individual. Supervisor/manager should appreciate
and encourage employees to work hard.
If the top management is not able to keep any promises it should give the reason
why it has not been able to keep promises .This information should be
communicated to all employees.
All the employees should be treated equally and there should not be any bias
treatment.
Management must revise the salary administration system to satisfy the
employees who are not satisfied with the salary paid. Management must follow a
system which measures the employees performance at regular intervals and
should be paid accordingly. Management must design salary slabs for particular
posts so as to distinguish the mechanics from the supervisor’s. This will create a
sense of respect towards the respective posts.
The administration policies should be updated so that all the employees are aware
of the policies.
The training needs of the employees should be reviewed at least twice a
year.Based on that, training programs should be conducted for all the employees.
Day to day work related training should be provided that is 80% job related and
20% on management skills.
86. BAJAJ JAGAJAMPI
BABASAB PATIL
86
Conduct the workshop on team development. So that all employees are aware of
the benefits of teamwork.
Maximum employees are looking for welfare facilities such as tea to be provided
twice a day to keep them fresh and active at work. Then employees in the service
section don’t have a lunch room and a change room. So the management must
arrange for it so that they feel good and enjoy themselves in the lunch hours. By
providing such welfare facilities the employees will develop a feeling of secure
ness which in turn will bound them with the organization.
Job related training should be given once in 6 months. This will help the
employees to enhance the present skills and perform their tasks more effectively
and efficiently.
Facilities which are important and which are needed such as computer systems in
the service section which will help the employees to maintain certain records of
the customer’s for the benefits of the customer’s, should be provided.
The incentive scheme which is followed presently is good but the incentives are
to be provided monthly rather than yearly. Or the management can follow a
performance based incentive scheme where the employee who works hard will
get more incentives than the employees who is not up to the mark. The
performance of all the employees should be recorded and depending on the extra
efforts put by the employee should be paid accordingly by the means of
incentives.
87. BAJAJ JAGAJAMPI
BABASAB PATIL
87
Cultural activities should be held to further motivate the employees to attain the
goal.
88. BAJAJ JAGAJAMPI
BABASAB PATIL
88
CONCLUSION
Employee satisfaction is realizing the direct relationship between happy and unhappy
employees.
Following are the dimensions of employee satisfaction
Employee retention
Productivity
Customer satisfaction
Profitability.
All the above mentioned factors are obtained only if the employees are satisfied .This
is because satisfied employees tend to be more creative ,tend to accept challenging
jobs which is an promotional opportunity to them .They tend to be more productive.
Employees with higher job satisfaction: believe that the organization will be satisfying
in the long run care about the quality of their work
are more committed to the organization
Have higher retention rates, and
are more productive.
89. BAJAJ JAGAJAMPI
To attain the long run goal employees should be treated equally , and should have
opportunity to express their views, ideas and opinions. They should be updated and
accessible to all the employees so that the employees are aware of all policies of the
organization. The supervisor should have the good leadership qualities and should give
positive feedback at regular interval. The working environment should be good so that
the employees will have sense of pride in working for the organization and should be
provided with the necessary facilities and adequate space work efficiently. Loyalty and
performance should be rewarded by providing opportunities for career development .
BABASAB PATIL
89
90. BAJAJ JAGAJAMPI
BABASAB PATIL
90
Questionnaire for Employee Satisfaction Survey
Dear Sir/Madam
Employee Name:
Designation:
1. The infrastructure provided by the organization enables me to do my job better.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
2. What is your opinion about the working conditions provided to you by the organization?
Excellent Good Fair Poor
a) Lighting [ ] [ ] [ ] [ ]
b) Sanitation [ ] [ ] [ ] [ ]
c) Cleanliness [ ] [ ] [ ] [ ]
d) Ventilation [ ] [ ] [ ] [ ]
e) Space [ ] [ ] [ ] [ ]
f) Working culture [ ] [ ] [ ] [ ]
3. The task entrusted to me lies within my capabilities.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
4. What is your opinion about the task provided and the compensation?
More work less pay Less work more pay Equal work equal pay
5. I like to accept responsibilities and more challenging tasks given to me by the organization.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
6. I am satisfied with the tasks provided to me by the organization.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
7. State the level of satisfaction towards the wages/salary paid.
Completely Satisfied Satisfied Neither satisfied nor dissatisfied
Dissatisfied Completely dissatisfied
91. BAJAJ JAGAJAMPI
8. What is your opinion about the incentive scheme?
BABASAB PATIL
91
Excellent Good Fair Poor
9. My grievances & complaints are handled in time and to my satisfaction?
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
10. How is the employee - employer relation in your organization?
Cordial Fair Un-cordial
11. How is the worker - supervisor relation in your organization?
Cordial Fair Uncordial
12. How is the worker - worker relations?
Cordial Fair Uncordial
13. Management encourages worker’s participation in decision-making.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
14. My manager/supervisor clearly communicates what is expected of me.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
15. My manager/supervisor encourages high achievement by reducing the fear of failure.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
16. How is the flow of communication in your organization?
Top to bottom Bottom to top Both None
17. Do you get clear communication from the management?
Yes No
18.Timely training is provided to you by the organization.
Strongly agree Agree Neither agree not disagree
Disagree Strongly disagree
19.Which welfare facilities are you looking for?
Transportation Coffee machine Hot/cold water
Loan facilities
Any other specify?
92. BAJAJ JAGAJAMPI
20. What do you feel about Jagajampi bajaj?
BABASAB PATIL
92
Good place to work in Poor place to work in
Place for career growth opportunities No career growth opportunities
Excellent working culture Poor working culture
Good management Poor management
Ethical organization Unethical organization
Any other specify?
21. Why are you working here?
Because of financial problems.
Because you have good career growth opportunities here.
Because you don’t have any other job.
Only for experience.
Any other specify?
22. Where according to you is the scope for improvement at Jagajampi bajaj?
Communication flow.
Relationship management.
Workload.
Welfare facilities.
Infrastructure.
Training programmes.
Any other specify?
23. What do you think about Mr. Mallikarjun Jagajampi?
THANK YOU
93. BAJAJ JAGAJAMPI
BABASAB PATIL
93
BIBLIOGRAPHY
Text books:
Personal Management & Industrial Relations
By: Subbarao
Websites: www.bajajauto.com
www.google.com
94. BAJAJ JAGAJAMPI
BABASAB PATIL
94
INTRODUCTION
1.Title of the project: A study on Employee satisfaction to enhace the present working
conditions at JAGAJAMPI BAJAJ Auto Pvt ltd, Belgaum.
2.Statement of the problem: This particular topic is selected because Employee
satisfaction is a very important element necessary for the smooth functioning of an
organization .Employee surveys provide a channel for employee to communicate their
views on a wide range of issues in total confidence .They help management to build up
an accurate picture of how employees perceive the organization and highlight the causes
of employee dissatisfaction.
3.Purpose of the study: The study has been conducted for enhancing the present
working conditions of the employees at jagajampi bajaj and for gaining practical
knowledge about HR practices.
4.Scope of the study:The survey was conducted on entire employees of jagajampi
bajaj.The questionnaire for this survey was framed considering those factors where
corrective action can be taken at Jagajampi. From the result of the survey the HR
department can take the corrective action to increase employee satisfaction and thereby
increase productivity.
Survey Objectives:
To know the employee satisfaction level towards the organization regarding the
infrastructure, working conditions, compensation and other facilities.
To understand the relationship within the organization.
To know the communication flow within the organization.
To know the level of worker’s participation in decision-making.
To find whether there is scope for improvement.
