Employee satisfaction @ bajaj aouto ltd project report

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.

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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.

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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.

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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

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• Organizational change

• Any other topics of interest to managers

Discrepancy Theories

Two-Factor Theory

MOTIVATORS

 Responsibility

 Challenge

 Job control

HYGIENE FACTORS

 Pay

 Benefits

 Coworkers

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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

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.

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The motivation issues are :

1.Work: The work should make employees believe that the work they are doing is
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 .

Statement of the problem

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“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.

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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:

 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.

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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

parts.

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.

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Bajaj Brand Essence

Our Brand Essence is the soul of our brand.Our brand essence encapsulates our mission

at Bajaj.

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.

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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)
S Sridhar Vice President (Mktg & Sales - 2Wh.)
V S Raghavan Vice President (Corporate Finance)
J. Sridhar Company Secretary

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Rahul Bajaj

Chairman

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

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

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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

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

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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.

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

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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
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
Shareholders’ & Investors’ Grievance committee
D.J. Balaji Rao Chairman
J.N. Godrej
Naresh Chandra

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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

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:

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 Bombay Forgings Ltd.

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Company Ltd.
Bajaj Allianz Life Insurance
-
Company Ltd.

DIFFERENT MILESTONES OF BAJAJ COMPANY:

2005
December Bajaj Discover launched
June Bajaj Avenger launched
February Bajaj Wave launched
2004
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
2003
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.
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive
February
motorcycle segment.
2001
Bajaj Auto launches its latest offering in the premium bike segment
November
‘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

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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
Bajaj Auto is 50.
29
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 The Waluj plant inaugurated by the erstwhile President of India, Shri

5 Giani Zail Singh.
Production commences at Waluj, Aurangabad in a record time of 16

months.

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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.
1970
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 Bajaj Auto comes into existence as M/s Bachraj Trading Corporation

29 Private Limited.

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AWARDS & ACHIEVEMENTS OF BAJAJ COMPANY:

Product Award Year By
Bajaj Discover DTS-i - Bike of the 2005 OVERDRIVE Awards 2005

Year 2005
Bajaj Discover DTS-i - Indigenous 2005 OVERDRIVE Awards 2005

Design of the Year 2005
BAJAJ AUTO - Bike Maker of the 2004 ICICI Bank OVERDRIVE Awards

Year 2004 2004
DTS-i Technology - Auto Tech of 2004 ICICI Bank OVERDRIVE Awards

the Year 2004 2004
Bajaj Pulsar DTS-i Bike of the 2004 ICICI Bank OVERDRIVE Awards

Year 2004 2004
Wind 125 Two Wheeler of the 2004 CNBC AUTOCAR Awards 2004

Year 2004
Wind 125 Bike of the Year 2004 2004 Business Standard Motoring
Bajaj Pulsar 180 DTS-i BBC 2003 BBC World Wheels Award 2003

World Wheels Viewers Choice

Two Wheeler of Year 2003

World Wheels Award for Best Two

Wheeler between Rs 55,000 to Rs

70,000

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World Wheels Award for Best Two

Wheeler between Rs 45,000 to Rs

55,000
Bajaj Boxer AT KTEC BBC World 2003 BBC World Wheels Award 2003

Wheels Award for Best Two

Wheeler under Rs 30,000
Bajaj Pulsar - Motorcycle Total 2003 NFO Automotive

Customer Satisfaction Study
Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE Awards

2003
Bajaj Pulsar - Most exciting bike of 2002 OVERDRIVE Awards

the year
Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Most exciting 2001 OVERDRIVE Awards

bike of the year

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Award Year By
All India Trophy for Highest 1998-99 EEPC

Exporter
Focus LAC Award for Outstanding 1998-99 India Trade Promotion Organisation

Performance
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 1997-98 EEPC

Exporter
Top Exporter Shield - Western 1996-97 EEPC

Region
Export Excellence 1996-97 MCCIA
Regional Top Exporter - Large 1995-96 EEPC

Scale Manufacturer
Highest Export Performance 1995-96 EEPC
Outstanding Export Performance 1995-96 Government of India, Ministry of

Commerce
Export Excellence Award 1995-96 MCCIA
Top Exporter Shield - Western 1995-96 EEPC

Region
Certificate of Merit 1995-96 Government of India, Ministry of

Commerce
Regional Top Exporter - Large 1994-95 EEPC

Scale Manufacturer
All India Special Shield - 1994-95 EEPC

Consumer Durables Exporter

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National Export award for 1994-95 Government of India, Ministry of

Outstanding Performance Commerce
Western Region Top Export Award 1994-95 EEPC
All India Special Shield - 1994-95 EEPC

Consumer Durables
Regional Special Shield - Capital 1993-94 EEPC

Goods Category

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

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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

improve,
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.

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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

4. DISCOVER JADOO

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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

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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.

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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

delivery.

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

servicing.

There are the five departments within the organization who have to report to the ex-

director of the organization.

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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

HDFC

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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

200 200 2005 200 200 200 200 200 200 200 200 200 200 200 2006
5 5 5 5 5 5 5 5 6 6 6 6 6
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.

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ORGANIZATION CHART

Managing Director

Ex-Director

PDI Dept. in Manager
charge Manager Service Manager Spares Manager Sales
Accounts

Supervisors Assistants Assistants Sales
Technicians
Executives

Technicians

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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

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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
Triple rate Spring, 5-way adjustable, Hydraulic shock Absorbers, Vertical
Rear Suspension
travel 90mm
Brakes
Front Brakes Hydraulic operated Disc Brakes- 260mm
Rear Brakes 130mm Drum
Fuel Tank
Main/ Reserve 14 L/ 13.4 L

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BAJAJ JAGAJAMPI

BAJAJ BIKES: CT-100
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

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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:

 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.

 Specify sampling Method;

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BAJAJ JAGAJAMPI

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

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BAJAJ JAGAJAMPI

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:

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BAJAJ JAGAJAMPI

ANALYSIS AND INTERPRETATION

Question No.1 Response
Strongly agree 35
Agree 11
Neither agree nor disagree 3
Disagree 1
Strongly disagree 0

The infrastructure provided by the
organization enables me to do my job
better.
6% 2%
0%
22% SA
A
NA/DA
D
70%
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.
Question No.2a Response
Excellent 37
Good 12
Fair 0
BABASAB PATIL
poor 1 40

BAJAJ JAGAJAMPI

Lighting conditions provided by the
organization

0%
2% Excellent
Good
24%
Fair
Poor

74%

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.

BABASAB PATIL 41

BAJAJ JAGAJAMPI

Question No.2b Response
Excellent 38
Good 7
Fair 2
poor 3

Sanitation

4% 6%
14% Excellent
Good
Fair
Poor
76%

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.

The graph shows that the sanitation in the organization is well maintained. The

organization should continue to maintain the same in future also.

BABASAB PATIL 42

BAJAJ JAGAJAMPI

Question No.2c Response
Excellent 37
Good 9
Fair 1
poor 3

Cleanliness

2% 6%
18% Excellent
Good
Fair
74% Poor

Interpretation:

 74% of the employees say that the cleanliness maintained in the

organization is excellent.




BABASAB PATIL 43

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

Ventilation.

14% 4% 2%
Excellent
Good
Fair
Poor
80%

Interpretation:

 80% of the employees say that the ventilation in the organization is

excellent.



BABASAB PATIL 44

BAJAJ JAGAJAMPI


The graph shows that ventilation in the organization is excellent.

Question No.2e Response
Excellent 29
Good 8
Fair 8
poor 5

Space.

10%
16% Excellent
Good
Fair
58%
16% Poor

Interpretation:

 58% of the employees say that the space at work provided by the

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
with the space at work. They are the employees from spares section and the washing

BABASAB PATIL 45

BAJAJ JAGAJAMPI

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
Fair 8
poor 4

Working culture

8%
16% Excellent
Good
Fair
58%
18% Poor

Interpretation:
 58% of the employees say that the working culture in the





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

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BAJAJ JAGAJAMPI

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.

Strongly agree 36
Agree 11
Disagree 1
Strongly disagree 1

The task entrusted to me lies within my
cababilities.

2% 2%
2% SA
22% A
NA/DA
D
72% SD

Interpretation:

 72% of the employees strongly agree that the task provided to them
lies within their capabilities.
 2% of the employees neither agree nor disagree to this statement.
 2% of the employees disagree.
 2% of the employees strongly disagree.

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BAJAJ JAGAJAMPI

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.

More work less pay 15
Less work more pay 1
Equal work equal pay 34

Opinion about the task provided and the
compensation.

30% More work less pay
Less work more pay
2% Equal work equal pay
68%

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.

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BAJAJ JAGAJAMPI

 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.

Strongly agree 50
Agree 0
Disagree 0
Strongly disagree 0

I like to accept responsibilities and more
challenging tasks given to me by the
organization.

0% SA
A
NA/DA
D
100%
SD

Interpretation:

 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.

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BAJAJ JAGAJAMPI

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.

Strongly agree 26
Agree 19
Disagree 2
Strongly disagree 1

I am satisfied with the task provided by the
organization.

SA
4%4%2%
A
NA/DA
52%
38% D
SD

Interpretation:

 52% of the employees strongly agree that they are satisfied with the

task provided by the organization.


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BAJAJ JAGAJAMPI

This question was asked to know the satisfaction level of the employees towards the task

provided.

Completely satisfied 5
Satisfied 29
N S/ND 8
Dissatisfied 3
Completely dissatisfied 5

Level of satisfaction towards wages/salary
paid.

CS
6% 10% 10%
S
16%
NS/ND
D
58%
CD

Interpretation:

 10% of the employees are completely satisfied with the salary paid.

 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.

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BAJAJ JAGAJAMPI

 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.

Excellent 4
Good 18
Fair 10
poor 18

Opinion about the incentive scheme.

8%
Excellent
36%
Good
36% Fair
Poor
20%

Interpretation:

 8% of the employees say that the incentive scheme is excellent.

 36% of the employees say that the incentive scheme is good.

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BAJAJ JAGAJAMPI

 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.

Strongly agree 24
Agree 15
Disagree 6
Strongly disagree 1

My grievances and com plaints are handled in tim e and to m y
satisfaction.

2% SA
12%
8% A
48%
NA/ND
D
30%
SD

Interpretation:

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BAJAJ JAGAJAMPI

 48% of the employees strongly agree to the statement that their

grievances and complaints are handled in time and to their

satisfaction.


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.

Cordial 45
Fair 05
Uncordial 0

Employee-Employer relations.

10% 0%
Cordial
Fair
Uncordial
90%

Interpretation:

BABASAB PATIL 54

BAJAJ JAGAJAMPI

 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.

Cordial 44
Fair 06
Uncordial 0

Worker-Supervisor relations

12% 0%
Cordial
Fair
Uncordial
88%

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BAJAJ JAGAJAMPI

Interpretation:

 88% of the employees say that their relations with the

supervisor’s/manager’s are cordial.


Cordial 46
Fair 4
Uncordial 0

Worker-Worker relations.

8% 0%
Cordial
Fair
Uncordial
92%

Interpretation:

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BAJAJ JAGAJAMPI

 92% of the employees say that their relations with the subordinates

are cordial.


Strongly agree 14
Agree 22
Disagree 7
Strongly disagree 5

Management encourages worker's participation
in decision making.

SA
10%
14% 28% A
NA/DA
4%
D
44% SD

Interpretation:

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BAJAJ JAGAJAMPI

 28% of the employees strongly agree that the management

encourages worker’s participation in decision making.


 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.

Strongly agree 16
Agree 30
Disagree 3
Strongly disagree 0

My manager/supervisor clearly communicates
what is expected of me.

SA
2% 6%0%
32% A
NA/DA
D
60%
SD

BABASAB PATIL 58

BAJAJ JAGAJAMPI

Interpretation:

 32% of the employees strongly agree to the statement that the

manager/supervisor clearly communicates what is expected of them.


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.

Strongly agree 20
Agree 20
Disagree 5
Strongly disagree 1

My manager/supervisor encourages high
achievement by reducing the fear of failure.

SA
10% 2%
8% A
40%
NA/DA
D
40%
SD

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BAJAJ JAGAJAMPI

Interpretation:

 40% of the employees strongly agree that their manager/supervisor

encourages high achievement by reducing the fear of failure.


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.

Top to Bottom 0
Bottom to top 0
Both 50
None 0

Flow of communication in the organization.

0%
Top to bottom
Bottom to top
Both
None
100%

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BAJAJ JAGAJAMPI

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.

Yes 45
No 05

Do you get clear communication from the
management.

10%
Yes
No
90%

Interpretation:

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BAJAJ JAGAJAMPI

 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.

Strongly agree 6
Agree 29
Disagree 11
Strongly disagree 4

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BAJAJ JAGAJAMPI

Timely training is provided to you by the
organization.

0% SA
22% 12%
A
NA/DA
8%
D
58%
SD

Interpretation:

 12% of employees strongly agree that timely training is provided to

them by the organization.


 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

job better. Management must periodically provide training to the employees to enhance

their skills for better and improved performance.

Transportation 2
Coffee machine 5
Hot / cold water 3
Loan facilities 3
Others 37

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BAJAJ JAGAJAMPI

Which welfare facilities are you looking for?

4% 10% Transportation
6% Coffee machine
6%
Hot/cold water
Loan
74%
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.

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.

Question No.20a Response
Good place to work in 42
Poor place to work in 0

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BAJAJ JAGAJAMPI

What do you feel about jagajampi bajaj?

0%

Good place to work in
Poor place to work in

100%

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.20b Response
Place for career growth 35
opportunities
No career growth opportunities 8

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BAJAJ JAGAJAMPI


19%
Place for career growth
opportunities
Poor place for career
growth opportunities
81%

Interpretation:

 81% of the employees feel that they have good career growth opportunities in

their organization.

 19% of the employees feel just the opposite.

Question No.20c Response
Excellent working culture 37
Poor working culture 8

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BAJAJ JAGAJAMPI

What do you feel about jagajampi bajaj.

18%

Excellent working culture
Poor working culture

82%

Interpretation:

 82% of the employees feel that the working culture in the organization is

excellent.

 18% of the employees feel just the opposite.

Question No.20d Response
Good Management 26
Poor Management 16

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BAJAJ JAGAJAMPI


38%
Good management
Poor management
62%

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

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

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BAJAJ JAGAJAMPI


14%

Ethical organization
Unethical organization

86%

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.

Because of financial problem 6
Because you have good career growth opportunities here 30
Because you don’t have any other job 1
Only for experience 16
Others 2

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BAJAJ JAGAJAMPI

B'coz of financial
Why are you working here? problems

B'coz you have
good career growth
opportunities
4% 11% B'coz you don’t have
29% any other job

2% Only for experience
54%

Others

 11% of the employees say that they are working here because of

financial problems.

 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.

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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.

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BAJAJ JAGAJAMPI

Communication Relationship Welfare
Ranks flow mgmt Workload facilities Infrastructure Training
rank 1 1 1 1 40 2 3
rank 2 1 1 2 10 1 35
rank 3 1 1 33 10 3 2
rank 4 2 3 5 5 30 5
rank 5 25 1 1 10 3 10
rank 6 20 2 5 10 5 8

45 40
40 35
33
35 30
30 25
25 20
20
15 1010
1010 10
10 8
55 5 53 5 rank 1
5 1 1 1 13 2 12 1
12 1 1 233 2
1
0 rank 2
rank 3
w

e
t

ng
fra ities
ad
gm

ur

rank 4
flo

ni
klo

ct
m

ai
cil
n

ru
or
tio

rank 5
Tr
fa
p

st
hi

W
ica

re
ns

rank 6
nn

fa

In
tio

el
m

la

W
m

Re

Scope for improvement.
Co

BABASAB PATIL 72

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

options.

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.

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BAJAJ JAGAJAMPI

Findings:

 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.

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BAJAJ JAGAJAMPI

 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.

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 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.

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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.

 Conduct the workshop on team development. So that all employees are aware of

the benefits of teamwork.

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 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.

 Cultural activities should be held to further motivate the employees to attain the

goal.

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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.

BABASAB PATIL 79

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 80

BAJAJ JAGAJAMPI

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.

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.

6. I am satisfied with the tasks provided to me by the organization.

7. State the level of satisfaction towards the wages/salary paid.
Completely Satisfied Satisfied Neither satisfied nor dissatisfied
Dissatisfied Completely dissatisfied

BABASAB PATIL 81

BAJAJ JAGAJAMPI

8. What is your opinion about the incentive scheme?
Excellent Good Fair Poor

9. My grievances & complaints are handled in time and to my satisfaction?

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.

14. My manager/supervisor clearly communicates what is expected of me.

15. My manager/supervisor encourages high achievement by reducing the fear of failure.

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.

19.Which welfare facilities are you looking for?
Transportation Coffee machine Hot/cold water
Loan facilities
Any other specify?

BABASAB PATIL 82

Employee satisfaction @ bajaj aouto ltd project report

Employee satisfaction @ bajaj aouto ltd project report

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