Employee satisfaction @ bajaj aouto ltd project report

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Employee satisfaction @ bajaj aouto ltd project report

  1. 1. BAJAJ JAGAJAMPI EXECUTIVE SUMMARYEmployee satisfaction survey provides a channel for employees to communicate theirview on a wide range of issues in total confidence. Employee satisfaction survey was conducted to find out the satisfaction level of theemployees at “JAGAJAMPI BAJAJ”. The other objective was to find out the areas oflow satisfaction where corrective measures can be taken .The Employee Satisfaction Survey helps companies to determine how their employeesthink, and to identify employees needs and concerns so that improvements can be madeand stronger teams can be formed. Business performance is expected to increase as moresatisfied employees will increase a companys competitiveness, and they are better able torecognize opportunities and threats, and better leverage limited resources to maximize thecompanys profits. Other intangible benefits include the reinforcement of company goalsand values, better internal and external communication, a positive working and socialenvironment, an improved company image and increased employee loyalty.For this purpose a sample was selected by unstratified probability sampling and surveywas done with the help of questionnaire the result were analyzed for all the employees. BABASAB PATIL 1
  2. 2. BAJAJ JAGAJAMPI BABASAB PATIL 2
  3. 3. BAJAJ JAGAJAMPI INTRODUCTIONThe project consists of the topic called “A study on Employee satisfaction to enhancethe present working conditions at Jagajampi Bajaj Pvt. Ltd.”. The company dealswith 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 grewvery 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 andprosperity of the organization. Management wants to know the level of satisfaction of theemployees towards the organization and wants to enhance the present working Conditionif any improvements are to be made.So keeping the objective in mind a questionnaire was framed which covered most of thequestions which would provide valuable inputs to the managements, to enahcne theworking conditions and the make any improvements if needed. BABASAB PATIL 3
  4. 4. BAJAJ JAGAJAMPI LITERATURE REVIEWIt is realising the direct relationship between happy employeesThe key measures to employee satisfaction are  Employee retention  Productivity  Customer satisfaction  ProfitabilityAll the above mentioned factors are obtained only if the employees are satisfied .This isbecause satisfied employees tend to be more creative ,tend to accept challenging jobswhich is an promotional opportunity to them .They tend to be more productive .Employees with higher job satisfaction: believe that the organization will be satisfyingin the long run .care about the quality of their work are more committed to theorganization have higher retention rates, and are more productive. BABASAB PATIL 4
  5. 5. BAJAJ JAGAJAMPITYPICAL DIMENSIONS OF EMPLOYEE SATISFACTIONEmployee satisfaction surveys can cover as many or as few topics as are required by yourorganization. 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. 6. BAJAJ JAGAJAMPI • Organizational change • Any other topics of interest to managersDiscrepancy TheoriesTwo-Factor TheoryMOTIVATORS  Responsibility  Challenge  Job controlHYGIENE FACTORS  Pay  Benefits  Coworkers BABASAB PATIL 6
  7. 7. BAJAJ JAGAJAMPIEmployee satisfaction has two components1.Hygeiene issues2.Motivation issuesThe hygiene issues are:1.Company and Administration Policy: They should be updated andaccessible to all the employees so that the employees are aware of all policies of theorganization.2.Supervision: The supervisor should have the good leadership qualities and shouldgive 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 andsubordinate .The employees should be given time for socialization .i.e. during lunch, teabreak, etc.5.Working conditions: The working environment should be good so that theemployees will have sense of pride in working for the organization and should beprovided with the necessary facilities and adequate space to work efficiently. BABASAB PATIL 7
  8. 8. BAJAJ JAGAJAMPIThe motivation issues are :1.Work: The work should make employees believe that the work they are doing isimportant.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 atleast praising their efforts.4.Responsibilty:Employees should be given enough freedom or power to carry outtheir task .They should have ownership of work and be given challenging work.5.Advancement:Loyalty and performance should be rewarded by providingopportunities for career development . The absence of hygiene issues is a source of dissatisfaction. While increase in themotivation factors ,will increase in employee satisfaction .the hygiene issues should bedealt first and then the motivation issues should be given considerations .Bigger paychecks rarely equate with higher job satisfaction . Statement of the problem BABASAB PATIL 8
  9. 9. BAJAJ JAGAJAMPI“A study on employee satisfaction to enhance the present working conditions”Retaining the employees in the long run has become an destructive problem to anyorganization nowadays the organization which takes keen interest to satisfy theiremployees before the customers are able to retain their employees in the long run. Sohaving this objective in mind the managements wants to know the satisfaction level of theemployees towards Jagajampi Bajaj.Research Problem:A study to know the satisfaction level of the employees towards the organization toenhance the present working conditions for organizational growth and prosperity atJagajampi 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
  10. 10. BAJAJ JAGAJAMPIScope of the study:Keeping the purpose of the study in mind which is to know the employee satisfactionlevel towards the organization. I have conducted the study within the organization i.e.employees of Jagajampi BajajObjective 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. BABASAB PATIL 10
  11. 11. BAJAJ JAGAJAMPI BAJAJ COMPANY PROFILEBajaj Motors Limited was incorporated in 1986 and started it’s commercial productionin 1989. BAJAJ MOTORS have started in machining unit and backward integrated inForgings of Auto Components. We are into manufacturing of auto components mainlyprecision engine components for Two Wheelers, Four Wheelers, Tractors and otherHeavy Machine Equipments.Bajaj motors is promoted by the highly qualified and experienced promoters having asuccessful track record of more than 40 years of experience in the manufacture of autoparts.Bajaj Brand IdentityOur Brand is the visual expression of our thoughts and actions.It conveys to everyone ourintention to constantly inspire confidence.Our customers are the primary audience for ourbrand.Indeed, our Brand Identity is shaped as much by their belief in Bajaj as it is by ourown vision.Everything we do must always reinforce the distinctiveness and the power ofour brand.We can do this by living our brand essence and by continuously seeking toenhance our customers’ experience.In doing so, we ensure a special place for ourselves inthe hearts and the minds of our customers. BABASAB PATIL 11
  12. 12. BAJAJ JAGAJAMPIBajaj Brand EssenceOur Brand Essence is the soul of our brand.Our brand essence encapsulates our missionat Bajaj.It is the singular representation of our terms of endearment with our customers.It providesthe basis on which we grow profitably in the market.Our Brand Essence isExcitement.Bajaj strives to inspire confidence through excitement engineering.Blending together youthful creativity and competitive technology to exceed the spokenand the implicit expectations of our customers.By challenging the given. By exploring theunknown 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 excitementengineering.Learning:Learning is how we ensure proactivity.It is a value that embraces knowledge asthe 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 reachbeyond the obvious in pursuit of that which exceeds the ordinary. BABASAB PATIL 12
  13. 13. BAJAJ JAGAJAMPIPerfection:Perfection is how we set new standards.It is a value that exhibits ourdetermination 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 sharplyresponsive, mirroring our commitment towards our goals and processes.Transparency:Transparency is how we characterise ourselves.It is a value that makes usworthy of credibility through integrity, of trust through sensitivity and of loyalty throughinterdependence.MANAGEMENT PROFILE:Rahul Bajaj ChairmanMadhur Bajaj Vice ChairmanRajiv Bajaj Managing DirectorSanjiv Bajaj Executive DirectorN H Hingorani Vice President (Materials)Ranjit Gupta Vice President (Insurance)C P Tripathi Vice President (Operations)Kevin Dsa 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 BABASAB PATIL 13
  14. 14. BAJAJ JAGAJAMPIRahul BajajChairman 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 Headof the Bajaj Group of companies.Madhur Bajaj (Vice Chairman):After graduating in Commerce, Mr Bajaj did his MBAfrom Lausanne, Switzerland. Joined as DGM in March 1983, took over as GeneralManager Aurangabad Division in June 1986, as its Chief Executive in October 1988, hebecame President of Bajaj Auto in September 1994, Executive Director in May 2000 andas Vice Chairman in July 2001.Rajiv Bajaj (Managing Director): Rajiv Bajaj, who took charge as Managing Directoron 1st April 2005, is a Mechanical Engineer from Pune University. He later did hisMasters in Manufacturing Systems Engineering from the University of Warwick. Joinedas Officer on Special Duty in 1990, took over as General Manager (Products) in February1993, as Vice President (Products) in June 1995, President in May 2000, President &Whole Time Director in March 2002, Joint Managing Director in March 2003 BABASAB PATIL 14
  15. 15. BAJAJ JAGAJAMPISanjiv Bajaj(Executive Director): Joined as Officer on Special Duty in 1994, took overas Executive Director in April 2004, as General Manager (CF) in 1997, took charge asVice President (Finance) in April 2001. He is a Mechanical Engineer from PuneUniversity, with Masters in Manufacturing Systems from University of Warwick andMBA 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 Engineerfrom Malaviya Regional Engineering College, JaipurRanjit Gupta(Vice President (Insurance)) Joined as General Manager (Co-ordination) in1988, and rose to become Vice President (Materials) in 1995, Vice President (HRD) in2000 and Vice President (Insurance). He did his Mechanical & Electrical Engineeringfrom Indian Railway Institute of Mechanical & Electrical Engineers. Honoured withfellowship of Institute of Electrical Engineering (London) and membership of Institute ofMechanical 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 BABASAB PATIL 15
  16. 16. BAJAJ JAGAJAMPIAgra University. Later he did Mechanical Engineering from Indian Institute ofTechnology, Kharagpur.Kevin P D Sa(Vice President (Finance)):Mr.Kevin joined Bajaj in September 1978 andis now Vice President (Finance). He is a B.Com graduate. Later he did CA in 1978 andICWA in 1981.Pradeep Shrivastava(Vice President (Engineering)):Mr.Shrivastava joined Bajaj inApril 1986 and is now Vice President (Engineering). He is a Mechanical Engineer andlater did post graduate diploma in Production and Finance in 1986.S Sridhar(Vice President (Marketing & Sales- 2Wheeler)):Mr.Sridhar joined Bajaj inMarch 2001 and is now Vice President (Marketing & Sales -2 Wheeler). He is aEngineering Graduate in Agriculture BABASAB PATIL 16
  17. 17. BAJAJ JAGAJAMPIBOARD OF DIRECTORS:Board of DirectorsRahul Bajaj ChairmanMadhur Bajaj Vice Chairman & Whole-Time DirectorRajiv Bajaj Managing DirectorSanjiv Bajaj Executive DirectorKantikumar R. Podar DirectorShekhar Bajaj DirectorD.J. Balaji Rao DirectorD.S. Mehta Whole-Time DirectorJ.N. Godrej DirectorS.H. Khan DirectorMrs. Suman Kirloskar DirectorNaresh Chandra DirectorNanoo Pamnani DirectorTarun Das DirectorManish Kejriwal DirectorCommittees of the BoardAudit CommitteeS.H. Khan ChairmanJ.N. GodrejNanoo PamnaniD.J. Balaji RaoNaresh ChandraShareholders’ & Investors’ Grievance committeeD.J. Balaji Rao ChairmanJ.N. GodrejNaresh Chandra BABASAB PATIL 17
  18. 18. BAJAJ JAGAJAMPIRemuneration committeeD.J. Balaji Rao ChairmanS.H. KhanNaresh ChandraRegistered under the Indian Companies Act, VII of 1913REGISTERED OFFICE Akurdi, Pune 411 035WORKS Akurdi, Pune 411 035 Bajaj Nagar, Waluj Aurangabad 431 136 Chakan Industrial Area, Chakan, Pune 411 501GROUP OF COMPANIES OF BAJAJ:Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of 27companies 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. BABASAB PATIL 18
  19. 19. BAJAJ JAGAJAMPICompany Ltd.Bajaj Allianz Life Insurance -Company Ltd.DIFFERENT MILESTONES OF BAJAJ COMPANY:2005December Bajaj Discover launchedJune Bajaj Avenger launchedFebruary Bajaj Wave launched2004Sept/Oct Bajaj Discover DTS-i launchedAugust New Bajaj Chetak 4 stroke with Wonder Gear launchedMay Bajaj CT100 LaunchedJanuary Bajaj unveils new brand identity, dons new symbol, logo and brandline2003October 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 executiveFebruary motorcycle segment.2001 Bajaj Auto launches its latest offering in the premium bike segmentNovember ‘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 BABASAB PATIL 19
  20. 20. BAJAJ JAGAJAMPIJune 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.1995November 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.1985November The Waluj plant inaugurated by the erstwhile President of India, Shri5 Giani Zail Singh. Production commences at Waluj, Aurangabad in a record time of 16 months. BABASAB PATIL 20
  21. 21. BAJAJ JAGAJAMPI1984January 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.1945November Bajaj Auto comes into existence as M/s Bachraj Trading Corporation29 Private Limited. BABASAB PATIL 21
  22. 22. BAJAJ JAGAJAMPIAWARDS & ACHIEVEMENTS OF BAJAJ COMPANY:Product Award Year ByBajaj Discover DTS-i - Bike of the 2005 OVERDRIVE Awards 2005Year 2005Bajaj Discover DTS-i - Indigenous 2005 OVERDRIVE Awards 2005Design of the Year 2005BAJAJ AUTO - Bike Maker of the 2004 ICICI Bank OVERDRIVE AwardsYear 2004 2004DTS-i Technology - Auto Tech of 2004 ICICI Bank OVERDRIVE Awardsthe Year 2004 2004Bajaj Pulsar DTS-i Bike of the 2004 ICICI Bank OVERDRIVE AwardsYear 2004 2004Wind 125 Two Wheeler of the 2004 CNBC AUTOCAR Awards 2004Year 2004Wind 125 Bike of the Year 2004 2004 Business Standard MotoringBajaj Pulsar 180 DTS-i BBC 2003 BBC World Wheels Award 2003World Wheels Viewers ChoiceTwo Wheeler of Year 2003Bajaj Pulsar 180 DTS-i BBC 2003 BBC World Wheels Award 2003World Wheels Award for Best TwoWheeler between Rs 55,000 to Rs70,000 BABASAB PATIL 22
  23. 23. BAJAJ JAGAJAMPIBajaj Pulsar 150 DTS-i BBC 2003 BBC World Wheels Award 2003World Wheels Award for Best TwoWheeler between Rs 45,000 to Rs55,000Bajaj Boxer AT KTEC BBC World 2003 BBC World Wheels Award 2003Wheels Award for Best TwoWheeler under Rs 30,000Bajaj Pulsar - Motorcycle Total 2003 NFO AutomotiveCustomer Satisfaction StudyBajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE Awards 2003Bajaj Pulsar - Most exciting bike of 2002 OVERDRIVE Awardsthe yearBajaj Eliminator - Bike of the year 2002 OVERDRIVE AwardsBajaj Eliminator - Most exciting 2001 OVERDRIVE Awardsbike of the year BABASAB PATIL 23
  24. 24. BAJAJ JAGAJAMPIAward Year ByAll India Trophy for Highest 1998-99 EEPCExporterFocus LAC Award for Outstanding 1998-99 India Trade Promotion OrganisationPerformanceExport Excellence 1998-99 EEPCCertificate of Merit 1998-99 India Trade Promotion OrganisationAward for Export Excellence 1997-98 EEPCExport Excellence 1997-98 MCCIIAAll India Trophy for Highest 1997-98 EEPCExporterTop Exporter Shield - Western 1996-97 EEPCRegionExport Excellence 1996-97 MCCIARegional Top Exporter - Large 1995-96 EEPCScale ManufacturerHighest Export Performance 1995-96 EEPCOutstanding Export Performance 1995-96 Government of India, Ministry of CommerceExport Excellence Award 1995-96 MCCIATop Exporter Shield - Western 1995-96 EEPCRegionCertificate of Merit 1995-96 Government of India, Ministry of CommerceAward for Export Excellence 1994-95 EEPCRegional Top Exporter - Large 1994-95 EEPCScale ManufacturerAll India Special Shield - 1994-95 EEPCConsumer Durables Exporter BABASAB PATIL 24
  25. 25. BAJAJ JAGAJAMPINational Export award for 1994-95 Government of India, Ministry ofOutstanding Performance CommerceWestern Region Top Export Award 1994-95 EEPCAll India Special Shield - 1994-95 EEPCConsumer DurablesRegional Special Shield - Capital 1993-94 EEPCGoods CategoryAward for Export Excellence 1993-94 EEPCKEY POLICY FOLLOWED BY BAJAJ COMPANY:Environmental PolicyTowards creating and preserving a cleaner environmentBajaj Auto Ltd., manufacturer of two and three wheeler vehicles is committed toprevention of pollution, continual improvement of our environmental performanceand 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 cleanerenvironment.Quality Policy BABASAB PATIL 25
  26. 26. BAJAJ JAGAJAMPIWe at Bajaj Auto continue to firmly believe in providing the customer Value formoney, for years through our products and services. This we shall maintain andimprove,In our decision making, quality, safety and service will be given as muchconsideration 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 everyemployee.TPM Policy:We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating asafe and participative work environment in which all employees target theelimination of losses in order to continuously enhance the capacity, flexibility,reliability and capability of its processes, leading to higher employee morale andgreater organizational profitability.TPM Policy:We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating asafe and participative work environment in which all employees target theelimination of losses in order to continuously enhance the capacity, flexibility,reliability and capability of its processes, leading to higher employee morale andgreater organizational profitability. BABASAB PATIL 26
  27. 27. BAJAJ JAGAJAMPI 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 authorizeddealer 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 membersof Jagajampi Motors. Now JAGAJAMPI BAJAJ AUTO PVT.LTD is acting as thebiggest 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 BABASAB PATIL 27
  28. 28. BAJAJ JAGAJAMPIMANAGEMENT PROFILE:MANAGING DIRECTOR: SHRI MALLIKARJUN V.JAGAJAMPIEXECUTIVE DIRECTOR: BASAVRAJ S. BADADALEDIRECTOR POOJA BADADALEDIRECTOR AMIT HATTARKIOFFICE STAFF:SALES EXECUTIVES: AMIT TANJI IRAPPA MAGDUM YOGESH.PDI INCHARGE: FAIZAL KANAKGIRI.WORK SHOP MANAGER: SANJEEV HULKUND.ACCOUNTS MANAGER: MAHANTESH MADALGICASHIER UMESH KHADABADIRECEPTIONIST SUNITA BELGAUKAR BABASAB PATIL 28
  29. 29. BAJAJ JAGAJAMPI DEPARTMENTSSales Department:This department consists of the ales manager under whom are sales executives. The saleexecutives are the people who help the customers to provide the necessary informationregarding their product. They are the key people who convince the customers to buytheir 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 inthe spare department. This department holds the spares of the bajaj bikes. Under themanager they are spares employees who are responsible for the carrying out the sales ofthe spares and marinating the records of the transactions.Accounts Department:This department also consists of manager under whom there are other accountantsworking. This department is responsible for maintaining the financial transactionscarried out within the organization. Maintaining the financial transactions, during theduay are to be recorded by the accounts department. BABASAB PATIL 29
  30. 30. BAJAJ JAGAJAMPIPre-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 thedelivery.Work station:This department is responsible for the maintenance and servicing of the bikes. In thisdepartment 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 forservicing.There are the five departments within the organization who have to report to the ex-director of the organization. BABASAB PATIL 30
  31. 31. BAJAJ JAGAJAMPISUB DEALERS:RAJ AUTO KHANAPURCJT AUTO RAIBAGBHARAT AUTOMOBILES ATHANIVIJAY AUTOS BAILHONGALPOOJA MOTORS UGARRENUKA MOTORS SOUNDATTIRAVI AUTO GOKAKKEDAR AUTO NIPPANIMAGDHUM MOTORS SANKESHWARBHAGYALAXMI AUTO SADALAGASONNAD MOTORS JAMKHANDIPADMAVATI BALAJI AUTOS DHARWADDYNAMIC AUTOS BELGAUMS.C. MOTORS RAMDURGFINANCESAGAR LEASEFINBAFLICICIHDFC BABASAB PATIL 31
  32. 32. BAJAJ JAGAJAMPI 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 6Sale 215 137 138 124 175 144 208 284 147 193 294 302 238 222 205This shows the Great performance of Jagajampi Auto Pvt Ltd. It has sold more than100 vehicles 4-5 times . So managing director of Bajaj company Rajeev Bajaj Visitedshowroom 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 veryimportant role in the success of any company. BABASAB PATIL 32
  33. 33. BAJAJ JAGAJAMPI ORGANIZATION CHART Managing Director Ex-DirectorPDI Dept. in Managercharge Manager Service Manager Spares Manager Sales Accounts Supervisors Assistants Assistants Sales Technicians Executives Technicians BABASAB PATIL 33
  34. 34. BAJAJ JAGAJAMPI PRODUCT PROFILEPulsor-DTS-iTECHNICAL SPECIFICATIONS: Pulsar 180 DTS-i Pulsar 150 DTS-iEngine 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 BABASAB PATIL 34
  35. 35. BAJAJ JAGAJAMPI BAJAJ Discover Jadoo:EngineType 4- stroke, DTS-iDisplacement 180 ccPeak Power 16.5 bhp/ 12.15( kW) @8000 rpmMax Torque 15.22NmSuspensionFront Suspension Telescopic longest stroke, 140mm Triple rate Spring, 5-way adjustable, Hydraulic shock Absorbers, VerticalRear Suspension travel 90mmBrakesFront Brakes Hydraulic operated Disc Brakes- 260mmRear Brakes 130mm DrumFuel TankMain/ Reserve 14 L/ 13.4 L BABASAB PATIL 35
  36. 36. BAJAJ JAGAJAMPIBAJAJ 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 BABASAB PATIL 36
  37. 37. BAJAJ JAGAJAMPISAMPLING:Sampling is the one techniques which allows us to concentrate and give attention uponrelativity.(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 thepopulation.For conducting this survey it is required to concentrate on employees of Jagajampi Bajajwithin the organization. For this purpose the questionnaire was incorporated and theemployees 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; BABASAB PATIL 37
  38. 38. 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 BABASAB PATIL 38
  39. 39. BAJAJ JAGAJAMPIMEASUREMENT TECHNIQUESQuestionnaire:This is most easy techniques that is sought after and one of the easy method to gatherprimary information and is a core source for primary data and this type of datacollection techniques is being incorporated by me through the questionnaire. Graphical method using pie charts with percentage: BABASAB PATIL 39
  40. 40. 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% SDInterpretation:  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 employeeshelps them to do their job with enthusiasm and to their satisfaction or not. From the graphwe can infer that the infrastructure provided to the employees is good and helps them todo their job better. Question No.2a Response Excellent 37 Good 12 Fair 0 BABASAB PATIL poor 1 40
  41. 41. 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
  42. 42. 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. Theorganization should continue to maintain the same in future also. BABASAB PATIL 42
  43. 43. BAJAJ JAGAJAMPI Question No.2c Response Excellent 37 Good 9 Fair 1 poor 3 Cleanliness 2% 6% 18% Excellent Good Fair 74% PoorInterpretation:  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. BABASAB PATIL 43
  44. 44. BAJAJ JAGAJAMPIThe graph shows that excellent cleanliness is maintained in the organization. Theorganization 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.  14% of the employees say good.  4% of the employees say fair. BABASAB PATIL 44
  45. 45. BAJAJ JAGAJAMPI  2% of the employees say poor.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% PoorInterpretation:  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 theorganization to work. But we can also find that there are employees who are not satisfiedwith the space at work. They are the employees from spares section and the washing BABASAB PATIL 45
  46. 46. BAJAJ JAGAJAMPIsection who are not satisfied with this condition. So the management must look into thisseriously and must think of shifting the spares section and the washing sectionaccordingly so that the employees get enough space to perform their job perfectly andflexibly. Question No.2f Response Excellent 29 Good 9 Fair 8 poor 4 Working culture 8% 16% Excellent Good Fair 58% 18% PoorInterpretation:  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. From the graph we can see that most of the employees are happy with the workingculture of the organization. Management should continue to maintain the same in future BABASAB PATIL 46
  47. 47. BAJAJ JAGAJAMPIand should regularly enhance the working culture with innovativeness and also with goodvalues and beliefs. This can be an influencing factor for the management to retain theemployees in the long run. Question No.3 Response Strongly agree 36 Agree 11 Neither agree nor disagree 1 Disagree 1 Strongly disagree 1 The task entrusted to me lies within my cababilities. 2% 2% 2% SA 22% A NA/DA D 72% SDInterpretation:  72% of the employees strongly agree that the task provided to them lies within their capabilities.  22% of the employees agree to the same.  2% of the employees neither agree nor disagree to this statement.  2% of the employees disagree.  2% of the employees strongly disagree. BABASAB PATIL 47
  48. 48. BAJAJ JAGAJAMPIThis question was asked to know whether the employees are really capable of doing thegiven job or not. From the graph we can see that maximum number of employees claimthat the given job lies within their capabilities which is a good thing for the organizationfor its progress. Question No.4 Response 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. BABASAB PATIL 48
  49. 49. 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 tothem for the work they are doing. From the graph we can see that maximum number ofemployees saying that they are paid fairly but also we can see that most of the employeesare not satisfied by the compensation paid. This can be a problem for the management toretain their employees in the long run. So the management must look in to this problemseriously and must pay accordingly to the work assigned. Question No.5 Response Strongly agree 50 Agree 0 Neither agree nor disagree 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% SDInterpretation:  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. BABASAB PATIL 49
  50. 50. BAJAJ JAGAJAMPIThis question was asked to know what do the employees feel about themselves. Thegraph reveals that the employees are more optimistic and confident. This feeling of theemployees will definitely help the organization for its growth and prosperity. Question No.6 Response Strongly agree 26 Agree 19 Neither agree nor disagree 2 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 SDInterpretation:  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. BABASAB PATIL 50
  51. 51. BAJAJ JAGAJAMPIThis question was asked to know the satisfaction level of the employees towards the taskprovided. Question No.7 Response 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% CDInterpretation:  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. BABASAB PATIL 51
  52. 52. BAJAJ JAGAJAMPI  10% of the employees are completely dissatisfied.This question was asked to know the satisfaction level of the employees towards thesalary paid to them by the organization. From the graph we can see that most number ofemployees are satisfied with the salary paid but also the number of employees who arenot satisfied is also not negligible. The management must think of revising the salarystructure accordingly to satisfy the unsatisfied employees. Question No.8 Response 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. BABASAB PATIL 52
  53. 53. 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 theorganization. Question No.9 Response Strongly agree 24 Agree 15 Neither agree nor disagree 4 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% SDInterpretation: BABASAB PATIL 53
  54. 54. BAJAJ JAGAJAMPI  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 ornot by the management. From the graph we can infer that the employees are satisfiedwith the management’s problem solving. Question No.10 Response Cordial 45 Fair 05 Uncordial 0 Employee-Employer relations. 10% 0% Cordial Fair Uncordial 90%Interpretation: BABASAB PATIL 54
  55. 55. 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 thegraph we can find that the relations within the organization are very good. Managementmust continue to maintain such relations in future for smooth running. Question No.11 Response Cordial 44 Fair 06 Uncordial 0 Worker-Supervisor relations 12% 0% Cordial Fair Uncordial 88% BABASAB PATIL 55
  56. 56. BAJAJ JAGAJAMPIInterpretation:  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. Question No.12 Response Cordial 46 Fair 4 Uncordial 0 Worker-Worker relations. 8% 0% Cordial Fair Uncordial 92%Interpretation: BABASAB PATIL 56
  57. 57. BAJAJ JAGAJAMPI  92% of the employees say that their relations with the subordinates are cordial.  8% of the employees say that the relations are fair. Question No.13 Response Strongly agree 14 Agree 22 Neither agree nor disagree 2 Disagree 7 Strongly disagree 5 Management encourages workers participation in decision making. SA 10% 14% 28% A NA/DA 4% D 44% SDInterpretation: BABASAB PATIL 57
  58. 58. BAJAJ JAGAJAMPI  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’sparticipation in decision-making. By encouraging the worker’s participation in decision-making the management makes the employees feel that they are important to theorganization. This feeling helps the employees to bond themselves strongly with theirorganization. Question No.14 Response Strongly agree 16 Agree 30 Neither agree nor disagree 1 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
  59. 59. BAJAJ JAGAJAMPIInterpretation:  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. Question No.15 Response Strongly agree 20 Agree 20 Neither agree nor disagree 4 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 BABASAB PATIL 59
  60. 60. BAJAJ JAGAJAMPIInterpretation:  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 offailure within the employees while performing any tasks. From the graph it is clear thatthe employees are motivated and made to think positive by the supervisor/manager. Thiswill help the employees to perform their job even more confidently and effectively. Question No.16 Response 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% BABASAB PATIL 60
  61. 61. BAJAJ JAGAJAMPIInterpretation:  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 theemployees. The management must continue to maintain the same always. Question No.17 Response Yes 45 No 05 Do you get clear communication from the management. 10% Yes No 90%Interpretation: BABASAB PATIL 61
  62. 62. 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 clearcommunication from the management or not. From the graph it is clear that themanagement provides all the necessary information to the employees. Question No.18 Response Strongly agree 6 Agree 29 Neither agree nor disagree 4 Disagree 11 Strongly disagree 4 BABASAB PATIL 62
  63. 63. BAJAJ JAGAJAMPI Timely training is provided to you by the organization. 0% SA 22% 12% A NA/DA 8% D 58% SDInterpretation:  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 thetraining provided. Training equips the employees with the necessary skills to perform hisjob better. Management must periodically provide training to the employees to enhancetheir 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 63
  64. 64. BAJAJ JAGAJAMPI Which welfare facilities are you looking for? 4% 10% Transportation 6% Coffee machine 6% Hot/cold water Loan 74% OthersInterpretation:  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. Mostof 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 BABASAB PATIL 64
  65. 65. 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 agood place to work in. This shows that the employees are happy to work in jagajampibajaj. Question No.20b Response Place for career growth 35 opportunities No career growth opportunities 8 BABASAB PATIL 65
  66. 66. BAJAJ JAGAJAMPI What do you feel about jagajampi bajaj? 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 BABASAB PATIL 66
  67. 67. 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 BABASAB PATIL 67
  68. 68. BAJAJ JAGAJAMPI What do you feel about jagajampi bajaj? 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 injagajampi bajaj is good. The management must continue to maintain this quality and alsoimprove in respective streams wherever needed. So that the employees who say that themanagement is poor, change their saying to good management. And feel proud to work injagajampi bajaj. Question No.20e Response Ethical Organization 36 Unethical Organization 6 BABASAB PATIL 68
  69. 69. BAJAJ JAGAJAMPI What do you feel about jagajampi bajaj? 14% Ethical organization Unethical organization 86%From the graph we can infer that 86% of the employees feel that jagajampi bajaj is anethical organization. Management must continue to maintain this quality. Question No.21 Response 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 BABASAB PATIL 69
  70. 70. BAJAJ JAGAJAMPI Bcoz of financial Why are you working here? problems Bcoz you have good career growth opportunities 4% 11% Bcoz 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. BABASAB PATIL 70
  71. 71. BAJAJ JAGAJAMPIThis 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 careergrowth opportunities but also good percent of employees are working here just forexperience. So this is not good for the organization in the future because this mayincrease the employee turnover ratio in future. So management must take steps to retainthese employees by providing them good career growth opportunities and benefits so thatthey continue to do the job for the long run. BABASAB PATIL 71
  72. 72. BAJAJ JAGAJAMPI Communication Relationship WelfareRanks flow mgmt Workload facilities Infrastructure Trainingrank 1 1 1 1 40 2 3rank 2 1 1 2 10 1 35rank 3 1 1 33 10 3 2rank 4 2 3 5 5 30 5rank 5 25 1 1 10 3 10rank 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
  73. 73. BAJAJ JAGAJAMPIFrom the above graph we can see that welfare facilities are ranked 1 by maximumnumber of employees. Training is ranked 2 and workload is ranked 3 from the givenoptions.This question was asked to find where there is scope for improvement in theorganization. From the graph we infer that welfare facilities, training and workload arethe three things which should be given top priority and must be revised and improved andmust be provided if it is not provided. BABASAB PATIL 73
  74. 74. BAJAJ JAGAJAMPIFindings:  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. BABASAB PATIL 74
  75. 75. 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. BABASAB PATIL 75
  76. 76. BAJAJ JAGAJAMPI 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. BABASAB PATIL 76
  77. 77. BAJAJ JAGAJAMPI 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. BABASAB PATIL 77
  78. 78. BAJAJ JAGAJAMPI 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. BABASAB PATIL 78
  79. 79. BAJAJ JAGAJAMPI CONCLUSIONEmployee satisfaction is realizing the direct relationship between happy and unhappyemployees.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 satisfyingin 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
  80. 80. BAJAJ JAGAJAMPI To attain the long run goal employees should be treated equally , and should haveopportunity to express their views, ideas and opinions. They should be updated andaccessible to all the employees so that the employees are aware of all policies of theorganization. The supervisor should have the good leadership qualities and should givepositive feedback at regular interval. The working environment should be good so thatthe employees will have sense of pride in working for the organization and should beprovided with the necessary facilities and adequate space work efficiently. Loyalty andperformance should be rewarded by providing opportunities for career development . BABASAB PATIL 80

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