Employee satisfaction at Renault

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PROJECT REPORT
ON
EMPLOYEE JOB SATISFACTION
SUBMITTED TO:
SOM-LALIT INSTITUTE OF MANAGEMENT STUDIES
MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmedabad

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DECLARATION
WE, student of SOM-LALIT College of MANAGEMENT STUDIES,
AHMEDABAD here by that the project report entitled 'A STUDY OF
EMPLOYEES SATISFACTION OF RENAULT, AHMEDABAD, is a
bonafide record submitted in COLLEGE of SOM-LALIT
MANAGAMENT STUDIES and a record of original work done by us
We also declare that this report has not been submitted previously
by us, fully or partially to the college.
Sign:
Place: Ahmedabad Date:
Project report submitted by:
NAME ROLL NO. ENROLLMENT NO
DOD DARSHANA 11
DOSHI SELVIN 12
DOSHI SNEH 13
DUDHIYA ANERI 14
GAMI ABHAY 15

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EXECUTIVE SUMMARY
A Study on “Job Satisfaction of Employees” was carried out in
RENAULT, AHMEDABAD. The main objective of the research was to
find the satisfaction level of employees in the organization.
Employee satisfaction is essential to the success of any business. The
important factors that are to be considered in the job satisfaction of
employees are salary, promotion, working condition, and so on...
The study was done as part of Descriptive Research. Convenience
sampling technique was employed for selecting the sample. The
primary data was collected by means of questionnaire. The secondary
data was collected from the company records and websites. A
structured questionnaire was given to thirty employees and the data
was collected based on the same. The data was analysed using mean
method and Likert scale method and analytical of variance. Utmost
care has been taken from the beginning of the preparation of the
questionnaire till the analysis, findings and suggestions. The analysis
leads over to the conclusion that majority of the employees are
satisfied. Dissatisfaction with reference to some of the factors was also
reported. It was found that dissatisfaction among employees will affect
the work performance and productivity of the organization. Valuable
suggestions and recommendations are also given to the company for
the better prospects.

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LIST OF CONTENTS
CHAPTER CONTENT PAGE NO
Chapter 1
INTRODUCTION
Introduction
Research Problem
Significance of the study
Scope of the study
Objectives of the study
8-12
8
10
10
11
11-12
Chapter 2 COMPANY PROFILE
History
Social Responsibility
Organisational Structure
Annual Report
13-22
14-17
18
19
20-22
Chapter 3 LITERATURE REVIEW
Theoretical Framework
Literature Review
23-36
24-30
31-36
Chapter 4 RESEARCH METHODOLOGY 37-40

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Research Design
Sample Design
Data Collection
Primary Data
Secondary Data
Questionnaire
Tools Used For Analysis
Limitations Of The Study
38
38
38
38
39
39
39
40
Chapter 5 DATA ANALYSIS AND INTERPRETATION
Hypothesis
41-47
47
Chapter 6 FINDINGS, SUGGESTIONS AND
CONCLUTION
Findings
Suggestions
Conclusion
48-52
48
50
51-52
Chapter 7 BIBLIOGRAPHY 53-54

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Chapter 1
INTRODUCTION

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OPERATIONS
Renault Karnavati Pvt Ltd is a wholly owned subsidiary
of Renault S.A., France and currently offers seven models in the
Indian market: the premium sedans Scala and the Fluence, the
luxury SUV Koleos, the SUV Duster, the compact MPV Lodgy, the
premium compact car, Pulse and the latest budget car, Kwid.
Renault India also exports the Duster to a growing number of right-
hand drive markets.
Renault cars are manufactured at the manufacturing facility located
in Oragadam, Chennai, with a capacity of 480,000 units pa with 3
shifts per day.
In September 2008, Renault India opened its fifth global vehicle
design studio in Mumbai.
In March 2010, Renault India and Nissan India opened a production
facility in Chennai Established with an initial investment of Rs 45
billion (US$750 million), the plant has a combined annual capacity
to produce 480,000 vehicles.
As of September 2015, Renault India has 175 dealerships in 16
cities across 9 states and 2 Union Territories, targeting 210 outlets
at the end of 2015. It fastely expanded to 190 dealerships in
December 2015, thanks to the Renault Kwid success. Renault has
also developed an innovative approach with some virtual showrooms
and some specific phone App.

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1.2 RESEARCH PROBLEM
Employee are the asset of any organization. It is through the
employees. The organization achieves its objectives. It is very
important from the organization point of view to keep them satisfied.
The purpose of study is to understand the level of satisfaction among
the employees to KARNAVATI RENAULT and suggest the area for
improvement if any.
A sample respondents of 30 on total population (employees) of
RENAULT KARNAVATIPVT LTD. constitute the universe of study.
1.3 SIGNIFICANCE OF THE STUDY
Employee satisfaction is an important aspect as far as an organization
is considered. Employees are back bone of every organization. So it is
responsibility of the management to keep the employees to contribute
more.
It is said that satisfied employees are more productive. So every
organization is giving high priority to keep their employees satisfied
by providing several facilities which improves satisfaction and reduce
dissatisfaction.
I want to know whether the employees in RENAULT KARNAVATIPVT
LTD are satisfied or not. So I had to address the problem in my study.

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1.4 SCOPE OF THE STUDY
The study aims to understand the employee satisfaction in in
RENAULT KARNAVATIPVT LTD which covers the various working
schedule, remuneration, developing overtime allowance, work
freedom, job position etc.. The scope is to understand the employee
satisfaction. The study is conducted at in RENAULT KARNAVATIPVT
LTD covering 30 employees and data collected based on the
questionnaire prepared.
The backbone of the employee satisfaction is respect for workers
and job they perform. And easy revenue for employee to discuss
problems with upper management should be maintained and
carefully monitored. The study was done to know the employee
satisfaction in in RENAULT KARNAVATIPVT LTD. Employee are
backbone of every organization so the organization should consider a
lot the employee should be motivated and satisfied. So that they can
work more and hence to reach the organization is to its great.
1.5 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
• The primary objective of the research is to find employees’
satisfaction level of the organization.

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• Level of satisfaction regarding the physical condition of workplace
& space.
SECONDARY OBJECTIVES
• To access the general attitude of the employees towards in
Renault karnavati pvt ltd.
• To understand the problem of the employees in the working
condition.
• To know how employees opinion about work place, pay and
benefits.
• To study and analyses the various factors affecting the job
satisfaction level.

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Chapter 2
COMPANY PROFILE

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HISTORY OF RENAULT GROUP
Group Renault is a French multinational automobile
manufacturer established in 1899.[10] The company produces a
range of cars and vans, and in the past has manufactured trucks,
tractors, tanks, buses/coaches and auto rail vehicles.
According to the Organization International des Constructers
automobiles, in 2013 Renault was the eleventh biggest automaker in
the world by production volume with 50.5% of sales coming outside
of Europe. The Renault–Nissan Alliance is the fourth-largest
automotive group.
Headquartered in Boulogne-Billancourt, near Paris, the Renault
group is made up of the namesake Renault marque and
subsidiaries, Automobile Dacia from Romania, and Renault
Samsung Motors from South Korea.[14] Renault has a 43.4%
controlling stake in Nissan of Japan,[15] a 37% indirectly-owned
stake in AvtoVAZ of Russia, and a 1.55% stake in Daimler AG of
Germany (since 2012, Renault manufactures engines for the
Daimler's Mercedes A Class and B Class cars). Renault also owns
subsidiaries RCI Banque (automotive financing), Renault Retail
Group (automotive distribution) and Motrio (automotive parts).
Renault has various joint ventures, including Oyak-
Renault (Turkey), Renault Pars (Iran). Carlos Ghosn is the current
chairman and CEO. The French government owns a 19.73% share of
Renault as of April 2015.
Renault Trucks, previously known as Renault Vehicles Industrials,
has been part of Volvo Trucks since 2001. Renault
Agriculture became 100% owned by German agricultural equipment
manufacturer CLAAS in 2008.
Together Renault and Nissan are investing €4 billion
(US$5.16 billion) in eight electric vehicles over three to four years
beginning in 2011. In 2013, new Renault vehicles had the lowest

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average CO2 emissions among generalist brands in Europe, with
110.1g/km.
Renault is known for its role in motor sport, particularly
rallying, Formula 1 and Formula E. Its early work on mathematical
curve modeling for car bodies is important in the history
of computer graphics.
CAR MARKET
In 2005, Renault marked its presence in India. From then to
now, Renault India has achieved many milestones. With the
launch of Renault KWID, Renault India registered a growth of
160% in domestic sales in December 2015. In March 2016,
Renault India launched the new Renault DUSTER which
promises to further drive its market share.
March, 2016:
Renault India launches the new DUSTER with India’s first 6 speed
Easy-R Automated Manual Transmission (AMT) technology, offering
the best combination of performance, convenience, and fuel
efficiency.
February, 2016:
• World reveal of Renault KWID 1.0 LITRE SCe,
Renault KWID EASY – R, Renault KWID Climber and Renault
KWID Racer at Auto Expo 2016.
• The new Renault DUSTER is revealed at the Auto Expo 2016.
• Renault reaffirms its “Make in India” commitment by sharing
the Renault KWID perspective with Honorable PM Shri
Narendra Modi during the Make in India week.
• Renault India registers 158% growth in February 2016.

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• Renault India inaugurates its new 3S dealership in Aligarh,
Azamgarh, Bengaluru and Hyderabad, to name a few.
January, 2016:
• Renault India registers 151% growth in January 2016.
December, 2015:
• Renault India registers 160% growth in domestic sales in
December 2015.
November, 2015:
• Renault expands its network with inauguration of 190th
dealership in Telangana.
• Renault KWID races past 50,000 customer orders.
• Renault India registers 144% growth in domestic sales.
October, 2015:
• Popular Indian television reality show, MTV Roadies goes from
X2 to X4 to celebrate shift from 2 to 4 wheels and Renault
drives in as title partner for ‘Renault MTV Roadies X4’.
• The Renault KWID sets a new benchmark by crossing 25,000
bookings in 10 days since its launch announcement.
September, 2015:
• Renault launches the attractive, innovative and affordable
Renault KWID.
• Renault introduces the KWID App and a virtual showroom
where buyers can experience the KWID, anytime and anywhere.

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• Renault launches the new DUSTER Explore Edition with 25
additional new features.
August, 2015:
• Musical maestro A.R. Rahman creates the theme track for
Renault’s new brand campaign titled “Re Re Re Raftaar”.
• Renault kick-starts the DUSTER AWD experience drive in
Raipur.
July, 2015:
• The fourth edition of Renault’s Gang of Dusters was held in
Maharashtra.
• Renault inaugurates its flagship dealership in Jamnagar.
• Renault ropes in actor Ranbir Kapoor as brand ambassador for
Renault India.
June, 2015:
• Renault introduces the new LODGY Step way edition, available
in two variants – LODGY RxZ 110PS and LODGY RxZ 110PS.
April, 2015:
• The new Renault LODGY is launched, which features the best of
all worlds, unlike any other MPV.

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SOCIAL RESPONSIBILITY OF RENAULT
The automobile is an individual means of transport that is crucial to
economic development and social unity. In cities and rural areas
alike, the ability to move about freely is essential. The automobile’s
success in the twentieth and twenty-first centuries has come hand
in hand with negative impacts including traffic jams, noise, and air
pollution. Our responsibility is to reduce or even eliminate those
effects. For the automobile to remain a source of progress for
everyone, we have made sustainable mobility a cornerstone of our
approach.
We have a number of challenges, including developing the skills
needed to design, manufacture, and sell tomorrow’s vehicles,
attracting the most talented people to work for us, and reflecting the
diversity of our customers and markets in our teams. The
automotive industry is losing its appeal in some countries. Which is
why our main challenge is maintaining a unified workforce while
making the company more competitive in dissimilar markets.
VISION OF THE ORGANISATION
“To Make & sustain Renault as the most profitable and competitive
European volume car company”

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ORGANISATIONAL STRUCTURE

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Common Size Statement
of Profit and loss account
Parameters DEC'15(Rs.Cr.) DEC'14(Rs.Cr) Dec'15 Dec'14
Gross Sales 13240.71 13108.18 112.24% 111.67%
Less:Interdivisional transfers 0 0 0.00% 0.00%
Less:salesreturns 0 0 0 0
Less:Excise 1443.88 1369.97 12.23% 11.67%
Netsales 11796.83 11738.21 100.00% 100%
EXPENDITURE
Increase/decrease instock 1.12 -8.55 0.01% 0.00%
Raw materialsconsumed 1848.07 1982.64 15.66% 16.89%
Powerandfuel cost 2394.05 2441.82 20.29% 21%
Employee cost 769.87 746.59 6.52% 6%
OthermanufacturingExpenses 1262.14 1259.93 10.70% 11%
General andadministrativeexpenses 204.95 203.35 1.71% 2%
SellinganddisributionExpenses 2923.93 2798.42 24.79% 24%
MiscellaneousExpenses 864.85 824.41 7.33% 7%
ExpensesCapitalised 0 0 0.00% 0%
Total Expenditure 10268.98 10248.61 87.00% 87%
PBIDT(Excl OI) 1527.85 1489.6 12.95% 13%
otherincome 128.67 285.94 1.09% 2%
Operatingprofit 1656.52 1775.54 14.04% 15%
Interest 67.32 82.76 0.57% 0.71%
PBDT 1589.2 1692.78 13.47% 14%
Depreciation 652.06 557.58 5.53% 5%
Profitbefore taxation&Exceptionalitems 937.14 1135.2 7.94% 10%
Exceptional Income/Expenses -153.17 0 0.00% 0%
Profitbefore tax 783.97 1135.2 6.60% 10%
Profitfortax 192.4 -33.09 1.63% 0%
PAT 591.57 1168.29 5.01% 10%
ExtraordinaryItems 0 0 0.00% 0%
Adj to Profitaftertax 0 0 0 0%
Profitbalance B/F 4456.64 4175.87 37.77% 36%
Appropriations 5048.21 5344.16 42.79% 46%
EquityDividends(%) 170 340 1.44% 3%
Earning per share(inRs.) 31.51 62.23 0.27% 1%
Bookvalue(inRs.) 449.69 438.64 3.80% 4%

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Common Size Balance sheet
2015 2014 2015 2014
Total current Assets 53018 49499 58.52% 57.46%
Cash andshort terminvestment 14747 11961 16.28% 13.88%
cash 0 0 0 0
cash and Equivalents 14747 11961 16.28% 13.88%
Short terminvestments 0 0 0.00% 0.00%
Total Receivable,Net 30417 29492 33.57% 34.26%
Account Receivables- Trade,Net 29867 29014 32.96% 3.37%
Total Inventory 4128 4712 4.56% 5.47%
PrepaidExpenses 0 0 0.00% 0.00%
OthercurrentAssets,Total 3726 3334 4.11% 3.87%
Total Assets 90605 86146 100% 100.00%
Property/Plants/Equipment,Total- Net 11171 10839 12.33% 12.58%
Property/Plant/Equipment,Total- Gross 0 36105 0.00% 41.91%
AccumulatedDepreciation,Total 0 -25266 0.00% 0.00%
Goodwill,Net 0 0 0.00% 0.00%
Intangibles,Net 3570 3478 3.94% 4%
Long TermInvestments 20728 20053 22.88% 23.28%
Note Receivable- Longterm 31 134 0.03% 0.16%
Otherlongtermassets,Total 2087 2143 2.30% 2.49%
Otherassets,Total 0 0 0.00% 0.00%
Total current liabilities 52289 49141 57.71% 57%
AccountsPayable 8295 7841 9.16% 9.10%
Payable/Accrued 0 0 0.00% 0.00%
AccruedExpenses 50 60 0.06% 0.07%
NotesPayable/shortTermDebt 30740 28426 33.93% 33%
CurrentPort.Of LT Debt/Capital Leases 4143 3988 4.57% 4.63%
OtherCurrentliabilities,Total 9061 8826 10% 10.25%
Total Liabilities 62613 59335 69.10% 68.88%
Total longtermdebt 5707 5461 6.30% 6.43%

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Long termdebt 5707 5461 6.30% 6.43%
Capital lease Obligations 0 0 0.00% 0.00%
Total debt 40590 37875 44.80% 43.97%
DeferredIncome Tax 122 131 0.13% 0.15%
MinorityInterest 482 451 0.53% 0.52%
OtherLiabilities,Total 4013 4151 4.43% 4.82%
Total Equity 27992 26811 30.89% 31.12%
Redeemable PreferredStock,Total 0 0 0.00% 0.00%
PreferredStock - NonRedeemable,Net 0 0 0.00% 0.00%
Commonstock,Total 1127 1127 1.24% 1.31%
Additional Paid-InCapital 3785 3785 4.18% 4.39%
Retained Earnings(AccumulatedDeficit) 24476 23062 27% 26.77%
TreasuryStock- Common -227 -237 0.00% 0.00%
ESOP DebtGuarantee 0 0 0.00% 0.00%
UnrealizedGain(loss) 890 1015 0.98% 1.18%
OtherEquity,Total -2059 -1941 0.00% 0.00%
Total Liabilities & shareeholders' Equity 90605 86146 100.00% 100.00%
Total Common Shares Outstanding 292.15 293.17 0.32% 0.34%
Total Preferrted Shares Outstanding 0 0 0.00% 0.00%

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Chapter 3
LITERATURE REVIEW

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THEORETICAL FRAMEWORK
MEANING
Employee satisfaction is a measure of how happy workers are with
their job and working environment. Keeping morale high among
workers can be tremendous benefit to any organization, as happy
workers will be likely to benefit to any company. There are many
factors for maintaining high employee satisfaction, which wise
employers would do will to implement.
EMPLOYEE SATISFACTION
To increase employee satisfaction, many companies will have
mandatory survey or face to face meeting either employees to gather
information. Both of these tactics have pros and cons and should be
chose carefully. Surveys are often annoying allowing workers more
freedom to be honest without fear. Interview with company
management can feel intimating but if done carefully can let to
workers know their voice has been heard and their concern addressed
by those in changes. Surveys and meetings can truly got the centre of
data surrounding employee satisfaction and can be great tools to
identify specific problems leading to lowering morale.
Many experts believe that one of the best ways to maintain employee
satisfaction is to make workers feel they are part of the family or team.
Holding Office Events such as parties and group outings can help
close bonds among workers. Many companies also participate in team

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building retreats that are designed strengthen the working
relationship of the employers in the non-working related settings.
Company trips, pain ball wars and guided back parking trips are
versions of this type of team building strategy, with which many
employees have founded success.
Of course, few will not experience a boost in morale after receiving
more and many raises and bonuses can seriously affect employee
satisfaction and should be given when possible. Yet money cannot
solve all morale issues and of a company with wide spread problems
for workers cannot improve their overall improvement, a bonus may
be quickly forgotten as daily stress of an unpleasant job continuous
to mount.
If possible, provide amenities to your workers to improve morale.
Make sure they have a comfortable, learn, break, rooms which basic
necessities such as a running mates keep facilities such as clean
bathroom stocked with supplies. While professionalism is necessary
for most business allowing workers to keep family photos or small
trinkets on their desk can make them fed more comfortable and
nested at their workstation. Basic consideration like these can
improve employee satisfaction, as workers will fed well asked for by
their employers.
The backbone of employee satisfaction in respect for workers and the
job they perform. In every interaction with management, employees
should be treated with courtesy and interest. In easy avenue for

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employers to discuss problems, with upper management should be
maintained and carefully monitored. Even if management cannot
meet all the demands of employees. Showing workers that they are
being heard and putting honest dedications into compromising will
often help to improve morale.
IMPORTANCE OF EMPLOYEE SATISFACTION
Purpose or benefits of employee satisfaction include as following,
• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction.
• Reduce turnover, recurring and training cost.
• Enhance customer satisfaction and loyalty.
• Energetic employers
• Improve team work
• Higher quality products and or services due to more competent,
energized employees.
ORGANISATIONAL DEVELOPMENT FACTORS
• Brand of organization in business field and comparison with
leading competitor.
• Mission and vision of organization.
• Potential development of organization.

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POLICIES OF COMPENSATION AND BENEFITS FACTORS
• Wages and Salary
• Benefits
• Rewards And Penalties
PROMOTION AND CAREER DEVELOPMENT FACTORS
• Opportunities for promotion.
• Training program participated or will do.
• Capacity of career development.
•
WORK TASK FACTORS
• Quantity of task.
• Difficult level of task.
RELATIONSHIP WITH SUPERVISORS FACTORS
• Level of coaching
• Level of assignment for employee.
• Treatment of Employee etc.
WORKING CONDITION AND ENVIRONMENT FACTORS
• Tools and equipment.
• Working methods
• Working environment

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CORPORATE CULTURE FACTORS
• Relationship with co-workers
• Level of sharing etc...
COMPETITION PERSONALITIES AND EXPECTATION OF
EMPLOYEE FACTORS
• Competencies and personalities of employee are suitable for job.
• Expectations of employee are suitable for policies of organization.
DEFINITION OF TERMS
SALARY
Salary is a fixed amount or compensation paid to an employee by an
employer in return for work performed. An employee who is paid a
salary is expected to complete a whole job in return for the salary.
OVERTIME ALLOWANCE
Overtime allowance in extra cash compensation for the hours that
employees work in excess.
DECISION MAKING
Decision making involves the selection of a suitable action from
among two or more possible alternatives in order to arrive at a
solution to a problem.

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PROBLEM SOLVING
Grievance handling means help to solve a problem of the person who
is in trouble and went some kind of help. It is to help such a person
is a way that can give him justice to his satisfaction.
WELFARE FACILITY
Employee welfare aims at providing such service facilities and
amenities, which enables a worker to perform their employee well. An
employee welfare facility consists of canteen, rest rooms, housing
facility, medical facility, educational facility and transportation
facility. This study helps to find out the various accretions facilities
they are provided by the company.
TEAM WORK
The process of working a group of people in order to achieve a goal.
TRAINING
Training is the format and systematic modification of behaviour.
Which occurs as a result of education, introduction development and
planned experience.

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JOB SECURITY
It is the probability that an individual will keep his or her job. A job
with a high level of job security in such that a person with the job
would have a small chance of become employees.
EFFECTIVE COMMUNICATION
Communication is a process in defined and shared between diving
organisms. Communication requires a sender, a message and need
not be present as aware of the seniors intent to communicate at the
time of communication thus communication can occurs across vast
distances in time and space. Communication requires that the
communicating panics share an area of communication.
WORK SHCEDULE
Employees work schedules vary from full fill time lo part time to job
shares. All work schedules have one thing in common; the employee
is doing work under an employer. Today's employers understand that
flexibility is what employee requires in their work schedules. If they
don't employers should beware.

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LITERATURE REVIEW
The history of job satisfaction stems back to the early 1900’s with
the situations perspective on job satisfaction. This perspective states
that satisfaction is determined by certain characteristics of the job
and characteristics of the job environment itself. This view has been
present in the literature since the first studies by Hauser, Taylor and
the various projects at the Western Electric plants in Hawthorne
(Cranny, Smith & Stone 1992). These studies follow the assumption
that when a certain set of job conditions are present a certain level of
job satisfaction will follow. The Hawthorne Studies are considered to
be the most important investigation of the human dimensions of
industrial relations in the early 20th century. They were done at the
Bell Telephone Western Electric manufacturing plant in Chicago
beginning in 1924 through the early years of the Depression. The
Hawthorne plant created an Industrial Research Division in the early
1920’s. Personnel managers developed experiments to explore the
effects of various conditions of work on morale and productivity
(Brannigan & Zwerman 2001). “Today, reference to the “Hawthorne
Effect” denotes a situation in which the introduction of experimental
conditions designed to identify salient aspects of behaviour has the
consequence of changing the behaviour it is designed to identify. The
initial Hawthorne effect referred to the observation that the
productivity of the workers increased over time with every variation in
the work conditions introduced by the experiments” (Brannigan &

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Zwerman 2001). Simply stated when people realize that their
behaviour is being watched they change how they act. The
development of the Hawthorne studies also denotes the beginning of
applied psychology, as we know it today. These early studies mark the
birth of research on job satisfaction relating to ergonomics, design
and productivity.
One of the most popular and researched measures of job
satisfaction is the Job Descriptive Index (JDI). “The JDI is a 72-item
adjective checklist type questionnaire developed by Smith, Kendall,
and Hulin in 1969” (Gregson, 1991). This measure basis itself on five
facets of job satisfaction. The first facet is the work itself, satisfaction
with work itself is measured in terms of the core job characteristics
such as autonomy, skill variety, feedback, task identity, and task
significance (Hackman & Oldham, 1975). Supervision, the second
facet, is measured in such ways as how supervisors provide feedback,
assess employee’s performance ratings, and delegate work
assignments.
Co-workers, the third facet, are measured in terms of social support,
networking, and possible benefits attached to those relationships
(Cranny, Smith & Stone, 1992). Pay, the fourth facet, is an important
source of satisfaction because it provides a potential source of self-
esteem as well as the generic opportunity for anything money can buy
(Brockner, 1988). Obviously satisfaction with pay is measured

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primarily by current income but also by opportunities for salary
increases. Promotion is the final facet and the one that the JDI
explicitly assesses how perceptions about the future can affect job
satisfaction. Today the facets of the JDI are generally assessed by
modifying the adjective checklist and using a Likert scale on
statements such as, “opportunities for advancement are plentiful”
measured from one (strongly disagree) to five (strongly agree) (Cranny,
Smith & Stone, 1992).
Another popular and highly researched measure of job
satisfaction is the Minnesota Satisfaction Questionnaire (MSQ). The
MSQ can be scored for twenty facets; scores from one question for
each facet provide a single overall composite score. The MSQ is
commonly used in conjunction with the Minnesota Importance
Questionnaire (MIQ). “These instruments were designed for use with
adult career counselling clients with work experience. They are
particularly useful for clients that might be called “career changers,”
that is, adults with considerable work experience in one or more
chosen occupations who are dissatisfied with their work and remain
undecided about their career future” (Thompson & Blain, 1992).
A study conducted in Europe, Asia, Africa, and the Americas
reported similarities among workers. “10,339 workers were surveyed
across 10 European countries, Russia, Japan, and the United States.

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Researchers consistently identified the same top five key attributes in
a job: ability to balance work and personal life, work that is truly
enjoyable, security for the future, good pay or salary and enjoyable
co-workers. Across the four major geographic regions studied,
workers specifically emphasized the importance of potential
advancement and the opportunity to build skills as a way to maintain
employability and job security” (Yankelovich Partners, 1998 p.42).
A survey polling members of the Association for Investment
Management and Research found that 81% of the managers said they
were satisfied or very satisfied with their job. When asked to identify
the factors that create positive feelings about their job, most managers
named professional achievement, personal or professional growth, the
work itself and their degree of responsibility more important than
compensation. Factors they viewed as creating negative feelings about
their jobs were company policies, administration, relationships with
supervisors, compensation and the negative impact of work on their
personal lives (Cardona, 1996, p.9). In order to decrease some of these
negative feelings and increase productivity it has been proposed to
reduce the number of work days employees miss by increasing job
satisfaction, redesigning disability plans and involving supervisors in
management (Maurice, 1998, p.13).
Other research indicates that customer satisfaction and loyalty
are excellent predictors of profitability…the strongest predictors of

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customer satisfaction: employees’ general satisfaction with their jobs
and employees’ satisfaction with their work/life balance” (McDonald
& Hutcheson, 1999, p.18). Again it’s important to note that job
satisfaction is subject to change. “Results of studies comparing
differences between age groups and level of job satisfaction report an
increases in job satisfaction with age” (Osipow, 1968).
“From an employee’s standpoint, job satisfaction is a desirable
outcome in itself. From a managerial or organizational effectiveness
standpoint, job satisfaction is important due to its impact on
absenteeism (1) turnover, (2) and pro-social “citizenship” behaviours
such as helping co-workers, helping customers, and being more
cooperative. (3) Thus, to redesign jobs, reward systems, and human
resource management policies that will result in optimum job
satisfaction and productivity, managers need to know what employees
value” (Karl & Sutton, 1998, p.515). In order to know what employees
value it is necessary for organizations to assess and pay attention to
current levels of job satisfaction.
Current studies on job satisfaction are plentiful with some
interesting results. In one study the relationship among career
experience, life satisfaction, and organizational factors for managers
of healthcare organizations is explored. Within this study a two-stage
Delphi analysis of American College of Healthcare Executives (ACHE)
members identified nine domains of important job skills, knowledge,

36. 36
and abilities necessary for Success as healthcare managers. The nine
domains, ranked in order of importance, are cost/finance, leadership,
professional staff interactions, healthcare delivery concepts,
accessibility, ethics, quality/risk management, technology, and
marketing.

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Chapter 4
RESEARCH METHODOLOGY

38. 38
RESEARCH METHODOLOGY
The data needed for the study is collected from the employees,
through questionnaire. Analysis and interpretation has been done by
using the statistical tools and data presented through tables and
charts.
RESEARCH DESIGN
The study was based on survey method. The aim of the study is
to find satisfaction levels of employees.
SAMPLE DESIGN
A sample design is a definite plan for obtaining a sample from a
given population. Convenience sampling method used in selected
samples.
PERIOD OF STUDY
This study on employee satisfaction was conducted during the
period of SEVEN Days.
SAMPLE SIZE
The sample size of this study is 30 respondents.
DATA COLLECTION
The data collected for the study consists of both primary and
secondary data.

39. 39
PRIMARY DATA
In this study primary data were collected through personnel
interview using questionnaire. The questionnaire was administered to
fifty employees of AVATHAR GOLD, EDAPPAL.
SECONDARY DATA
Secondary data for this study was collected from.
 Previously published records, statistics, research reports and
documents.
 Books, Periodical and websites.
QUESTIONNAIRE
In this study the researcher have used a questionnaire consisting of
twenty multiple choice based questions
TOOLS USED FOR ANALYSIS
Percentage Analysis, Hypothesis Testing, Chi-Square Test are used as
statistical tools for the analysis.
GRAPHICAL REPRESENTATION OF DATA
Graphical Representation tool such as Bar Graphs and Pie Charts
have been used for the data analysis.

40. 40
LIMITATIONS OF THE STUDY
 This is subjected to the basis and prejudices of the respondents,
hence 100% of accuracy cannot be assured.
 The research was carried out in a short span of time, where in
the research could not widen the study.
 The period of study was too short. So it was not possible to collect
the relevant information with in that period.
 The findings are based on the answers given by the employees,
so any error or bias may be affect the validity of the finding

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Chapter 5
DATA ANALYSIS AND INTERPRETATION

42. 42
• Level of satisfaction regarding the physical condition of
workplace & space.
INTERPRETATION
From the above table 30% of employees are satisfied and highly
satisfied and 10% are low satisfied also 20% of employees are
neutral
OPINION NO OF RSPONCE
HIGHLY SATISFIED 9
SATISFIED 9
NUTRAL 6
LOW SATISFIED 3
UNSATISFIED 3

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• Satisfaction level regarding co-operation between different
department
INTERPRETATION
From the above table 26.6% of employees are satisfied and 33%
highly satisfied and 8.33 % are low satisfied also 13.33% of
employees are neutral
• Satisfaction level regarding interpersonal relationship with
peers, superiors & subordinate
OPINION NO OF RSPONCE
HIGHLY SATISFIED 10
SATISFIED 8
NUTRAL 4
LOW SATISFIED 5
UNSATISFIED 3
OPINION NO OF RSPONCE
HIGHLY SATISFIED 12
SATISFIED 8
NUTRAL 4
LOW SATISFIED 4
UNSATISFIED 2

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INTERPRETATION
From the above table 26.66% of employees are satisfied and 40%
highly satisfied and 13.33 % are low satisfied also 13.33% of
employees are neutral
• Showing whether employees to get proper promotion and
growth opportunities
INTERPRETATION
From the above table 40% of employees are say yes and 50% say no
and 10% of employees are neutral or can’t say.
• The career path that respondent are able to see in the
organization
OPENION NO OF RESPONCE
YES 12
NO 15
CAN’T SAY 3
OPENION NO OF RESPONCE
YES 11
NO 16
CAN’T SAY 3

45. 45
INTERPRETATION
From the above table 36.66% of employees are say yes and 53.33%
say no and 10% of employees are neutral or can’t say.
• Showing whether the employees satisfied with the time of
the job
INTERPRETATION
From the above table 33.33% of employees are satisfied and
36.6% highly satisfied and 13.33 % are low satisfied also 3.33%
of employees are neutral
• Quality of Training given by the RANAULT
OPINION NO OF RSPONCE
HIGHLY SATISFIED 11
SATISFIED 10
NUTRAL 4
LOW SATISFIED 4
UNSATISFIED 1
OPENION NO OF RESPONCE
GOOD 15
BAD 12
AVERAGE 3

46. 46
INTERPRETATION
From the above table 50% of employees are say good and 40% say
bad and 10% of employees are say average
• Showing whether supervisor listen to the opinion and
suggestions
INTERPRETATION
From the above table 40% of employees are say yes and 50% say no
and 10% of employees are neutral or can’t say.
OPENION NO OF RESPONCE
YES 12
NO 15
CAN’T SAY 3

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HYPOTHESIS TESTING
ANOVA TEST
Analysis of variance, a statistical method in which the variation in
a set of observations is divided into distinct components
Anova: Single Factor
SUMMARY
Groups Count Sum Average
Varian
ce
Column 1 30 72 2.4 1.69655
Column 2 30 69 2.3 1.80344
Column 3 30 59 1.9666 0.86092
Column 4 30 56 1.8666 0.74023
Column 5 30 64 2.1333 0.74023
Column 6 30 72 2.4 1.69655
Column 7 30 50 1.6666 0.50574
Column 8 30 54 1.8 0.71724
ANOVA
Source of
Variation SS df MS F P-value F crit
Between
Groups
16.866
67 7
2.4095
24
2.20024
7
0.0350
95
2.0491
95
Within
Groups
254.06
67 232
1.0951
15
Total
270.93
33 239
H0 = Null Hypothesis

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COMMENT: Here observed value is above the critical value then
hypothesis rejected.
FINDINGS
 Majority of the employees know the overall goals of the company.
 Most of employees are highly satisfied (88%) with motivational
programmers provided by the company.
 Only 16% of employees are dissatisfied with the leave and other
conditions provided by the company.
 Majority of the employees are dissatisfied with the chance to be
involved and identified with the goal and image.
 Majority of employees are satisfied with the allowances provided
by the company.
 Higher portion of employees are satisfied with the promotion and
growth opportunities provided by the company.
 Most of the employees always get a chance a part of decision
making (60%).
 Majority of employees satisfied (40%) with the good team exist in
the organization.
 Majority of employee’s opinion are the superior listen to their
opinion and suggestion.
 Only 16% of employees are not to get enough time to spend with
your family on leave occasion.
 Most of employees satisfied (72%) the time of the job.

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 24% employees dissatisfied the training programmers conducted
by the company.
 Majority of employees have a good opinion about safety measures
provided by institution (72%).
 Most of employees get proper promotion and growth
opportunities (68%).
 Some of the employees had bad opinion about behavior and
supper of management (8%).
 Majority of employees satisfied (70%) the working relationship
with their supervision.
 Majority of employees satisfied the refreshment and recreation
facilities.

50. 50
SUGGESTIONS
 Management have to make effective communication channels in
the firm.
 Management should take remedial measures to improve general
working condition of the firm there by employees will be satisfied
in their job.
 Management should take proper care to maintain employee-
employer relationship.
 Proper guidance and counseling should be provided to the
employees so that their mental satisfaction can be improved.
 Management should provide proper safety measures in the
organization, so the employees will be secured in the job.
 Management should provide promotional facilities to the
employees then only they will be motivated in the job.
 Management should provide proper leave to the employees.
 Management should take effective welfare measure-s to meet
industry standards.
 Management should provide more opportunities to employees in
order to participate in decision making.

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CONCLUSION
As a part of our project work, we got an opportunity to spend a period
of seven days in RENAULT KARNAVATIPVT LTD. It helped us to
analyze the working of the organization which helped as to convert
our theoretical knowledge into practical.
The present study is an earnest attempt to determine employee’s
satisfaction in RENAULT KARNAVATIPVT LTD. It is indeed necessary
for any organization to understand the need of their employees and
fulfill them before they leave the organization. If nothing is done by
the organization then there are chances to loose talented employees
from any organization to its competitors. Hence it is necessary for any
organization to ensure employees satisfaction.
From the study it was identified that the most of the employees are
satisfied with the job. Majority of the employees are satisfied with the
salary structure, promotional programs, working condition,
allowances provided by the organization. They are also satisfied with
the employer-employee relationship and communication channel in

52. 52
the organization. But still only 40% of the employees get opportunities
to participate in decision making. Also majority of the employees are
not provided with the welfare measures. If the firm concentrates of the
findings and suggestions of their survey, we hopefully believe that the
organization can further bring out their labor with full satisfaction
and obtain good result.

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Chapter 8
BIBLIOGRAPHY

54. 54
WEBSITES:-
 www.wikipedia.com
 www.group.renault.com
 www.google.com
BOOKS:-
 Dr. Guptha C. Human Resource Management, Sultan Chand and
Sons, New Delhi, 2004.
 Rakesh Chopre, Human Resource Management U.K Publishing 2
edition New Delhi, 2004.
 Kothari. C.R, Research Methodology, New Age International
Private Ltd, New Delhi, 2004.