Impact of organizational culture on employee performance at Sona Koyo Steering Systems Ltd

1
A
PROJECT MAJOR ON
“IMPACT OF ORGANINIZATIONAL CULTURE ON
EMPLOYEE PERFORMANCE AT SONA KOYO
STEERING SYSTEMS LTD.”
Student Name:
ADITI VASHISTHA
Enrollment No.
(137080585023)
PROJECT SUBMITTED IN
PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF
INTEGRATED MASTER OF BUSINESS ADMINISTRATION
SUBMITTED TO
INSTITUTE CODE: 708
INSTITUTE NAME:
‘CHAUDHARI TECHNICAL INSTITUTE’
UNDER THE GUIDANCE OF
ASSISTANT PROF. BHUMIKA RAVAL
GUJARAT TECHNOLOGICAL UNIVERSITY AHMEDABAD
Batch 2016-2017

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ACKNOWLEDGEMENT
Every project is a master piece of hard work and sincere efforts of all those who are
Involved in the project. Hard work and success are the two sides of the same coin. I
am grateful to all of them who were a part of my hard work and definitely been
inevitable part of my success.
To make a project of this magnitude is impossible without a dedicated effort and
perfect guidance. “The Project Major” is one of the Project of I.M.B.A Program. I
am much obliged to express our deep gratitude to all the personalities who give their
co-operation and guidance for this project.
This report is impossible without the cooperation of certain people. Let me first
express more thankful to our Gujarat Technological University – Ahmadabad and
CHAUDHRI TECHNICAL INSTITUTE (CTI) – Gandhinagar who have been
providing us all academic. Any accomplishment requires the efforts of many people
and this work is no different. With deep sense of gratitude and humble submission, I
owe my heartfelt thanks to my guide Asst. Prof. Bhumika Raval and director of the
iM.B.A. department Prof. Amit Patel for providing guidance and constructive
suggestions and showing faith in our abilities.
My special thanks to Mr. Jaydeep Kumar (Plant Head), Mr. Bimlesh Bibhakar
(Head HR) to provide various facilities in the Project Major. I thank all for showing
co-operation with me.

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DECLARATION
I hereby declare that this project Report titled “Impact of
organizational culture on employee performance of Sona Koyo
Steering Systems Ltd.” submitted by me to the Chaudhari Technical
Institute Gandhinagar is a bonafide work undertaken by me and it is
not submitted to any other University or institution for the award of
any degree diploma/certificate or published any time before.
ADITI VASHISTHA Signature of the Student
(137080585023)

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Table of Content
Sr. No. CONTENTS PAGE NUMBER
1 INTRODUCTION 1
2 REVIEW OF
LITERATURE
9
3 THE COMPANY 21
4 DATA ANALYSIS &
PRESENTATION
31
5 FINDINGS &
CONCLUSIONS
108
6 BIBLIOGRAPHY 112
7 APPENDICES 113

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RESEARCH PROBLEM
Organizational culture affects the performance and productivity of organization
in tremendous way.
NEED FOR STUDY/ SIGNIFICANCE OF THE PROJECT
To identify the wants and needs of its employees
OBJECTIVES OF STUDY
∑ To study the relations between organizational culture and their impact on
employee performance.
∑ To study how organization culture effect on performance of employee.
∑ To compare inter-industry work culture and impact on employee performance.
Hypothesis
A hypothesis is an assumption or claim about some characteristic of a
population, which we should be able to support or reject on the basis of empirical
evidence.
In other words hypothesis is a predictive statement, capable of being tested by
scientific methods, that relates on independent variables to some dependent variable.

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Hypothesis testing is a process for choosing between different alternatives. The
alternatives have to be mutually exclusive and exhaustive. Being mutually exclusive
means when one is true the other is false and vice-versa. Being exhaustive means that
there should not be any possibility of any other relationship between the parameters.
Typically, in hypothesis testing, we have two options to choose from. These are
termed as null hypothesis and alternate hypothesis.
Null Hypothesis (H0) – It is the presumption that is accepted as correct unless
there is strong evidence against it.
Alternative Hypothesis (H1) – It is accepted when H0 is rejected.
H0 –There is not a positive relation among employee satisfaction, employee
correlation, role clarity; employee involvement is positively correlated with
employee performance
H1 - There is a positive relation among employee satisfaction, employee
correlation, role clarity; employee involvement is positively correlated with
employee performance
H0 –The team work is negatively correlated with the employee satisfaction.
H2 - The team work is positively correlated with the employee satisfaction.
H0 – Role clarity is negatively related with the employee performance
H3 – Role clarity is positively related with the employee performance.

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METHODOLOGY
Data collection method: - Data for the present study has been collected from
both the sources i.e. Primary Data and Secondary Data.
Primary Data: - The main source of the Primary Data has been the
questionnaire method, some personal interactions and interviews with the employees
and personal observations of the scholar for gaining the data.
Secondary Data: - The Secondary Data was obtained from interval available
sources of magazines, documentary, books, records, reports, journals and internet etc.
Research Design: Selection of research design is purely depends on kind of
research design is a specification of methods and procedures for acquiring information
needed for solving the problem. It is a master plan or a model to conduct the formal
investigations.
ÿ Descriptive research design
Descriptive research also known as statistical research, describes data and
characteristics about the population phenomenon being studied. Descriptive research
answers the questions who, what, where, when, and how.
For the present study the “Descriptive research design is used, because in this
project.
∑ Mostly data is collected through questionnaire.

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∑ At this stage the researcher build some idea about sampling methods, source of
data and method of data collection. In this project the secondary and primary data
are used in the research design in my project is appropriate.
Sample Size: In this category, 150 workers in all, with 100 drawn from each of the
work-places, were used after a stratified random sampling selection
Data Analysis: - The research design was a master plan specifying the
statistical methods and procedures to find the conclusive results of collected data.
Specific instruments was open office and some instruments were utilized with excel
sheets as per the requirements of the study. If it was needed some traditional
instruments were taken by researcher for this study.
SAMPLE DESIGN
I am using random design for my project work.
SOURCES OF INFORMATION
Set of questionnaire, interviews and internet.
TOOLS AND TECHNIQUES OF ANALYSIS
The following techniques of data collection were used:

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(i) Sample survey or structure self-administered questionnaire.
(ii) A case study approach with in-depth interview conducted among the Personnel
managers in the three locations (03) and middle managers.
(iii) Direct observations of the work places. This helped to document the conditions
under which people work.
STRUCTURE OF THE STUDY WITH SOUND JUSTIFICATIONS
/EXPLANATIONS

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Theoretical Background
Introduction of Organizational Culture
If you want to provoke a vigorous debate, start a conversation on organizational
culture. While there is universal agreement that (1) it exists, and (2) that it plays a
crucial role in shaping behavior in organizations, there is little consensus on what
organizational culture actually is, never mind how it influences behavior and whether
it is something leaders can change.
This is a problem, because without a reasonable definition (or definitions) of culture,
we cannot hope to understand its connections to other key elements of the
organization, such as structure and incentive systems. Nor can we develop good
approaches to analyzing, preserving and transforming cultures. If we can define what
organizational culture is, it gives us a handle on how to diagnose problems and even to
design and develop better cultures.
What is organizational culture?
The culture of an organization represents certain predefined policies which guide the
employees and give them a sense of direction at the workplace. The culture decides the
way employees interact at their workplace.

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Implications:
I. Culture is a perception
II. Culture is shared
III. Culture is descriptive
How Organizational cultures affect the Organization?
It helps to manifests or understands in:
∑ The ways the organization conducts its business, treats its employees,
customers, and the wider community.
∑ The extent to which autonomy and freedom is allowed in decision making,
developing new ideas, and personal expression.
∑ How power and information flow through its hierarchy.
∑ The strength of employee commitment towards collective objectives.
Impact of OC to employee’s performance
High Performance when:
ß The OC is effective and can be accepted by the employees. This can lead to
motivation to the employees to increase their productivity.
ß For example, if the organizational culture is Innovative, and the employees like
to improve and to do new things, then these can lead to high performance.

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Low Performance when:
ß The culture of the organization is not proper and transparent and it is not
accepted by the employees.
ß For example, if the organizational culture is team oriented and the employee is
individualistic who likes to do work in individual, then this can lead to low
performance.
Impact of OC to employee’s satisfaction
Employee satisfaction is the terminology used to describe whether employees are
happy and contented and fulfilling their desires and needs at work.
ß High satisfaction when the employees are willing to adapt the organizational
culture.
ß Low satisfaction when the employees are unwilling to adapt the organizational
culture.

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-
CHAPTER 2
LITERATURE REVIEW

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According to Brown (1973) the American culture is emphasizing on the
individual responsibility, decision and a blending of reason and emotion into a
persistently to persuade (someone) to do the act. The philosophy was built on the
uneven individualism, a strong work ethic and an impossible to satisfy desire for new
life that can be won only by aggressive, ruthless determination to succeed.
Gordon and Cummins (1979) are defining the organization culture as the
drive that recognizes the efforts and contributions of the organizational members and
provides holistic understanding of what and how it is to be achieved, how goals are
interrelated, and how each employee could attain goals. Hosftede (1980: 25) is
summarizing organizational culture as collective process of the mind that differentiates
the members of one group from the other one. Earlier some researchers as Peters and
Waterman, 1982; Deal and Kennedy, 1982; and Pascal and Athos, 1981 find the
unambiguous links between culture and organizational performance. These cultural
values are consistent with organizational chosen strategies that led to successful
organizations. Gordon and DiTomso (1992) and Denison (1990) had argued that
culture characteristics might affect performance if it fits with changes of
environmental factors within the context. Recently, researchers argue that cultural
traits cannot be copied and therefore it could be source of organizational sustainability.
After viewing the recourses (Barney, 1986 and 1991) suggested that the sustainability
depends on the values, rarity and sustainability of the culture concerned.

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Tayeb (1988) studied on culture and work attitudes among Indian and English
employees. In this study, Tayeb found that Indian and English workers were workers
were similar with regard to honesty, tolerance, friendliness, attitudes to change,
attitude to law, self-control and self-confidence, and acceptance of social
differentiation. The two samples were similar with respect to trust in their colleagues,
individualism, and commitment to their organization. There were also similarities in
the relation between certain work-related attitudes and some non-cultural
characteristics of the. The findings of Tayeb’s study suggest that, although in modern
industrial societies, organizations tend to develop similar structural configurations in
response to similar task environments, the means by which they achieve these
configurations are different, depending on the particular socio-cultural characteristics
of the society in which they operate and which the large percentage of their employees
come from.
Schein in 1994 clarifies that value which is a set of social norms that define the
rules or framework for social interaction and communication behaviors of society’s
members, is a reflection of causal cultural assumptions. Individuals who hold similar
values may feel and interpret situations and events similarly (Meglino, Ravlin, &
Adkins, 1989) which can reduce uncertainty (Schein, 1985), role ambiguity, and
conflict (Fisher and Gitelson, 1983), allow for the accurate prediction of other’s
behavior (Kluckhohn, 1951), and make successful interpersonal interactions more
likely (Meglino et al. 1989). Academics and practitioners argue that the performance

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of an organization is dependent on the degree to which the values of the culture are
widely shared (Peters and Waterman, 1982; Deal and Kennedy, 1982; Denison,
1990; Ouchi, 1981; Pascale and Athos, 1981 and Kotter and Heskett, 1992).
Similarly, it is widely argued that shared and strongly held values enable management
to predict employee reactions to certain strategic options and by reducing these values,
the consequences maybe undesirable (Ogbonna, 1993).
Druckman in 1994 observed that loyalty and commitment both interpret an
emotional bonding between the individual and his or her cultural group and, as such,
imply a willingness to put forth exertion and make sacrifices on behalf of that group.
However, whether loyalty and commitment are positively correlated with performance
craved by the organization or not may depend on what values and norms the target
cultural group holds regarding performance. O’Reilly (1989) suggests that employee’s
commitment to an organization will be more dedicated because they care about their
organization’s fate, and their caring heightens the power of organizational norms to
control their behavior.
Tuchman and O’Reilly in 1997 observed in the context of creativity and
innovation also trigger the performance of employees and facilitated by organizational
culture stated that organizational culture lies at the heart of organizational norms that
reflects the influence of organizational culture on creativity and innovation.
Organizations Culture can play an important role in creating the environment that

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enables learning and innovative response to challenges, competitive threats, or new
opportunities. Thus, creating and influencing an adaptive culture is one of a manager’s
most important jobs (Daft, 2010).
According to researchers Emery & Trist in 1960, the organizational
effectiveness depends on both the technical and social structure of the organization.
Some social physiological structure may be superior to others for both employee
satisfaction and productivity. Organizational effectiveness results when there is
congruence between social and technical organizational dimension. Akin and
Hopelain (1986) have discussed about the crucial relationship between organizational
culture, employee performance and productivity in their research on organizational
culture and productivity; and introduced “culture of productivity” where they illustrate
the components of a productive culture such as efficient people, job identification,
teamwork, trust and support etc are determined by knowledge of job and the
performance. Akin and Hopelain (1986) also argue that a culture of productivity is
based on three basic structures and they are: legibility (clarity), coherence (integration
of the elements of work) and open-endedness (adaptability to change).
Martin in 1992 states that organizational culture can be backed up by the
abundance of theoretical concepts and perspective provided at current time and
according to the researchers Harris and Ogbonna, 1999, organizational disciplines
which utilize the concept. Highly collective organizations emphasize group harmony,

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cooperation and reward for enhancing employee performance (Javidan &
Dastmalchian 2009). At the more operational level, the higher performing
organizations have a management style that includes giving more freedom to their
managers to take independent actions rather than simply following orders, to take
reasonable risks and to openly discuss conflicts and constructive criticisms. High
humane oriented organizations reward people who are fair, altruistic, friendly,
generous, kind (Javidan & Dastmalchian 2009). Managers get adequate information
and support for decision making (decision-making structure) and they are given
rewards and benefits based on performance that compare favorably to similar
organizations (compensation).
Northouse (2004) asserts that all the leaders have an agenda, a set of beliefs,
proposals, issues, ideas and values which they wish to put in the table. These set of
organizational culture are promoted by the leader and it has significant impact on the
values exhibited by the organization. Competitive advantage which is the unique
selling point of companies’ performance is also supported and built up by the leaders
and their inputs in organizational culture. Kotler and Keller (2006) define
competitive advantage as company’s ability to perform in one or more ways that
competitors cannot and these cultural leaders achieve it by creating organizational
culture to make employees believe that the substance of the performance is the most
crucial (Schein, 2004).

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Feldman and March, 1981; and Daft and Weick, 1984 asserted that precise
information and applicable knowledge always assist performance, whereas erroneous
information and irrational knowledge are likely to do the opposite. Cultures also
provide cognitive frameworks through which people interpret what they observe and
experience and provide language and referents to use in communicating with others
(Wilkins and Ouchi, 1983). Dutton and Jackson, 1987 researched on strategic
decision making which showed that different managers may interpret identical events
as opportunities or threats and that these interpretations, in turn, are related to the
actions taken.
Researchers Siegal and sussman (2003) asserted that social interaction which
surrounds knowledge adoption and helps to integrate social construction and social
presence can actually explain information sharing process. Their studies interpreted
information as a factor which is embedded in a social context that establishes both
information interpretation and its sharing process.
According to Hofstede, 1990 as culture differs from country to country and
organization to organization, proposed theories often become problematic when they
attempt to model the actual detail and richness of real organizations because of the
complexity of interrelationships between organizational processes. Researchers often
fail to isolate and measure many important organizational variables that are needed for
theoretical background checking. Clearly, concerns should be raised on quantifying

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and measuring the conceptualization of organization cultures characteristics but it also
leads to research possibility as well (Hofstede 1990, Mackenzie 1986, Schein 1990).
Venketeshwara and Anantharaman in 1996 studied that there are two groups
of employees having differences perceptions of organizational climate. One of the two
groups of employees is that group which has come across with one or two accidents at
their workplace and another group is that which has never faced any accident and
having total clean and safety record. According to the study here are certain
dimensions of accidents (i.e. risk, reward, warmth and support, and conflict) less
favorably than the accident- free group.
Stannack, 1996 stated that performance is often used to describe everything
from efficiency and effectiveness to improvement and previous literature studies
obviously show evidence of positive relationship between organization culture and its
performance. Hitt et al (2001), intangible resources are more likely than tangible
resources to produce a competitive advantage. Tecce (2000) supported this theory that
a firm’s superior performance depends on its ability to defend and use the intangible
assets it creates.
Researchers like Mathew, 2007, Trice and Beyer, 1984; Hofstede, Neuijen,
Ohayv and Sanders, 1990, researches stroked the link between some phases of
organizational culture and their consequences that affect employee performance and as

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a result affect productivity. Peters & Waterman (1982); Sadri & Lees (2001) and
Deal & Kennedy (1982) and Thompson (2002) stated that strong organizational
culture is a primary determinant in creating better organizational performance and
sustained competitive advantage.
According to the study by Hewitt Associates (1994), the impact of
performance management on organizational success substantiates that performance
management system can have a significant impact on financial performance and
productivity. The study used the Boston Consulting Group/HOLT financial database to
track the financial performance of 437 publically held U.S. companies from 1990
through 1992. The study results showed that: Companies with performance programs
have higher profits, better cash flows, stronger stock market performance and a greater
stock value than companies without performance management. Productivity in firms
without performance management is significantly below the industry average, while
productivity in firms with performance management is on par with the industry
average. Companies with performance management significantly improved their
financial performance and productivity after implementing performance management.
Hofstede (1990), Rousseau (1990), Smircich (1983) and Louis (1983) admit
that organizational culture is holistic and socially constructed by the members of the
organization and some visible features can be measured about the influences on an
organization’s employee performance. From numerous “culture surveys” it have been

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claimed that employee performance can be improved by developing and creating
certain kinds of organizational cultures (Sackman and Bertelsman, 2006 and
Denison, 1990,). It can be inspected that although some aspects of organizational
culture have been scrutinized for their productivity, as in-depth analysis of the various
aspects of organizational culture is absent in such researches (Mathew, 2007).
According to Furnham and Gunter (1993), organizational culture functions as
the internal integration and coordination between firms operations and its employees.
Internal integration can be described as the societal interaction of new members with
the existing ones, creating boundaries of the organization feelings of identity among
personals and commitment to the organization. Shared system which forms the basis
of communication and mutual understanding in organization is due to its culture and if
the organizational culture fails to fulfill these functions at satisfactory level, the culture
may have significant negative influence on the efficiency of the employees (Furnhum
and Gunter, 1993).
Findings of research conducted by Renn and Vandenberd (1995) demonstrate
a conceptual linkage between organizational culture and employee performance. Most
organizations assert its performance as a dependent variable which seeks to recognize
other independent variables that produce variations in its performance (March and
Sutton, 1997). Martin and Siehl (1990) argue that organizational culture is
theoretically related to performance and do have positive influence on it. Explaining

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the variation in performance of effectiveness, Bowen et al. (1989) in his relevant work
highlighted that the role of culture is very vital in nurturing, sustaining and enhancing
the performance of organizations. In addition to this, Kopelmal et al. (1990) clarified
that cultural system of any organizations adds to the coordination of assignments and
minimizes inefficiency employee efforts and firm’s resources.
Williams (2002) identifies globalization, increased competition and the
increasingly individualistic rather than collective employee relationship as some of the
major drivers contributing to the increased visibility of performance management
systems (PMS). Faced with fast moving and competitive environments, companies are
constantly searching for unique ways in which to differentiate themselves from their
competition and are increasingly looking to their “human resources” to provide this
differentiation. This has led to much interest in the performance of employees, or more
importantly, how to get the most out of employees in order to sustain competitive
success.
Early studies have indicated that there exist relationship between organizational
culture and its performance. Magee (2002) in this very point argued that
organizational culture is inherently connected to organizational practices; therefore
organizational performance is conditional on organizational culture. According to
Hellriegel & Slocum (2009), organizational culture can enhance performance in a
large scale if it can be understood that what sustains a culture. According to these

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authors the culture of an organization allows the employees to be acquainted with both
the firm’s history as well as current methods of operation and this specific detection
endows the employees with guidance about expected and acceptable future
organizational behaviors and norms.
A strong organizational culture supports adaptation and develops organization’s
employee performance by motivating employees toward a shared goal and objective;
and finally shaping and channeling employees’ behavior to that specific direction
should be at the top of operational and functional strategies (Daft, 2010). A firm’s
mission reflects its ultimate long term objective which is accomplished by conducting
integrated operational and behavioral activities. A firm’s performance improves if it
has a clear sense of purpose and commitment towards its mission. Successful and well
performed organization defines its organizational goals as the report card of
forthcoming (long term) future (Ohmae, 1982; Mintzberg, 1987; Hamel and
Prahalad, 1994).

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VISION
Create a company that India is proud of.
MISSION
To make Sona “a partner of choice” to global customers. An organization of energized and
involved employees growing and achieving high profitability. Supplying to major global
OEMs directly or indirectly. At least 50% of sales overseas. Be #1 in every business line.
MOTTO: THINK
Aim
To develop the skill of individuals
The Sona Group
History
The Sona Group was founded in 1987 to manufacture components for the automotive
industry. Today it is a USD 800 million multi-national – with over 16 plants across
India, 3 in Germany and 1 in the USA. Sona has been started with 50 Lakh
investments. The group also has a strategic position in Fuji Autotech, Europe - which
has subsidiaries in Brazil, France, Sweden and the Czech Republic. Starting out as a
“Manufacture to Print” organization, the group today boasts having created its own
IPR particularly in the areas of power steering for off highway applications and
precision forging.

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The Sona Group has engineering capabilities in the areas of machining and assembly,
precision forging, cold & hot forging and heat treatment. The Group’s range of
products primarily consists of steering and driveline components for the automotive
OEM segment namely passenger cars, utility vehicles, commercial vehicles and
specialty vehicles.
The Group is committed to expansion of its products range and clientele by continuous
investment in research and development. SONA is drawing upon the strength of its
joint venture partners which include JTEKT Corporation, Japan and Mitsubishi
Materials Co., Japan to upgrade its systems, skills and production values to offer its
customers contemporary and high quality products.
The Group boasts the world’s largest precision forging enterprise, India’s largest
steering systems manufacturer – recognized in 1997, by the World Economic Forum.
Sona Koya Steering Systems Ltd, with a Market Share of 50% is the largest
manufacturer of Steering gears in India and a leading supplier of Hydraulic Power
Steering Systems, Manual Rack & Pinion Steering Systems, Collapsible, Tilt and
Rigid Steering Columns for Passenger Vans and MUVs. In addition to this the
Companies product also includes Rear Axle Assemblies and Propeller Shafts. The
Company is a Technical and financial Joint Venture Company of Koyo Seiko
Company, Japan, a global technology leader in Steering Systems. In value terms it is
second largest player with over 30% share. This imbalance is mainly due to sonas

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product mix; still the low value manufacturing steering systems contributes more to
sales than power steering systems.
The company has technical Collaboration from Koyo Seiko Company, Japan and
Mando Machinery Corp of Korea. Koyo Seiko Company holds 20.47% Equity Stake
of the company.
Product Profile
∑ Power Rack and Pinion Steering System
∑ Clutch Driven Plates
∑ Power Re-circulating Ball Screw Steering System
∑ Ball Joints
∑ Electrical Power Steering System
∑ Tie Rod Ends
∑ Manual Rack And Pinion Steering System
∑ Suspension Components
∑ Warm Forged Synchronizer Rings
∑ Tilting and Collapsible Column Assembly
∑ Universal Joints
∑ Cold Forged Steering Studs
∑ Propeller Shafts
∑ Cold Forged Ball Studs
∑ Rear Axle Assemblies

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∑ Cold Forged Case/Socket
∑ Sub-differential Assemblies
∑ Cold forged Spiders and Yokes
∑ Rigid Type Collapsible Column Assembly
POWER RACK AND PINION STEERING
Clutch Driven Plates
Power Re-circulating Ball Screw Steering System

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Ball Point
Electrical Power Steering System

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Tie Rod Ends
Manual Rack And Pinion Steering System

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Suspension Components
Warm Forged Synchronizer Rings

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Tilting and Collapsible Column Assembly
Cold Forged Steering Studs
Rear Axle Assemblies

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Cold Forged Case/Socket
Sub-differential Assemblies
Cold forged Spiders and Yokes

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Rigid Type Collapsible Column Assembly

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SONA KOYO JOURNEY
1985 – Technical Collaboration agreement with koyo Seiko, Japan (now JKEKT
Corp.) to manufacture manual steering gear, key supplier to Maruti Udyog Ltd.
1987 – Commencement of production after completion of project for manufacture of
Rack & Pinion Steering Gears and Steering columns with a capacity of 125000 Nos.
1988 – Came out with a 2-3 crore public issue to part finance its Rs. 11.62 crore
project.
1991 - Came out with a rights issue of PCDs to finance the capacity expansion from
1.25 lac pa to 1.75 lac pa
1992 – Equity Participation (8%) by Koyo.
1992-93, the capacity of Steering Gear Assembly was expanded from 125000 Nos to
315000 Nos.
1994 – ISO 9002 Certification by TUV-CERT Germany.
1995 – Technical collaboration with Koyo for manufacture of power steering gear.
1997 - Implemented the power steering project at a total cost of Rs.11 corers and koyo
increased equity stake to 20.5%.
1998 – Company setup a 2nd plant at Chennai and name of Sona Steering Systems
Ltd. Changed to Sona Koyo Steering System Ltd. with a total investment of Rs.724.30
Lacs for steering requirements of Hyundai. The capacity was expanded from 315000

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No’s to 550000 No’s, Axle Assemblies from 50000 No’s to 92000 No’s and Propeller
Shaft with capacity of 146000 was created during the year.
2000 – QS 9000/ISO 9001 Certification by TUV-CERT Germany
2002 – ISO 14001 Certification by TUV-CERT Germany & set up an R & D Division,
where engineers developed a new, lighter weight collapsible steering column
2003 – Deming award by JUSE, JAPAN & ISO/TS 16949:2002 Certification by TUV-
CERT Germany
2004 - The company bought 21% stake in Fuji Autotech France S.A.S (FAF). The
company also entered into Joint Venture with Fuji Kiko Co Ltd Japan (associated
company of Koyo Seiko Ltd Japan) in France.
2005 – Establishes presence in North America through Sona Auto comp Inc.
2006 – Establishing presence in Europe through Sona Auto comp Europe S.A.R.L.
2007 – Recipient of TPM Award and 3 Joint Venture formed JSAI, SFAL, and AAM
Sona.
Sona Koyo has technical and financial collaboration with JTEKT Corporation, Japan
(formally known as Koyo Seiko Co), and the largest producer of passenger vehicles'
steering systems in the world. The company also has a technical collaboration with
Mando Corporation, Korea. As part of Sona Koyo Steering Systems’ (SKSSL)
globalization strategy, the company has acquired a position in Fuji Autotec France,

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SAS, and the 4th largest steering system supplier in Europe. Via Fuji Autotec, the
Sona Group's footprint extends to Eastern Europe and South America.
Sona Koyo Steering Systems has three plants located in Gurgaon, Chennai and
Dharuhera.
The Sona Group firmly believes in creating strong partnerships. The Group consists of
nine automobile components manufacturing companies and three services companies
in the areas of engineering design and mobility. The Sona Group has technical and
marketing alliances with many domestic and international majors. The Group today
employs over 3500 people, and has revenues a little in excess of $ 760 million.
Joint Ventures
ß JTEKT Sona Automotive India (JSAI)
ß Sona FUJI KIKO Automotive
ß Arjan Stampings

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ß AAM Sona Axle
Group Companies
ß Sona Okegawa Precision Forgings
ß Sona BLW Prazisionsschmiede
ß Sona Somic Lemforder Components
ß Mahindra Sona
ß Sona Mobility Services (Sixt India)
Milestones:
ß January 1985 - Technical Collaboration Agreement with Koyo Seiko Co.,
Japan, for manufacturing
ß October 1987 - Commencement of Production - Manual Steering Gear -
Manual Steering Column
ß September 1994 - ISO-9002 Certificate by TUV-CERT, Germany
ß July 1996 - Production of Hydraulic Power Steering Gear

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ß December 1998 - Established plant in Chennai
ß October 2003 - Established Export Oriented Unit (EOU) in Chennai
ß November 2003 - 'Deming Award' by JUSE, Japan
ß October 2004 - Acquired 21% stake in Fuji Autotech France
ß March 2006 - Started production of column-type Electric Power Steering
ß February 2007 - Established plant at Dharuhera, Haryana
ß July 2007 - JTEKT-Sona Automotive India Ltd. (JSAI)
ß Sep 2007 - Sona-Fuji Kiko India Ltd (SFAI)
ß 2007- TERI AWARD FOR ENVIRONMENTAL EXCELLENCE
ß Jan 2008 - TPM Excellence Award
ß Mar 2010 - US Patent for Torque Sensor for EPAM
ß Aug 2010 - Arjan Stampings Ltd. renamed as Sona Stampings Ltd.
ß Sep 2010 - US Patent for Electric Power Assist Motor (EPAM)
ß Feb 2011 - Production starts at SKSSL Sanand, Gujarat plant
Perseverance
ÿ Sona steering started in - 1985

42
ÿ Sona Group 2015 Now - 16 Plants in India
3 Plants in Germany
1 Plant in USA

43
CHAPTER 4 & 5
DATA ANALYSIS AND
INFERENCES

44
SECTION A
Table I Designation
ASSISTANT
GENERAL
MANAGER
3%
ASSISTANT
MANAGER
3%
ENGINEER 6%
EXECUTIVE 6%
DY.MANAGER 3%
SECTION
ENGINEER
5%
SECTION
EXECUTIVE
4%
ASSOCIATE 19%
OPERATORS 51%

45
Analysis: The above chart shows, 3% of employees are Assistant General Manager,
3% of employees are Assistant Manager, 6% are Engineer, 6% are Executive, 3% of
employees are Dy.Manager, and 5% are Section Engineer, 4% are Section Executive,
19% of employees are Associate and 51% are Operators respectively.
Interpretation: - Majority of employee in the organization is operators who are
handling the production process.
Table II Length of service with the current organization
Less than 6
months
15%
6 -12
months
0%
3% 3%
6%
6% 3%
5%
4%
19%
51%
Chart Title
ASSISTANT GENERAL MANAGER ASSISTANT MANAGER
ENGINEER EXECUTIVE
DY.MANAGER SECTION ENGINEER
SECTION EXECUTIVE ASSOCIATE
OPERATORS

46
1-2 year’s 17%
More than 2
years
68%
CHART II
Analysis: The above chart shows, 68% of employees are working in the organization
for more than 2 years, 17% of employees are in this organization from 1-2 year’s, none
of the employee is working in the organization from 6-12 months and only 15% of the
employees had worked less than 6 months.
Interpretation: - From the above analysis it concludes that the majority of employees
are working for more than 2 years in this organization
Table III Age
Less than 25
years
38
25 – 40 50
15%
0%
17%
68%
Less than 6
months
6 -12 months 1-2 year’s More than 2 years
LENGTH OF SERVICE
Series1

47
years
More than
40 years
12
Analysis: The above chart shows that 50% of employees are from the age group of 25-
40 years, 12% are from the age group of more than 40 years and 38% of employees
belong to the age group of less than 25 years.
Interpretation: - From the above analysis it concludes that organization is comprising
employees from the age group of 25-40 years.
Table IV Gender
Gender
%age of
respondents
38%
50%
12%
AGE
Less than 25 years 25 – 40 years More than 40 years

48
Male 98%
Female 2%
Analysis: The above chart shows that 98% of employees in the organization are male
and 2% of employees are female.
Interpretation: - From the above analysis it concludes that the company has less
number of female employees.
Table V Educational Qualification
98%
2%
Male Female
Gender
Series1
Educational
Qualification
%age of
Respondents
Secondary
School
3%
Degree/ 82%

49
Analysis: The above chart shows that the 3% of employees are having qualification of
secondary school, 82% of employees having qualification of degree/diploma and 15%
of employees are post graduate.
Interpretation: - From the above analysis it concludes that the majority of employees
are having the qualification of degree/diploma
Table VI Department
3%
82%
15%
Secondary school Degree/ Diploma Post-Graduation
Educational Qualification
Percentage
Diploma
Post-
Graduation
15%
DEPARTMENT
%age of
Respondents
Production 38%

50
Production
38%
Sales
5%Quality
16%
HR
4%
PRC
6%
SCM
3%
ME
4%
PPC
7%
Accountant
3%
Tool room
5%
Maintenances
7%
store
2%
DEPARTMENT
Sales 5%
Quality 16%
HR 4%
PRC 6%
SCM 3%
ME 4%
PPC 7%
Accountant 3%
Tool room 5%
Maintenances 7%
Store 2%

51
Analysis: The above chart shows that organization comprises of 38% of employees
are working in the production department, 5% are from the sales department,16% are
from the quality department, 4% are from HR and admin department, 6% are from
PRC department, 3% of employees are from SCM department, 4% are from ME
department, 7% are from PPC department, 3% are in Account department, 5% are
from Tool Room department, 7% are in the Maintenance department and 2% are from
the Store department respectively
Interpretation: - From the above analysis it concludes that the organization is having
maximum number of employees are in the production department.
SECTION B
A. Organizational Decisions/Communication (Manager)/
Employee’s Involvement
Table 1:- The Manager is willing to share Decision-making power with employees
Particular
No. of
Respondents
%age
SD 0 0
D 0 0
N 13 13%

52
A 29 29%
SA 58 58%
Chart 1
Analysis: As per the chart, 58% employees are strongly agree, 29% employees are
agree that their manager is willing to share Decision-making power with employees
and 13% employees are neutral. 0% employees are strongly disagreeing and disagree
with the topic that only managers are taking decision.
Interpretation: - From the above analysis it concludes that the managers are taking
decisions with the suggestions made by the employees. Monopoly of mangers in
decision making is absent.
Table 2:- I have input into Organizational decisions
0 0
13%
29%
58%
SD D N A SA
Decision Making With Employees
Series1

53
Particular
No. of
Respondents
%age
SD 0 0
D 0 0
N 11 11%
A 25 25%
SA 64 64%
Chart 2
Analysis: - As per the chart, 64% & 25% employees are strongly agree & agree that
they have input into organizational decisions, whereas 11% employees are neutral and
0% employees are disagree and strongly disagree to the topic.
Interpretation: - From the above analysis it concludes that the mostly employees are
agreed that there is contribution of employees in decision making that is related to the
organization.
0 0
11%
25%
64%
SD D N A SA
Employees Input In Decision Making
Series1

54
Table 3 I have freedom to make important decisions regarding my work
Particular
No. of
Respondents
%age
SD 3 3%
D 5 5%
N 12 12%
A 19 19%
SA 61 61%
Chart 3
Analysis: - As per the chart 61% & 19% employees are strongly agree and agree that
they can make decision regarding their work, 12% employees are neutral that they
3% 5%
12%
19%
61%
SD D N A SA
Freedom To The Decision Related To Work
Series1

55
might be able to take decision regarding their work. Others 3% and 5% employees are
strongly disagree and disagree that they can’t take decision regarding their work.
Interpretation: - From the above analysis it concludes that employees have freedom
to take important decision related to their work. An employee can make effective
decision related to their work.
Table 4 My Organization communicates effectively and in a timely manner to its
employees
Chart 4
Particular
No. of
Respondents
%age
SD 0 0%
D 5 5%
N 8 8%
A 19 19%
SA 68 68%

56
Analysis: - From the above chart, 68%, 19% & 8% employees are strongly agree,
agree and neutral respectively. 5% employees are not agreeing that organization is
communicating with the employee regularly. Some important information or
instructions are communicated to its employees effectively and in a timely manner to
its employees.
Interpretation: - From the above analysis it concludes that the organization is
communicating with its employee effectively and in a timely manner. This is
important to keep interest of their employees in their company. It is good that
company is communicating to its employees timely and effectively.
Table 5 My Organization shares information with others who should know it
Particular
No. of
Respondents
%age
0%
5% 8%
19%
68%
SD D N A SA
Organization Communicates To Its
Employees
Series1

57
SD 2 2%
D 2 2%
N 9 9%
A 22 22%
SA 65 65%
Chart 5
Analysis:- As per the chart, it shows that 65% & 22% employees are Strongly agree
& agree that organization is sharing information to the employee’s who should know
it. While 9% employees are neutral that the organization shares the information to the
person who should know it and 2% employees are strongly disagree and disagree.
Interpretation: - From the above analysis it concludes that the organization is sharing
information to the person who should know it.
Table 6 There is a Two-way communication between employer and employee
2% 2%
9%
22%
65%
SD D N A SA
Organization Shares Information
Series1

58
Particular
No. of
Respondents
%age
SD 2 2%
D 3 3%
N 4 4%
A 20 20%
SA 71 71%
Chart 6
Analysis: - From the chart it is found that 71% employees states that there is a two
way communication between employer and employee, 20% agree, 4% neutral, 2% and
3% are strongly disagree and disagree respectively.
Interpretation: - From the above analysis it concludes that the employer and
employee are communicating with each other timely to increase the effectiveness of
work.
2% 3% 4%
20%
71%
SD D N A SA
Two-way Communication Between Employer
And Employee
Series1

59
Table 7 My manager/supervisor gives me regular feedback
Particular
No. of
Respondents
%age
SD 3 3%
D 4 4%
N 4 4%
A 21 21%
SA 68 68%
Chart 7
Analysis: - Above chart shows that employees who are strongly agreed that their
manager/supervisor gives regular feedback are 68%, while 21% agree, 4% neutral &
disagree, and 3% strongly disagree respectively.
Interpretation: - From the above analysis it concludes that the manager/supervisor
gives employees regular feedback regarding their work.
3% 4% 4%
21%
68%
SD D N A SA
Manager/Supervisor Gives Regular Feedback
Series1

60
Table 8. I feel free to ask advice/support from my manager
Particular
No. of
Respondents
%age
SD 3 3%
D 3 3%
N 10 10%
A 18 18%
SA 66 66%
Chart 8
Analysis:- Above chart shows 68% & 18% employees are strongly agree and agree
that they feel free to ask advice/support from their manager, 10% neutral and 3% are
disagree and strongly disagree respectively.
Interpretation: - From the above analysis it concludes that the managers/supervisor is
giving advice/support to the employees whenever they needed.
3% 3%
10%
18%
66%
SD D N A SA
Free To Ask Advice/Support From Manager
Series1

61
Table 9 I feel that my organization values my opinions
Particular
No. of
Respondents
%age
SD 2 2%
D 3 3%
N 6 6%
A 19 19%
SA 70 70%
Chart 9
Analysis: - The above chart shows that 70% employees are strongly agree that the
organization values their opinions, whereas 19% agree, 6% neutral, 3% & 2% are
disagree and strongly disagree respectively.
2% 3% 6%
19%
70%
SD D N A SA
Organization Values Opinions
Series1

62
Interpretation: - From the above analysis it concludes that the organization values
their employee’s opinion. This result in good performance of employee as well as
company’s too.
Table 10 Everyone’s contribution is noted and respected by the organization
Particular
No. of
Respondents
%age
SD 2 2%
D 2 2%
N 9 9%
A 23 23%
SA 64 64%
Chart 10
2% 2%
9%
23%
64%
SD D N A SA
Contribution Is Noted And Respected
Series1

63
Analysis:- As per the chart 64 % employee’s are strongly agree to the topic that
everyone’s contribution is noted and respected by the organization, where 23%
employee are agree, 9% neutral, 2% are strongly disagree and disagree
Interpretation: - From the above analysis it concludes that everyone’s contribution is
noted and respected by the organization whether it is from lower level or higher level.
Table 11 Management uses the employee feedback for continues growth &
development
Particular
No. of
Respondents
%age
SD 3 3%
D 3 3%
N 6 6%
A 26 26%
SA 62 62%
Chart 11

64
Analysis: - As per the chart 62% employees strongly agree that Management uses the
employee feedback for continues growth & development, 26% agree, 6% neutral and
3% are disagreeing and strongly disagree.
Interpretation: - From the above analysis it concludes that the management of the
company is using employee feedback for continues growth & development of
company.
Table 12 My personal job performance is important to the success of my organization.
Particular
No. of
Respondents
%age
SD 1 1%
D 1 1%
N 4 4%
A 21 21%
3% 3% 6%
26%
62%
SD D N A SA
Uses Employee Feedback For Growth &
Development
Series1

65
SA 73 73%
Chart 12
Analysis: - The above chart shows that 73% employees are strongly agree that their
personal job performance is important to the success of organization, 21% employees
are just agree that their performance is important to the success of their organization,
4% employees are neutral and only 1% employees are strongly disagree and disagree
that their job performance is effecting success of their organization.
Interpretation: - From the above analysis it concludes that the majority employees
strongly agreeing that their job performance is important for the success of
organization. It is good for the organization that majority employees are concerned
regarding their job performance for the success of organization.
Teamwork/ Colleagues/ Peer communication
1% 1% 4%
21%
73%
SD D N A SA
Job Performance Important For Success Of
Organization
Series1

66
Table 13 There is good team work & cooperation in my organization.
Particular
No. of
Respondents
%age
SD 2 2%
D 3 3%
N 12 12%
A 21 21%
SA 62 62%
Chart 13
Analysis:- The above chart shows that 62% employees are strongly agree that in this
organization there is good team work and cooperation in their organization, whereas
21% agree, 12% neutral, 2% and 3% are strongly disagree and disagree respectively.
2% 3%
12%
21%
62%
SD D N A SA
Good Team Work & Cooperation
Series1

67
Interpretation: - From the above analysis it concludes that the majority employees
are happy that there is a good team work and cooperation in their organization.
Table 14 Employees in my team cooperate with each other to get the job done
Particular
No. of
Respondents
%age
SD 2 2%
D 3 3%
N 6 6%
A 22 22%
SA 67 67%
Chart 14
Analysis:- The above chart shows 67% employees are strongly agree that employees
cooperate with each other to get the job done in the team, 22% agree, 6% neutral,
while 2% and 3% are strongly disagree and disagree respectively.
2% 3% 6%
22%
67%
SD D N A SA
Team Cooperate To Get The Job Done
Series1

68
Interpretation: - From the above analysis it concludes that the employees in their
team cooperate with each other to get the job done. There is a good cooperation among
employees to get the job done.
Table 15 Sufficient encouragement is provided by the teammates at work
Particular
No. of
Respondents
%age
SD 1 1%
D 4 4%
N 4 4%
A 26 26%
SA 65 65%
Chart 15
1% 4% 4%
26%
65%
SD D N A SA
Encouragement Provided By Teammates At Work
Series1

69
Analysis: - The above chart shows 65% employees strongly agrees that there is
enough encouragement provided at work by teammates, 26% employees are agreeing,
4% are neutral and disagree & 1% are strongly disagree.
Interpretation: - From the above analysis it concludes that the there is sufficient
encouragement is provided by the teammates at work. The coordination is good
between the employees while working in team.
Table 16 Everyone is encouraged to participate in groups/teams
Particular
No. of
Respondents
%age
SD 2 2%
D 2 2%
N 7 7%
A 21 21%
SA 68 68%
Chart 16

70
Analysis:-Above chart shows 68% of employees are strongly everyone is encouraged
to participate in groups/teams, employees who are just agreeing are 21%, 7% neutral,
and 2% are strongly disagree and disagree respectively.
encouraging everyone to participate in groups/teams. The contribution of every
employee is mandatory in the team work.
Table 17 Team meetings are conducted regularly
Particular
No. of
Respondents
%age
SD 2 2%
D 1 1%
N 5 5%
A 23 23%
2% 2%
7%
21%
68%
SD D N A SA
Encouraged To Participate In Groups/Teams
Series1

71
SA 69 69%
Chart 17
Analysis: - As per the chart, 69% employees are strongly agreed regarding the
regularity of conducting team meetings, 23% agree that team meetings are conducted
regularly, 5% neutral, 1% disagree and 2% strongly disagree respectively.
Interpretation: - From the above analysis it concludes that the team meetings are
conducted on a regular basis for getting job done.
Table 18. Team success is celebrated as a group achievement
Particular
No. of
Respondents
%age
SD 1 1%
D 1 1%
N 6 6%
2% 1% 5%
23%
69%
SD D N A SA
Team Meetings Conducted Regularly
Series1

72
A 25 25%
SA 67 67%
Chart 18
Analysis:- The above Chart shows that 67% employees are strongly agrees team
success is celebrated as a group achievement, 25% agree, 6% neutral and 1% are
strongly disagree and disagree.
Interpretation: - From the above analysis it concludes that the teams of the company
are celebrating their team success as a group achievement. The celebration is done to
maintain the enthusiasm in the team members.
1% 1%
6%
25%
67%
SD D N A SA
Team Success Celebrated As A Group
Achievement
Series1

73
Table 19 I am recognized & respected [in my team/ by my teammates]
Particular
No. of
Respondents
%age
SD 1 1%
D 3 3%
N 4 4%
A 31 31%
SA 61 61%
Chart 19
Analysis:- The above chart shows that 61% employees are strongly agrees as they are
well recognized and respected while working in teams, 31% agreeing, 4% are neutral,
3% are disagree and 1% are strongly disagree.
Interpretation: - From the above analysis it concludes that the teams in company are
respecting each employee and all are recognized while working in team. This is good
for the company to work.
1% 3% 4%
31%
61%
SD D N A SA
Employees Are Recognized & Respected
Series1

74
Table 20 I am happy to be working in team than alone
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 4 4%
A 27 27%
SA 69 69%
Chart 20
Analysis: - Above chart is showing 69% of employees are strongly agreeing that they
are happy to work in teams than alone, 27% of employees agree, 4% are neutral and
0% are strongly disagree and disagree with this.
Interpretation: - From the above analysis it concludes that the employees are very
likely to perform in team rather than performing alone. None of the employee is
interested in working alone.
0% 0% 4%
27%
69%
SD D N A SA
Happy To Be Working In Team Than Alone
Series1

75
Table 21 All the staff in my department is friendly and supportive
Particular
No. of
Respondents
%age
SD 1 1%
D 1 1%
N 3 3%
A 22 22%
SA 68 68%
Chart 21
Analysis:- The chart shows that employees who saying that they are strongly agree
with the supportive and friendly staff in their department are 68%, 22% agree, 5% are
just neutral, 2% are strongly disagree and 3% of employees are disagree.
2% 3% 5%
22%
68%
SD D N A SA
Staff In Department Is Friendly And Supportive
Series1

76
strongly agree that the staff of their department is friendly and supportive & minimum
employees are neutral, strongly disagree and disagree.
Table 22 All the information is shared equally in my department
Particular
No. of
Respondents
%age
SD 1 1%
D 1 1%
N 3 3%
A 25 25%
SA 70 70%
Chart 22
1% 1% 3%
25%
70%
SD D N A SA
Information Shared Equally In Department
Series1

77
Analysis:- As per the chart, 70% employees strongly agrees with the sharing of
information equally in their department while 25% agrees, 3% neutral and employees
are strongly disagree and disagree respectively.
Interpretation: - From the above analysis it concludes that the information is
given/shared equally to the members in the department
Table 23 Individual differences are respected [Age, gender, education, caste...]
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 6 6%
A 29 29%
SA 65 65%
Chart 23
0% 0% 6%
29%
65%
SD D N A SA
Individual Differences Are Respected
Series1

78
Analysis:- As per the chart, 65% of employees are strongly agrees that the individual
difference [Age, gender, education, caste...] is respected, on the other hand 29%
employees are agree, 6% neutral and 0% are strongly disagree and disagree with this.
Interpretation: - From the above analysis it concludes that the individual differences
[age, gender, education, caste...] are respected by each individual of the organization.
Job Factors/ Control/ Demands/ Role clarity
Table 24 I have clear understanding of the goals and objectives of my organization
Chart 24
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 8 8%
A 22 22%
SA 70 70%

79
Analysis: - From the above chart it is clear that 22% of employees agree that they
have the clarity of the organization’s goal and objective, 70% strongly agree, 8%
neutral and 0% are strongly disagree and disagree.
Interpretation: - From the above analysis it concludes that the each employee has the
clarity of goals and objectives.
Table 25 I have no doubt that what I do on my job is really important
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 6 6%
A 23 23%
SA 71 71%
0% 0%
8%
22%
70%
SD D N A SA
Clarity Of The Goals And Objectives Of Organization
Series1

80
Chart 25
Analysis:- According to the above chart, 71% employees are strongly agreed that they
have clear knowledge of what they do on their job is really important to the company,
23% agree, 6% neutral and 0% are strongly disagree and disagree.
Interpretation: - From the above analysis it concludes that the all employees know
what they do on their job is important for the company.
Table 26 I am encouraged to develop new & more efficient ways to do my work
Particular
No. of
Respondents
%age
SD 4 4%
D 2 2%
N 5 5%
0% 0%
6%
23%
71%
SD D N A SA
No Doubt What Is Done On Their Job Is Really
Important
Series1

81
A 26 20%
SA 69 69%
Chart 26
Analysis:- As per the above chart 69% strongly agrees with the encouragement is
provided to develop new and more efficient ways to do their work, 5% are neutral,
20% are agree, 4% are strongly disagree and 2% are disagree with this.
Interpretation: - From the above analysis it concludes that the mostly employees
responded that the company is giving encouragement to develop new & more efficient
ways to do their work.
Table 27 The amount of work I am expected to do is reasonable
Particular
No. of
Respondents
%age
SD 2 2%
4% 2% 5%
20%
69%
SD D N A SA
Encouraged To Develop New & More Ways To Do
Their Work
Series1

82
D 6 6%
N 6 6%
A 21 21%
SA 65 65%
Chart 27
Analysis:- The above chart shows that employees who are strongly agree with the
amount of work given to them is reasonable are 65%, 21% agree, 6% are neutral and
disagree, and 2% are strongly disagree with this.
Interpretation: - From the above analysis it concludes that the work given to the
employees are reasonable and some are not satisfied with the amount of their work.
Table 28 The level of work responsibility given to me is appropriate
Particular
No. of
Respondents
%age
SD 2 2%
2% 6% 6%
21%
65%
SD D N A SA
Amount Of Work Is Reasonable
Series1

83
D 4 4%
N 8 8%
A 22 22%
SA 64 64%
Chart 28
Analysis:- As per the above chart 64% employees are strongly agrees that their level
of work responsibility is appropriate, 8% are neutral to the responsibility of their work,
22% are agree, 4% disagree and 2% are strongly disagree.
Interpretation: - From the above analysis it concludes that the responsibilities of
work to its employees are reasonable to them. Some of them might have the work
responsibility more than the expectations.
Table 29 There is possibility to perform multi-tasks in my department
Particular
No. of
Respondents
%age
2% 4% 8%
22%
64%
SD D N A SA
Level Of Work Responsibility Is Appropriate
Series1

84
SD 0 0%
D 0 0%
N 10 10%
A 27 27%
SA 63 63%
Chart 29
Analysis:- The above chart represents that 63% are strongly agreed that there is a
possibility of performing multi-tasks in their departments, 27% agree, 10% neutral and
Interpretation: - From the above analysis it concludes that the sometimes there is a
possibility of performing multi-task; some of the employees do not have much
possibility of multi-task in their work.
Table 30. My job is more challenging and exciting
0% 0%
10%
27%
63%
SD D N A SA
Possibility To Perform Multi-tasks In Their
Department
Series1

85
Particular
No. of
Respondents
%age
SD 3 3%
D 2 2%
N 6 6%
A 29 29%
SA 60 60%
Chart 30
Analysis: - According to this graph 60% employee strongly agrees that their job is
more challenging and exciting while 6% employees are neutral, 29% agree, 2%
disagree and 3% employees are strongly disagree respectively.
Interpretation: - From the above analysis it concludes that the job of employees is
more challenging and exciting.
Table 31 I know what is expected of me during my job/work done
3% 2% 6%
29%
60%
SD D N A SA
Job Is More Challenging And Exciting
Series1

86
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 5 5%
A 22 22%
SA 73 73%
Chart 31
Analysis:- As per the above chart 22% employee agrees with that they know what is
expected of them during their job/work done, 73% of employees are strongly agree
and none of the employee is strongly disagree & disagree.
Interpretation: - From the above analysis it concludes that the employee knows
everything what is expected during their job/work done.
Table 32 I understand day-to-day objectives of my department
0% 0% 5%
22%
73%
SD D N A SA
Know What Is Expected During Their
Job/Work Done
Series1

87
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 8 8%
A 21 21%
SA 71 71%
Chart 32
Analysis:- Above chart shows that employees who are agreeing they understands the
objectives of their department are 21%, 71% of the employees are strongly agree, 8%
are neutral and none of the employees are strongly disagree and disagree respectively.
Interpretation: - From the above analysis it concludes that the objectives of all the
departments is understood by all of their members
Table 33 My Job/responsibility is clearly described
0% 0%
8%
21%
71%
SD D N A SA
Understands Objectives Of Their Department
Series1

88
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 4 4%
A 30 30%
SA 66 66%
Chart 33
Analysis: - The above chart shows 66% of employees are strongly agreeing that their
job/responsibility is clearly described to them, 30% are agree, 4% are neutral and 0%
are strongly disagree and disagreed.
Interpretation: - From the above analysis it concludes that the each employee has
been given the clear description of their job/responsibility.
D. Physical work conditions/Infrastructure/Resources
0% 0% 4%
30%
66%
SD D N A SA
Job/Responsibility Clearly Described
Series1

89
Table 34 The overall infrastructure provided by the organization is satisfying which
includes the following factors
I. Ventilation
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - The above chart shows employees who are strongly agrees that there is a
good ventilation system in the company are 64%, 24% of employees are agree, 12%
neutral and none of the employees are strongly disagree and disagree.
0% 0%
12%
24%
64%
SD D N A SA
Ventilation
Series1

90
Interpretation: - From the above analysis it concludes that the plant has the
ventilation system by which each employee do not complaint regarding the
suffocation.
II. Hygiene
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - The above chart shows 64% of employees are strongly agree with the
hygiene maintained in the organization, whereas 24% are agree, 12% are neutral and
0% 0%
12%
24%
64%
SD D N A SA
Hygiene
Series1

91
a good hygiene for the working environment.
III. Work-space
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart the employees who are agree with the work space in the
organization are 24%, 12% of employees are neutral, 64% strongly agrees and 0% are
disagree and strongly disagree.
Interpretation: - From the above analysis it concludes that the employees are getting
sufficient work place to work. The space for the work is sufficient as per the need of
employees.
0% 0%
12%
24%
64%
SD D N A SA
Work-space
Series1

92
IV. Lighting and fans
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart 64% of employees are strongly agrees that the
organization has a good lighting and fans, while 24% of employees are agree, 12%
neutral and 0% are strongly disagree and disagree.
lights and fans by which employees can work comfortably.
0% 0%
12%
24%
64%
SD D N A SA
Lighting And Fans
Series1

93
V. Protection against heat/cold
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart 64% of employees are strongly agree that the organization
is having protection against heat/cold, 24% agree, 12% neutral, and 0% are strongly
disagree and disagree respectively.
Interpretation: - From the above analysis it concludes that the company is having
facility to protect its employees from the heat/cold. It is done to protect their
employee’s health from the heat/cold.
0% 0%
12%
24%
64%
SD D N A SA
Protection Against Heat/Cold
Series1

94
VI. Cleanliness and neatness
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart the employees who are strongly agrees with the
cleanliness and neatness is 64%, 24% agrees, 12% are neutral and none of the
employees are strongly disagree and disagree.
Interpretation: - From the above analysis it concludes that the organization also
focuses on the cleanliness and neatness. It is also necessary to have cleanliness in the
plant because small amount of dirt in the machines can affect the dimensions of the
product.
0% 0%
12%
24%
64%
SD D N A SA
Cleanliness And Neatness
Series1

95
VII. Power-supply
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart 64% of employees are strongly agrees with the power
supply in the organization, 24% agrees, 12% neutral, and none of the employees are
strongly disagree and disagree respectively.
Interpretation: - From the above analysis it concludes that the power supply is good
in the organization. The production never stops due to the absence of power supply.
0% 0%
12%
24%
64%
SD D N A SA
Power-supply
Series1

96
VIII. Drinking water
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart, employees who are agreeing with the good drinking
water are 24%, 12% neutral, 64% are strongly agree and 0% are disagree and strongly
disagree.
Interpretation: - From the above analysis it concludes that the employees are getting
sufficient drinking water. The water shortage is not in the company.
IX. Safety at work
0% 0%
12%
24%
64%
SD D N A SA
Drinking Water
Series1

97
Particular
No. of
Respondents
%age
SD 0 0%
D 0 0%
N 12 12%
A 24 24%
SA 64 64%
Analysis: - As per the chart employees who are strongly agrees that there is a safety at
work are 64%, 24% agrees, 12% neutral and 0% are disagree and strongly disagree
respectively.
Interpretation: - From the above analysis it concludes that the employees feel safety
at the work place.
Table 35 Adequate resources are provided to get the job done
Particular
No. of
Respondents
%age
0% 0%
12%
24%
64%
SD D N A SA
Safety At Work
Series1

98
SD 2 2%
D 2 2%
N 4 4%
A 22 22%
SA 70 70%
Chart 35
Analysis:- Above chart shows 22% employees agreeing that the company is providing
adequate recourses to get the job done, 70% employees strongly agree, 4% neutral and
none of the employees are disagree and strongly disagree.
Interpretation: - From the above analysis it concludes that the employees have
adequate recourses to get the job done. They do not have complaint regarding absence
of recourses that is required.
Table 36. I can arrange my workplace as per my comfort
2% 2% 4%
22%
70%
SD D N A SA
Adequate Resources Provided To Get The
Job Done
Series1

99
Particular
No. of
Respondents
%age
SD 3 3%
D 4 4%
N 11 11%
A 23 23%
SA 59 59%
Chart 36
Analysis:- The above chart is showing that 59% employees strongly agrees with this
they can arrange their workplace as per their comfort, 23% agree, 11% are neutral, 3%
are strongly disagree and 4% are disagree respectively.
have the work that can be arranged as per their comfort. Some work do not support the
comfort of the employees, they can’t make any changes as they require.
Table 37 My shift timings are flexible
3% 4%
11%
23%
59%
SD D N A SA
Arrange Workplace As Per Comfort
Series1

100
Chart 37
Analysis: - Chart shows 58% of employees are strongly agreed that the shift timing of
the organization is flexible, 32% agrees, 5% are neutral, 2% are strongly disagree and
3% are disagree respectively.
Interpretation: - From the above analysis it concludes that the timings of the shift is
flexible to the employees. All employees are comfortable with the timings of their
shift.
2% 3% 5%
32%
58%
SD D N A SA
Shift Timings Are Flexible
Series1
Particular
No. of
Respondents
%age
SD 2 2%
D 3 3%
N 5 5%
A 32 32%
SA 58 58%

101
Table 38 My activity at work involves
a. Sitting Light work b. Sitting Moderate/ Heavy work
c. Standing Light work d. Standing Moderate/ Heavy work
Particular
No. of
Respondents
%age
A 29 29%
B 26 26%
C 21 21%
D 22 22%
CHART 38

102
Analysis: - As per the above chart 29% of employee’s activity at work involves sitting
light work, 22% of employees activity at work involves standing moderate/ heavy
work, 26% of employee’s activity at work involves sitting moderate/ heavy work and
21% of employees activity at work involves standing light work.
Interpretation: - The employees in the organization involves activity at work sitting
light work, standing moderate/ heavy work, sitting moderate/ heavy work, standing
light work.
Table 39 Concern is shown for my health and safety at work place
Particular
No. of
Respondents
%age
29%
26%
21%
22%
Activity At Work Involves
Sitting Light work Sitting Moderate/ Heavy work
Standing Light work Standing Moderate/ Heavy work

103
SD 0 0%
D 0 0%
N 4 4%
A 16 16%
SA 80 80%
Chart 39
Analysis:- As per the above chart the organization is having concern for the health and
safety at work place of employees, 80% of the employees are strongly agree with this,
16% are agree, 4% are neutral and 0% are strongly disagree and disagree respectively.
Interpretation: - From the above analysis it concludes that the company has the
concern for its employee’s health and safety at the work place.
E. Compensation/ Salary/ Benefits/ Recognition
0% 0% 4%
16%
80%
SD D N A SA
Concern For Health And Safety At Work Place
Series1

104
Table 40 My present salary is appropriate to the work I do
Particular
No. of
Respondents
%age
SD 3 3%
D 4 4%
N 10 10%
A 16 16%
SA 67 67%
Chart 40
Analysis:- The above chart shows 62% employees are strongly agree that the salary
given to them is appropriate to their work, while 10% of employees are neutral, 17%
are agree with this, 5% are strongly disagree and 6% of employees are disagree
respectively.
3% 4%
10% 16%
67%
SD D N A SA
Salary Is Appropriate To The Work
Series1

105
Interpretation: - From the above analysis it concludes that the employees are satisfied
with the salary they are getting and the amount of work they are doing in the
organization. The present salary is appropriate to the work they do.
Table 41 The pay raises at my organization are satisfactory
Particular
No. of
Respondents %age
SD 4 4%
D 6 6%
N 12 12%
A 19 19%
SA 59 59%
Chart 41
4% 6%
12%
19%
59%
SD D N A SA
Pay Raises At Organization Are Satisfactory
Series1

106
Analysis:- From the above chart it shows 59% of employees are strongly agree with
the pay rise in organization are satisfactory, 19% employees are agree, 12% employees
are neutral, 6% disagree and 4% are strongly disagree respectively.
satisfy with the pay rise in their salary, while some of the employees are not satisfied
with the pay rise.
Table 42 The salary package at meets my needs
Particular
No. of
Respondents %age
SD 3 3%
D 8 8%
N 15 15%
A 13 13%
SA 61 61%
Chart 42

107
Analysis: - The above chart shows 61% of employees are strongly agrees that the
salary package of the employee meets their needs, 13% agree, 15% neutral, 8%
disagree and 3% strongly disagree respectively.
agrees that the needs of them is fulfilled by their salary package. Some of them are not
satisfied with their salary package, they are saying that the payment is not fulfilling
their daily needs.
Table 43 Benefit plans such as –
Benefit Plans SD D N A SA
Retirement
Plans 6% 12% 15% 13% 54%
Life Insurance 2% 6% 17% 18% 57%
3%
8%
15% 13%
61%
SD D N A SA
Salary Package Meets Their Needs
Series1

108
Medical
Insurance 4% 8% 12% 11% 65%
DA 8% 9% 18% 12% 53%
HRA 6% 10% 19% 14% 51%
PF, ESI 2% 8% 15% 17% 58%
Leave Salary 5% 6% 17% 12% 60%
Chart 43
Analysis: - The above chart shows the employees are maximum satisfied with the
medical insurance of the company with 65% of employees are strongly agreeing, while
employees are least satisfied with 51% of strongly agreeing in HRA facility provided
to the employees.
6%
2%
4%
8%
6%
2%
5%
12%
6%
8%
9%
10%
8%
6%
15%
17%
12%
18%
19%
15%
17%
13%
18%
11%
12%
14%
17%
12%
54%
57%
65%
53%
51%
58%
60%
Retirement Plans
Life Insurance
Medical Insurance
DA
HRA
PF, ESI
Leave Salary
Chart Title
SA A N D SD

109
Interpretation: - From the above analysis it concludes that the company’s benefit
plans are not satisfactory to the employees, only medical insurance policy is satisfying
employees.
Table 44 I think my performance is evaluated fairly
Particular
No. of
Respondents
%age
SD 2 2%
D 2 2%
N 6 6%
A 22 22%
SA 68 68%
Chart 44
Analysis: - The above chart shows 68% of employees are strongly agrees that their
performance is evaluated fairly, while 6% are neutral, 22% are agree, and 2% of
employees are strongly disagree and disagree.
2% 2% 6%
22%
68%
SD D N A SA
Performance Is Evaluated Fairly
Series1

110
Interpretation: - From the above analysis it concludes that the mostly employees says
that their performance is evaluated fairly. They are satisfied with the evaluation
process of the company.
Table 45 Employee recognition programs are regularly followed
Particular
No. of
Respondents
%age
SD 0 0%
D 3 3%
N 5 5%
A 25 25%
SA 67 67%
Chart 45
Analysis: - The above chart shows 67% of employees are strongly agrees with the
programs regularly followed for the employee recognition by the organization, 25%
0% 3% 5%
25%
67%
SD D N A SA
Employee Recognition Programs Regularly
Followed
Series1

111
are agree, 5% are neutral, 3% are disagree and none of the employees are strongly
disagree.
Interpretation: - From the above analysis it concludes that the employees are
agreeing with the organization is having a regular programs for the employee
recognition.
Table 46 If I feel underpaid, I can discuss my feelings with my supervisor/manager
Particular
No. of
Respondents %age
SD 2 2%
D 2 2%
N 9 9%
A 31 31%
SA 56 56%
Chart 46

112
Analysis:- As per the above chart employees who are strongly agreed that they can
discuss their feelings with their supervisor/manager if feel they are underpaid are 56%,
31% are agree, 9% neutral and 2% employees are strongly disagree and disagree
respectively.
Interpretation: - From the above analysis it concludes that some of the employees are
not so comfortable with their supervisor/manager to ask if they feel are underpaid,
whereas majority of the employees are feeling comfortable with their
supervisor/manager to ask anything regarding their salary.
Table 47 My organization will promote from within before looking for employees
externally
Particular
No. of
Respondents %age
2% 2%
9%
31%
56%
SD D N A SA
If Feel Underpaid, Can Discuss Feelings With
Their Supervisor/Manager
%age

113
SD 2 2%
D 4 4%
N 6 6%
A 37 37%
SA 51 51%
Chart 47
Analysis:- The above chart shows 51% employees are strongly agrees that the
organization is promoting employees from within before looking for employees
externally, 37% are agree, 6% neutral, 4% are disagree and 2% employees are
strongly disagree respectively.
promoting employees from within the organization before looking for employees
externally
2% 4% 6%
37%
51%
SD D N A SA
Organization Promote From Within Before
Looking Employees Externally
%age

114
Table 48 My job at current position is permanent and secure
Particular
No. of
Respondents %age
SD 8 8%
D 9 9%
N 11 11%
A 20 20%
SA 52 52%
Chart 48
Analysis: - Above chart shows 52% of employees are strongly agrees that their current
job is secure and permanent, 20% employees are agree with this, 8% are strongly
disagree, 9% are disagree and 11% of employees are neutral respectively.
SD
8%
D
9%
N
11%
A
20%
SA
52%
Job Is Permanent And Secure

115
Interpretation: - From the above analysis it concludes that the organization prefers
hiring of employees from the references of its existing employees rather than external
hiring.
Table 49 There is regular supervision from my supervisor regarding my work
Particular
No. of
Respondents %age
SD 0 0%
D 0 0%
N 14 14%
A 22 22%
SA 64 64%
Chart 49
Analysis: - The above chart shows 64% employees are strongly agree that their
supervisor is doing regular supervision regarding their work, while 22% are agree,
14% are neutral and none of the employee is strongly disagree and disagree.
0% 0%
14%
22%
64%
SD D N A SA
Regular Supervision From My Supervisor
Regarding My Work
%age

116
Interpretation: - From the above analysis it concludes that the supervisor is
supervising the work of their employees working under them. It is done because of
reduction of errors that is occurred by employees.
Table 50 There is competition among the team members regarding credit and
promotion
Particular
No. of
Respondents %age
SD 4 4%
D 3 3%
N 10 10%
A 28 28%
SA 58 58%
Chart 50
4% 3%
10%
28%
58%
SD D N A SA
Competition Regarding Credit And
Promotion
Series1

117
Analysis:- According to the above chart 58% of employees are strongly with the
competition among employees regarding credit and promotion, while 10% are neutral,
3% are disagree, 4% are strongly disagree and 28% are agree respectively.
competition regarding credit and promotion.
Table 51 Healthy eating facilities
Healthy Eating
Facilities SD D N A SA
Employee
canteen 0% 2% 5% 24% 69%
Breakfast 0% 4% 8% 37% 51%
Lunch 0% 2% 5% 24% 69%
Dinner 5% 3% 6% 22% 64%
Snack/tea/drinks 0% 3% 7% 21% 68%
Drinking water 0% 0% 9% 32% 59%
Sufficient
seating for all
employees at
canteen 0% 0% 0% 42% 58%
Chart 51

118
Analysis:- The above chart shows that employees are mostly satisfied with the canteen
and lunch facility provided at the company 69% of employees are strongly agreed with
the facilities, while 21% of employees are agree and 51% of employees are strongly
agreed with the breakfast facility provided at the company. None of the employees are
complaining about the seating facility at the canteen.
Interpretation: - Canteen is satisfactory as per the expectations of the employees.
Table 52 There is great opportunity to learn from my work at
0%
0%
0%
5%
0%
0%
0%
2%
4%
2%
3%
3%
0%
0%
5%
8%
5%
6%
7%
9%
0%
24%
37%
24%
22%
21%
32%
42%
69%
51%
69%
64%
68%
59%
58%
Employee canteen
Breakfast
Lunch
Dinner
Snack/tea/drinks
Drinking water
Sufficient seating for all employees at
canteen
Healthy Eating Facilities
SA A N D SD

119
Analysis: - The above chart shows 58% are strongly agree with there is great
opportunity to learn from their work at organization, 8% are neutral, 34% are agree
and none of the employees are strongly disagree and disagree.
agree with the opportunity to learn from their work.
Table 53 There is an opportunity of Career growth at
0% 0%
8%
34%
58%
SD D N A SA
Opportunity To Learn From Work
Series1
Particular
No. of
Respondents %age
SD 0 0%
D 0 0%
N 8 8%
A 34 34%
SA 58 58%

120
Particular
No. of
Respondents %age
SD 2 2%
D 3 3%
N 5 5%
A 31 31%
SA 59 59%
Analysis: - The above chart shows employees who strongly agrees with the
opportunity of their career growth are 59%, 3% are disagree, 2% strongly agree, 5%
are neutral and 31% of employees are agree.
Interpretation: - From the above analysis it concludes that the company is giving the
opportunity of the career growth to their employees.
Table 54 My job gives me professional growth and advancement in future
2% 3% 5%
31%
59%
SD D N A SA
Opportunity Of Career Growth
Series1

121
Particular
No. of
Respondents %age
SD 2 2%
D 3 3%
N 9 9%
A 28 28%
SA 58 58%
Analysis:- As per the chart, 56% of employees are strongly agree with the professional
growth & advancement in future in their job, 28% of employees are agree, 9% neutral,
3% disagree and 2% are strongly disagree.
Interpretation: - From the above analysis it concludes that the employees are having
the professional growth and advancement in future in their current job.
Table 55 As a whole, you are satisfied with the work culture
2% 3%
9%
28%
58%
SD D N A SA
Job Gives Professional Growth & Advancement In
Future
Series1

122
Particular
No. of
Respondents %age
SD 3 3%
D 3 3%
N 6 6%
A 27 27%
SA 61 61%
Analysis: - From the above chart 61% employees are fully satisfied with the work
culture of the organization, 6% are neutral, 3% are strongly disagree and disagree and
only 27% of employees are agree.
Interpretation: - From the above analysis it concludes that the majority of the
employees are satisfied with the work culture.
3% 3% 6%
27%
61%
SD D N A SA
Fully Satisfied With The Work Culture
Series1

123
FINDINGS
1. 98% of employees are male working in the organization.
2. The manager is willing to share the decision making and employees have
the input in organizational decisions.
3. Organization communicates with its employees in a timely manner and
the manager/supervisors are giving regular feedback.
4. Employees have a good opinion about their ‘role in making important
decisions’ in the organization
5. The organization is having good team cooperation with each other to get
the job done, whereas the encouragement is provided to the employees for
the team work.
6. In this organization team meetings are regularly conducted for the
planning and for the celebration of the team success.
7. Employees are happy to work in team because of friendly and supportive
staff in their department.
8. Employees having the clear understanding of the organization’s goals and
objectives, & their job/responsibility are clearly described.
9. The overall infrastructure provided by the organization is highly
satisfying.

124
10.Recourses are adequate to get the job done and they have the freedom to
arrange their workplace according to their comfort.
11. The shift timings are flexible, while working in the organization the
concern is shown for their health and safety.
12.Employees have a good opinion about other benefits such as pay raise,
performance evaluation, career growth and learning opportunities
provided by the organization
13.The salary of the employees is satisfactory as per the work they do in the
organization.
14. The employee recognition programs are done regularly, such that they
can feel comfortable with their supervisor/manager and can discuss any
problem with them.
15. The supervisor is doing supervision of employees on a regular basis and
majority of employees feel that their performance is evaluated fairly.
16.The organization is having a great opportunity of career growth and to
learn from the work employees are doing.
17.As a whole majority of employees are satisfied with the work culture
being followed by the management of the Sona Koyo Steering Systems
Limited.

125
CONCLUSION
From the above analysis it can be concluded that the organization is having good
relation with their employees but some of them feel they are not getting
importance from their manager/supervisor. Some of the employees are not fully
involved in the activities of the organization.
The monthly activity that is done for the encouragement of employees is not so
effective; suggestions are to be mandatory for each employee to improve the
monthly activity. Each employee has different ideas to improve the monthly
activity done for the encouragement of employees.
Some of the employees do not feel free to ask/discuss their problems with the
supervisors/managers. Each employee of the organization should feel free to
have a word with their supervisor/managers.

126
Bibliography
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http://irmbrjournal.com/papers/1364462611.pdf
http://www.ccsenet.org/journal/index.php/ijbm/article/viewFile/19826/14964
https://globaljournals.org/GJMBR_Volume14/1-Organizational-Culture-and-Employees-
Performance.pdf
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INDEX. (n.d.). Retrieved September 24, 2016, from
http://www.sonagroup.com/index.php?option=com_content&view=article&id=132&Itemid=380
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127
Appendices
Questionnaire
I am the student of “Chaudhari Technical Institute (IMBA), Gandhinagar. Presently I am
preparing report on “Impact of organizational culture on employee performance of SONA
KOYA STEERING SYSTEMS LIMITED.” I’ll be thankful if you give your valuable you
give valuable time for filling up this questionnaire. All the information will be kept
confidential and will only be used for academic purpose only.
Instructions: Each statement is followed by a choice of responses. Please check the response
that corresponds to how you feel about each statement. Please ( ■ )or Tick in the boxes
provided. All information provided is strictly confidential. Now on to the survey!
Please Fill in the Following Details
Department:
Date of filling the Questionnaire:
I. What is your Designation?
_________________________________________________________
II. Length of service with the current organization
a. Less than 6 months □ b. 6 -12 months □
c. 1-2 year’s □ d. More than 2 years □
III. Age

128
a. Less than 25 years □
b. 25 – 40 years □
c. More than 40 years □
IV. Gender
a. Male □
b. Female □
V. Educational Qualification
a. Secondary school □
b. Degree/ Diploma □
c. Post-Graduation □
All the five options provided for the next questions below will count as
(1) Strongly Disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly Agree
A. ORGANIZATIONAL DECISIONS/COMMUNICATION (MANAGER)/
EMPLOYEE’S INVOLVEMENT
(1) (2) (3) (4) (5)
EMPLOYEE INVOLVEMENT
1. My Manager is willing to share Decision-making □ □ □ □ □
power with employees

129
2. I have input into Organizational decisions □ □ □ □ □
3. I have freedom to make important decisions □ □ □ □ □
regarding my work
COMMUNICATION WITHIN ORGANIZATION
4. My Organization communicates in a timely manner □ □ □ □ □
to its employees
5. My Organization shares information with others who □ □ □ □ □
should know it
6. Is there a Two-way communication between employer □ □ □ □ □
and employee
WORK SUPERVISION
7. My manager/supervisor gives me regular feedback □ □ □ □ □
8. I feel free to ask advice/support from my manager □ □ □ □ □
9. I feel that my organization values my opinions □ □ □ □ □

130
10. Everyone’s contribution is noted and respected □ □ □ □ □
by the organization
11. Management uses the employee feedback for □ □ □ □ □
continues growth & development
12. My personal job performance is important to □ □ □ □ □
the success of my organization.
B. TEAMWORK/ COLLEAGUES/ PEER COMMUNICATION
(1) (2) (3) (4) (5)
Extent of Team Work
13. There is good team work in my organization. □ □ □ □ □
14. Employees in my team cooperate with each other □ □ □ □ □
to get the job done
15. Sufficient encouragement is provided by the □ □ □ □ □
teammates at work
16. Everyone is encouraged to participate in □ □ □ □ □
groups/teams

131
(1) (2) (3) (4) (5)
Team Preference
17. Team meetings are conducted regularly □ □ □ □ □
18. Team success is celebrated as a group achievement □ □ □ □ □
19. I am recognized & respected [in my team/ □ □ □ □ □
by my teammates]
20. I am happy to be working in team than alone. □ □ □ □ □
WROK ENVIRONMENT IN TEAM
21. All the staff in my department is friendly and □ □ □ □ □
supportive
22. All the information is shared equally in my □ □ □ □ □
department
23. Individual differences are respected[Age, gender, □ □ □ □ □
education, caste,..]
C. JOB FACTORS/ CONTROL/ DEMANDS/ ROLE CLARITY
(1) (2) (3) (4) (5)

132
JOB ENRICHMENT
24. I have clear understanding of the goals and □ □ □ □ □
objectives of my organization
25. I have no doubt that what I do on my job is really □ □ □ □ □
important
26. I am encouraged to develop new & more efficient □ □ □ □ □
ways to do my work
27. The amount of work I am expected to do is reasonable □ □ □ □ □
28. The level of work responsibility given to me is □ □ □ □ □
appropriate
29. There is possibility to perform multi-tasks in □ □ □ □ □
my department
30. My job is more challenging and exciting □ □ □ □ □
ROLE CLARITY
31. I know what is expected of me during my □ □ □ □ □
job/work done

133
32. I understand day-to-day objectives of my □ □ □ □ □
department
33. My Job/responsibility is clearly described. □ □ □ □ □
D. PHYSICAL WORK CONDITIONS/ INFRASTRUCTURE/
RESOURCES
(1) (2) (3) (4) (5)
34. The overall infrastructure provided by the
organization is satisfying
v Ventilation □ □ □ □ □
v Hygiene □ □ □ □ □
v Work-space □ □ □ □ □
v Lighting and fans □ □ □ □ □
v Protection against heat/cold □ □ □ □ □
v Cleanliness and neatness □ □ □ □ □
v Power-supply □ □ □ □ □
v Drinking water □ □ □ □ □
v Safety at work □ □ □ □ □
35. Adequate resources are provided to get the □ □ □ □ □
job done

134
36. I can arrange my workplace as per my comfort □ □ □ □ □
37. My shift timings are flexible □ □ □ □ □
38. My activity at work involves
a. Sitting Light work b. Sitting Moderate/ Heavy work
b. Standing Light work d. Standing Moderate/ Heavy work
39. Concern is shown for my health and safety at □ □ □ □ □
work place
E. COMPENSATION/ SALARY/ BENEFITS/ RECOGNITION
(1) (2) (3) (4) (5)
40. My present salary is appropriate to the work □ □ □ □ □
I do
41. The pay raises at my organization are satisfactory □ □ □ □ □
42. The salary package at meets my needs □ □ □ □ □
43. Benefit plans
v Retirement Plans □ □ □ □ □
v Life Insurance □ □ □ □ □

135
v Medical Insurance □ □ □ □ □
v DA □ □ □ □ □
v HRA □ □ □ □ □
v PF, ESI □ □ □ □ □
v Leave Salary □ □ □ □ □
(1) (2) (3) (4) (5)
44. I think my performance is evaluated fairly □ □ □ □ □
45. Employee recognition programs are regularly □ □ □ □ □
followed
46. If I feel underpaid, I can discuss my feelings □ □ □ □ □
with my supervisor/manager
47. My organization will promote from within before □ □ □ □ □
looking for employees externally
48. My job at current position is permanent and secure □ □ □ □ □
49. There is regular supervision from my supervisor □ □ □ □ □
regarding my work
50. There is competition among the team members □ □ □ □ □

136
regarding credit and promotion
51. Healthy eating facilities
v Employee canteen □ □ □ □ □
v Breakfast □ □ □ □ □
v Lunch □ □ □ □ □
v Dinner □ □ □ □ □
v Snack/tea/drinks □ □ □ □ □
v Drinking water □ □ □ □ □
v Sufficient seating for all employees at canteen □ □ □ □ □
v Following aspects are followed accurately
o Cleanliness □ □ □ □ □
o Layout [design of seating and
food provisions] □ □ □ □ □
o Lighting and fans □ □ □ □ □
o Ventilation □ □ □ □ □
o Maintenance/ Service □ □ □ □ □
52. There is great opportunity to learn from my □ □ □ □ □
work at
53. There is an opportunity of Career growth at the □ □ □ □ □
organization

137
54. My job gives me professional growth and □ □ □ □ □
advancement in future
55. As a whole, you are satisfied with the work culture □ □ □ □ □
being followed by the management at the organization

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