The document provides an outline for a major project report on job satisfaction among public sector employees. It includes an introduction outlining the rationale and objectives of studying job satisfaction. The research methodology section describes using a sample of 100 public sector employees aged 25-35, collecting primary data through questionnaires, and analyzing the data using statistical techniques like percentage analysis and charts. The document also provides a sample title "Determinants of Job Satisfaction Among Public Sector Employees" and a literature review section listing 6 relevant references.

1. ACROPOLIS FACULTY OF MANAGEMENT & RESEARCH
SYNOPSIS FOR THE MAJOR PROJECT REPORT
TOPIC
Your topic ………………………. ……
…………………….………………
Guided By: Submitted By:
Your guide name Your name
Specializations
MBA (III-Sem)
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2. INDEX
Chapter Page no.
Chapter I- Introduction
1. Conceptual Framework
2. Literature Review
3. Rationale of the Study
4. Objective of the Study
Chapter II- Research Methodology
1. The Study
2. The Design
3. The Sample
4. The Tools
For Data Collection
For Data Analysis
References
Title:-
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3. Maruti Suzuki
INTRODUCTION:-
Originally, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-
led government held an initial public offering of 25% of the company in June 2003. As of May 2007, the government
[10]
of India sold its complete share to Indian financial institutions and no longer has any stake in Maruti Udyog.
Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983
with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its
only competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that
point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various
several other countries, depending upon export orders. Models similar to those made by Maruti in India, albeit not
assembled or fully manufactured in India or Japan are sold by Pak Suzuki Motors in Pakistan.
[citation
The company exports more than 50,000 cars annually and has domestic sales of 730,000 cars annually.
needed]
Its manufacturing facilities are located at two facilities Gurgaonand Manesar in Haryana, south of Delhi. Maruti
Suzuki’s Gurgaon facility has an installed capacity of 900,000 units per annum. The Manesar facilities, launched in
February 2007 comprise a vehicle assembly plant with a capacity of 550,000 units per year and a Diesel Engine plant
with an annual capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined
capability to produce over 14,50,000 units annually.
[7]
About 35% of all cars sold in India are made by Maruti. The company is 54.2% owned by the
Japanese multinational Suzuki Motor Corporation per cent of Maruti Suzuki. The rest is owned by public and financial
[citation needed]
institutions. It is listed on the Bombay Stock Exchange andNational Stock Exchange of India.
During 2007 and 2008, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all, over six million Maruti
Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. Maruti Suzuki offers 15
models, Maruti 800, Alto, Maruti Alto 800,WagonR, Estilo, A-star, Ritz, Swift, Swift
DZire, SX4, Omni, Eeco, Gypsy, Grand Vitara,Kizashi and the newly launched Ertiga. Swift, Swift DZire, A-star and
SX4 are manufactured in Manesar, Grand Vitara and Kizashi are imported from Japan as completely built
[citation needed]
units(CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. The company is
believed to be moving towards introduction of a new version of Maruti 800 by November 2012, which will be more fuel
[11]
efficient, though slightly costlier than Alto and existing Maruti 800. The Suzuki Motor Corporation, Maruti's main
stakeholder, is a global leader in mini and compact cars for three decades. Suzuki’s strategy is to utillise light-weight,
compact engines with stronger power, fuel-efficiency and performance capabilities. Nearly 75,000 people are
employed directly by Maruti Suzuki and its partners. It has been rated first in customer satisfaction among all car
[12]
makers in India from 1999 to 2009 by J D Power Asia Pacific. Maruti Suzuki will be introducing new 800 cc model
[13]
by Diwali in 2012.The model is supposed to be fuel efficient, hence more expensive.
Further information: Timeline of Maruti Suzuki
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4. Hyundai
Hyundai Motor India Limited was formed in 6 May 1996 by the Hyundai Motor Company of South Korea. When
Hyundai Motor Company entered the Indian Automobile Market in 1996 the Hyundai brand was almost unknown
throughout India. During the entry of Hyundai in 1996, there were only five major automobile manufacturers in India,
i.e. MUL, HM, PAL,TELCO and M&M. Daewoo had entered the Indian automobile market with Cielo just three years
back while Ford, Opel and Honda had entered less than a year back.
For more than a decade till Hyundai arrived, Maruti Suzuki had a complete dominance and monopoly over the
Passenger Cars segment because TELCO and M&M were solely Utility and Commercial Vehicle Manufacturers.
HMIL's first car, the Hyundai Santro was launched in 23 September 1998 and was a runaway success. Within a few
months of its inception HMIL became the second largest automobile manufacturer and the largest automobile
exporter in India.Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai Motor Company
(HMC), South Korea and is the largest passenger car exporter and the second largest car manufacturer in India.
HMIL presently markets 6 models of passenger cars across segments. The A2 segment includes the Santro, i10 and
the i20, the A3 segment includes the Accent and the Verna, the A5 segment includes the Sonata Transform and the
SUV segment includes the Santa Fe.
HMIL’s manufacturing plant near Chennai claims to have the most advanced production, quality and testing
[citation needed]
capabilities in the country. To cater to rising demand, HMIL commissioned its second plant in February
2008, which produces an additional 300,000 units per annum, raising HMIL’s total production capacity to 600,000
units per annum.
HMIL has set up a research and development facility in the cyber city of Hyderabad.
As HMC’s global export hub for compact cars, HMIL is the first automotive company in India to achieve the export of
10 lakh cars in just over a decade. HMIL currently exports cars to more than 120 countries across EU, Africa, Middle
East, Latin America, Asia and Australia. It has been the number one exporter of passenger cars of the country for the
[citation needed]
sixth year in a row.
To support its growth and expansion plans, HMIL currently has a 307 strong dealer network and 627 strong service
[citation needed]
points across India, which will see further expansion in 2010. In July 2012, Arvind Saxena, the Director of
Marketing and Sales stepped down from the position after serving the company for 7 long years
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5. LITERATURE REVIEW OF MARUTI SUZUKI :
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6. RATIONALE OF STUDY:
Job satisfaction is one of those terms that might mean different things to different people.
For some, there is no satisfaction in any kind of work. For others, all their personal
dignity comes from their job. We can measure job satisfaction in terms of money,
benefits, pension schemes, holiday bonuses. We can measure it in terms of the status the
work confers on us or in the satisfaction we gain in performing a task well. A good
employer will, of course, care about all of these issues. Productivity is, however, their
main responsibility.
In this study, the performance measures have long been utilized in both the private and
public sectors. The widespread use of performance measures exist because there are a
plethora of benefits associated with such measures. In this study, the main foci are
performance measurement, reward systems and job satisfaction. The research contained
in this discussion is evidentiary of a definitive relationship between performance
measurement and employee attitudes concerning job satisfaction. One can also conclude
from this discussion that job satisfaction is directly associated with, motivation,
expectancy, and reward systems. It has been consistently found that people are motivated
by both intrinsic and extrinsic values as it relates both to job satisfaction and performance
in the workplace. Further, the intrinsic motivation pertains to personal goals and
objectives while extrinsic motivation is associated with both monetary and non-monetary
rewards. Job satisfaction is an important field in research and hence should be
encouraged.
OBJECTIVES OF STUDY:
The main objectives of this study are:
1. To study the various determinants of job satisfaction among public sector
employees.
2. To study the importance of determinants causing job satisfaction.
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7. 3. To find the rank of determinants of job satisfaction among public sector
employees.
RESEARCH METHODOLOGY:
THE STUDY:
The research will be conducted on various factors which affect Job satisfaction among
the employees working in Public Sector of age 25-35 years.
THE DESIGN:
Some of the sampling techniques such as quota sampling and simple random sampling
may be used.
THE SAMPLE:
A sample of 100 employees in public sector of the age group 25-35 years.
FOR DATA COLLECTON:
Questionnaire will be used as a tool for Primary data collection in this study from
employees of different public sector companies. In questionnaire, nearly 12-15
determinants will be there and with the use of Rating scale people will give their
opinion.
DATA ANALYSIS:
The data will be analyzed using percentage based analysis with the help of bar graphs and
Pie Charts. If necessary hypothesis techniques such as chi-square test, z-test etc. may also
be used.
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8. REFRENCES:-
1. A case study of the Dubai police", Personnel Review, Vol. 40 Iss: 1, pp.126 – 146.
2. Journal of Hospitality & Tourism Research August 1989 vol. 13 no. 3 129-136
3. Human Relations August 1993 vol. 46 no. 8 1007-1027
4. Review of Public Personnel Administration December 2009 vol. 29 no. 4 327-353
5. Human Relations August 1992 vol. 45 no. 8 859-873
6. JIR September 2006 vol. 48 no. 4 523-540
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