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Yamaha isha012
This document analyzes factors affecting job satisfaction and motivation for employees at Yamaha Motors India Pvt. Ltd. It provides background on the Indian automotive industry and two-wheeler market. It also outlines Yamaha's company profile and sales in India. The study uses questionnaires to analyze intrinsic and extrinsic motivational factors for managers and supervisors. It finds that working conditions are good, opportunities for advancement are provided, and employees feel their work is important to the organization. Suggestions include providing more regular feedback, increasing job accountability, and encouraging employee participation in policy decisions.
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Yamaha isha012
- 1. “AN ANALYTICAL STUDYOF FACTORS AFFECTING JOB SATISFACTION & MOTIVATION WITH SPECIAL REFERENCE TO YAMAHA MOTORS INDIA PVT. LTD.,” Submitted by ISHA MBA-IV 01215903911
- 2. INDUSTRY PROFILE -AUTOMOTIVE The Indian two wheeler industry is the world’s second largest with a market size of about Rs 100000 million. In the fiscal year of 2010-11, 76% the of the total auto mobiles sold in the nation were two wheelers.
- 3. MAJOR PLAYERS INTHE INDUSTRY AND SALES ANALYSIS
- 4. COMPANY PROFILE(YAMAHA) Type- Public Industry - Automotive Founded – July1,1955(Japan) Headquarter - Japan President - Hiroyuki Yanagi Employees – more than 2000
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- 6. COMPANY PROFILE(YAMAHA) Yamahamotors is amongst the most popular bike manufacturers in India. The company has given some most successful bikes like RX100 to Indian roads and is a tough competitor for other biking giants. Presently 13 models are available from Yamaha's garage in India Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint-venture with the Escorts Group in 1996. However, in August 2001, Yamaha acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor Private Limited (IYM)".
- 7. INTRODUCTION TO TOPIC Motivation can be defined as a stimulus, a drive or incentive in this case, that drives individuals to accomplish personal and organizational goals.
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- 9. Job satisfaction relatesto people’s own evaluation of their jobs against those issues that are important to them
- 10. Determinants of job satisfaction Environmentalfactors - Job content - Occupational level - Pay and promotion - Work group - supervision Personal characteristics - Age - Sex - Educational level - Marital experience
- 11. LIMITATIONS Time Samplesize Organization’s resistance Lack of communication Response of the employees Limited resource materials biased
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- 13. RESEARCH METHODOLOGY Research DesignDescriptive Universe of the study Employees of Yamaha motor India pvt ltd, fridabad Method of data collection Questionnaire, websites, journals Sampling method Simple random sampling Sampling size 60 employees Data analysis techniques Pie charts, tables
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- 15. A. INTRINSIC FACTORS 1.Satisfaction level 0% 0% 8% 80% 12% Managers strongly disagree disagree neither agree nor disagree 0% 3% 0% 83% 14% Supervisors strongly disagree disagree neither agree nor disagree
- 16. INTRINSIC FACTORS 2. Interpersonalrelations 0%4%4% 88% 4% Managers strongly disagree disagree neither agree nor disagree 0% 0% 0% 91% 9% Supervisors strongly disagree disagree neither agree nor disagree
- 17. INTRINSIC FACTORS 3.Recognition 0%0% 0% 88% 12% Managers strongly disagree disagree neither agree nor disagree 0% 6%6% 88% 0% Supervisors strongly disagree disagree neither agree nor disagree
- 18. EXTRINSIC MOTIVATIONAL FACTORS 4.Salary 0% 8% 8% 76% 8% Managers strongly disagree disagree neither agree nor disagree agree strongly agree 0% 0% 20% 69% 11% Supervisors strongly disagree disagree neither agree nor disagree agree strongly agree
- 19. EXTRINSIC MOTIVATIONAL FACTORS 5.Responsibility 0% 0% 4% 64% 32% Managers strongly disagree disagree neither agree nor disagree agree strongly agree 0% 3% 3% 86% 8% Supervisors strongly disagree disagree neither agree nor disagree agree strongly agree
- 20. EXTRINSIC MOTIVATIONAL FACTORS 6.Job security 0% 0% 4% 76% 20% Managers strongly disagree disagree neither agree nor disagree agree strongly agree 0% 0% 6% 65% 29% Supervisors strongly disagree disagree neither agree nor disagree agree strongly agree
- 21. FINDINGS Working conditionsare good. Opportunities are given for advancement. Organization makes their employees feel that their work is important for the organization. Kaizen award ceremony. Employees are happy with the changing culture (escort culture is vanishing and Japanese culture is coming).
- 22. SUGGESTIONS & CONCLUSION Feedback has to be given on a regular basis. Accountability of job needs to be increased. Employee participation in policies decision Management should encourage CFTs (Cross functional teams.
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