INTRODUCTION TO HRM

The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. HRM is the employing people, developing their resources, utilizing, maintaining and compensating their services with the job and organisational requirements. Definitions HRM is a planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance, reproduction to achieve the individual goals. -Edwin.B.Flippo HRM is a systematic planning and controlling of fundamental organisational process affecting and involving all organisations, which involves all the employees. -Wendel French.

SCOPE OF HRM
The scope of HRM in the modern days is vast. In fact, the scope of HRM was limited to employment and maintenance of and payment of wage and salary. The scope has been continuously enlarged. The scope of Human Resources Management includes: Objectives of HRM Organization of HRM Strategic HRM Employment Development Maintenance

 Motivation Industrial Relations Participative management and Recent developments in HRM.

OBJECTIVES OF HRM
Objectives are pre-determined goals to which individual or group activity in an organization is directed objectives of HRM are influenced by social objectives, organizational objectives, functional objectives and individual objectives. Social objectives

Organizational objectives

Functional objectives

Individual objectives The objectives of HRM may be as follows: To create and utilise an able and motivated workforce, to accomplish the basic organizational goals. To establish and maintain sound organisational structure and desirable working relationships among all the members of the organisation. To secure the integration of individual and groups within the organisation by co-ordination of the individual and group goals with those of the organisation. To create facilities and opportunities for individual or group development so as to match it with the growth of the organisation.

 To attain an effective utilization of human resources in the achievement of organisational goals.

FUNCTIONS OF HRM

The functions of HRM can be broadly classified into two categories. 1. Managerial Functions 2. Operative Functions Functions of HRM

Managerial Functions

Operative Functions

Planning Organising Directing Controlling

Employment Human Resources Development Compensation Human Relations Industrial Relations Recent Trends in HRM

1. Managerial Functions
Managerial functions of personnel management involve planning, organising, directing and controlling. All these functions influence the operative functions.

2. Operative Functions
The operative functions of human resources management are related to specific activities of personnel management viz., employment, development,

compensation and relations. All these functions are interacted with managerial functions. INTRODUCTION OF THE JOB SATISFACTION When we study the interaction between human needs and organizational climate several questions arise. Such as, what does a workers expect from job up to organization? How do attitudes of workers effect from quantity up quality of products? What do they think about the management? Etc the answer of all these questions may be that they think favorable if they are satisfied with the job or if they are unsatisfied or dissatisfied they think unfavorable. Thus job-satisfaction is the key to main problem. Job satisfaction is derived from the Latin word satis and facere which means enough and to do respectively. C.L. Hulpin, measured the effects of community characteristics of job satisfaction of female clerical workers. He found that job conditions held constant job satisfaction. The success of any organization depends on the effective utilization and motivation of human resources. More often Employee Attitude, Job satisfaction and industrial morale are used synonymously but they are not the same. A favorable attitude may contribute to job satisfaction because job satisfaction is the result of so many attitudes. Likewise job satisfaction and morale do not carry the same meaning, though job satisfaction improves the employee morale.

NEED OF THE STUDY

Employees are the resources of the organization. Until and unless the employee is satisfied with his job, he could not gives the best performance from his side. The need of the study is to know whether the employees are been satisfied with the job which they are being performing. When the employees are been satisfied their job, they give their best efforts.

SCOPE OF THE STUDY

The study is confined and relevant only to Adarsha Motors (TVS), applicable to any organization. Study covers job satisfaction in Adarsha Motors (TVS).

OBJECTIVE OF THE STUDY

To identify the employee level of satisfaction upon that a job. To know the satisfaction level towards the behaviours peers and superiors. To study the employee level of satisfaction towards the salary and others benefits which are provided by the company. The study is helpful for organization to conduct the research. It helpful to identify the employees unsatisfaction for the loans and advances issued by the organization. To take managerial decisions.

RESEARCH AND METHODOLOGY RESEARCH:

Search means identifying the facts (either true or false). A systematic search for an answer to a question is called research. A solution to a problem is also known as research. The research design used for the study is the descriptive research design. In this design structural information is used to gather information. METHODOLOGY: SAMPLE METHOD: The two major methods are probability and non-probability sampling technique. The study requires probability method since the sample was chosen or random. Hence the study was dealt with sample random tool, which is one of the most popular method sampling.

SOURCES OF DATA PRIMARY DATA COLLECTION: The Primary data was collected from the respondents by administering a structured questionnaire and also through observation, interview & discussion with management. SECONDARY DATA COLLECTION: It is collected from the internal records of the company such as library records, trade Journals, various manuals of the company, various training programs previously conducted and its responds etc.; It is also conducted from the officials of the pursued department in the factory. TOOLS FOR DATA COLLECTION: SURVEY METHOD: The most widely used technique of gathering primary data is the survey method. The sources interviewed personally at the place of work and also with questionnaires. It is a direct and more flexible form of investigation involving face-to-face communication and through recorded questionnaires filled in personally. The information is qualitative, quantitative and accurate. The data collected is tabulated and interpreted to draw conclusion.

SAMPLE DESIGN FOR THE STUDY

SAMPLING: The research was made by the survey in accordance to the convenience of the employees. So the sample type is convenient sampling. SAMPLE SIZE: 60 SAMPLE UNIT: Adarsha Motors (TVS)

LIMITATIONS OF THE STUDY

1. Some of the information given by the respondents may not be accurate. 2. Time period to be the major limitation. 3. Due to lack of time, the study is confined only to the few employees. 4. The area of study is limited to Adarsha Motors (TVS) only. 5. The questions that we asked being personal, some of workmen hesitated to answer some questions like their salary details and the relation with their superiors.

INDUSTRY PROFILE
The Indian automotive industry consists of five segments: commercial vehicles; multi-utility vehicles & passenger cars; two-wheelers; three-wheelers; and tractors. With 5,822,963 units sold in the domestic market and 453,591 units exported during the first nine months of FY2005 (9MFY2005), the industry (excluding tractors) marked a growth of 17% over the corresponding previous. The two-wheeler sales have witnessed a spectacular growth trend since the mid nineties. Two-wheelers: Market Size & Growth In terms of volume, 4,613,436 units of two-wheelers were sold in the country in 9MFY2005 with 256,765 units exported. The total two-wheeler sales of the Indian industry accounted for around 77.5% of the total vehicles sold in the period mentioned

Figure 1:Segmental Growth of the Indian Two Wheeler Indust

ry (FY1995-2004)

After facing its worst recession during the early 1990s, the industry bounced back with a 25% increase in volume sales in FY1995. However, the momentum could not be sustained and sales growth dipped to 20% in FY1996 and further down to 12% in FY1997. The economic slowdown in FY1998 took a heavy toll of two-wheeler sales, with the year-on-year sales (volume) growth rate declining to 3% that year.

However, sales picked up thereafter mainly on the strength of an increase in the disposable income of middle-income salaried people (following the

implementation of the Fifth Pay Commission's recommendations), higher access to relatively inexpensive financing, and increasing availability of fuel efficient twowheeler models. Nevertheless, this phenomenon proved short-lived and the twowheeler sales declined marginally in FY2001. This was followed by a revival in sales growth for the industry in FY2002. Although, the overall two-wheeler sales increased in FY2002, the scooter and moped segments faced de-growth. FY2003 also witnessed a healthy growth in overall two-wheeler sales led by higher growth in motorcycles even as the sales of scooters and mopeds continued to decline. Healthy growth in twowheeler sales during FY2004 was led by growth in motorcycles even as the scooters segment posted healthy growth while the mopeds continued to decline. Figure 1 presents the variations across various product sub-segments of the two-wheeler industry between FY1995 and FY2004. Demand Drivers The demand for two-wheelers has been influenced by a number of factors over the past five years. The key demand drivers for the growth of the two-wheeler industry are as follows:
Inadequate public transportation system, especially in the semi-urban and rural areas; Increased availability of cheap consumer financing in the past 3-4 years; Increasing availability of fuel-efficient and low-maintenance models; Increasing urbanisation, which creates a need for personal transportation; Changes in the demographic profile; Difference between two-wheeler and passenger car prices, which makes two-wheelers the entry level vehicle; Steady increase in per capita income over the past five years; and Increasing number of models with different features to satisfy diverse consumer needs.

MARKET CHARACTERISTICS Demand Segmental Classification and Characteristics The three main product segments in the two-wheeler category are scooters, motorcycles and mopeds. However, in response to evolving demographics and various other factors, other sub segments emerged, viz. scooterettes, gearless scooters, and 4-stroke scooters. While the first two emerged as a response to demographic changes, the introduction of 4-stroke scooters has followed the imposition of stringent pollution control norms in the early 2000. Besides, these prominent sub-segments, product groups within these sub-segments have gained importance in the recent years. Examples include 125cc motorcycles, 100-125 cc gearless scooters, etc. The characteristics of each of the three broad segments are discussed in Table 1. Table 1 Two-Wheelers: Comparative Characteristics
Scooter Price*(Rs. as in January > 22,000 2005) Stroke 2-stroke, stroke Engine Capacity (cc) 90-150 Ignition Engine Power (bhp) Weight (kg) Kick/Electronic 6.5-9 90-100 Motorcycle > 30,000 Moped > 12,000

4- Mainly 4- 2-stroke stroke 100, 125, > 125 50, 60 Kick/Electronic 7-8 and above > 100 50-80+ Highest Kick/Electronic 2-3 60-70 70-80 Low

Fuel Efficiency (kms per 50-75 litre) Load Carrying High

Segmental Market Share The Indian two-wheeler industry has undergone a significant change over the past 10 years with the preference changing from scooters and mopeds to motorcycles. The scooters segment was the largest till FY1998, accounting for around 42% of the two-wheeler sales (motorcycles and mopeds accounted for 37% and 21 % of the market respectively, that year). However, the motorcycles segment that had witnessed high growth (since FY1994) became larger than the scooter segment in terms of market share for the first time in FY1999. Between FY1996 and 9MFY2005, the motorcycles segment more than doubled its share of the two-wheeler industry to 79% even as the market shares of scooters and mopeds stood lower at 16% and 5%, respectively. Figure 2 Trends in Segmental Share in Industry Sales (FY1996-9MFY2005)

While scooter sales declined sharply by 28% in FY2001, motorcycle sales reported a healthy growth of 20%, indicating a clear shift in consumer preference. This shift, which continues, has been prompted by two major factors: change in the country's demographic profile, and technological advancements. Over the past 10-15 years the demographic profile of the typical two-wheeler customer has changed. The customer is likely to be salaried and in the first job. With a younger audience, the attributes that are sought of a two-wheeler have also changed. Following the opening up of the economy and the increasing exposure levels of this new target audience, power and styling are now as important as comfort and utility.

The marketing pitch of scooters has typically emphasised reliability, price, comfort and utility across various applications. Motorcycles, on the other hand, have been traditionally positioned as vehicles of power and style, which are rugged and more durable. These features have now been complemented by the availability of new designs and technological innovations. Moreover, higher mileage offered by the executive and entry-level models has also attracted interest of two-wheeler customer. Given this market positioning of scooters and motorcycles, it is not surprising that the new set of customers has preferred motorcycles to scooters. With better ground clearance, larger wheels and better suspension offered by motorcycles, they are well positioned to capture the rising demand in rural areas where these characteristics matter most. Scooters are perceived to be family vehicles, which offer more functional value such as broader seat, bigger storage space and easier ride. However, with the second-hand car market developing, a preference for used cars to new two-wheelers among vehicle buyers cannot be ruled out. Nevertheless, the past few years have witnessed a shift in preference towards gearless scooters (that are popular among women) within the scooters segment. Motorcycles, offer higher fuel efficiency, greater acceleration and more environment-friendliness. Given the declining difference in prices of scooters and motorcycles in the past few years, the preference has shifted towards motorcycles. Besides a change in demographic profile, technology and reduction in the price difference between motorcycles and scooters, another factor that has weighed in favour of motorcycles is the high re-sale value they offer. Thus, the customer is willing to pay an up-front premium while purchasing a motorcycle in exchange for lower maintenance and a relatively higher resale value. India is an emerging country with huge potential. The domestic economy is now growing at around 9-10% per annum and Indias importance in global terms is being reinforced by rapidly rising exports and domestic consumption. At a time when numbers of a slowdown and overheating in the Indian economy have started gaining momentum, the Indian rupee sprang a surprise by pushing the GDP figure past the trillion-dollar (42,00,000 crore) mark.

The automotive industry is at the center of Indias new global dynamic. The domestic market expanding rapidly as incomes rise and consumer credit becomes more widely available. Manufacturers product lines are being continually expanded, as is the local automotive manufacturing base. Expectation are high that India can develop as a global hub for vehicle manufacturers and as an outsourcing center that offers the global automotive industry solution high up the automotive value chain. India eyes 25 million automotive jobs. India's GDP is set to double over the next decade In percentage terms, the automotive industry's contribution should also double. In dollar terms, the sector's contribution is set to quadruple to some $145bn The automobile industry in India accounts for a business volume of $45 billion and has the potential to grow much faster both through Indian as well as international manufacturers who have established huge facilities in the country With the worlds second largest and fastest-growing population, there is no denying Indias potential in both economic and population terms and the effect it will have on the auto industry in the years to come. The country is already off to a good start, with a well-developed components industry and a production level of 1 million four-wheeled vehicles a year, plus a further 5 million two- and three-wheelers. The implications, market drivers and scope of a future massive Indian vehicle market are covered in the India Strategic Market Profile, a brand-new forecast of Indian automotive and related activity to 2020. Based on Max Pemberton's unique relational long-term forecasting model, it forecasts car and CV sales, demographics, materials usage, auto industry employment, and explains their inter- year of healthy growth in auto industry.

INDUSTRY GROWTH

Future of the Automobile in the Economy

US based consultancy, keystone predicts that India will become worlds third largest automobile market by 2030. Overall size expected to exceed 20 million with compounded annual growth rate of over 12%. India Then & Now 1983 Number of brands 2 Number of models 2 2008 Number of brands 30 Number of models 70 Some of the Car companies in India: Hero motocorp ltd. Maruti Suzuki Fiat General motors (Opel, Chevrolet) Ford Hindustan motors, Mitsubishi Honda Hyundai Baja tempo Marinara Maine elect. Mercedes Benz Nissan San engineering Soda Toyota

Top three manufacturers: Maruti Suzuki Tate motors Hyundai

Car segmentation: This is done on the basis of size and price of the car A segment: maruti800, omni B segment: Zen, wagon-r, alto, Santo, polio, indicia C segment: esteem, accent, indigo, icon, Honda city, civic D-segment: opera, Octavia, sonata, monde, accord, corolla, Camry, Mercedes

COMPANY PROFILE
TVS Motor Company is the third largest two-wheeler manufacturer in India and one among the top ten in the world, with annual turnover of more than USD 1 billion in 2008-2009, and is the flagship company of the USD 4 billion TVS Group. TVS Group - 100 years young The TVS group has always been inspired by a century long mission and vision of its own destiny. it is not just a business but a way of doing business, which sets TVS apart from others.

Back in 1911, to the founder of the company, the ordinary ambitions of a bus fleet operator or a vehicle servicing business would not suffice.Rather, he wanted to create an enduring business led by a family of like minded workers and managers united by a set of shared high principles.

Driven by this inspiration, the TVS group has today emerged as India's leading supplier of automotive components. Today the TVS Group is the largest automotive component manufacturer in India, with annual turnover of more than USD 4 billion. The group has over 30 companies employing a work- force of 40,000 people.

Underlying the success of the group is its philosophy of commitment to the cherished values of promoting trust, value and customer service. This was the personal philosophy of the Group's Founder Shri T V Sundaram lyengar, and it remains the overarching code by which the Group functions. Market leadership and rewards of business have followed naturally.

T.V. Sundaram lyenger and sons limited (TVSs) is the holding company for the TVS Group of companies engaged in the manufacturing unit of almost all kinds of automotive components, two wheelers and a few other industrial products. They are also into the financial services sector. The turnover of the entire group was close to $2 billion in 2003. The TVS Motor Company was founded by T.V. Sundraram lyenger in 1911. It is only automotive manufacturer in India to get the prestigious Deming Prize. One of its subsidiaries Sundaram Clayton was the first company in India to receive The Deming Prize. This was quickly followed by Sundaram brake Linings also getting the Deming Prize. This Prize given to organizations or division of organizations that have achieved districtive performances improvement through the application of TQM in a designated year. Sundaram Clayton went on to be awarded the Japan Quality Medal. The TVS group of Companies is mainly situated in Padi, Tamil Nadu, in the outskirts of Chennai (formerly madras). TVS Motors: In 1929 T.V. Sundaram Jyenger established the parent company. In 1962 T.V. Sundaram Lyenger & Sons Collaborated with Calyton Devandre and established Sundaram Clayton Limited at Chennai to manufacture automotive air brake system. In 1980 Sundaram Clayton Limited Diversities and opens its Moped Plant at Harita. Housr. In 1983 Sudnaram Clayton Limited collaborated with Suzuki Motors Corporation of Japan and established IND-SUZUKI motorcycle manufactured Limited at Harita, Housr. In 1984 the first IND-SUZUKI AX-100 motorcycle manufacture by IND-SUZUKI Limited in September. In 1986 IND-SUZUKJ Motorcycle Manufactured by IND-SUZUKI Motorcycle Limited rebnamed itself as TVS SUZUKI Limited in September. In 1987 TVS SUZUKI Limited purchased the Mope Division from Sundaram Clayton Limited in September. In 1980 TVS so, India's first two-seater moped rolled out of the factory at Housr in Tail Nadu, Southern India. A byword for reliability, the TVS 50 had proved itself promising and successful in every test and paved a way for many successes for

TVS SUZUKI. Likewise the TVS Champ and Super Champ gave a reliable and sturdy two wheeler to public, who wanted looks fused with economy. These two wheelers together redefined the category' of moped in India. TVS later left its collaboration with Suzuki and started to manufacture its own vehicles. TVS Motors Company is currently the third largest two wheeler company in India with sales of 107,117 units (as of June 2007). The company exported 9,133 units of two wheelers in June 2007. Known traditionally for their conservative attitude. TVS made modest but reliable bikes. I Iero Honda and Bajaj forayed into the pow'er biking segment with the CBZ and Pulsar respectively. TVS along with Suzuki, had earlier been the leading bike maker with the Shaolins, Shoguns etc. but they were left biting dirty by Bajaj'S Pulsar. Soon TVS launched Fiero series of bikes. But that wasn't enough. The Fiero's looks did not appeal to most people. They came out a bike name "Apache". Followed it up with Apache RTR. The rest is history. It is only a matter of time before the Pulsar 150 gets eaten up alive!!! TVS Apache Bike of the year 2006 by Business Standard Motoring. International certifications like QS 9000, ISO 9000 and TS 16949. TVS Motors is the third largest two-wheeler manufacturer in India and has reached tenth position among the world listing. Its dealer and customer network is widely spreaded in India, which included over 700 dealers. As per information available TVS Company spends 25% for advertisement. It is a tuff competitor to BAJAJ.

TVS Motor Company Mission We are committed to being a highly profitable, socially responsible, and leading manufacturer of high value for money, environmentally friendly, lifetime personal transportation products under the TVS brand, for customers predominantly in Asian markets and to provide fulfilment and prosperity for employees, dealers and suppliers.

Vision Statement TVS Motor - Driven by the customer TVS Motor will be responsive to customer requirements consonant with its core competence and profitability. TVS Motor will provide total customer satisfaction by giving the customer the right product, at the right price, at the right time. TVS Motor - The Industry Leader TVS Motor will be one among the top two two-wheeler manufacturers in India and one among the top five two-wheeler manufacturers in Asia. The inspirational heritage Although the letters TVS represent the initials of our founder, T V Sundaram lyengar, to us within TVS they have always stood for Trust, Value and Service. The founder of the company embodied these values and set an example for all employees to emulate. TVS believes that the success of any enterprise is built on the solid foundation of customer satisfaction. Continuous innovation and close customer interaction have enabled TVS companies to stay ahead of competition. Quality at TVS determines not only the end product but the systems, processes and operations at all levels. The first four companies in India, which have won the coveted Deming Prize are from the TVS group.

The

business

ranges

across

automobile

component

manufacturing,

components distribution, manufacturing of powered two-wheelers, computer peripherals, financial services, contract manufacturing services and software development. TVS Motor company Ltd (TVS Motor)- member of the TVS group is the largest company of the group in terms of size and turnover. THE TEAM TVS Racing has brought into motor racing the professional team concept. It is headed by Mr. Arvind Pangaonkar, General Manager, Research and Development, TVS Motor Company Limited. He has a 12-member team comprising Engineers to Post Graduates who provide technical support to the motorbikes and seven of these professionals travel with the racers during competitions. It is no surprise then that TEAM TVS Racing is today viewed as the numero uno of motor racing in India. TVS Racing has been instrumental in churning out the country's best racers ever C. Vijaykumar, a 21-year-old lad from Bangalore, is a prime example of this. TVS spotted his talent two years ago in a TVS Motocross School organized in Bangalore. He was just a novice and when TVS put him through a training process and groomed him to take on the Motocross challenges and today he has become the best racer the country has ever produced. TVS believes in identifying these talents and grooming them at an early age thus making them compete in events where their real grit and talent is put to test. These racers are given state of the art training to enable them to gear up to face International competition. Presently TVS Racing team comprises 9 professional riders with most of them being ace riders in the country in various classes. INTERNATIONAL TRAINERS FOR TVS TVS Racing team members have used the services of two renowned international trainers in the past. They have proved very constructive to TVS Riders and have enabled them to increase their riding skills. TVS Riders have practiced at international race tracks recommended by the trainers in Australia, Italy and Philippines.

GLENN AGUILAR, lead rider of the Caltex Revtex-KTM motocross team, has achieved what no one in the Philippines has ever achieved. Glenn has been winning the rider of the year, for Pro 125 CC category of the National Motocross Super Series for 7 years. Glenn formed his racing team in 1999, with Bebet dela Cruz, his second stringer who is now number five in the rankings. They are supported by Caltex for sponsorship to enable them to churn out the best talent. It turned out that their team produced good racers under Glenn's leadership and put Caltex into the motocross circuit in the region in a big way. PAUL BROOMFIELD, 28-year-old Australian is a professional racer is presently part of Kawasaki racing team in Australia. His experience as a rider dates him back to Suzuki, Yamaha and Kawasaki racing teams and has earned him a slot as professionally ranked riders competing on the Australian pro motocross circuit. He turned professional in 1998 and in 2003 achieved Supercross Pro Open 9th / Motocross Pro Open 4th / Thumper Nats Pro Open 7th place. His aim is to earn a podium position in the supercross national series 2004. He was credited with being level 2 riding coach of the Yamaha Academy of Off-Road Riding instructors. He was also engaged by them to contest in the prestigious SX national series as well. Profile of the Team Members C S Santhosh Karan Gowtham Kadam Vijaykumar

Awards Exports TVS Motor Company has been awarded 'Star Performer - Silver Shield' in two/three wheelers category, by EEPC India, for excellent export performance for year 200708. See full report

Leadership

Star of Asia Award to Mr. Venu Srinivasan, CMD TVS Motor Company by Business Week International. He was also honoured with Doctorate in Science by University of Warwick, United Kingdom. Mr Venu Srinivasan was conferred with the prestigious JRD Tata Corporate Leadership Award for the year 2004. Engineering The Deming Prize - TVS Motor Company is the only two-wheeler company in the world to be awarded the world's most prestigious and coveted recognition in Total Quality Management Technology Award 2002 from Ministry of Science, Government of India for the successful commercialization of indigenous technology for TVS Victor Emerging Corporate Giant in the Private Sector awarded by The Economic Times and the Harvard Business School Association of India. Best Managed Company award from Business Today, one of India's leading business magazines. Most Investor friendly company by Business Today, one of India's leading business The 'Good Advertising' award by Auto India Best Brand Awards 2009. SAP ACE AWARD 2007 - The company won the SAP ACE 2007 Award for Customer Excellence in the Most Innovative Netweaver Category. TEAM TECH 2007 Award - TVS Motor Company bags TEAM TECH 2007 Award of Excellence for Integrated use of Computer Aided Engineering Technologies See full report

BOARD OF DIRECTORS

Venu Srinivasan H. Lakshmanan T. Kannan C.R. Dua K.S. Bajpai R. Ramakrishnan Prince Asirvatham

Chairman & Managing Director Director Director Director Director Director Director

Senior Management

Venu Srinivasan K.N. Radhakrishnan H.S. Goindi Harne Vinay Chandrakant S.G. Murali Finance K.S. Srinivasan

Chairman & Managing Director President & CEO President - Marketing & Sales President NPI Executive Vice President

Company Secretary

Many firsts to the Automotive Industry in India TVS has been at the forefront in bringing a revolution in the way personal commutation was happening, way back in the 1980s. Beginning with launching a simple, easy-to-use moped for the middle class in India in the 1980s to launching 7 new bikes in a single day (first time in the history of the automotive industry in the world), TVS has often taken the unbeaten path to innovation.

Ushering in the personal transportation revolution

2011 2010 2009 2008 2007

TVS Apache RTR ABS launched TVS Wego and TVS Jive launched TVS Apache RTR 180 and TVS Streak launched. TVS Flame, TVS Scooty Electric Vehicle and Three wheeler TVS King launched. Apache RTR - first two wheeler in India to have racing inspired engine and features. Launched TVS Apache - first bike to win 6 awards in a row Launched the revolutionary VT-I engine for the best in class mileage in TVS Centra Launched India's first fully indigenously designed and manufactured motorcycle. Launched India's first 150 cc, 4 stroke motorcycle - The Fiero Introduced India's first 5 speed motorcycle, Shaolin Introduced India's first catalytic converter enabled motorcycle, the 110 cc Shogun Launched India's First indigenous scooterette (sub - 100 cc variomatic) - TVS Scooty First Indian company to introduce 100 cc Indo - Japanese motorcycles Launched TVS 50, India's first 2 seater 50 cc moped

2006 2004

2001

2000 1997 1996

1994

1984 1980

THE PRESENT: TVS Group Company is India's Largest Automobile ancillary manufacture group. It is one among the top 15 largest industrial group of India. 1) It is one of the largest two-wheeler company of India 2) Pioneer later introduced latest 100 CC Bikes in India 3) First to introduce Catolyte converters in two wheelers collaboration with one of the world two wheelers leaders, Suzuki Motors Cooperation of Japan. 4) First to introduce new radical style Four Stroke Scooter. 5) First to introduce a Digital CDI and Intelligent carburetor in the test Four Stroke Motor Cycle i.e., TVS FIERO. THE MAJOR PRODUCTS MOTOR CYCLES:

TVS Star TVS Star City TVS Star City Deluce TVS Star Sports TVS Fiero F2 TVS Centra TVS Victor (110 cc) TVS Victor GLX ( 125cc) TVS Victor LiDGH( 125 cc) TVS Flame (125 cc) TVS Apache (150 cc, 13.7 Ps@8500 rpm) TVS Apache RTR 160 TVS Apache RTR 160 EFI (Electronic Fuel Injection)

SCOOTERS: Spectra DX (150 cc) Spectra Ax (150 cc)

SCOOTKRE1TES: TVS Scooty IIS (60 cc) TVS Scooty KS (60 cc) TVS Scooty Pep (75 cc) TVS Scooty Pep + (90 cc) VS Teenz

LAUNCH: 8 December 2006, Engine Volume : 65 cc, Top Speed : 70 km/h, Mileage : 4045 km/1, Colors : Black, Red, Violet. MOPEDS: TVS 50 XL (50 cc) TVS XL (60 cc) TVS XL Super (60 cc) TVS Champ (60 cc) TVS Super Champ (60 cc)

BRANCHES OF TVS BIKES NORTH ZONE: CHANDIGARH NEW DELI II JAIPUR LUCKNOW

SOUTH ZONE: BANGLORE CHENNA1 COCHIN COIMBATORE HYDERABAD KARIMANAGAR

EAST ZONE: WEST ZONE: BARODA BHOPAL MUMBAI PUNE NAGPUR RAJKOT BHUBNESHWAR KOLKATA PATNA

PROFILE OF ADARSHA SHOWROOM

TVS Showroom in Karimnagar has been established in the year 1996 November & Physically it is located Kothirampur. In 1999 it has been taken by ADARSHA MOTORS. The proprietor of TVS showroom is Mr. Satyanarayana Goud & Manager is Mr. Thirupalhi Goud, Mainly the Showroom has been established for sales of two wheelers and spare parts of TVS company Bikes. TVS Showroom has been providing good services to the customers from the last 4 years. The TVS showroom has got good reputation in Karimnagar. The Showroom is located in Karimnagar town & it has all kind of good equipment for servicing. It gives response to the customers & takes good care of them. And also it is convenient to all customers.

OBJECTIVES OF TVS SHOW ROOM: The main objectives of TVS showroom are to sell TVS products. 1) Their first objectives are to improve the sales of TVS two wheeler vehicles in Karimnagar. 2) To motivate the consumers to purchase TVS two wheelers vehicles by providing promotional schemes. 3) To satisfy the customers by providing technical services. 4) Attracting the new customers by advertisements in magazines, Newspapers & Televisions etc. 5) To spread their TVS two wheelers all over the stales & everywhere. IMAGE TVS BIKES

INTRODUCTION
Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as academicians. Various studies have been conducted to find out the factors which determine job satisfaction and the way it influences productivity in the organization. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables, it is still a prime concern for managers. Job satisfaction is the mental feeling of favourableness which as individual has about his job. Dubrins has defined job satisfaction in terms of pleasure and contentment when he says that: Job satisfaction is the amount of pleasure of contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If dislike your job intensely, you will experience job dissatisfaction. The term job satisfaction was brought to lime light by Hoppock (1935). Job satisfaction is a combination of psychological, physiological and environmental circumstances that causes a person to say, Im satisfied with my job The father of scientific management Taylors (1911) approached to job satisfaction was based on a most pragmatic and essentially pessimistic philosophy that a man is motivated by money alone. That the workers are essentially stupid and phlegmatic and that they would be satisfied with work if they get higher economic return from it over the years, we have moved away from Taylors solely monitory approach to a more humanistic orientation. Such a description indicates the variety of variables that influences the satisfaction of the individual but tells nothing about the nature of job satisfaction.

Definition:
Locke defines job satisfaction as pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. To the extent that a

persons job fulfils his dominant need and is consistent with his expectations and values, the job will be satisfying. Another way to define job satisfaction is in end state of feeling. The work end emphasis the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective Endeavour of construction a dam. These tasks activities may be easily observable or could just be experienced. But in all cases, they satisfy a certain need. Job satisfaction and work behaviour: Generally, the level of job satisfaction seems to have some relation with various aspects of work behavior like absenteeism, accidents, productivity and union affiliation. Although several studies have shown varying degrees of relationships between them job satisfaction, it is not quite clear whether these relationships are correlative or casuals. In other words, job satisfaction is a behavior causes satisfaction most studies have used a correlative design to examine the relationship between them and have found the nature of relationship varying depending upon the nature of various aspects of job. Job satisfaction and personal characteristics: When a person comes to work, he brings with him total personality, his attitudes, likes and dislikes, his personal characteristics and there, in turn, influences the satisfaction, he derives from his work. As work is one of the necessary aspects of the total life experience of an individual, it becomes important to examine how his personal characteristics influences his job satisfaction personal characteristic there refers to such bio-social variables as age, marital status, education, length of service and income, etc.

THEORIES OF JOB SATISFACTION There are three types of theories 1. Hertz berg theory 2. Maslows need hierarchy theory 3. Social reference group theory. HERTZBERG THEORY: In this studies, he tried to understand the motivation problem and felt the knowledge about human behavior, nature motives and needs could be invaluable to organization and individual. According to Hertz bergs theory of motivation, achievement recognition, advancement, possibility of growth and responsibility factors are motivators, where as job security, salary personal life, status, company policy and administration, working conditions these factors must be maintained by organization otherwise the employees will feel dissatisfied. MASLOWS NEED-HIERSCHY THEORY: According to this theory it is believed that a person is satisfied, if the gets what he wants and the ore he want something or the more important it is to him, more satisfied he is when he gets it and dissatisfied he doesnt get it. SOCIAL REFERENCE GROUP THEORY: The social reference group theory is similar to need-fulfillment theory except that it takes into account not desires, needs and interest of the individual, but rather the point of view and opinions of the group to whom the individual looks for guidance. Such groups are defined as the reference-group. According to this theory that if a job meets the interests, desires an requirements of persons reference group, he will like it and if it doesnt he will not like it.

As a good example of this theory has been given by C.L.Hulin. He measured effects of community characteristics of job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among this whose neighborhood was poor. The above theories help us as follows: 1. Job satisfaction a function of, or is positively related to the degree to which ones personal needs are fulfilled in the job situations, and 2. Job satisfaction is a function of, or is positively related to the degree to which the characteristics of the job meet approval and the desires of the group to which the individual looks for the guidance in evaluating the world and defining social reality. DETERMINANTS OF JOB SATISFACTION: While analysing the various determinants of job satisfaction, we have to keep in mind that: all individuals do not derive the same degree of satisfaction through they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variable which affect job satisfaction thus all those factors which provide a fit among individual variable nature of job, and the situational variables determine the degree of job satisfaction. Let us see what these factors are. INDIVIDUAL FACTORS: Individuals have certain expectation from their jobs. If there expectations are met from th jobs, thy feel satisfied. These expectations are based on an individuals level of education, age and other factors. 1. Level of Education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for the phenomenon may be that highly educated persons have very high expectation from their jobs which remain unsatisfied. In their case, Peters principle which

suggests that every individual tries to reach his level of incompetence, applies more quickly. 2. Age: Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage, and finally dips to low degree. The possible reasons for this phenomenon are like this.When an individual joins an organisation he may have some unrealistic assumptions about what they are going to derive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down.It starts raising again as the people start to asses the jobs in right prospective and correct their assumption. At the last, particularly a the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome. 3. Other Factors: Besides the above two factors, there are other individual factors which affects job satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the work place. Similarly other personal problems associated with him may affect his level of job satisfaction. NATURE OF JOB: Nature of job determines job satisfaction which is in the form of occupation level and job content. 1. Occupational level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people; factory workers are least satisfied. 2. Job Content: Job Content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive jo provides lesser satisfaction the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

Situational variables: Situational variables related to a job satisfaction lie in organizational context formal and informal. As we shall see in the next part of text, format organization is created by the management and informal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job satisfaction are given below: 1. Working conditions: working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways First, these provide means for job performance. Second, provision of these conditions affects the individuals perceptions about the organization. If these factors are favourable, individuals experience higher level of job satisfaction. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee oriented supervision, there is more concern for people which is perceived favourably by them and provides them more satisfaction. In joboriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable Rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, if affects job satisfaction adversely. 4. Opportunity for promotion: it is true that individual seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities of promotion that these jobs offer. If the present job offers opportunity of promotion in future, it provides more satisfaction. If the opportunity of such promotion is lacking, it reduces satisfaction. 5. Work Group: Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. To the

extent such groups are cohesive; the degree of satisfaction is high. If the group satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. Effect of Job Satisfaction: Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity absenteeism and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favourableness of unfavourableness. Affects the individual psychologically which ultimately affects his physical health. For example Lawler has pointed out that drug abuse, alcoholism, and mental and physical health result from psychologically harmful jobs further, since a job is and important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is productive worker. 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity when job satisfaction increases, productivity increases; when job satisfaction decreases, productivity decreases. The basis logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his job may feel satisfied but he may not put his efforts more vigorously because of his low

expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. Another view: that is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation and organizational expectations from individuals for job performance. Absenteeism: Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is matter of concern. This absence is due to lack satisfaction from the job which produces a lack of will to work and alienate a worker from work as far as possible. Thus, Job satisfaction is related to absenteeism. Employee Turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. As discussed earlier in this chapter under defence mechanism, when an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defence mechanism. If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. Improving Job Satisfaction: Job satisfaction plays significant role in the organization. Therefore, managers should take concrete steps to improve the level of job satisfaction. These steps may be in the form of job redesigning to make the job more interesting and challenging, improving quality of work life, linking rewards with performance, and improving overall organizational climate.

As part of larger project whose goal was to create an employee-driven, survey improvement process six factors that influenced job satisfaction. When these siz factors were high, job satisfaction was high. When the six factors were low, job satisfaction was low. These factors are similar to what we have found in other organizations.

ADVANTAGES OF JOB SATISFACTION:

Several benefits are derived from the study of job satisfaction by the management.

A) INDICATION OF GENERAL LEVEL: a study of job satisfaction gives

the management an indication of general level of satisfaction among the workers of the company. The study can be made with references to a particular subject up a particular group of employees in other words, the study tells how employees feel about their job and about the organization what part of their feeling need attention up whose feelings are involved for looking at employees problems.

B) COMMUNICATIONS: the various communications is brought on by job

satisfaction survey. The flow of communication is in all directions i.e., upwards, downward and lateral because such surveys are planned, taken up and discussed. Where this encourages the workers to explain what is in their minds upward communication may be fruitful.

C) IMPROVED ATTITUDES: The attitudes of workers are improved through

job satisfaction study. It acts as a safely values, release ones emotions by expressing their emotions during the course of survey. On the other hand it shows an expression of management interest in employees welfare which gives employees a better feelings towards management.

D) TRAINING NEEDS: it determines the training needs of the employee and

the supervisors, during the course of survey. It can be well established in what areas, the employees are satisfied or not satisfied it helps the management to

determine whether employees or supervisors need training and in which field, so that management can arrange for the training.

1. How do you feel about the nature of the present job?

EXECUTIVES S.NO
1 2 3 4

NO.OF RESPONDENTS
22 26 10 2 60

PERCENTAGE(%)OF RESPONDENTS
37 43 17 3 100

VIEW
EXCELENT GOOD AVERAGE POOR TOTAL

NATURE OF JOB
50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPODENTS

NO.OF RESPONDENTS PEECENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that the nature of present job of the employees is recorded as 37% belonging to excellent, 43% belonging to good, 17% belonging to average and 3% of the employees belonging to poor.

2. How do you feel about your working atmosphere?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 16 30 12 2 60

PERCENTAGE(%)OF RESPONDENTS 27 50 20 3 100

WORKING ATMOSPHERE
60 NO.OF RESPODENTS 50 40 30 20 10 0 VERY MUCH SOME WHAT NOT CAN'T SAY SATISFIED PEECENTAGE(%)OF RESPONDENTS NO.OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The above table depicts that 27% of the executives are saying excellent and 50% are saying good and 20% are saying average and remaining 3% are saying poor.

3. Are you satisfied with the present salary and monetary benefits?

EXECUTIVES S.NO 1 2 VIEW VERY MUCH SOME WHAT NOT 3 4 SATISFIED CAN'T SAY TOTAL

NO.OF RESPONDENTS 24 28

PERCENTAGE(%)OF RESPONDENTS 40 47

5 3 60

8 5 100

SALARY AND MONETARY BENEFITS

NO.OF RESPODENTS
60 50 40 30 20 10 0 VERY MUCH SOME WHAT NOT CAN'T SAY SATISFIED PEECENTAGE(%)OF RESPONDENTS NO.OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that the level of satisfaction regarding present salary and monetary benefits issued by the company recorded as 40% represents are very much satisfied 47% are somewhat satisfied 8% are not satisfied and the remaining 5% are cant say about the benefits.

4. Are you satisfied with the working hours allotted to you?

EXECUTIVES S.NO 1 2 VIEW VERY MUCH SOME WHAT NOT 3 4 SATISFIED CAN'T SAY TOTAL

NO.OF RESPONDENTS 32 24

PERCENTAGE(%)OF RESPONDENTS 53 40

3 1 60

5 2 100

WORKING HOURS
60 NO.OF RESPODENTS 50 40 30 20 10 0 VERY MUCH SOME WHAT NOT CAN'T SAY SATISFIED PEECENTAGE(%)OF RESPONDENTS NO.OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The above table depicts that 53% respondents are very much satisfied, 40% are saying somewhat 5% are not satisfied and remaining 2% represents are cant say about the working hours.

5. What is your opinion about the managerial communication in decision making?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 18 26 12 4 60

PERCENTAGE(%)OF RESPONDENTS 30 43 20 7 100

MANAGERIAL COMMUNICATION
50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PEECENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows the opinion about the managerial communication in decision making. 30% respondents are saying excellent, 43% are saying good, 20% are saying average and remaining 7% are saying poor.

6. What is your opinion towards training in your organization?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 28 25 5 2 60 PERCENTAGE(%)OF RESPONDENTS 47 42 8 3 100

TRAINING IN ORGANIZATION
50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows the opinion towards training in Adarsha motors (TVS), Karimnagar. 47% respondents are saying excellent, 42% are saying good, 8% are saying average and remaining 3% are saying poor.

7. What is your opinion about the promotional opportunities provided by the organization?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 12 34 10 4 60

PERCENTAGE(%)OF RESPONDENTS 20 57 16 7 100

PROMOTIONAL OPPORTUNITIES
NO.OF RESPONDENTS
60 50 40 30 20 10 0 EXCELENT GOOD AVERAGE POOR NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows the opinion of respondents about the promotional opportunities. 20% respondents are saying excellent, 57% are saying good, 16% are saying average and remaining 7% are saying poor.

8. Are you satisfied with your colleagues?

EXECUTIVES S.NO 1 2 VIEW VERY MUCH SOME WHAT NOT 3 4 SATISFIED CAN'T SAY TOTAL 10 2 60 17 3 100 NO.OF RESPONDENTS 26 22 PERCENTAGE(%)OF RESPONDENTS 43 37

COLLEAGUES
50 45 40 35 30 25 20 15 10 5 0 VERY MUCH SOME WHAT NOT CAN'T SAY SATISFIED

NO.OF RESPODENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows the satisfaction level with colleagues. 43% respondents are very much satisfied, 37% are somewhat satisfied, 17% are not satisfied, and remaining 3% are cant say.

9. What is your opinion about regarding security and safety of your organization?
EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 29 23 7 1 60 PERCENTAGE(%)OF RESPONDENTS 48 38 12 2 100

SECURITY AND SAFETY

50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows the opinion regarding security and safety. 48% respondents are saying excellent, 38% are saying good, 12% are saying average, and remaining 2% respondents are saying poor.

10. How do you feel about the organization regarding congenial and general climate?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 16 21 19 4 60

PERCENTAGE(%)OF RESPONDENTS 27 35 31 7 100

CONGENIAL AND GENERAL CLIMATE

50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that the congenial and general climate of the organization. 27% respondents are saying excellent, 35% are saying good, 31% are saying average and remaining 7% respondents are saying poor.

11. How do you feel about the recreation facilities provided by the organization?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 17 31 11 1 60

PERCENTAGE(%)OF RESPONDENTS 28 52 18 2 100

RECREATION FACILITIES
50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows the recreation facilities provided by the organization to the executives. 28% respondents are saying excellent, 52% are saying good, 18% are saying average and remaining 2% are saying poor.

12. What is your opinion regarding educational facilities provided by the organization?
EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL NO.OF RESPONDENTS 11 33 13 3 60 PERCENTAGE(%)OF RESPONDENTS 18 55 22 5 100

EDUCATIONAL FACILITIES
50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that the opinion regarding educational facilities. 18% respondents are saying excellent, 55% are saying good, 22% are saying average and remaining 5% are saying poor.

13. How do you feel about transportation facilities provided by your organization?

EXECUTIVES S.NO 1 2 3 4 VIEW EXCELENT GOOD AVERAGE POOR TOTAL

NO.OF RESPONDENTS 27 22 9 2 60

PERCENTAGE(%)OF RESPONDENTS 45 37 15 3 100

TRANSPORTATION FACILITIES
50 45 40 35 30 25 20 15 10 5 0 EXCELENT GOOD AVERAGE POOR

NO.OF RESPONDENTS

NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The above table depicts that 45% respondents are saying excellent, 37% are saying good, 15% are saying average and remaining 3% are saying poor about transportation facilities provided by Adarsha motors (TVS), Karimnagar.

14. Are you satisfied with the transfer policy of the organization?

EXECUTIVES S.NO 1 2 VIEW VERY MUCH SOME WHAT NOT 3 4 SATISFIED CAN'T SAY TOTAL

NO.OF RESPONDENTS 8 29

PERCENTAGE(%)OF RESPONDENTS 13 48

20 3 60

34 5 100

TRANSFER POLICY
NO.OF RESPODENTS
70 60 50 40 30 20 10 0 VERY MUCH SOME WHAT NOT CAN'T SAY SATISFIED NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that the level of satisfaction regarding transfer policy issued by the company recorded as 13% respondents are very much satisfied, 48% are somewhat satisfied, 34% are not satisfied and remaining 5% respondents are cant say.

15. Are you satisfied with loans and advances issued by the company?

EXECUTIVES S.NO 1 2 VIEW VERY MUCH SOME WHAT NOT 3 4 SATISFIED CAN'T SAY TOTAL

NO.OF RESPONDENTS 12 20

PERCENTAGE(%)OF RESPONDENTS 20 34

25 3 60

41 5 100

LOANS AND ADVANCES

NO.OF RESPODENTS
70 60 50 40 30 20 10 0 VERY MUCH SOME WHAT NOT CAN'T SAY SATISFIED NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The provided data in the above table shows that the level of satisfaction regarding loans and advances issued by the company recorded as 20% respondents are very much satisfied, 34% are somewhat satisfied, 41% are not satisfied and remaining 5% respondents are cant say with the loans and advances.

16. Choose one of following which tells how best it is provided in your organization?
NO.OF S. NO 1 2 3 EXECUTIVES VIEW COMPENSATION PROMOTION TRANSFER POLICY WORKING 4 CONDITIONS TOTAL 9 60 15 100 RESPONDENTS 33 14 4 PERCENTAGE(%)OF RESPONDENTS 55 23 7

BEST IN THE ORGANIZATION

NO.OF RESPODENTS 60 50 40 30 20 10 0 PERCENTAGE(%)OF RESPONDENTS NO.OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
It reflects the opinion of respondents of statements following factors are 55% of respondents are satisfied with the compensation system followed by 23% with promotions, 7% with transfer policy, and 15% with working condition

17. Are you satisfied with your pay package?

EXECUTIVES S.NO 1 2 VIEW VERY MUCH SOME WHAT NOT 3 4 SATISFIED CAN'T SAY TOTAL

NO.OF RESPONDENTS 17 37

PERCENTAGE(%)OF RESPONDENTS 28 62

5 1 60

8 2 100

PAY PACKAGE
NO.OF RESPODENTS
70 60 50 40 30 20 10 0 VERY MUCH SOME NOT CAN'T SAY WHAT SATISFIED NO.OF RESPONDENTS PERCENTAGE(%)OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that 28% respondents are very much satisfied, 62% are somewhat satisfied, 8% are not satisfied, and remaining 2% respondents are cant say with their pay package.

18. How do you view the job?

EXECUTIVES S.NO 1 2 3 4 VIEW CHALLENGE RESPONSIBLE MOTIVATING SECURED TOTAL NO.OF RESPONDENTS 9 34 12 5 60 PERCENTAGE (%) OF RESPONDENTS 15 57 20 8 100

JOB VIEW
NO.OF RESPONDENTS
60 50 40 30 20 10 0 PERCENTAGE (%) OF RESPONDENTS NO.OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table show that 15% as Challenge, 57% respondents are feel as their job as Responsible, 20% and 8% respondents were feel as their job as Motivating & Secured.

19. Your job satisfaction percentage (%)?

EXECUTIVES S.NO 1 2 3 4 VIEW UP TO 25% 25% TO 50% 50% TO 75% UP TO 100% TOTAL NO.OF RESPONDENTS 6 12 8 34 60 PERCENTAGE (%) OF RESPONDENTS 10 20 13 57 100

EMPLOYEE JOB SATISFACTION %

NO.OF RESPONDENTS
60 50 40 30 20 10 0 UP TO 25% 25% TO 50% 50% TO 75% UP TO 100% NO.OF RESPONDENTS PERCENTAGE (%) OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The analysis of the above table shows that 10% respondents are being in between 025%, 20% respondents are being in between 25-50%, job satisfaction under 50-75% there is 13% of respondents and finally 57% of respondents are having job satisfaction up to 100%.

20. Do you face any stress in your job?

EXECUTIVES S. NO 1 2 VIEW YES NO TOTAL NO.OF RESPONDENTS 22 38 60 PERCENTAGE (%) OF RESPONDENTS 37 63 100

STRESS IN JOB
70 60

NO.OF RESPONDENTS

50 40 NO.OF RESPONDENTS 30 20 10 0 YES NO PERCENTAGE (%) OF RESPONDENTS

% OF RESPONDENTS

INTERPRETATION:
The data provided in the above table shows that 37% respondents were feeling as stress in the job and the remaining 63% respondents were not feeling as stress in job.

FINDINGS
1. 43% of the respondents feel good about the nature of the present job. 2. 50% of the respondents feel good about their working atmosphere. 3. 47% of the respondents are somewhat satisfied with their present salary and monetary benefits. 4. 53% of the respondents are very much satisfied with the working hours allotted to them. 5. 43% of the respondents feel good about the managerial communication in decision making. 6. 47% of the respondents feel that the training provided to them by organization is excellent. 7. 57% of the respondents feel good about the promotional opportunities provided by the organization. 8. 43% of the respondents are very much satisfied with their colleagues. 9. 48% of the respondents are giving their opinion excellent regarding security and safety of the organization. 10. 52% of the respondents feel good about the recreation facilities provided by the organization. 11. 55% of the respondents feel good about the educational facilities provided by the organization. 12. 45% of the respondents feel that transportation facilities provided by the organization is excellent. 13. 41% of the respondents not satisfied with loans and advances provided by the organization. 14. 62% of the respondents are not much satisfied with their pay package.

CONCLUSIONS
1. Most of the respondents feel good about the promotional opportunities. 2. Some of the respondents satisfied with their present salary and monetary benefits. 3. Most of the respondents very much satisfied with the working hours allotted to them. 4. Most of the respondents feel excellent about transportation facilities provided by the organization. 5. Most of the respondents view their job responsible. 6. Some of the respondents are satisfied their job completely. 7. Most of the respondents are satisfied with overall job security.

SUGGESTIONS
1. The conditions in the work area must be improved for high productivity. 2. Promotions need to be given to eligible persons. 3. Incentives should be provided basing on their work. 4. Salary and monetary benefits of the respondents should be enhanced. 5. Employees must be encouraged to satisfy their job. 6. Every employee should be motivated so that they do not feel stress in their job. 7. The organisation should provide loans and advances to the employees.

QUESTIONNAIRE
1. Name of the employee: 2. Educational Qualification: 3. Department: 4. Designation: 5. Experience: 1. How do you feel about the nature of the present job? A.) Excellent C.) Average B.) Good D.) Poor () ()

2. How do you feel about your working atmosphere? A.) Excellent C.) Average B.) Good D.) Poor

3. Are you satisfied with the present salary and monetary benefits? A.) Very much C.) Not satisfied B.)Some what D.) Cant say

()

4. Are you satisfied with the working hours allotted to you? A.) Very much C.) Not satisfied B.)Some what D.) Cant say

()

5. What is your opinion about the managerial communication in decision making? () A.) Excellent B.) Good

C.) Average

D.) Poor ()

6. What is your opinion towards training in your organization? A.) Excellent C.) Average B.) Good D.) Poor

7. What is your opinion about the promotional opportunities provided by the organization? A.) Excellent C.) Average 8. Are you satisfied with your colleagues? A.) Very much C.) Not satisfied B.)Some what D.) Cant say B.) Good D.) Poor

()

()

9. What is your opinion about regarding security and safety of your organization? A.) Excellent C.) Average B.) Good D.) Poor

()

10. How do you feel about the organization regarding congenial and general climate? A.)Excellent C.) Average B.) Good D.) Poor ()

11. How do you feel about the recreation facilities provided by the organization? ( ) A.)Excellent B.) Good

C.) Average

D.) Poor

12. What is your opinion regarding educational facilities provided by the organization? A.) Excellent C.) Average B.) Good D.) Poor ()

13. How do you feel about transportation facilities provided by the your organization? A.) Excellent C.) Average B.) Good D.) Poor () ()

14. Are you satisfied with the transfer policy of the organization? A.) Very much C.) Not satisfied B.) Some what D.) Cant say

15. Are you satisfied with loans and advances issued by the company? A.) Very much C.) Not satisfied B.) Some what D.) Cant say

()

16. Choose one of following which tells how best it is provided in your organization? A.) Compensation C.) Transfer Policy B.) Promotion D.) Working Conditions () ()

17. Are you satisfied with your pay package? A.) Very much B.) Some what

C.) Not satisfied 18. How do you view the job? A.) Challenge C.) Motivating

D.) Cant say () B.) Responsible D.) Secured ()

19. Your job satisfaction percentage (%)? A.) Up to 25% C.) 50% to 75% 20. Do you face any stress in your job? A.) Yes B.) No B.) 25% to 50% D.) Up to 100%

()

BIBLIOGRAPHY
Human Resource Management & Industrial Relations: Human Resource & Personal Management: Research Methodology: P. SUBBA RAO ASWATHAPPA C.R KOTHARI

WEB SITES:
www.wikipedia.org www.hrcite.com