Employee satisfaction ib bajaj company

SAAB MARFIN MBA

“A study on Employee satisfaction to enhance the present working conditions at Jagajampi Bajaj Pvt. Ltd.”. 1

SAAB MARFIN MBA

EXECUTIVE SUMMARY

Employee satisfaction survey provides a channel for employees to communicate their

view on a wide range of issues in total confidence.

Employee satisfaction survey was conducted to find out the satisfaction level of the

employees at “JAGAJAMPI BAJAJ”. The other objective was to find out the areas of

low satisfaction where corrective measures can be taken .

The Employee Satisfaction Survey helps companies to determine how their employees

think, and to identify employees' needs and concerns so that improvements can be made

and stronger teams can be formed. Business performance is expected to increase as more

satisfied employees will increase a company's competitiveness, and they are better able to

recognize opportunities and threats, and better leverage limited resources to maximize the

company's profits. Other intangible benefits include the reinforcement of company goals

and values, better internal and external communication, a positive working and social

environment, an improved company image and increased employee loyalty.


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For this purpose a sample was selected by unstratified probability sampling and survey

was done with the help of questionnaire the result were analyzed for all the employees.


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INTRODUCTION

The project consists of the topic called “A study on Employee satisfaction to enhance

the present working conditions at Jagajampi Bajaj Pvt. Ltd.”. The company deals

with the sales of Bajaj bikes. It is the dealer for entire Belgaum district.

It is a great opportunity for me to do the project a such good organization which grew

very fast in just one and half year and it is presently booming in the Belgaum district.

As employees are the most valuable asset, who are responsible for the growth and

prosperity of the organization. Management wants to know the level of satisfaction of the

employees towards the organization and wants to enhance the present working Condition

if any improvements are to be made.

So keeping the objective in mind a questionnaire was framed which covered most of the

questions which would provide valuable inputs to the managements, to enahcne the

working conditions and the make any improvements if needed.


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LITERATURE REVIEW

It is realising the direct relationship between happy employees

The key measures to employee satisfaction are

Employee retention

Productivity

Customer satisfaction

Profitability

All the above mentioned factors are obtained only if the employees are satisfied .This is

because satisfied employees tend to be more creative ,tend to accept challenging jobs

which is an promotional opportunity to them .They tend to be more productive .

Employees with higher job satisfaction: believe that the organization will be satisfying

in the long run .

care about the quality of their work

are more committed to the organization

have higher retention rates, and

are more productive.


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TYPICAL DIMENSIONS OF EMPLOYEE SATISFACTION

Employee satisfaction surveys can cover as many or as few topics as are required by your

organization. Some of these topics include:

Job satisfaction

The company as a place to work

Organization direction, strategy and goals

Employee morale

Organizational relationships

Supervision

Management

Leadership

Culture, values and behaviours

Company image

Benefits

Compensation and rewards/incentives

Recognition and promotion

Training and development

Career opportunities

Quality products and services

Internal/external communications


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Organizational change

Any other topics of interest to managers

Discrepancy Theories

Two-Factor Theory

MOTIVATORS

Responsibility

Challenge

Job control

HYGIENE FACTORS

Pay

Benefits

Coworkers


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Employee satisfaction has two

components

1.Hygeiene issues

2.Motivation issues

The hygiene issues are:

1.Company and Administration Policy: They should be updated and

accessible to all the employees so that the employees are aware of all policies of the

organization.

2.Supervision: The supervisor should have the good leadership qualities and should

give positive feedback at regular interval.

3.Salary: Employees want to be paid according to their competence and hard work.

4.Interpersonal Relations: It is the relation with the superior ,peer and

subordinate .The employees should be given time for socialization .i.e. during lunch, tea

break, etc.

5.Working conditions: The working environment should be good so that the

employees will have sense of pride in working for the organization and should be

provided with the necessary facilities and adequate space to work efficiently.


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The motivation issues are :

1.Work: The work should make employees believe that the work they are doing is

important.

2.Achievement: All employees want to do a good job and make use of their talent .

3.Recognition:Employees should be rewarded for high performance by bonus or at

least praising their efforts.

4.Responsibilty:Employees should be given enough freedom or power to carry out

their task .They should have ownership of work and be given challenging work.

5.Advancement:Loyalty and performance should be rewarded by providing

opportunities for career development .

The absence of hygiene issues is a source of dissatisfaction. While increase in the

motivation factors ,will increase in employee satisfaction .the hygiene issues should be

dealt first and then the motivation issues should be given considerations .Bigger pay

checks rarely equate with higher job satisfaction .


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Statement of the problem

“A study on employee satisfaction to enhance the present working conditions”

Retaining the employees in the long run has become an destructive problem to any

organization nowadays the organization which takes keen interest to satisfy their

employees before the customers are able to retain their employees in the long run. So

having this objective in mind the managements wants to know the satisfaction level of the

employees towards Jagajampi Bajaj.

Research Problem:

A study to know the satisfaction level of the employees towards the organization to

enhance the present working conditions for organizational growth and prosperity at

Jagajampi Bajaj.

Purpose of the study:

To know the employee satisfaction level towards the organization.

To understand the relationship within the organization.

To study the communication flow within the organization.

To determine the worker’s participation in decision-making.

To find whether there is scope for improvement within the organization.


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To learn the practical aspects of the business.


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Scope of the study:

Keeping the purpose of the study in mind which is to know the employee satisfaction

level towards the organization. I have conducted the study within the organization i.e.

employees of Jagajampi Bajaj

Objective of the study:

To know the employee satisfaction level towards the organization regarding the

infrastructure working condition compensation and other facilities.

To understand the relationship within the organization

To know the communication flow within the organization

To know the level of worker’s participation in decision making.

To find whether there is scope for improvement.


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BAJAJ COMPANY PROFILE

Bajaj Motors Limited was incorporated in 1986 and started it’s commercial production

in 1989. BAJAJ MOTORS have started in machining unit and backward integrated in

Forgings of Auto Components. We are into manufacturing of auto components mainly

precision engine components for Two Wheelers, Four Wheelers, Tractors and other

Heavy Machine Equipments.

Bajaj motors is promoted by the highly qualified and experienced promoters having a

successful track record of more than 40 years of experience in the manufacture of auto

parts.

Bajaj Brand Identity

Our Brand is the visual expression of our thoughts and actions.It conveys to everyone our

intention to constantly inspire confidence.Our customers are the primary audience for our

brand.Indeed, our Brand Identity is shaped as much by their belief in Bajaj as it is by our

own vision.Everything we do must always reinforce the distinctiveness and the power of

our brand.We can do this by living our brand essence and by continuously seeking to

enhance our customers’ experience.In doing so, we ensure a special place for ourselves in

the hearts and the minds of our customers.


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Bajaj Brand Essence

Our Brand Essence is the soul of our brand.Our brand essence encapsulates our mission

at Bajaj.

It is the singular representation of our terms of endearment with our customers.It provides

the basis on which we grow profitably in the market.Our Brand Essence is

Excitement.Bajaj strives to inspire confidence through excitement engineering.

Blending together youthful creativity and competitive technology to exceed the spoken

and the implicit expectations of our customers.By challenging the given. By exploring the

unknown and thereby stretching ourselves towards tomorrow, today.

Bajaj Brand Values:We live our brand by its values of Learning, Innovation, Perfection,

Speed and Transparency.Bajaj will constantly inspire confidence through excitement

engineering.

Learning:Learning is how we ensure proactivity.It is a value that embraces knowledge as

the platform for building well informed, reasoned, and decisive actions.

Innovation:Innovation is how we create the future.It is a value that provokes us to reach

beyond the obvious in pursuit of that which exceeds the ordinary.


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Perfection:Perfection is how we set new standards.It is a value that exhibits our

determination to excel by endeavouring to establish new benchmarks all the time.

Speed:Speed is how we convey clear conviction.It is a value that keeps us sharply

responsive, mirroring our commitment towards our goals and processes.

Transparency:Transparency is how we characterise ourselves.It is a value that makes us

worthy of credibility through integrity, of trust through sensitivity and of loyalty through

interdependence.

MANAGEMENT PROFILE:

Rahul Bajaj Chairman

Madhur Bajaj Vice Chairman

Rajiv Bajaj Managing Director

Sanjiv Bajaj Executive Director

N H Hingorani Vice President (Materials)

Ranjit Gupta Vice President (Insurance)

C P Tripathi Vice President (Operations)

Kevin D'sa Vice President (Finance)

Pradeep Shrivastava Vice President (Engineering)

S Sridhar Vice President (Mktg & Sales - 2Wh.)


http://www.bajajauto.com/aboutbajaj/#ssridhar

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http://www.bajajauto.com/aboutbajaj/#ranjit

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http://www.bajajauto.com/aboutbajaj/#sanjiv

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http://www.bajajauto.com/aboutbajaj/#madhur

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V S Raghavan Vice President (Corporate Finance)

J. Sridhar Company Secretary

Rahul Bajaj

Chairman

Rahul Bajaj is an Honours Graduate in Economics and Law and a

Business Graduate from the Harvard Business School. He was appointed

Chief Executive Officer of Bajaj Auto in 1968 and took over later as Head

of the Bajaj Group of companies.

Madhur Bajaj (Vice Chairman):After graduating in Commerce, Mr Bajaj did his MBA

from Lausanne, Switzerland. Joined as DGM in March 1983, took over as General

Manager Aurangabad Division in June 1986, as its Chief Executive in October 1988, he

became President of Bajaj Auto in September 1994, Executive Director in May 2000 and

as Vice Chairman in July 2001.

Rajiv Bajaj (Managing Director): Rajiv Bajaj, who took charge as Managing Director

on 1st April 2005, is a Mechanical Engineer from Pune University. He later did his

Masters in Manufacturing Systems Engineering from the University of Warwick. Joined


http://www.bajajauto.com/aboutbajaj/#jsridhar

http://www.bajajauto.com/aboutbajaj/#vsankara

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as Officer on Special Duty in 1990, took over as General Manager (Products) in February

1993, as Vice President (Products) in June 1995, President in May 2000, President &

Whole Time Director in March 2002, Joint Managing Director in March 2003

Sanjiv Bajaj(Executive Director): Joined as Officer on Special Duty in 1994, took over

as Executive Director in April 2004, as General Manager (CF) in 1997, took charge as

Vice President (Finance) in April 2001. He is a Mechanical Engineer from Pune

University, with Masters in Manufacturing Systems from University of Warwick and

MBA from Harvard Business School.

N H Hingorani(Vice President (Materials)):Joined in 1997 as General Manager

(Materials), took over as Vice President (Materials) in 1998. He is a Mechanical Engineer

from Malaviya Regional Engineering College, Jaipur

Ranjit Gupta(Vice President (Insurance)) Joined as General Manager (Co-ordination) in

1988, and rose to become Vice President (Materials) in 1995, Vice President (HRD) in

2000 and Vice President (Insurance). He did his Mechanical & Electrical Engineering


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from Indian Railway Institute of Mechanical & Electrical Engineers. Honoured with

fellowship of Institute of Electrical Engineering (London) and membership of Institute of

Mechanical ENGG London.

C P Tripathi(Vice President (Operations))Joined in January 1996 as Vice President

(Waluj plant) and is now Vice President (Operations). He is a Science Graduate from

Agra University. Later he did Mechanical Engineering from Indian Institute of

Technology, Kharagpur.

Kevin P D Sa(Vice President (Finance)):Mr.Kevin joined Bajaj in September 1978 and

is now Vice President (Finance). He is a B.Com graduate. Later he did CA in 1978 and

ICWA in 1981.

Pradeep Shrivastava(Vice President (Engineering)):Mr.Shrivastava joined Bajaj in

April 1986 and is now Vice President (Engineering). He is a Mechanical Engineer and

later did post graduate diploma in Production and Finance in 1986.

S Sridhar(Vice President (Marketing & Sales- 2Wheeler)):Mr.Sridhar joined Bajaj in

March 2001 and is now Vice President (Marketing & Sales -2 Wheeler). He is a

Engineering Graduate in Agriculture


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BOARD OF DIRECTORS:

Board of Directors

Rahul Bajaj Chairman

Madhur Bajaj Vice Chairman & Whole-Time Director

Rajiv Bajaj Managing Director

Sanjiv Bajaj Executive Director

Kantikumar R. Podar Director

Shekhar Bajaj Director

D.J. Balaji Rao Director

D.S. Mehta Whole-Time Director

J.N. Godrej Director


http://www.bajajauto.com/aboutbajaj/jngodrej.asp

http://www.bajajauto.com/aboutbajaj/dsmehta.asp

http://www.bajajauto.com/aboutbajaj/balajirao.asp

http://www.bajajauto.com/aboutbajaj/shekhar.asp

http://www.bajajauto.com/aboutbajaj/kantikumar.asp

http://www.bajajauto.com/aboutbajaj/sanjiv.asp

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http://www.bajajauto.com/aboutbajaj/madhur.asp

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S.H. Khan Director

Mrs. Suman Kirloskar Director

Naresh Chandra Director

Nanoo Pamnani Director

Tarun Das Director

Manish Kejriwal Director

Committees of the Board

Audit Committee

S.H. Khan Chairman

J.N. Godrej

Nanoo Pamnani

D.J. Balaji Rao

Naresh Chandra

Shareholders’ & Investors’ Grievance committee

D.J. Balaji Rao Chairman

J.N. Godrej

Naresh Chandra


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http://www.bajajauto.com/aboutbajaj/tarun.asp

http://www.bajajauto.com/aboutbajaj/nanoo.asp


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Remuneration committee

D.J. Balaji Rao Chairman

S.H. Khan

Naresh Chandra

Registered under the Indian Companies Act, VII of 1913

REGISTERED OFFICE Akurdi, Pune 411 035

WORKSAkurdi, Pune 411 035

Bajaj Nagar, Waluj Aurangabad 431 136

Chakan Industrial Area, Chakan, Pune 411 501

GROUP OF COMPANIES OF BAJAJ:

Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of 27

companies and was founded in the year 1926. The companies in the group are:

Bajaj Auto Ltd. Mukand International Ltd.

Mukand Ltd. Mukand Engineers Ltd.

Bajaj Electricals Ltd. Mukand Global Finance Ltd.

Bajaj Hindustan Ltd. Bachhraj Factories Pvt. Ltd.


http://www.bajajauto.com/aboutbajaj/#17







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Maharashtra Scooters Ltd. Bajaj Consumer Care Ltd.

Bajaj Auto Finance Ltd. Bajaj Auto Holdings Ltd.

Hercules Hoists Ltd. Jamnalal Sons Pvt. Ltd.

Bajaj Sevashram Pvt Ltd. Bachhraj & Company Pvt. Ltd.

Hind Lamps Ltd. Jeevan Ltd.

Bajaj Ventures Ltd. The Hindustan Housing Co Ltd.

Bajaj International Pvt Ltd. Baroda Industries Pvt Ltd.

Hind Musafir Agency Pvt Ltd. Stainless India Ltd.

Bajaj Allianz General Insurance

Company Ltd.Bombay Forgings Ltd.

Bajaj Allianz Life Insurance

Company Ltd.-

DIFFERENT MILESTONES OF BAJAJ COMPANY:

2005

December Bajaj Discover launched

June Bajaj Avenger launched

February Bajaj Wave launched
























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2004

Sept/Oct Bajaj Discover DTS-i launched

August New Bajaj Chetak 4 stroke with Wonder Gear launched

May Bajaj CT100 Launched

January Bajaj unveils new brand identity, dons new symbol, logo and brandline

2003

October Pulsar DTS-i is launched.

October 107,115 Motorcycles sold in a month.

July Bajaj Wind 125,The World Bike, is launched in India.

February Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive

motorcycle segment.

2001

November Bajaj Auto launches its latest offering in the premium bike segment

‘Pulsar’.

January The Eliminator is launched.

2000

The Bajaj Saffire is introduced.

1999


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Caliber motorcycle notches up 100,000 sales in record time of 12

months.

Production commences at Chakan plant.

1998

June 7th Kawasaki Bajaj Caliber rolls out of Waluj.

July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.

October Spirit launched.

1997

The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are

introduced.

1995

November

29 Bajaj Auto is 50.

Agreements signed with Kubota of Japan for the development of diesel

engines for three-wheelers and with Tokyo R&D for ungeared Scooter

and moped development.

The Bajaj Super Excel is introduced while Bajaj celebrates its ten

millionth vehicle.

One million vehicles were produced and sold in this financial year.

1994


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The Bajaj Classic is introduced.

1991

The Kawasaki Bajaj 4S Champion is introduced.

1990

The Bajaj Sunny is introduced.

1986

The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are

introduced.

500,000 vehicles produced and sold in a single financial year.

1985

November

5

The Waluj plant inaugurated by the erstwhile President of India, Shri

Giani Zail Singh.

Production commences at Waluj, Aurangabad in a record time of 16

months.

1984

January 19 Foundation stone laid for the new Plant at Waluj, Aurangabad.

1981

The Bajaj M-50 is introduced.

1977

The Rear Engine Autorickshaw is introduced.


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Bajaj Auto achieves production and sales of 100,000 vehicles in a

single financial year.

1976

The Bajaj Super is introduced.

1975

BAL & Maharashtra Scooters Ltd. joint venture.

1972

The Bajaj Chetak is introduced.

1971

The three-wheeler goods carrier is introduced.

1970

Bajaj Auto rolls out its 100,000th vehicle.

1960

Bajaj Auto becomes a public limited company. Bhoomi Poojan of

Akurdi Plant.

1959

Bajaj Auto obtains licence from the Government of India to

manufacture two- and three-wheelers.

1948


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Sales in India commence by importing two- and three-wheelers.

1945

November

29

Bajaj Auto comes into existence as M/s Bachraj Trading Corporation

Private Limited.

AWARDS & ACHIEVEMENTS OF BAJAJ COMPANY:

Product Award Year By

Bajaj Discover DTS-i - Bike of the

Year 2005

2005 OVERDRIVE Awards 2005

Bajaj Discover DTS-i - Indigenous

Design of the Year 2005

2005 OVERDRIVE Awards 2005

BAJAJ AUTO - Bike Maker of the

Year 2004

2004 ICICI Bank OVERDRIVE Awards

2004

DTS-i Technology - Auto Tech of 2004 ICICI Bank OVERDRIVE Awards


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the Year 2004 2004

Bajaj Pulsar DTS-i Bike of the

Year 2004

2004 ICICI Bank OVERDRIVE Awards

2004

Wind 125 Two Wheeler of the

Year 2004

2004 CNBC AUTOCAR Awards 2004

Wind 125 Bike of the Year 2004 2004 Business Standard Motoring

Bajaj Pulsar 180 DTS-i BBC

World Wheels Viewers Choice

Two Wheeler of Year 2003

2003 BBC World Wheels Award 2003


World Wheels Award for Best

Two Wheeler between Rs 55,000

to Rs 70,000



World Wheels Award for Best

Two Wheeler between Rs 45,000

to Rs 55,000


Bajaj Boxer AT KTEC BBC World

Wheels Award for Best Two

Wheeler under Rs 30,000


Bajaj Pulsar - Motorcycle Total 2003 NFO Automotive


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Customer Satisfaction Study

Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE Awards

2003

Bajaj Pulsar - Most exciting bike

of the year

2002 OVERDRIVE Awards

Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards

Bajaj Eliminator - Most exciting

bike of the year

2001 OVERDRIVE Awards


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Award Year By

All India Trophy for Highest

Exporter

1998-99 EEPC

Focus LAC Award for Outstanding

Performance

1998-99 India Trade Promotion Organisation

Export Excellence 1998-99 EEPC

Certificate of Merit 1998-99 India Trade Promotion Organisation

Award for Export Excellence 1997-98 EEPC

Export Excellence 1997-98 MCCIIA

All India Trophy for Highest

Exporter

1997-98 EEPC

Top Exporter Shield - Western

Region

1996-97 EEPC

Export Excellence 1996-97 MCCIA

Regional Top Exporter - Large

Scale Manufacturer

1995-96 EEPC

Highest Export Performance 1995-96 EEPC

Outstanding Export Performance 1995-96 Government of India, Ministry of

Commerce

Export Excellence Award 1995-96 MCCIA


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Top Exporter Shield - Western

Region

1995-96 EEPC

Certificate of Merit 1995-96 Government of India, Ministry of

Commerce


Regional Top Exporter - Large

Scale Manufacturer

1994-95 EEPC

All India Special Shield -

Consumer Durables Exporter

1994-95 EEPC

National Export award for

Outstanding Performance

1994-95 Government of India, Ministry of

Commerce

Western Region Top Export Award 1994-95 EEPC

All India Special Shield -

Consumer Durables

1994-95 EEPC

Regional Special Shield - Capital

Goods Category

1993-94 EEPC


KEY POLICY FOLLOWED BY BAJAJ COMPANY:


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Environmental Policy

Towards creating and preserving a cleaner environment

Bajaj Auto Ltd., manufacturer of two and three wheeler vehicles is committed to

prevention of pollution, continual improvement of our environmental performance

and compliance with all applicable environmental legislation and regulations.

Towards this, we shall strive to:

• Create a proactive environment management system that addresses all

environmentally significant aspects related to our products and processes,

• Minimise the generation of waste and conserve resources Through better

technology and practices, and Promote environmental awareness amongst our

employees and motivate them to fulfill our commitments.

We, at Bajaj Auto, pledge ourselves towards creating and preserving a cleaner

environment.

Quality Policy

We at Bajaj Auto continue to firmly believe in providing the customer Value for

money, for years through our products and services. This we shall maintain and

improve,

In our decision making, quality, safety and service will be given as much

consideration as productivity, cost and delivery.

Quality shall be built into every aspect of our work life and business operations.


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Quality improvements and customer satisfaction shall be the responsibility of every

employee.

TPM Policy:

We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating a

safe and participative work environment in which all employees target the

elimination of losses in order to continuously enhance the capacity, flexibility,

reliability and capability of its processes, leading to higher employee morale and

greater organizational profitability.

TPM Policy:

We at Bajaj Auto adopt Total Productivity Maintenance as a means of creating a

safe and participative work environment in which all employees target the

elimination of losses in order to continuously enhance the capacity, flexibility,

reliability and capability of its processes, leading to higher employee morale and

greater organizational profitability.

ORGANIZATION PROFILE


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JAGAJAMPI

JAGAJAMPI Auto Pvt.Ltd.

4840/1, Opp. Civil Hospital, Dr. Ambedkar

Road,

BELGAUM-590016

This Private limited company was established on 11 th March 2005 as authorized

dealer of bajaj vehicles in Belgaum city. Now Jagajampi bajaj is having 14 subdealers.

Having record of selling around 5000 bajaj vehicles in very short period of

time .this shows important role of dealer in selling vehicles & Deep dedication of all

members of Jagajampi Motors. Now JAGAJAMPI BAJAJ AUTO PVT.LTD is acting as

the biggest show room with Good Infrastructure in Belgaum city.

THE DIFFERENT BIKES AVAILABLE UNDER JAGAJAMPI MOTORS ARE

1. CT100

2. PULSAR150 DTS-I

3. DISCOVER DTS-I

4. DISCOVER JADOO


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MANAGEMENT PROFILE:

MANAGING DIRECTOR: SHRI MALLIKARJUN V.JAGAJAMPI

EXECUTIVE DIRECTOR: BASAVRAJ S. BADADALE

DIRECTOR POOJA BADADALE

DIRECTOR AMIT HATTARKI

OFFICE STAFF:

SALES EXECUTIVES: AMIT TANJI

IRAPPA MAGDUM

YOGESH.

PDI INCHARGE: FAIZAL KANAKGIRI.

WORK SHOP MANAGER: SANJEEV HULKUND.

ACCOUNTS MANAGER: MAHANTESH MADALGI

CASHIER UMESH KHADABADI

RECEPTIONIST SUNITA BELGAUKAR


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DEPARTMENTS

Sales Department:

This department consists of the ales manager under whom are sales executives. The sale

executives are the people who help the customers to provide the necessary information

regarding their product. They are the key people who convince the customers to buy

their product. This department is responsible for the sales of their product.

Spares Department:

Spares department consist of a manager who looks after all the transaction carried out in

the spare department. This department holds the spares of the bajaj bikes. Under the

manager they are spares employees who are responsible for the carrying out the sales of

the spares and marinating the records of the transactions.

Accounts Department:

This department also consists of manager under whom there are other accountants

working. This department is responsible for maintaining the financial transactions

carried out within the organization. Maintaining the financial transactions, during the

duay are to be recorded by the accounts department.


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Pre-Delivery Inspection:

This department consists of a PDI in charge under whom there are technician working.

The department is responsible for checking the bike and making it ready before the

delivery.

Work station:

This department is responsible for the maintenance and servicing of the bikes. In this

department there is a service manager, under whom are supervisors or service advisor’s.

under the supervisors are the technician who service the bikes that have come for

servicing.

There are the five departments within the organization who have to report to the ex-

director of the organization.


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SUB DEALERS:

RAJ AUTO KHANAPUR

CJT AUTO RAIBAG

BHARAT AUTOMOBILES ATHANI

VIJAY AUTOS BAILHONGAL

POOJA MOTORS UGAR

RENUKA MOTORS SOUNDATTI

RAVI AUTO GOKAK

KEDAR AUTO NIPPANI

MAGDHUM MOTORS SANKESHWAR

BHAGYALAXMI AUTO SADALAGA

SONNAD MOTORS JAMKHANDI

PADMAVATI BALAJI AUTOS DHARWAD

DYNAMIC AUTOS BELGAUM

S.C. MOTORS RAMDURG

FINANCE

SAGAR LEASEFIN

BAFL

ICICI


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HDFC

Sales of the Bajaj vehicles in Jagajampi Pvt Ltd during 2005-2006:

Mon Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June

2005 2005 2005 2005 2005 2005 2005 2005 2005 2006 2006 2006 2006 2006 2006

Sale 215 137 138 124 175 144 208 284 147 193 294 302 238 222 205

This shows the Great performance of Jagajampi Auto Pvt Ltd. It has sold more than

100 vehicles 4-5 times . So managing director of Bajaj company Rajeev Bajaj Visited

showroom on 11 march 2006 . which is 1st anniversary of Jagajampi Auto Pvt Ltd.

Rajeev Bajaj was very happy with performance of this dealer . so dealer plays very

important role in the success of any company.


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ORGANIZATION CHART


Ex-Director

Manager Sales Manager Spares Manager Accounts

Manager Service

Sales Executives

AssistantsAssistantsSupervisors

Technicians

Managing Director

PDI Dept. in charge

Technicians

SAAB MARFIN MBA

PRODUCT PROFILE

Pulsor-DTS-i

TECHNICAL SPECIFICATIONS:

Pulsar 180 DTS-i Pulsar 150 DTS-i

Engine Type 4 stroke DTS-I air cooled 4 stroke DTS-I air cooled

Displacement 178.6cc 143 .9cc

Max power 12.28kw(16.5ps) 9.94kw(13.5ps)

Max torque 15.22Nm 12.28Nm Suspension Front Rear Tyres Front

Rear


SAAB MARFIN MBA

BAJAJ Discover Jadoo:Engine

Type 4- stroke, DTS-i

Displacement 180 cc

Peak Power 16.5 bhp/ 12.15( kW) @8000 rpm

Max Torque 15.22Nm

Suspension

Front Suspension Telescopic longest stroke, 140mm

Rear SuspensionTriple rate Spring, 5-way adjustable, Hydraulic shock Absorbers, Vertical travel 90mm

Brakes

Front Brakes Hydraulic operated Disc Brakes- 260mm

Rear Brakes 130mm Drum

Fuel Tank

Main/ Reserve 14 L/ 13.4 L


SAAB MARFIN MBA

BAJAJ BIKES: CT-100 CT-100 BAJAJ BIKE

Type 4 stroke

Cooling Type Air Cooled

Displacement 99.27 cc

Max Power 8.2 bhp( 6.03 kW) @ 7500 rpm

Max Torque 8.05 Nm @ 4500 rpm

Ignition Type C.D.I

Carburettor Keihin-Fie

Transmission Type 4 speed gear box

Electrical System System 12 V, AC+DC

Head Light 35/35 W

Horn 12 V, DC

Chassis Chassis Type Tubular construction

Suspension Front Suspension Telescopic

Rear Suspension Swing arm type with dual co-axial springs (spring-in-spring) and hydraulic shock absorbers

Tyres Front Tyre Size 2.75 x 17, 4/6 PR

Rear Tyre Size 3.00 x 17, 6 PR

Brakes Front Brakes Mechanical expanding shoe, Friction type


SAAB MARFIN MBA

SAMPLING:

Sampling is the one techniques which allows us to concentrate and give attention upon

relativity.(i.e. Employees of Jagajampi Bajaj) here the sample size is 50.

In other words, representation of a particular population. And is the subset of the

population.

For conducting this survey it is required to concentrate on employees of Jagajampi Bajaj

within the organization. For this purpose the questionnaire was incorporated and the

employees were selected and the size was 50.

Stages in selection of sampling:

Define the target population:

According to my project my target population is employees of Jagajampi Bajaj.

Specify the sampling frame:

Concerned to the project sampling frame is all the department employees of

Jagajampi Bajaj.

Specify sampling unit:

Sampling unit consisting of selected sample.


SAAB MARFIN MBA

Specify sampling Method;

Unstratified probability sampling

Determine sample size:

Concerned to my project my sample size is 50.

Specify sampling plan:

Sampling plan is done according to the stages in the sampling process.

Select the sample;

It includes the actual selection of the sample element at Jagajampi Bajaj as I am using

questionnaire for my research.

Research Methodology:

Data Source: Primary Data ( From questionnaire and

personal interaction )

Secondary data –Internet

Research approach: Survey method.

Research Instrument: Questionnaire.

Sample plan: Personal Interview

Sample unit: Employees of Jagajampi Bajaj.

Sampling method: Unstratified probability sampling

Sample Size: 50 employees


SAAB MARFIN MBA


SAAB MARFIN MBA

MEASUREMENT TECHNIQUES

Questionnaire:

This is most easy techniques that is sought after and one of the easy method to gather

primary information and is a core source for primary data and this type of data

collection techniques is being incorporated by me through the questionnaire.

Graphical method using pie charts with percentage:


SAAB MARFIN MBA

ANALYSIS AND INTERPRETATION

Interpretation: 70% of the employees strongly agree that the infrastructure provided

to them enables them to do their job better.

22% of the employees agree to the same.

6% of the employees neither agree nor disagree.

2% of the employees disagree with this statement.

This question was asked to know whether the infrastructure provided to the employees

helps them to do their job with enthusiasm and to their satisfaction or not. From the graph

we can infer that the infrastructure provided to the employees is good and helps them to

do their job better.


Question No.1 Response

Strongly agree 35

Agree 11

Neither agree nor disagree 3

Disagree 1

Strongly disagree 0

Question No.2a Response

Excellent 37

Good 12

Fair 0

poor 1

SAAB MARFIN MBA

Interpretation:

74% of the employees say that the lighting conditions provided by

the organization are excellent.

24% of the employees say good to the same.

2% of the employees say that it is poor.

The graph shows that the lighting conditions provided by the organization are excellent.

The organization should continue to maintain the same conditions in future also.


SAAB MARFIN MBA

Interpretation:.

76% of the employees say that the sanitation in the organization is

excellent.

14% of the employees say good.

4% of the employees say fair.

6% of the employees say poor.

The graph shows that the sanitation in the organization is well maintained. The

organization should continue to maintain the same in future also.


Question No.2b Response

Excellent 38

Good 7

Fair 2

poor 3

SAAB MARFIN MBA

Interpretation:

74% of the employees say that the cleanliness maintained in the

organization is excellent.




Question No.2c Response

Excellent 37

Good 9

Fair 1

poor 3

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The graph shows that excellent cleanliness is maintained in the organization. The

organization should continue to maintain the same conditions in future also.

Interpretation:

80% of the employees say that the ventilation in the organization is

excellent.


Question No.2dResponse

Excellent 40

Good 7

Fair 2

poor 1

SAAB MARFIN MBA




The graph shows that ventilation in the organization is excellent.

Interpretation:

58% of the employees say that the space at work provided by the






Question No.2e Response

Excellent 29

Good 8

Fair 8

poor 5

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The graph shows that most of the employees are satisfied with the space provided by the

organization to work. But we can also find that there are employees who are not satisfied

with the space at work. They are the employees from spares section and the washing

section who are not satisfied with this condition. So the management must look into this

seriously and must think of shifting the spares section and the washing section

accordingly so that the employees get enough space to perform their job perfectly and

flexibly.

Interpretation: 58% of the employees say that the working culture in the





Question No.2f Response

Excellent 29

Good 9

Fair 8

poor 4

SAAB MARFIN MBA


From the graph we can see that most of the employees are happy with the working

culture of the organization. Management should continue to maintain the same in future

and should regularly enhance the working culture with innovativeness and also with good

values and beliefs. This can be an influencing factor for the management to retain the

employees in the long run.

Interpretation:

72% of the employees strongly agree that the task provided to them

lies within their capabilities.



Strongly agree 36

Agree 11


Disagree 1

Strongly disagree 1

SAAB MARFIN MBA


2% of the employees neither agree nor disagree to this statement.

2% of the employees disagree.

2% of the employees strongly disagree.

This question was asked to know whether the employees are really capable of doing the

given job or not. From the graph we can see that maximum number of employees claim

that the given job lies within their capabilities which is a good thing for the organization

for its progress.

Interpretation:



More work less pay 15

Less work more pay 1

Equal work equal pay 34

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68% of the employees say that they are paid equally for the job which

they are doing and it is fair.

30% of the employees say that they are paid less compared to the job

which they are doing.

2% of the employees say that they are paid more for the job they are

doing.

This question was asked to know the employees opinion about the compensation paid to

them for the work they are doing. From the graph we can see that maximum number of

employees saying that they are paid fairly but also we can see that most of the employees

are not satisfied by the compensation paid. This can be a problem for the management to

retain their employees in the long run. So the management must look in to this problem

seriously and must pay accordingly to the work assigned.



Strongly agree 50

Agree 0


Disagree 0

Strongly disagree 0

SAAB MARFIN MBA

Interpretation:

100% of the employees strongly agree to the statement that they like to accept

responsibilities and more challenging tasks given to them by the organization.

This question was asked to know what do the employees feel about themselves. The

graph reveals that the employees are more optimistic and confident. This feeling of the

employees will definitely help the organization for its growth and prosperity.



Strongly agree 26

Agree 19


Disagree 2

Strongly disagree 1

SAAB MARFIN MBA

Interpretation:

52% of the employees strongly agree that they are satisfied with the

task provided by the organization.


This question was asked to know the satisfaction level of the employees towards the task

provided.



Completely satisfied 5

Satisfied 29

N S/ND 8

Dissatisfied 3

Completely dissatisfied 5

SAAB MARFIN MBA

Interpretation:

10% of the employees are completely satisfied with the salary paid.

58% of the employees are satisfied with the salary paid.

16% of the employees are neither satisfied nor dissatisfied.

6% of the employees are dissatisfied.

10% of the employees are completely dissatisfied.

This question was asked to know the satisfaction level of the employees towards the

salary paid to them by the organization. From the graph we can see that most number of

employees are satisfied with the salary paid but also the number of employees who are

not satisfied is also not negligible. The management must think of revising the salary

structure accordingly to satisfy the unsatisfied employees.



Excellent 4

Good 18

Fair 10

poor 18

SAAB MARFIN MBA

Interpretation:

8% of the employees say that the incentive scheme is excellent.

36% of the employees say that the incentive scheme is good.

20& of the employees say that the incentive scheme is fair.

36% of the employees say that the incentive scheme is poor.

This question was asked to know the opinion about the incentive scheme followed in the

organization.



Strongly agree 24

Agree 15


Disagree 6

Strongly disagree 1

SAAB MARFIN MBA

Interpretation:

48% of the employees strongly agree to the statement that their

grievances and complaints are handled in time and to their

satisfaction.


This question was asked to know whether the employees problems are solved fairly or

not by the management. From the graph we can infer that the employees are satisfied

with the management’s problem solving.



Cordial 45

Fair 05

Uncordial 0

SAAB MARFIN MBA

Interpretation:

90% of the employees say that their relations with the employer are

cordial.

10% of the employees say that the relations are fair.

This question was asked to understand the relationship within the organization. From the

graph we can find that the relations within the organization are very good. Management

must continue to maintain such relations in future for smooth running.



Cordial 44

Fair 06

Uncordial 0

SAAB MARFIN MBA

Interpretation:

88% of the employees say that their relations with the

supervisor’s/manager’s are cordial.




Cordial 46

Fair 4

Uncordial 0

SAAB MARFIN MBA

Interpretation:

92% of the employees say that their relations with the subordinates

are cordial.




Strongly agree 14

Agree 22


Disagree 7

Strongly disagree 5

SAAB MARFIN MBA

Interpretation: 28% of the employees strongly agree that the management

encourages worker’s participation in decision making.


14% of them disagree.

10% of them strongly disagree.

This question was asked to know whether the management encourages worker’s

participation in decision-making. By encouraging the worker’s participation in decision-

making the management makes the employees feel that they are important to the

organization. This feeling helps the employees to bond themselves strongly with their

organization.



Strongly agree 16

Agree 30


Disagree 3

Strongly disagree 0

SAAB MARFIN MBA

Interpretation:

32% of the employees strongly agree to the statement that the

manager/supervisor clearly communicates what is expected of them.


From the graph we can find that the manager/supervisor is performing his job very well.

This will help the employees to stay motivated and focused on their tasks.



Strongly agree 20

Agree 20


Disagree 5

Strongly disagree 1

SAAB MARFIN MBA

Interpretation:

40% of the employees strongly agree that their manager/supervisor

encourages high achievement by reducing the fear of failure.


This question was asked to know whether the manager’s/supervisors reduce the fear of

failure within the employees while performing any tasks. From the graph it is clear that

the employees are motivated and made to think positive by the supervisor/manager. This

will help the employees to perform their job even more confidently and effectively.



Top to Bottom 0

Bottom to top 0

Both 50

None 0

SAAB MARFIN MBA

Interpretation:

100% of the employees say that the communication flow is both ways.

The graph shows that the management is transparent enough and behaves fairly with the

employees. The management must continue to maintain the same always.


SAAB MARFIN MBA

Interpretation:

90%of the employees say that they get clear communication from the

management.

10% of the employees say that they don’t get clear communication

from the management.

From this question we can know whether the employees are receiving clear

communication from the management or not. From the graph it is clear that the

management provides all the necessary information to the employees.



Yes 45

No 05

SAAB MARFIN MBA

Interpretation:

12% of employees strongly agree that timely training is provided to

them by the organization.


22% of the employees disagree.

From the graph we find that maximum number of employees are satisfied with the

training provided. Training equips the employees with the necessary skills to perform his

job better. Management must periodically provide training to the employees to enhance

their skills for better and improved performance.



Strongly agree 6

Agree 29


Disagree 11

Strongly disagree 4

SAAB MARFIN MBA

Interpretation:

4% of the employees are looking for transportation facilities.

10% of the employees are looking for coffee machine.

6% for hot/cold water.

6% for loan facilities

74% of the employees for other facilities.

This question was asked to know the employees needs regarding welfare facilities. Most

of the employees are looking for other facilities such as tea, lunchroom, rest room etc.



Transportation 2

Coffee machine 5

Hot / cold water 3

Loan facilities 3

Others 37

SAAB MARFIN MBA

Interpretation:

From the graph we can see that almost all the employees feel that their organization is a

good place to work in. This shows that the employees are happy to work in jagajampi

bajaj.


Question No.20a Response

Good place to work in 42

Poor place to work in 0

SAAB MARFIN MBA

Interpretation:

81% of the employees feel that they have good career growth opportunities in

their organization.

19% of the employees feel just the opposite.


Question No.20b Response

Place for career growth

opportunities

35

No career growth opportunities 8

SAAB MARFIN MBA

Interpretation:

82% of the employees feel that the working culture in the organization is

excellent.

18% of the employees feel just the opposite.


Question No.20c Response

Excellent working culture 37

Poor working culture 8

SAAB MARFIN MBA

Interpretation:

62% of the employees feel that the management at jagajampi is good.

38% of the employees feel that the management is poor.

From the graph we can see that most number of employees say that the management in

jagajampi bajaj is good. The management must continue to maintain this quality and also

improve in respective streams wherever needed. So that the employees who say that the


Question No.20d Response

Good Management 26

Poor Management 16

SAAB MARFIN MBA

management is poor, change their saying to good management. And feel proud to work in

jagajampi bajaj.

From the graph we can infer that 86% of the employees feel that jagajampi bajaj is an

ethical organization. Management must continue to maintain this quality.


Question No.20e Response

Ethical Organization 36

Unethical Organization 6

SAAB MARFIN MBA

11% of the employees say that they are working here because of

financial problems.

54% of the employees because they feel that they have good career

growth opportunities.



Because of financial problem 6

Because you have good career growth opportunities here 30

Because you don’t have any other job 1

Only for experience 16

Others 2

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29% of the employees say that they are working here just for

experience.


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This question was asked to know the reasons why are they working in this organization.

From the graph we can see that most of the employees say that they have good career

growth opportunities but also good percent of employees are working here just for

experience. So this is not good for the organization in the future because this may

increase the employee turnover ratio in future. So management must take steps to retain

these employees by providing them good career growth opportunities and benefits so that

they continue to do the job for the long run.


SAAB MARFIN MBA

Ranks Communication flow

Relationship mgmt Workload

Welfare facilities Infrastructure Training

rank 1 1 1 1 40 2 3rank 2 1 1 2 10 1 35rank 3 1 1 33 10 3 2rank 4 2 3 5 5 30 5rank 5 25 1 1 10 3 10rank 6 20 2 5 10 5 8


SAAB MARFIN MBA

From the above graph we can see that welfare facilities are ranked 1 by maximum

number of employees. Training is ranked 2 and workload is ranked 3 from the given

options.

This question was asked to find where there is scope for improvement in the

organization. From the graph we infer that welfare facilities, training and workload are

the three things which should be given top priority and must be revised and improved and

must be provided if it is not provided.


SAAB MARFIN MBA

Findings:

92% of the employees agree that the infrastructure provided by the organization

enables them to do their job better.

98% of the employees are satisfied with the lighting conditions, 90% of the

employees are satisfied with the sanitation, 92% of the employees are satisfied

with cleanliness, 94% of the employees are satisfied with ventilation conditions,

74% of the employees are satisfied with the space and 76% of the employees are

satisfied with the working culture provided by the organization.

94% of the employees believe that the task entrusted to them lies within their

capabilities.

68% of the employees feel that the pay is equal to the work they do and is fair,

and 30% of the employees feel that they are paid less for the work they do which

is not fair.

100% of the employees believe that they like to accept responsibilities and more

challenging tasks provided to them by the organization.

90% of the employees are satisfied with the task provided to them by the

organization.

68% of the employees are satisfied with the salary paid whereas 32% of the

employees are not satisfied.

64% of the employees are satisfied with the incentive scheme followed by the

organization whereas 36% are not satisfied with the same.


SAAB MARFIN MBA

78% of the employees are satisfied by the way their grievances and complaints

are handled and solved.

90% of the employee-employer,88% of the worker-supervisor and 92% of the

worker-worker relations in the organization are cordial.

72% of the employees agree that the management encourages the employees

participation in decision-making.

80% of the employees agree that manager/supervisor clearly communicates what

is expected of them.

100% of the employees say that the communication flow is both ways that is top

to bottom as well as bottom to top.

90% of the employees say that they get clear communication from the

management.

70% of the employees agree that timely training is provided to them by the

organization.

74% of the employees are looking for other welfare facilities such as tea, lunch

room, change room, provident fund etc.

100% of the employees say that their organization is a good place to work in, 70%

of the employees feel that they have good career growth opportunities here,74%

of the employees feel that the working culture in the organization is

excellent,52% of the employees feel that the management is good and 72% of the

employees feel that their organization is an ethical organization.


SAAB MARFIN MBA

60% of the employees are working in jagajampi bajaj because they feel they have

good career growth opportunities here whereas 32% of the employees are

working just to gain experience.

According to the rankings given by the employees for the options given to them to

find whether there is any scope for improvement, they have ranked 1 for welfare

facilities, then ranked 2 for training and ranked 3 for workload, giving these three

options the top priority.


SAAB MARFIN MBA

RECOMMENDATIONS

The supervisor/manager should give regular feedback on performance by holding

informal meetings with each individual. Supervisor/manager should appreciate

and encourage employees to work hard.

If the top management is not able to keep any promises it should give the reason

why it has not been able to keep promises .This information should be

communicated to all employees.

All the employees should be treated equally and there should not be any bias

treatment.

Management must revise the salary administration system to satisfy the

employees who are not satisfied with the salary paid. Management must follow a

system which measures the employees performance at regular intervals and

should be paid accordingly. Management must design salary slabs for particular

posts so as to distinguish the mechanics from the supervisor’s. This will create a

sense of respect towards the respective posts.

The administration policies should be updated so that all the employees are aware

of the policies.

The training needs of the employees should be reviewed at least twice a

year.Based on that, training programs should be conducted for all the employees.

Day to day work related training should be provided that is 80% job related and

20% on management skills.


SAAB MARFIN MBA

Conduct the workshop on team development. So that all employees are aware of

the benefits of teamwork.

Maximum employees are looking for welfare facilities such as tea to be provided

twice a day to keep them fresh and active at work. Then employees in the service

section don’t have a lunch room and a change room. So the management must

arrange for it so that they feel good and enjoy themselves in the lunch hours. By

providing such welfare facilities the employees will develop a feeling of secure

ness which in turn will bound them with the organization.

Job related training should be given once in 6 months. This will help the

employees to enhance the present skills and perform their tasks more effectively

and efficiently.

Facilities which are important and which are needed such as computer systems in

the service section which will help the employees to maintain certain records of

the customer’s for the benefits of the customer’s, should be provided.

The incentive scheme which is followed presently is good but the incentives are

to be provided monthly rather than yearly. Or the management can follow a

performance based incentive scheme where the employee who works hard will

get more incentives than the employees who is not up to the mark. The

performance of all the employees should be recorded and depending on the extra

efforts put by the employee should be paid accordingly by the means of

incentives.

Cultural activities should be held to further motivate the employees to attain the

goal.


SAAB MARFIN MBA


SAAB MARFIN MBA

CONCLUSION

Employee satisfaction is realizing the direct relationship between happy and unhappy

employees.

Following are the dimensions of employee satisfaction

Employee retention

Productivity

Customer satisfaction

Profitability.

All the above mentioned factors are obtained only if the employees are satisfied .This

is because satisfied employees tend to be more creative ,tend to accept challenging

jobs which is an promotional opportunity to them .They tend to be more productive.

Employees with higher job satisfaction: believe that the organization will be satisfying

in the long run care about the quality of their work

are more committed to the organization

Have higher retention rates, and

are more productive.


SAAB MARFIN MBA

To attain the long run goal employees should be treated equally , and should have

opportunity to express their views, ideas and opinions. They should be updated and

accessible to all the employees so that the employees are aware of all policies of the

organization. The supervisor should have the good leadership qualities and should give

positive feedback at regular interval. The working environment should be good so that

the employees will have sense of pride in working for the organization and should be

provided with the necessary facilities and adequate space work efficiently. Loyalty and

performance should be rewarded by providing opportunities for career development .


SAAB MARFIN MBA

Questionnaire for Employee Satisfaction Survey

Dear Sir/MadamI am pleased to introduce myself as Yuvraj L Bhatkande.MBA student of PES &T’s BIMS, MBA, Belgaum. As a part of curriculum I have undertaken a study report on “Employee Satisfaction to enhance the present working conditions for the organizational growth and prosperity at Jagajampi Bajaj”, Belgaum. The information provided by you will be kept strictly confidential and used for academic purpose only. Employee Name:Designation:

1. The infrastructure provided by the organization enables me to do my job better.Strongly agree Agree Neither agree not disagreeDisagree Strongly disagree

2. What is your opinion about the working conditions provided to you by the organization? Excellent Good Fair Poora) Lighting [ ] [ ] [ ] [ ]b) Sanitation [ ] [ ] [ ] [ ] c) Cleanliness [ ] [ ] [ ] [ ]d) Ventilation [ ] [ ] [ ] [ ]e) Space [ ] [ ] [ ] [ ] f) Working culture [ ] [ ] [ ] [ ]

3. The task entrusted to me lies within my capabilities.Strongly agree Agree Neither agree not disagreeDisagree Strongly disagree

4. What is your opinion about the task provided and the compensation? More work less pay Less work more pay Equal work equal pay

5. I like to accept responsibilities and more challenging tasks given to me by the organization.Strongly agree Agree Neither agree not disagreeDisagree Strongly disagree

6. I am satisfied with the tasks provided to me by the organization.Strongly agree Agree Neither agree not disagreeDisagree Strongly disagree

7. State the level of satisfaction towards the wages/salary paid. Completely Satisfied Satisfied Neither satisfied nor dissatisfied

Dissatisfied Completely dissatisfied


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8. What is your opinion about the incentive scheme?Excellent Good Fair Poor

9. My grievances & complaints are handled in time and to my satisfaction?Strongly agree Agree Neither agree not disagreeDisagree Strongly disagree

10. How is the employee - employer relation in your organization?

Cordial Fair Un-cordial

11. How is the worker - supervisor relation in your organization?Cordial Fair Uncordial

12. How is the worker - worker relations?Cordial Fair Uncordial

13. Management encourages worker’s participation in decision-making.Strongly agree Agree Neither agree not disagree

Disagree Strongly disagree

14. My manager/supervisor clearly communicates what is expected of me.Strongly agree Agree Neither agree not disagree


15. My manager/supervisor encourages high achievement by reducing the fear of failure.Strongly agree Agree Neither agree not disagree


16. How is the flow of communication in your organization? Top to bottom Bottom to top Both None

17. Do you get clear communication from the management? Yes No

18.Timely training is provided to you by the organization.Strongly agree Agree Neither agree not disagree


19.Which welfare facilities are you looking for?Transportation Coffee machine Hot/cold water

Loan facilities Any other specify?


SAAB MARFIN MBA

20. What do you feel about Jagajampi bajaj? Good place to work in Poor place to work in Place for career growth opportunities No career growth opportunities Excellent working culture Poor working culture Good management Poor management Ethical organization Unethical organization Any other specify?

21. Why are you working here? Because of financial problems. Because you have good career growth opportunities here. Because you don’t have any other job. Only for experience. Any other specify?

22. Where according to you is the scope for improvement at Jagajampi bajaj? Communication flow. Relationship management. Workload. Welfare facilities. Infrastructure. Training programmes. Any other specify?

23. What do you think about Mr. Mallikarjun Jagajampi?

THANK YOU


SAAB MARFIN MBA

BIBLIOGRAPHY

Text books:Personal Management & Industrial

RelationsBy: Subbarao

Websites: www.bajajauto.com www.google.com


http://www.google.com/

http://www.bajajauto.com/

SAAB MARFIN MBA

INTRODUCTION

1.Title of the project: A study on Employee satisfaction to enhace the present working conditions at JAGAJAMPI BAJAJ Auto Pvt ltd, Belgaum.

2.Statement of the problem: This particular topic is selected because Employee satisfaction is a very important element necessary for the smooth functioning of an organization .Employee surveys provide a channel for employee to communicate their views on a wide range of issues in total confidence .They help management to build up an accurate picture of how employees perceive the organization and highlight the causes of employee dissatisfaction.

3.Purpose of the study: The study has been conducted for enhancing the present working conditions of the employees at jagajampi bajaj and for gaining practical knowledge about HR practices.

4.Scope of the study:The survey was conducted on entire employees of jagajampi bajaj.The questionnaire for this survey was framed considering those factors where corrective action can be taken at Jagajampi. From the result of the survey the HR department can take the corrective action to increase employee satisfaction and thereby increase productivity.

Survey Objectives:

To know the employee satisfaction level towards the organization regarding the

infrastructure, working conditions, compensation and other facilities.

To understand the relationship within the organization.

To know the communication flow within the organization.

To know the level of worker’s participation in decision-making.

To find whether there is scope for improvement.


SAAB MARFIN MBA


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