ANALYSIS of Employee Relation and Satisfaction Yamaha

SUMMER INTERNSHIP PROJECT REPORT
ANALYSIS OF Employee Relation and satisa!tion"

IN#I
A
YAMAHA
MOTOR P$T% LT#% &IYM'
POOJA SHARMA
Roll No%( M)A*+,*-.
MBA(3
rd
SEMESTER)
ALFALAH SCHOOL OF ENGINEERING AND TECHNOLOGY

The economic liberalization and consignment competition through quality and services
necessitated the companies to various efforts of the employees this context and this is
where welfare facility can play a social role.
This project report present the study of Employee Relation and their satisfaction level in
Y!"# and how it is helpful in retaining the employees in the report an attempt has been
made to $now whether these relation have any contribution in productivity and smooth
functioning of the organization.
%fter employees have been hired& trained and remunerated& they need to be retained and
maintained to serve the organization better. Employee relations are designed to ta$e care
of the well'being of the employees. %ny organization whether it is governmental& non'
governmental& trade unions& or employees association etc. have to maintain good
employee relation for better wor$ place.
" hope& this project will be beneficial for those who are directly or indirectly related to
personal management.
POOJA SHARMA

Through this column& " would li$e to express my heartiest gratitude to my project
guide and mentor& M/%Jee0an s1a/ma without whom this compilation wouldn(t
have been possible. )is invaluable experience and exceptional mentoring
provided us with gainful insights on practical applications of the topic& which
was indispensable for the successful completion of the project.
" also wish to than$ M/s% Aa/ti S1a/ma who graciously provided valuable
$nowledge inputs and guidance all through the project incubation period.
" also wish to than$ &Ms A/!1ana $e/ma& Ms #eepi2a 3am/a& M/s% S4/a51i
#i6it& M/% C1etan Yada0 and M/% 0i7ay 21anna for all their suggestions and
advices.
" also extend my sincere than$s to all the managers and officers& who spared their
valuable time and helping me out with this project.
#astly& " would li$e to express my heartfelt appreciation to all those people who
have in their own way contributed towards the compilation of this report with
their suggestions& criticisms and advice.

*E+#%R%T",-

" hereby declare that this report titled T1e Analysis o employee /elation" in Y" has
been conducting the states territory of ..!. "t is my own / original wor$. This is a
dissertation report submitted in partial fulfillment of the degree course of 01%2. "t has
never been submitted nor published anywhere else before.
The above statement is true to the best of my $nowledge.
POOJA SHARMA
M)A89
/d
SEMESTER:
AFSET8MANA;EMENT #EPARTMENT:
METHO#LO;Y
The $ey success of any project depends on various factors. ,ut of this methodology
or technique adapted is most vital& rather we can say that it is the crux point. 3hen proper
methods are adopted it would lead to number of advantages li$e time saving& accurate
results and fine suggestions.
There is no specific or fixed methodology of doing a project. "t differs according to the
situation. The methodology " adopted is classroom lecture& different department visit&
shop visit& and direct contact.
CLASSROOM LECTURE'
"n class room lecture our company guide introduced us to the rules& procedure and polices
of the company. )ere we came to $now how )R policies are implemented. "t(s a two way
communication session. %t the end we were allowed to give feedbac$
#EPARTMENTAL$ISIT'
)ere we visited different department in order to get a brief $nowledge of functioning of
that particular department and its lin$age with )R *epartment.
<UESTIONNAIRES =
"n this methodology we were introduced to )R managers and we were free to clarify our
doubts and as$ questions regarding our project.
#IRECT CONTACT> *irect contact perhaps is the most effective method since the
chances of errors is minimized. "n this methodology we interacted directly with the
departmental head.
TABLE OF CONTENTS
Yama1a Histo/y
Organization; profile, structure& environment
%bout logo mar$
+orporate philosophy
"ndia Y%%)% ,T,R pvt. #td.s
Y%%)%(4 bi$e(s model
Yamaha(s mission
Yamaha(s vision
ilestones of Yamaha
Role of )R division
,rganization structure of )R division.
)R policies / purposes
Employee relation./ satisfaction
"mportance of Employee Relation / satisfaction
4urvey process
!ics related to survey
Research ethodology 3ith 4urvey !rocess
%nalysis
"nterpretation
+onclusion of survey
).R.!ractises for develop employee relation / to satisfy them
+onclusion
1ibilography
YAMAHA?S HISTORY
3here / 3hen "t %ll 4tarted
Yamaha otor was born when Yama1a Moto/ Co%@ Ltd . was established in
Japan in J4ly ABCC& "t was a relative latecomer in a mar$et where as many as
567 motorcycle manufacturers competed for survival. -ew ones were starting up
and others were folding at a tremendous pace& and few survived the challenge. "n
Yamaha otor8s story& you will recognize the spirit of challenge in these early
years that forged the company into the global corporate group we are today& in
pursuit of the perpetual goal of being best in the world mar$et.

9oundation of 0Y%%)%2
:enichi ;awa$ami <5=5>'>77>?
9ounder Yamaha otor +o. #td
"t all began when then president of -ippon :a$$i& <now Yamaha +orporation&?
;eni!1i 3aDa2ami& put to use some machining equipment used in the
production of metal airline propellers to develop the first Yamaha motorcycle. "t
was the YA>A@ ni!2named A2a>tom5o2 which means red dragonfly. 3ith a
starting capital of @7 million yen& >AB employees and two single'story wooden
factory buildings with a capacity to turn out >77 motorcycles a month& the
fledgling company dared to confront competition& a will that came to forge the
company spirit of challenge. Yamaha entered the first Y%'5 in the t. 9uji
%scent Race and won. 9rom there on& our employees moved with determination
from one challenge to the next& wor$ing as a team& sharing victories and setbac$s.
Yamaha8s 9irst otorcycle
YA>AABCC<5=66?
This was Yama1a?s i/st moto/!y!le. %t a time when motorcycle design was
dominated by imposing all'blac$ styling& the Y%'5 with its simple form and
modern chestnut red coloring& quic$ly became popularly $nown by the nic$name
0%$a'tombo2 <the Red *ragonfly?. 3hat(s more& it immediately demonstrated its
high performance by winning the @rd t. 9uji %scent Race in J4ly o ABCC& and
then swept the top places in the ultra'light class of the 5st %sama )ighlands Race
of the %ll Capan Endurance +hampionships. "n an era when the national average
starting salary of a male college graduate was 57&AD7 yen& this model& priced at
5@D&777 yen& was a coveted extravagance beyond the reach of most users.

8,verall length x width x heightE 5&=D7mm x FF7mm x =>6mm
3eightE =B$g
EnEine>typeE %ir'cooled >'stro$e 5'cylinder 5>@cc
Ma6im4m poDe/ o4tp4tE 6.FpsG6&777rpm
Ma6im4m to/F4eE 7.=F$g'mG@&@77rpm

,R:%-"H%T",-E !R,9"#E& 4TR.+T.RE/
E-I"R,-E-T
OR;ANIGATION( P/oile@ St/4!t4/eH En0i/onment

Yamaha made its initial foray into "ndia in 5=D6. 4ubsequently& it entered into a
67E67 joint venture with the Escorts :roup in 5==F. )owever& in %ugust >775&
Yamaha acquired its remaining sta$e as well& bringing the "ndian operations
under its complete control as a 577J subsidiary of Yamaha otor +o.& #td&
Capan.
"ndia Yamaha otor operates from its state'of'the'art'manufacturing units at
9aridabad in )aryana and 4urajpur in .ttar !radesh and produces motorcycles
both for domestic and export mar$ets. 3ith a strong wor$force of @777
employees& "ndia Yamaha otor is highly customer'driven and has a
countrywide networ$ of over B77 dealers.
The company pioneered the volume bi$e segment with the launch of its 577 cc >'
stro$e motorcycle RK 577. 4ince then& it has introduced an entire range of >'
stro$e and B'stro$e bi$es in "ndia. !resently& its product portfolio includes +rux
<577cc?& %lba <57Fcc?& :ladiator <5>6cc? / YH9 R56 <567cc?

%1,.T #,:,%R;

The Y%%)% brand has its roots in the name of our founder& Tora$usu Yamaha.
9amiliar with western science and technology from his youth& Yamaha initially
found employment repairing medical equipment. This led to a request to repair a
organ& a project that resulted in the birth of the Yamaha brand. +onfident of the
potential of his business& Yamaha struggled against great odds to establish
Yamaha ,rgan 3or$s. Entrepreneurial spirit& far'sightedness& and determination
to overcome difficulties fueled his passion to succeed. This same spirit formed
the foundation of the Yamaha brand& and is a vital legacy of Yamaha +orporation
today.
T1e T4ninE Fo/2 Ma/2
The three tuning for$s of the Yamaha logo mar$ represent the cooperative
relationship that lin$s the three pillars of our business '' technology& production&
and sales. They also evo$e the robust vitality that has forged a reputation for
sound and music the world over& a territory indicated by the enclosing circle. The
mar$ also symbolizes the three essential musical elementsE melody& harmony& and
rhythm.

I1at is KandoJ
Kando is a Japanese Do/d o/ t1e sim4ltaneo4s eelinE o deep satisa!tion
and intense e6!itement t1at people e6pe/ien!e D1en t1ey en!o4nte/
somet1inE o e6!eptional 0al4e%
%t Yamaha ,T,R we believe that ;ando can be generalized by the products
and services that surpass customer(s expectations.
Yet for all the emotional evaluation ;ando provides& the feeling can be short
lived& and people may be touched only for a moment. Therefore& our challenge is
to ma$e sure that all our products and services genuinely thrill& impress and touch
customer(s heart at the first time and every time. 3e strive to achieve our
corporate mission by adhering to these principles.
3e must remain $eenly aware of customer evolving needs company provided
them quality products and services of exceptional value that surpass their
expectations. 3e can as we will earn a fair profits by putting forth a superior
efforts to satisfy our customers.
%s a good corporate citizen we act from a world wide perspective and in
accordance with global standards. 3e will wor$ locally to better the social
environment and thin$ globally in helping and preserve the natural environment.
A5o4t t1e #i/e!to/ o YMI
Tasuji appointed Yamaha otor "ndia8s director sales and mar$eting news.
-ew *elhiE Yamaha otor "ndia& the 577 per cent subsidiary
of Yamaha otor +o #td& Capan& has announced the appointment of Tasuji the director&
sales and mar$eting.
Tasuji brings with him over >7 years of experience with Yamaha globally and will play a
$ey role in implementing Yamaha(s evolving growth strategy for "ndia.
)e will co'ordinate the sales& mar$eting and engineering functions to develop a strong
product line for the "ndian mar$et.

+,R!,R%TE !)"#,4,!)Y

Co/po/ate P1ilosop1y
Creating kando with products and services that exceed your expectations
Yamaha works to realize.
our corporate mission of creating ando
Yamaha otor is a company that has wor$ed ever since its founding to build
products defined by the concepts of 0high'quality and high'performance2 and
0light weight and compactness2 as we have continued to develop new
technologies in the areas of small engine technology and 9R! processing
technology as well as control and component technologies.
"t can also be said that our corporate history has ta$en a path where 0people2 are
the fundamental element and our product creation and other corporate activities
have always been aimed at touching people(s hearts. ,ur goal has always been to
provide products that empower each and every customer and ma$e their lives
more fulfilling by offering greater speed& greater mobility and greater potential.
4aid in another way& our aim is to bring people greater joy& happiness and create
andoL in their lives.
%s a company that ma$es the world its field and offers products for the land& the
water& the snowfields and the s$y& Yamaha otor strives to be a company that
0offers new excitement and a more fulfilling life for people all over the world2
and to use our ingenuity and passion to realize peoples( dreams and always be the
ones they loo$ to for 0the next ando.2

India Yamaa Mo!or P"!# L!d# (IYM)
)ead ,fficeE
%'@ 4urajpur "ndustrial %rea& -oida'*adri Road& 4urajpur ' >75@7F& *istt.
:autam 1udh -agar& ..!.& "ndia
9oundationE
,ct. 5A& >77A
4tart of operationE
%pril 5& >77D
)eaded byE
r. Tsutomu abuchi& anaging *irector and +hief Executive ,fficer
+apitalE
5.6 billion rupee <as of ar. 6& >77D?& with plans to eventually increase capital to
6.F billion rupee <approx. 5F billion yen?
+apital ratioE
A7J by Yamaha otor +o.& #td.
@7J by itsui / +o.& #td.
-umber of employeesE
>777 <approx.?
%reas of businessE
*evelopment& manufacture and sales of motorcycles& spare parts and accessories.
Export of locally assembled motorcycles and parts
4cale of operationsE
9irst year <nine months beginning %pr. >77D? projected sales of 57 billion rupee
<approx. @7 billion yen?

LOCATIONS OF YAMAHA LOCATIONS OF YAMAHA
MOTOR MOTOR
Lo!ation o YAMAHA Moto/

Yama1a Moto/ Co%@ Ltd% 8YMC:
#ocationE
>677 4hingai& "wata& 4hizuo$a& Capan
9oundationE
Culy 5& 5=66
)eaded byE
r. Ta$ashi ;aji$awa& !resident and +hief Executive ,fficer
!emote"controlled helicopters, Out#oard motors, art engines, $usiness
machines, %ater purifier.
"n "ndia Yamaha !roducts are as follows(
YAMAHA MOTORCYCLES
,*E# +%!%+"TY
Yamaha Enticer 5>@.A ++
Yamaha Y1K 5>6 5>6 ++
Yamaha :ladiator
:ladiator 4td
:ladiator *K
:ladiator Type R4G44
5>@.A ++
iiYamaha #ibero :6 57F ++
Yamaha +rux 57F ++
Yamaha %lba 57F 57F ++
Yamaha YH9 R5 5777 ++
Yamaha T 75 5FA7 ++
Yamaha YH9'R56 567 ++
Yamaa !o rid$ in 3 n$% &i'$( !i( )$ar
Yamaha otor "ndia !rivate #td would launch three new bi$es in "ndia including
:ladiator Type 44 and R4 <5>6 cc?& YH9' R56 <567 cc& liquid cooled? and 9H
<567 cc& air'cooled? this year. The company also plans to invest Rs A77'D77 crore
in the country to go into product development& mar$eting and manufacturing&
indicated ! 4am& group head& mar$eting and sales& Yamaha otor "ndia 4ales !vt
#td.
4howcasing the three new bi$es at the =th %uto Expo at -ew *elhi& 4anjay
Tripathi& department head& product planning and strategy& Yamaha otor "ndia
4ales !vt #td& said that the bi$es& in sync with the Yamaha *-%& have features
from the original bi$es with fine tuning being done to fit the "ndian needs.
#i$e the YH9'R56 has percolated technology from R5. "t also has the R5 six'
speed transmission. 4imilarly& the 9H is being toned down to 567 cc from the
existing global version of 5&777 cc.
0"n the coming three years& we plan to concentrate on sports bi$es&2 said
;aji$awa Ta$ashi& president and chief executive officer& Yamaha otors +o. #td.
%dding that the company plans to turnaround the future of Yamaha in "ndia.
Recently& the company launched 4uper 4ports YH9'R5 <5&777 cc? and Torque
4ports T,5 <5&FA7 cc? in "ndia.

&ome other expected models of Yamaha ;"
YH9'RF

>77D Yamaha YH9'R5>6

>77D Yamaha KTFF7H Tenere
>77D Yamaha K'+ity 5>6

A&o*! !*rno"$r o+ YAMAHA
Yama1a Moto/ aims at Rs A@9C+>!/ t4/no0e/

Y%%)% otor "ndia !vt #td& a 577 per cent subsidiary of Yamaha otor +ompany
#td of Capan& has targeted a turnover of Rs 5&@67 crore in the current fiscal. #ast year& the
company recorded a turnover of Rs 5&567 crore& according to r. R.R. !rasad& %ssociate
Iice'!resident of Yamaha otor "ndia !vt #td.
%ddressing a news conference held here& r. !rasad said the company& which was
currently ran$ed fourth in the motorcycle segment in "ndia& was hopeful of attaining the
second position by >77F. 1y that time& its share of the motorcycle mar$et was expected to
go up to 5D'>> per cent from around 57 per cent now.
Yamaha otor "ndia has already launched the #ibero and the Enticer *#K in the "ndian
mar$et this year. ,ne more product was slated to be launched in the months ahead& r.
!rasad said& adding that the company would from now focus on the four'stro$e segment
only.
%ccording to him& exports were a major focus area for the company. #ast fiscal& about
@D&677 motorcycles were exported to 6> countries across the globe.
The motorcycle export target had been pegged at 66&777'F7&777 units in >77@'7B. "n fact&
>7 per cent of the company8s turnover this year would be accounted for by exports.
r !rasad said that& consequent to acquiring 67 per cent of the equity sta$e in the
company from the Escorts :roup& Yamaha otor +ompany of Capan had decided to
focus strongly on research / development& dealer upgradation and in setting in place
appropriate "T systems.

Y%%)%(4 "44",-
%e are committed to''
$e the (xclusive & )rusted $rand renowned for marketing and manufacturing of
Y*+*,* products, focusing on serving our customer where we can #uild long
term relationships #y raising their lifestyle through performance excellence,
proactive design & innovative technology. Our innovative solutions will always
exceed the changing needs of our customers and provide value added vehicles.
$uild the %inning )eam with capa#ilities for success, thriving in a climate for
action and delivering results. Our employees are the most valua#le assets and we
intend to develop them to achieve international level of professionalism with
progressive career development. *s a good corporate citizen, we will conduct
our #usiness ethically and socially in a responsi#le manner with concerns
for the environment.
-row through continuously innovating our #usiness processes for creating the
value and knowledge across our customers there#y earning the loyalty of our
partners & increasing our stakeholder value.
To attain organization excellence by developing and inspiring the potential of
Yamaha(s human +apital / providing opportunities for growth innovations /
enrichment.
Yamaha is committed to ma$e products that benefits from the s$ills and
technology used by the Yamaha world wide. To fulfill customer satisfaction and
meet the need of "ndian mar$et Y" plans to produce one or more model in the
first year& four models in the three years.
To achieve this goal Y" will pursue @ major objectives within the company.
The first is the customer(s satisfaction Y" is trying to do D1ate0e/ is
ne!essa/y to imp/o0e t1ei/ deale/ netDo/2 to ma2e its !4stome/ !omo/ta5le
D1ile dealinE Dit1 Yama1a MOTOR%
T1e se!ond is st/enEt1eninE /esea/!1 and de0elopment% It is t1e mission o
YMI to !onstantly p/od4!t D1at !4stome/s a/e loo2inE 5y analyKinE ma/2et
t/ends and !1anEes. "n this regard its motto is .&peed, /uality, Yamaha0s
original design.1
The third objective is optimiKinE t1e inte/nal Do/2inE system% One o t1e
poli!ies o YMI is t1at all its employee Do/2 toEet1e/ as one@ aiminE at a
!ommon Eoal%

YAMAHA?S $ISION
3e will establish Y%%)% the $,-.*(i"$ / !r*(!$d &rand " of customers by
0-r$a!in0 Kando1 <touching their hearts? the first time and every time with the
world class products / services delivered by the people having 12a((ion +or
-*(!om$r3#

MILESTONES OF YAMAHA
ABL+> "ndian partners& Escorts :roup secured license under technical
collaboration with +E;,! !oland.
ABMB> Entered into technical collaboration with Y+ of Capan for manufacturing
@67cc motorcycles.
AB,9> ,btained #etter of "ntent for 577cc motorcycles. #aunched @67cc
motorcycle in mar$et all over "ndia. 4et up +-+ cell in the organization.
AB,C> 4tarted manufacturing of RK'577 motorcycle in technical collaboration
with Y+& Capan at 4urajpur plant.
ABBC > 67E 67 Coint venture companies formed with Escorts :roup.
ABBL> %dded 9aridabad plant under joint venture.
.+++> 4hare holding of Y+ increased from 67J to ABJ.
.++A> 577J subsidiary of Y+& Capan.

ROLE OF HR #I$ISION

The major role of )R *ivision i( ! o ma'$ !$ -om2an) 2ro+i!a&.$ and (moo!.)
o2$ra&.$ !ro*0 ind*-!ion and r$!$n!ion o+ 4*a.i!) Man2o%$r and -r$a!in0
an $n"ironm$n! %i- %i.. .$ad !o i0 mo!i"a!ion5 i0 Prod*-!i"i!) /
2o(i!i"$ a!!i!*d$#
The main objective of )R i( !o ma'$ Yamaa an $,-$..$n! -om2an) !ro*0
!ran(2ar$n-)5 +airn$(( / -om2$!i!i"$n$(( in a.. a(2$-!( o+ da) !o da) %or'in0.
"n )R we deal with the all employee related activitiesE
To R$-r*i!5 Train and D$"$.o2 -om2$!$n! H*man R$(o*r-$( on an on0oin0
&a(i( +or o2!im*m 2$r+orman-$ .
To build employees into teams to enable them to enjoy a challenging& fruitful and
fulfilling career with Yamaha.
To develop a culture rooted in concern for excellence& leading to outstanding
service to internal as well as external customers.

HR PRACTICES IN YAMAHA HR PRACTICES IN YAMAHA
FUNCTIONS OF PERSONNEL #EPARTMENT
Iarious 9unctions carried out under the personnel department at Escorts #td.
<Yamaha otor +ycle division& 4urajpur? are as followsE
A% Man PoDe/ PlanninE
"t is one of the most important functions of the personnel department. )uman
resources of manpower planning is the process by which management determines
how an organization should move from current manpower position to the desire
manpower position. "t analyzes the present and future vacancies that may occur
as a result of transfers& promotions& sic$ leaves& leave of absence& or other reasons
and analysis of present and future expansion or curtailment in various
departments. Through planning& management strives to have right no. and right
$ind of people at right places and the right time to do the things which result in
both the organization and the individual receiving the maximum long range
benefits.
The planning of manpower as carried out by Escorts Y* is done with the job
analysis that is procedure by which pertinent information obtained about a job or
it can also be said that it is a detailed and systematic study of information relating
to the operations and responsibility of specific jobs. This process of obtaining all
pertinent job fact is carried out through job description and job specification. Cob
description and specification is written where in job description responsibility
and requirements of a particular job where as in job specification the
requirements sought is an individual wor$ers in a given job.
.% Employment
"t is another important operative function of the personnel department and carried
out by internal and external sources. The internal sources are within the
organization& where every any vacancy occurs& somebody within the organization
is upgraded& promoted and transferred. The external sources are those who are
new entrants to the labour force or some who are retired and experienced persons
such as for security of unemployed persons. Employment of manpower is carried
though a number of private employment agencies or state agencies. The process
of employment involves three stages viz. recruitments& selection and placement.
"t is the determination of the job to which an accepted candidate is to be signed
and his assignment to that job.
9% Ind4!tion and O/ientation
"t means the introduction of an employee to the organization and the job by
giving him all possible information about the organization history& objectives&
philosophy& policies& future development opportunities& products goodwill in the
mar$et and community and by introducing him to other employees with whom
and under when he has to wor$. This program is carried out by the personnel
department. )ere the new entrants are sent to every department to introduce
himself to the staff that department& to get him accustomed to the wor$
environment and providing him an insight of how wor$ is done in that
department.
-% T/aininE and #e0elopment
"t is a complex process and is concerned with increasing the capabilities of
individual and groups so that they may contribute effectively to the attainment of
organizations goals. The term training development and education training is a
process of learning a sequence of programmed behavior. "t is an application of
$nowledge which gives people an awareness of rules and procedures to guide
their behavior and to improve their performance on the current job. *evelopment
is a related process which also brings about growth of the personality& help
potential capacities. Training and development is carried out after assessing the
training needs of an employee.
C% Pe/sonnel Resea/!1
This is carried out by the personnel department which conducts study and survey
onE
Employment turns over <exit interview?
%bsenteeism
3age 4urvey
L% Pe/sonnel )4dEet
This budget is prepared by the personnel department which ta$es into account all
the costs& expenses and profit to be generated in the year.

M% CompilinE S2ill In0ento/y
The personnel department loo$s out the following functionsE
!erformance %ppraisal
+onfirmationG"ncrementG!romotion
aintain personal files of all employees
*ata 1an$ of all employees and individual history sheet.
,% Ind4st/ial Relation
"ndustrial relations refer to the dynamic development concept which not only
unites the complex relation between trade unions and management but also refers
to the general web of relationship. "t poses one of the most delicate and complex
problem to the modern industrial society. -ormally& obtaining between employer
and employee'web much more complex than the labor concept of 0labor capital
conflict2. The concept of "R has been extended to denote the relation of state with
employer& wor$er and their organization. The subject& therefore includes
individual relation and join consultation between employer and wor$er at their
place of wor$& collective relation between employer and their organization and
trade union& a part played by state in regulation these relation.
The function of "R is carried out through the following way in Escorts Y*.
#abor laws are industrial and statutory registers are maintained according to
these laws.
#iaison with labor department and other civic authorities are maintained so as to
carry out different functions relating to industrial peace.
4ubmission of returns under various labour laws.
"mplementation of standing order and +ontract %ct.
=.9ormation of various statutory committees such asE
3or$men +ommittee
+anteen
4afety
57. -egotiation with union
55. *isciplinary !roceeding
5>. %ttending +onciliationG labour court
5@. :rievance handlingG counseling
5B. +onducting wor$men classes.

on

ORGANI6ATIONAL STR7CT7RE OF
HR DI8ISION

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HUMAN RESOURCE POLICIES
)uman resource policies are systems of codified decisions& established by an
organization& to support administrative personnel functions& performance
management& employee relations and resource planning.
Each company has a different set of circumstances& and so develops an individual
set of human resource policies.

P4/poses
HR poli!ies alloD an o/EaniKation to 5e !lea/ Dit1 employees on(
The nature of the organization what they should expect from the company
3hat the company expects of them how policies and procedures wor$ at your
company
3hat is acceptable and unacceptable behaviour the consequences of
unacceptable behaviour The establishment of policies can help an organization
demonstrate that it meets requirements for diversity& ethics and training. "n order
to fire a person it may be necessary to show cause compliant with employment
contracts and collective bargaining agreementsM the establishment of )R !olicies
to document steps in procedures& including displinary procedures& is now
standard.

EMPLOYEE RELATION H SATISFACTION EMPLOYEE RELATION H SATISFACTION
:ood employee relationsN meanO y definition is very simpleE good employee
relations means you create an environment which delivers what people want
today. They want to feel good about who they are& what they do and where they
wor$.
3e should respect each and every employee and have developed our own
standards and systems aimed at enabling individuals to cultivate their talents and
capabilities to the fullest. %lthough individual group company programs&
structures and practices vary to some extent based on local norms& across the
group we see$ to bring out the best in every employee by providing a safe&
healthy and enjoyable wor$place& as well as challenging tas$s and opportunities
for professional enrichment.
Employee Relations involves the body of wor$ concerned with maintaining
employer'employee relationships that contribute to satisfactory productivity&
motivation& and morale. Essentially& Employee Relations is concerned with
preventing and resolving problems involving individuals which arise out of or
affect wor$ situations.
%dvice is provided to supervisors on how to correct poor performance and
employee misconduct. "n such instances& progressive discipline and regulatory
and other requirements must be considered in effecting disciplinary actions and
in resolving employee grievances and appeals. "nformation is provided to
employees to promote a better understanding of management8s goals and policies.
"nformation is also provided to employees to assist them in correcting poor
performance& on or off duty misconduct& andGor to address personal issues that
affect them in the wor$place. Employees are advised about applicable
regulations& legislation& and bargaining agreements. Employees are also advised
about their grievance and appeal rights and discrimination and whistleblower
protections. 3hat does the term NSa!i(+a-!ion9 imply to an employeeO "t implies
nothing else than the feeling of either being contended or non'contended on using a
product.

Em2.o)$$ Sa!i(+a-!ion is a prerequisite for the customer satisfaction.
Enhanced employee satisfaction leads to higher level of employee retention.
% stable and committed wor$force ensures successful $nowledge transfer& sharing& and
creation ''' a $ey to continuous improvement& innovation& and $nowledge'based total
customer satisfaction.
3hen companies are committed with providing high quality products and servicesM
when companies set high wor$ standards for their employeesM and when employees are
empowered through training and development& provided with $nowledge and
information& permitted to ma$e mista$es without punishment& and trustedM they will
experience an increase in their level of satisfaction at wor$.
This level of satisfaction can be enhanced further if teamwor$ and visionary leadership
are introduced.
+ontinuous improvement comes from the efforts of the empowered employees
motivated by visionary leadership. This is supported by the findings that empowerment
and visionary leadership both have significant correlation with employee satisfaction.
Teamwor$ is also supported by the findings. "n addition& the study found significant
correlation between employee satisfaction and employee(s intention to leave.
The success of a corporation depends very much on customer satisfaction. % high
level of customer service leads to customer retention& thus offering growth and profit
opportunities to the organization. There is a strong relationship between customer
satisfaction and employee satisfaction. 4atisfied employees are more li$ely to stay with
company and become committed and have more li$ely to be motivated to provide high
level of customer service& by doing so will also further enhance the employee(s
satisfaction through feeling of achievement. Enhanced employee satisfaction leads to
improved employee retentionM and employee stability ensures the successful
implementation of continuous improvement and customer satisfaction. +ustomer
satisfaction will no doubt lead to corporate success and greater job security. These will
further enhance employee satisfaction. Therefore& employee satisfaction is a prerequisite
for customer satisfaction.
Impo/tan!e o Employee /elation in an o/EaniKation%
The relationship between an employer and its employees is an important factor
in the company8s success. Employers will treat their employees with respect and
visa versa if they all want to succeed and achieve goals. 4ome companies forget
to focus on employee retention and appreciation& and then they lose productivity.
9ind out how you can improve employer and employee relationships and $eep
your team motivated for the long haul.
SAMPLE OF A SUR$EY PROCESS
YAMAHA MOTOR IN#IA P$T% LT#%
EMPLOYEE SATISFACTION AN# RELATION SUR$EY
Employee 4atisfaction / Relation 4urvey is a tool to measure employee performance and
satisfaction and their relation with top management. Employee satisfaction is the
terminology used to describe whether employees are happy and contented and fulfilling
their desires and needs at wor$ and is often measured by anonymous surveys
administered periodically that gauge employee satisfaction in areas such as management
and teamwor$
O)JECTI$E OF THE STU#Y
To evaluate the satisfaction and relation levels of employees at Yamaha.
+omparative %nalysis of the )R !olicies of Yamaha with its competitors.
"ncrease the sense of commitment and loyalty of your employees
4ave company money due to fewer turnovers
"ncrease employee morale.
:ain employee trust.
SCOPE(
Employees from grade = and above
;UI#ELINES
!lease answer with a chec$mar$ where appropriate.
Your specific answers will be completely anonymous& but your views& in
combination with those of others& are extremely important.
3e at Yamaha otor "ndia !vt. #td ensure your anonymity.
#EMO;RAPHICS
A% Yo4/ F4n!tional A/ea
5. %dministration >>. !EG;aizen 4hop
>. %ssembly :roup >@. !ress 3eld / Tool Room
@. +asting !aint >B. !roduct Eng. / *ev. +enter
B. +E, >6. !roduct !lanning and 1rand
anagement
6. +orporate %udit >F. !roduction +ontrol
F. +orporate !lanning >A. !roduction +ontrol'9bd
A. !aint / !lating >D. !roduction *ivision'9bd
D. Export >=. !roduction ,peration
=. Export / 4pare !arts @7. P%
57. 9inal "nspection @5. PE
55. 9inance @>. Puality anagement'9bd
5>. )R @@. R / *
5@. "R / :% @B. R / * Engineering %dmin
5B. #ogistics @6. R / * Experimentation
56. achining @F. R / * !roduction *esign
5F. anufacturing @A. 4ales and ar$eting anagement
5A. ar$eting / 4ales !lanning @D. 4ales anagement
5D. aterial anagement :roup @=. 4ervice& +4 / 4pare !arts
5=. fg *iv 5 B7. 4pare !arts
>7. *ealer *evelopment
anagement B5. 4P%
.% Yo4/ total Do/2 e6pe/ien!e
5'> yrs >'6 yrs 6'A yrs A'57 yrs 57 yrsQ
9% Yo4/ Do/2 e6pe/ien!e at Yama1a%
7'> yrs >'6 yrs 6'A yrs A'57 yrs 57 yrsQ
-% Se6
ale 9emale
$ISION*$ALUE AN# LEA#ERSHIP
S%No <4estion
St/onEly
AE/ee
AE/ee Ne4t/al #isaE/ee
St/onEly
#isaE/ee
5.?
" have a good understanding of Yamaha(s
vision.
>.?
" am familiar with the mission statement
put forth by Yamaha
@.?
" have a good understanding of Yamaha(s
core competencies.
B.?
" have confidence in the leadership of
Yamaha.
4uggestionsG +omments E
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
COMMUNICATION*3NOILE#;E A)OUT COMPANY
S%No <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
The company always ensures immediate
communication of any relevant
information.
>.?
" am informed about the company(s
policies& practices along with the future
business plans and strategies
@.? The internal !R is strong.
B.?
The corporate intranet helps in
communication.
6.?
The senior management in the
organization is easily accessible
F.?
" $now whom to approach whenever "
have any question<s?.
A.?
" feel free to express a critical opinion
about wor$ related issues.
D.?
The communication between the
departments is satisfactory.
=.?
anagement pays careful attention to
employee suggestions.
57.?
" get enough opportunities to interact
with everyone informally& through team
get'togethers& office parties and other
events.
55.?
" am aware of the available training and
development opportunities at Yamaha
5>.?
4eniors leaders are competent at running
the business effectively.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
PERFORMANCE APPRAISAL POLICY
-o <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
" have a clear understanding about
performance standards and norms of
Yamaha.
>.?
The benefits provided are the best as
compared to the industry.
@.?
The organization has well defined
reward and recognition system.
B.?
" get an opportunity to share my
concerns regarding my performance
appraisal.
6.?
The quality and quantity of my wor$ is
evaluated.
F.?
" am given feedbac$ related to my
performance at regular intervals.
A.?
" thin$ that the feedbac$ given on my
performance is useful in identifying the
areas of improvement.
D.?
" believe that the performance system
clearly distinguishes poor& average and
good performers.
=.?
" feel a continuous pressure to improve
my personal and group performance.
57.?
" am rewarded for improving wor$
processes.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
OPPORTUNITIES FOR ;ROITH AN# CAREER PRO;RESS
-o <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
" have a clearly established career path at
Yamaha.
>.?
There is a well defined career
progression policy which helps me
manage my career well
@.?
The identification of training needs is
done on a regular basis at Yamaha.
B.?
" have received the training " need to do
my job efficiently and effectively.
6.?
" am assigned jobsG tas$s that help me
develop my talent.
F.?
Enough :lobal G ,verseas opportunities
are given at Yamaha.
A.?
,pportunities for promotion in Yamaha
are satisfactory.
D.?
9avoritism is not an issue in raises or
promotions.
=.?
" can loo$ forward to a great career at
Yamaha.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
EMPLOYEE )ELON;IN;NESS
-o <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
" feel that the company cares about its
people.
>.? " have job security.
@.?
" am involved in decision ma$ing that
affects my job.
B.?
" am encouraged to develop new and
more efficient ways to do my wor$
6.?
" feel that the organization is doing a
good job of retaining its most talented
people.
F.?
" feel that Yamaha has a good brand
visibility.
A.? " am committed to Yamaha.
D.?
" would recommend others to wor$ for
this company.
=.? " am proud to wor$ for Yamaha.
57.?
" feel motivatedGexcited to come to office
everyday.
55.?
" believe Yamaha is a fran$ and fair
organization.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
IOR3 LIFE )ALANCE
S%No <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
y job does not cause unreasonable
stress in my life.
>.?
" am able to balance wor$ priorities with
my personal life.
@.?
The management is flexible and
understands the importance of balancing
wor$ and personal life.
B.? Yamaha offers me flexible timeG
alternative schedule.
6.?
The physical wor$ing conditions in my
department are satisfactory.
F.?
The time " get to spend with my family G
friends is satisfactory.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
EMPLOYEE IELFARE*)ENEFITS POLICY
S%No <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
The company provides excellent benefits
and welfare facilities for me and my
family.
>.?
" am informed about the welfare benefits
at Yamaha.
@.?
The benefits provided by Yamaha meet
my needs.
B.?
" am aware of the employees benefit
pac$age.
6.?
"8m satisfied with Yamaha(s #eave
policy.
F.?
"8m satisfied with Yamaha(s
+ommunication !olicy.
A.?
The organization provides enough
benefits and facilities to reduce stress at
wor$. <+anteen& 1rea$out area etc.?.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
IOR3 CULTURE
S%No <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
The organization has created an open and
comfortable wor$ environment.
>.?
!roper health and safety measures are
adopted at Yamaha.
@.?
The employees are treated fairly and
equally.
B.?
The organization has a process that
resolves grievances quic$ly.
6.?
The organization is committed to provide
a wor$place& free of sexual harassment&
intimidation or exploitation.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
#EPARTMENTAL
5.?
>.? S%No <4estion
Comple
tely
AE/ee
Completely
#isaE/ee
@.?
y manager encourages me to
participate in training programsG sessions
and company meetings
B.?
y manager encourages me to share my
ideas and opinions and ma$e
constructive use of them
6.?
y manager recognizes the good wor$
done by me.
F.?
y manager $nows and understands the
problems faced by me.
A.?
The degree to which my manager
administers rules and discipline
consistently is satisfactory.
D.?
y manager provides me with regular
feedbac$
=.?
" have confidence and trust in my
manager.
57.? " learn from my manager.
55.?
"n the last three months& my manager has
tal$ed to me about my progress
5>.?
" am involved in decision ma$ing that
affects my job.
5@.?
The processes and procedures here ma$e
it easy to do my wor$ well.
5B.?
Employees share experience to help each
other.
56.?
" am provided with clear instructions and
sufficient facilities regarding new
assignments.
5F.?
y job description matches my job
duties
5A.?
" $now my job requirements and what is
expected of me on a daily basis
5D.?
" have ready access to the information "
need to get my job done.
5=.?
y peers are committed to doing quality
wor$.
>7.?
y relationship with my colleagues is
satisfactory.
>5.?
*iffering views are discussed in my
department while ma$ing decisions.
>>.? " am satisfied with my job at Yamaha.
>@.?
y manager helps me defining my 1,
clearly.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
FUNCTIONIN; ;ROUPS
S%No <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
" am satisfied with the functioning of
:eneral %ffairs *epartment.
" am satisfied with the wor$ing of
9inance *epartment
>.? " am satisfied with the functioning of )R
*epartment
@.?
The )R department is always friendly
and supportive.
B.?
The )R practices are comparable to the
best in the industry
6.?
The )R team treats me with respect and
$eeps my discussion confidential
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
SALES H MAR3ETTIN;
S%No <4estion
Completely
AE/ee
Completely
#isaE/ee
5.?
" have a good understanding of sales
turnover of the company.
>.?
The customer satisfaction is ta$en as one
of the $ey performance attributes at
Yamaha.
@.?
" feel Yamaha has enough brand
visibility.
a.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
b.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
c.? ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
5.? 3hat do you li$e the most about wor$ing for YamahaO
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
''''''''''''''''''''''''''''''''''''''''''''''''''''''''.
>.? 3hat causes you stress at wor$O
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
''''''''''''''''''''''''''''''''''''''''''''''''''''''''.
@.? 3hat could be done to improve teamwor$ and cooperation at YamahaO
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''
'''''''''''''''''''''''''''''''''''''''''''''''''''''''''
Than$s&
+orporate )R
!"+4 RE#%TE* T, 4.RIEY

<9,R ,9 4.RIEY?

)":) 4%T"49%+T",-
4TR,-: RE#%T",-
RE4E%R+) ET),*,#,:Y

,bjectievesE
5. To discover the various expectations that determine the satisfaction level of
employee.
>. To ran$ the factors according to the importance.
@. To measure the level of satisfaction of employees with respect to the company.
Employee Satisa!tion Meas4/ement
Employee satisfaction has been defined as a function of perceived performance and
expectations. "t is a persons( feeling of pleasure or disappointment resulting from
comparing a products( outcome to hisGher expectations.
"f the performance <+ompany 4ervices? falls short of expectations& the
employee is dissatisfied and if it matches the expectations& the employee is satisfied. %
high satisfaction implies more purchaseGuse of the product or service. The process is
however& more complicated then it appears. "t is more important for any organization to
offer high satisfaction& as it reflects high loyalty and it will not lead to switching over
once a better offer comes in.
Tools for trac$ing and measuring customer satisfactionE
5. Com2.ain! and S*00$(!ion S)(!$mE Employee can freely deliver complaints and
suggestions through facilities li$e suggestion box& personal meetings with seniors etc.
>. Lo(! Em2.o)$$ Ana.)(i(E The exit interviews are conducted or employee loss rate
is computed.
@. Em2.o)$$ Sa!i(+a-!ion S*r"$)E !eriodic surveys by use of questionnaire or
telephone calls to random sample of recent buyer help to find out customer satisfaction
and relate to repurchase intention and word of mouth score.Trough this survey process
we come to $now about employee relations with their organization.
Te!1niF4e
To uncover the important attributes which determine the satisfaction level of the
employee with respect to the various services catered by the company& a non'structured
in'depth interview of employee selected by convenience is carried out. Then a list of
attributes is finalized $eeping in mind that an attribute once selected is not repeated on
being encountered for the second time.
S!ale Const/4!tion
,n the basis of attributes which have been identified& a questionnaire is prepared
which is analyzed for two parameters separately i.e. satisfaction and importance.
To each question& there are 6 possible answers out of which one is to be tic$ed. "n
case of component pertaining to satisfaction& the respondent has to give a response in
terms of highly satisfied& very satisfied& satisfied not so satisfied or dissatisfied.
"n case of component pertaining to satisfaction& the respondent has to give a
response in terms of critical& very important& important& not so important and not at all
important. The response for each question in either component of satisfied to dissatisfied
and from critical to not at all important& respectively.
#ata Colle!tion and Analysis
Exhaustive list of all the employee is obtained. % sample size of 67 is chosen to be
representative of the population <nearly 57J?. &ample interval is determined #y dividing
total no. of employee #y the sample size <R>F.@>?.Every tenth individual appearing in the
exhaustive list is then selected. 4amples drawn are used to collect data pertaining to
employees( satisfaction as well as importance towards the 56 attributes listed.
The results are then categorized on the basis of
5. Total Respondents.
>. *epartment wise.
@. 4alary 3ise.
9or each category& the respondents are selected and then averages of satisfaction
and importance are computed for each question respectively. Then the product of
corresponding averages is computed to give the satisfaction index.
The formula computation of satisfaction index isE

4atisfaction "ndex R 4um of %verage 4atisfaction<4? x %verage importance <i?
4um of %verage "mportance <i?

R OSPi
Oi

Ta5le A( TOTAL STREN;TH OF THE EMPLOYEES IN THE COMPANY
#EPARTMENT YAMAHA MOTORS P$T% LT#%
%#E 9E%#E T,T%#
)R / %dministration 56 F >5
%ccounts 56 >7 @6
!ower *ivision >7 57 @7
4ales / ar$eting >77 @7 >@7
4ervice @67 @7 @D7
+ustomer +are 567 577 >67
"T / ER! >7 56 @6
Total AA7 >55 5>@5
4.';% !,3ER 4Y4TE #T* %#E 9E%#E
DA6 BB5
T,T%# 4TRE-:T) 5@5F
4%!#E 4"HE 67
4%!#E "-TERI%# <5>@5G67? R .-%L.
Ta5le .E STREN;TH OF EMPLOYEES OF YAMAHA IN PERCENTA;E
!ercentage of )R / %dministration employee 5.A7
!ercentage of %ccounts *ept. employee >.DB
!ercentage of !ower *ivision employee >.B@
!ercentage of 4ales / ar$eting employee 5D.FD
!ercentage of 4ervice employee @7.DF
!ercentage of +ustomer +are employee >7.@7
!ercentage of "t / ER! employee >.DB

Analysis and Inte/p/etation
ListinE o Impo/tant Att/i54tes
.sing the in depth interview technique& numbers of attributes were determined which
affect the levels of satisfaction of employees with respect to the company.
.: Ran2inE as pe/ Impo/tan!e
Ran$ing is done after analyzing all the attributes for the given sample that which one
has more importance and which one is least important.
9: $a/iation in Satisa!tion
"t includes two different waysE
@.5 4atisfaction level of the total respondents.
@.> *epartment wise analysis of satisfaction level.
@.@ 4alary wise analysis of satisfaction level.
-oteE The satisfaction scale ranges from a score of 6 for S)ighly 4atisfied( to a score of 5
for S*issatisfied(. S"mportance( scale ranges from a score of 6 for critically important to a
score of 5 for not at all important.
TA)LE A( SATISFACTION IN#EP FOR THE EMPLOYEES IN
YAMAHA
4.-o Puestions %verage
4atisfaction
%verage
"mportance
4xi
<4? <i?
5 3or$ing Environment >.7F @.BB A.7DF
> +onvenient 3or$ #ocation 5.FD B.BD A.6>F
@ Recognition for the wor$ done >.= @.A> 57.A=
B 9riendly wor$ing environment >.AF @.= 57.AF
6 ,pportunities for flexible wor$ing >.BB B.7B =.D6D
F 3or$ing in dynamic organization >.6B @.AD =.F75
A 3or$ing in reputed organization >.>B B.7F =.7=B
D "nteresting and Enjoyable 3or$ >.77 @.5> F.>B
= 3or$ that gives a sense of achievement >.B7 @.5B A.6@F
57 3or$ing with young people 5.DF B.> A.D5>
55 Cob security @.77 @.AD 55.@B
5> ,pportunities for personal development >.=D @.AB 55.56
5@ ,pportunities for !romotionGcareer !rospects >.DB @.D 55.7>
5B 9air payment for the wor$ done 5.AF @.@B 6.DAD
56 :ood !olicies @.5F @.>B 57.>B
S4m 66.AD 5@6.=@5

R OSPi R 5@6.=@5 R >.B@F
Oi 66.AD

9igure 5
SATISFACTION IN#EP FOR THE EMPLOYEES
0
2
4
6
8
10
12
14
16
18
20
Sxi
Average Importance
Average Satisfaction
ListinE o Impo/tant Att/i54tes
5. 3or$ing Environment.
>. +onvenient 3or$ #ocation.
@. Recognition for the 3or$ *one.
B. 9riendly 3or$ing Environment.
6. ,pportunities for 9lexible 3or$ing.
F. 3or$ing in a S*ynamic( ,rganization.
A. 3or$ing in a Reputed ,rganization.
D. "nteresting / Enjoyable 3or$.
=. 3or$ that gives a sense of %chievement.
57. 3or$ing with Young !eople.
55. Cob 4ecurity.
5>. ,pportunities for !ersonal *evelopment.
5@. ,pportunities for !romotionG+areer !rospects.
5B. 9air !ayment for the 3or$ *one.
56. :ood !olicies.
Ran2inE as pe/ Impo/tan!e
%fter analyzing all the attributes for the given sample& it was found that %ork 2ocation is
+ritically important to all employees <" R B.BD? followed by working with young people <"
R B.>7? working in reputed organization <" R B.7F? and other attributes which are very
important are opportunities for flexi#le working <" R B.7B? 3riendly working environment
<" R @.=7? followed by opportunities for promotion & career prospects <" R @.D7?.
%orking in 4ynamic organization and 5o# &ecurity with same is also important <" R AD?
followed by opportunities for personal development <" R AB? and recognition for the work
done <" R @.A>?.
%ttributes li$e working environment <" R @.BB? and fair salary are also more important
followed by -ood policies <" R @.>B? which are critically important. %ork that gives a
sense of achievement <" R @.5B? and interesting & en6oya#le work <" R @.5>? are also
equally important.
$a/iation in Satisa!tion
Sa!i(+a-!ion .$"$. o+ !o!a. r$(2ond$n!(
The 4atisfaction "ndex for the total respondents is for the total respondents ' >.B@F <Table
5 and 9igure 5? which indicates that the employees are relatively satisfied with the
various services being catered by the company as against their importance. "t can be
attributed to the fact that the company caters to the various needs of the employees and it
tries to provide the more important needed services li$e ,pportunities for promotions&
9air 4alary and :ood +ompany !olicies as and when needed.
D$2ar!m$n! %i($ ana.)(i( o+ (a!i(+a-!ion .$"$.
%nalysis of Table > T D and a glance of 9igures > T D reveal that employees of %ccounts
*ept. are most satisfied < 4atisfaction "ndex R >.D>6? followed by employees of !ower
*ivision < 4atisfaction "ndex R >.D>>? and the employees of +ustomer +are *ept.
< 4atisfaction "ndex R >.FFF?.
The 4atisfaction level of )R / %dm. *ept. is also good <4atisfaction "ndex R >.FFB?
followed by 4ales / ar$eting *ept. <4atisfaction "ndex R >.@=7? and Employees of
4ervice *ept. <4atisfaction "ndex R >.@@6? and "T / ER! *ept. <4atisfaction "ndex R
>.57F?.
TA)LE .E SATISFACTION IN#EP FOR THE EMPLOYEES OF
HR H A#MINISTRATION #EPARTMENT
4.-o. Puestions %verage
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment @.AF B.77 56.7B
> +onvenient 3or$ #ocation @.77 >.A6 D.>6
@ Recognition for the wor$ done >.A6 @ D.>6
B 9riendly wor$ing environment 5.D7 >.FB B.A6>
6 ,pportunities for flexible wor$ing >.77 5.D@ @.FF
F 3or$ing in dynamic organization 5.B6 @.>6 B.A5>
A 3or$ing in reputed organization >.56 5.=7 B.7D6
D "nteresting and Enjoyable 3or$ 5.== @.AD A.6>>
= 3or$ that gives a sense of achievement @.5F @.>B 57.>@D
57 3or$ing with young people @.>7 B.5> 5@.5DB
55 Cob security >.DB @.D7 57.A=>
5> ,pportunities for personal
development
>.6B @.AD =.F75
5@ ,pportunities for !romotionGcareer
!rospects
B.57 >.56 D.D56
5B 9air payment for the wor$ done 5.76 @.DB B.7@>
56 :ood !olicies B.@F >.FA 55.FB5
S4m BF.A6 5>B.6AB

OSPi R 5>B.6AB R >.FFB
Ui BF.A6

FI;URE .( SATISFACTION IN#EP FOR THE EMPLOYEES OF
HR H A#MINISTRATION #EPARTMENT
0
5
10
15
20
25
Sxi
Average Importance
TA)LE 9E SATISFACTION IN#EP FOR THE EMPLOYEES OF ACCOUNTS
#EPARTMENT
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment >.B7 @.77 A.>7
> +onvenient 3or$ #ocation 5.5= >.67 >.=A6
@ Recognition for the wor$ done @.F= 5.77 @.F=
B 9riendly wor$ing environment >.=7 B.>7 5>.5D
6 ,pportunities for flexible wor$ing @.@@ B.56 5@.D5=
F 3or$ing in dynamic organization 5.67 5.=A >.=66
A 3or$ing in reputed organization B.B6 >.DA 5>.AA5
D "nteresting and Enjoyable 3or$ @.>@ B.7> 5>.=DB
= 3or$ that gives a sense of achievement >.6= 5.AF B.66D
57 3or$ing with young people 5.BD @.A= 6.F7=
55 Cob security B.@= @.6A 56.FA>
5> ,pportunities for personal development @.67 B.5= 5B.FF6
!rospects
>.>6 B.F= 57.66>
5B 9air payment for the wor$ done >.76 @.@7 F.AF6
56 :ood !olicies @.57 >.=7 D.==
S4m BA.=5 5@6.@D6

R OSPi Q 5@6.@D6 R >.D>6
Oi BA.=5
FI;URE 9( SATISFACTION IN#EP FOR THE EMPLOYEES OF
ACCOUNTS #EPARTMENT
0
2
4
6
8
10
12
14
16
18
Average Importance
Sxi
TA)LE -( SATISFACTION IN#EP FOR THE EMPLOYEES OF POIER
#I$ISION
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment @.6D B.>6 56.>5
> +onvenient 3or$ #ocation 5.67 >.@6 @.6>
@ Recognition for the wor$ done @.>7 5.6= 6.7D
B 9riendly wor$ing environment 5.@= 5.@D 5.=5
6 ,pportunities for flexible wor$ing >.BF B.7@ =.=5
F 3or$ing in dynamic organization B.F> @.>A 56.57
A 3or$ing in reputed organization @.77 5.>D @.DB
D "nteresting and Enjoyable 3or$ 5.@D @.D5 6.>6
= 3or$ that gives a sense of achievement >.D6 B.5= 55.=B
57 3or$ing with young people 5.55 >.6= >.DA
55 Cob security @.FA 5.=D A.>F
5> ,pportunities for personal development 5.>= @.7D @.=A
!rospects
>.DA 5.AD 6.57
5B 9air payment for the wor$ done @.B7 B.B6 56.5@
56 :ood !olicies B.>6 B.AD >7.@5
S4m BB.D5 5>F.BA

R OSPi Q 5>F.BA@
Oi BB.D5
FI;URE -( SATISFACTION IN#EP FOR THE EMPLOYEES OF
POIER #I$ISION
0
5
10
15
20
25
Average Importance
Sxi
TA)LE C( SATISFACTION IN#EP FOR THE EMPLOYEES OF SALES H
MAR3ETIN; #EPARTMENT
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment 5.AF= @.B>@ F.76
> +onvenient 3or$ #ocation >.AF= @.6AA =.=7
@ Recognition for the wor$ done >.=>@ @.F56 57.6F
B 9riendly wor$ing environment @.777 @.D7D 55.B>
6 ,pportunities for flexible wor$ing >.B>@ @.6AA D.FF
F 3or$ing in dynamic organization 5.=F> B.>@5 D.@7
A 3or$ing in reputed organization >.@7D >.DD6 F.F6
D "nteresting and Enjoyable 3or$ >.@BF B.7AA =.6F
= 3or$ that gives a sense of achievement @.556 @.7AA =.6D
57 3or$ing with young people >.BF> @.=F> =.A6
55 Cob security 5.A@5 @.BF> 6.==
5> ,pportunities for personal development >.777 @.B>@ F.DB
!rospects
>.F56 @.=>@ 57.>6
5B 9air payment for the wor$ done 5.=>@ @.DD6 A.BA
56 :ood !olicies >.6AA @.F56 =.@5
S4m 6B.6B 5@7.@6

R OSPi Q 5@7.@6= R >.@=7
Oi 6B.6B
FI;URE C( SATISFACTION IN#EP FOR THE EMPLOYEES OF SALES H
MAR3ETIN; #EPARTMENT
0
2
4
6
8
10
12
14
16
18
20
Sxi
Average Importance
SATISFACTION IN#EP FOR THE EMPLOYEES OF SER$ICE #EPARTMENT
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment >.>6 @.B5 A.FD
> +onvenient 3or$ #ocation 5.FF B.6D A.F@
@ Recognition for the wor$ done @.5F B.7D 5>.=@
B 9riendly wor$ing environment >.D@ B.5F 55.D5
6 ,pportunities for flexible wor$ing >.6 B.@@ 57.D@
F 3or$ing in dynamic organization >.6 B.77 57.77
A 3or$ing in reputed organization >.5F B.5F =.7>
D "nteresting and Enjoyable 3or$ 5.D@ @.@@ F.55
= 3or$ that gives a sense of achievement >.6 @.7D A.A7
57 3or$ing with young people >.@@ @.>6 A.6D
55 Cob security >.B5 B.>6 57.>A
5> ,pportunities for personal development >.5F B.B5 =.6F
!rospects
5.B5 B.5F 6.=7
5B 9air payment for the wor$ done >.>6 B.5F =.@A
56 :ood !olicies @.7D B.77 5>.@@
S4m 6=.B5 5@D.A

R OSPi Q 5@D.AAB R >.@@6
Oi 6=.B5A
FI;URE L( SATISFACTION IN#EP FOR THE EMPLOYEES OF
SER$ICE #EPARTMENT
0
5
10
15
20
25
Sxi
Average Importance
TA)LE ME SATISFACTION IN#EP FOR THE EMPLOYEES OF CUSTOMER
CARE #EPARTMENT
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment 5.A6 @.A6 F.6F
> +onvenient 3or$ #ocation 5.A6 B.A6 D.@5
@ Recognition for the wor$ done @.77 @.67 57.67
B 9riendly wor$ing environment >.A6 B.67 5>.@D
6 ,pportunities for flexible wor$ing >.A6 B.>6 55.F=
F 3or$ing in dynamic organization 5.6 @.6 6.>6
A 3or$ing in reputed organization >.6 @.A6 =.@A
D "nteresting and Enjoyable 3or$ @.>6 @.A6 5>.5=
= 3or$ that gives a sense of achievement B.A6 B.77 5=.77
57 3or$ing with young people >.6 B.6 55.>6
55 Cob security @.77 @.77 =.77
5> ,pportunities for personal development 5.D6 @.>7 6.=>
!rospects
5.6 @.6 6.>6
5B 9air payment for the wor$ done B.7 @.=7 56.F7
56 :ood !olicies @.7 B.7 5>.7
S4m 6A.D6 56B.>D

R OSPi Q 56B.>D5 R >.FFF
Oi 6A.D6
FI;URE M( SATISFACTION IN#EP FOR THE EMPLOYEES OF
CUSTOMER CARE #EPARTMENT
0
5
10
15
20
25
30
Sxi
Average Importance
TA)LE ,E SATISFACTION IN#EP FOR THE EMPLOYEES OF IT H ERP
#EPARTMENT
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment >.77 @.@A F.A6
> +onvenient 3or$ #ocation 5.>6 B.6 6.F>
@ Recognition for the wor$ done >.DA6 @.A6 57.AD
B 9riendly wor$ing environment >.6 @.A6 =.@A
6 ,pportunities for flexible wor$ing >.77 @.A6 A.67
F 3or$ing in dynamic organization >.5> @.A6 A.=F
A 3or$ing in reputed organization 5.6 @.@A 6.7F
D "nteresting and Enjoyable 3or$ >.A6 @.F> =.=F
= 3or$ that gives a sense of achievement 5.A6 B.>6 A.B@
57 3or$ing with young people @.77 @.77 =.77
55 Cob security >.@A @.>6 A.A5=
5> ,pportunities for personal development >.5> @.DA D.>@
!rospects
5.DA @.DA A.>F
5B 9air payment for the wor$ done >.5> @.67 A.B@
56 :ood !olicies 5.A6 @.DA F.AD
S4m 66.6 55F.=7

R OSPi Q 55F.=7F R >.57F
Oi 66.6
FI;URE ,E SATISFACTION IN#EP FOR THE EMPLOYEES OF IT H ERP
#EPARTMENT

0
2
4
6
8
10
12
14
16
18
20
Sxi
Average Importance
TA)LE BE SATISFACTION IN#EP FOR THE EMPLOYEES OF INCOME
;ROUP A 8 less t1an eF4al to MC@+++ p%a:
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment >.7A @.BF A.5A
> +onvenient 3or$ #ocation 5.FB B.BF A.@@
@ Recognition for the wor$ done @.5A @.5A 55.D5
B 9riendly wor$ing environment 5.D> >.57 @.=>
6 ,pportunities for flexible wor$ing >.7A @.77 F.>5
F 3or$ing in dynamic organization >.A6 5.AD B.=5
A 3or$ing in reputed organization >.>> >.77 B.B6
D "nteresting and Enjoyable 3or$ >.A5 @.67 =.67
= 3or$ that gives a sense of achievement 5.D6 >.56 @.==
57 3or$ing with young people 5.A5 @.>5 6.65
55 Cob security @.7@ @.@6 57.5=
5> ,pportunities for personal development 5.F@ 5.AD >.=>
5@ ,pportunities for !romotionGcareer @.6@ B.>D 56.5F
!rospects
5B 9air payment for the wor$ done >.FB B.77 57.6A
56 :ood !olicies >.AA @.=F 55.75
S4m BF.>6 55B.FA

R OSPi Q 55B.FA= R >.BA=
Oi BF.>65
FI;URE BE SATISFACTION IN#EP FOR THE EMPLOYEES OF INCOME
;ROUP A 8less t1an eF4al to MC@+++ p%a:

0
2
4
6
8
10
12
14
16
Average Importance
Sxi
TA)LE A+E SATISFACTION IN#EP FOR THE EMPLOYEES OF INCOME
;ROUP ) 8 MC@+++ = C@++@+++ p%a:
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment >.57 @.B5 A.5D
> +onvenient 3or$ #ocation 5.DF B.BD D.@B
@ Recognition for the wor$ done >.=@ @.6D 57.65
B 9riendly wor$ing environment >.F6 @.DF 57.>6
6 ,pportunities for flexible wor$ing >.@B B.7@ =.BF
F 3or$ing in dynamic organization >.5A @.5A F.DD
A 3or$ing in reputed organization >.6D @.7F A.=@
D "nteresting and Enjoyable 3or$ @.67 @.77 57.67
= 3or$ that gives a sense of achievement 5.A6 >.B= F.D=
57 3or$ing with young people @.6= @.5= A.=@
55 Cob security @.B7 B.5> 5B.75
5> ,pportunities for personal development >.A> @.=F 57.D7
5@ ,pportunities for !romotionGcareer >.BB @.65 D.F7
!rospects
5B 9air payment for the wor$ done >.@5 @.66 D.>7
56 :ood !olicies @.== @.D= 56.66
S4m 6@.@6 5B@.7=

R OSPi Q 5B@.7=> R >.FD>
Oi 6@.@65
FI;URE A+E SATISFACTION IN#EP FOR THE EMPLOYEES OF INCOME
;ROUP ) 8MC@+++ = C@++@+++ p%a:
0
2
4
6
8
10
12
14
16
18
Average Importance
Sxi
TA)LE AAE SATISFACTION IN#EP FOR THE EMPLOYEES OF INCOME
;ROUP C 8 mo/e t1an C@++@+++ p%a:
4atisfaction
<4?
%verage
"mportance
<i?
4xi
5 3or$ing Environment >.77 @.B5 F.D>
> +onvenient 3or$ #ocation 5.@6 B.BA F.7B
@ Recognition for the wor$ done >.=B @.=B 55.6=
B 9riendly wor$ing environment >.DD @.D> 55.7>
6 ,pportunities for flexible wor$ing >.6> B.77 57.5>
F 3or$ing in dynamic organization 5.DD @.77 6.FB
A 3or$ing in reputed organization 5.BA @.=B 6.A=
D "nteresting and Enjoyable 3or$ >.55 @.77 F.@6
= 3or$ that gives a sense of achievement >.D> @.>@ =.5@
57 3or$ing with young people @.55 @.A7 55.66
55 Cob security @.== @.6> 5B.57
5> ,pportunities for personal development 5.6> @.>@ B.=B
!rospects
@.A> B.57 56.>D
5B 9air payment for the wor$ done B.77 B.@6 5A.B7
56 :ood !olicies @.== B.77 56.==
S4m 66.AB 565.D>

R OSPi Q 565.D>@ R >.A>@
Oi 66.ABB
FI;URE AAE SATISFACTION IN#EP FOR THE EMPLOYEES OF INCOME
;ROUP C 8mo/e t1an C@++@+++ p%a:
0
2
4
6
8
10
12
14
16
18
20
Average Importance
Sxi
Sa.ar) %i($ ana.)(i( o+ Sa!i(+a-!ion L$"$.
Tables and 9igures = T 55 indicates that employees pertaining to +ategory S+( <income
group <more than 6& 77&777? are the most satisfied <4atisfaction "ndex R >.A>? followed
by the employees of category S1( <income group A6&777 T 6& 77&777M 4atisfaction "ndex R
>.FD? and the employees of category S%( <income group less than A6&777M 4atisfaction
"ndex R >.BA? are least satisfied.

CONCLUSION
Research shows that satisfied& motivated employees will create higher customer
satisfaction and in turn positively influence organizational performance. +onvenient wor$
location& wor$ing with young people& opportunities for promotion and career prospects&
fair salary& good policies& job security and dynamic wor$ing environment are few
attributes which are critically important from the view point of most of the employees.
Employees have an overall satisfaction index of >.B@ which indicates that the
employees are relatively satisfied with the various services being catered by the company
as against their important.
"t seems that employees of %ccounts *epartment. are nearly as satisfied as !ower
*ivision& +ustomer +are& )uman Resources / %dministration& 4ervice *epartment&
however "T / ER! *epartment are most dissatisfied.
Employees falling in S+( category of the income group
<Rs.6& 77&777 and more p.a.? are the most satisfied than the other categories of income.
T1e/eo/e a !omp/e1ensi0e Employee Satisa!tion p/o!ess !an 5e a 2ey to a mo/e
moti0ated and loyal Do/2o/!e leadinE to in!/eased !4stome/ satisa!tion@ to
imp/o0e t1ei/ /elation Dit1 t1e o/EaniKation and o0e/all p/oita5ility o/ t1e
o/EaniKation%
)R !R%+T"4E4 T, "!R,IE E!#,YEE RE#%T",-4
/ T, "-+RE%4E T)E"R 4%T"49%+T",- #EIE#

HR p/a!ti!es D1i!1 !an 1elp to imp/o0e employee /elation H in!/ase t1ei/
satisa!tion le0el (
4afe& )ealthy %nd )appy 3or$place
,pen 1oo$ anagement 4tyle
!erformance #in$ed 1onuses
@F7'*egree !erformance anagement 9eedbac$ 4ystem
9air Evaluation 4ystem 9or Employees
;nowledge 4haring
)ighlight !erformers
,pen )ouse *iscussions %nd 9eedbac$ echanisms
Reward +eremonies
*elight Employees 3ith The .nexpected
+reate % Ethical 3or$ !lace
%void isunderstandings 3ith Employees
Reward 4taff !erformance
!ayrollG1enefits
)iring Employees
!romoting Respect for )uman Rights
)ealth and 4afety
Environmental Education and *evelopment
*eparting Employees
;eeping Employees
Training Employees
anaging Employees
)R !lanning
Resolution process
A )/ie dis!4ssion a5o4t t1e a5o0e is Ei0en 5eloD >>>>>>>>
Sae@ Healt1y and Happy Io/2pla!e
+reating a safe& healthy and happy wor$place will ensure that your employees
feel homely and stay with your organization for a very long time. +apture their
pulse through employee surveys.
Open )oo2 ManaEement Style
4haring information about contracts& sales& new clients& management objectives&
company policies& employee personal data etc. ensures that the employees are as
enthusiastic about the business as the management. Through this open boo$
process you can gradually create a culture of participative management and ignite
the creative endeavor of your wor$ force.. "t involves ma$ing people an
interested party to your strategic decisions& thus aligning them to your business
objectives. 1e as open as you can. "t helps in building trust / motivates
employees. Employee self service portal& anager on'line etc. are the tools
available today to the management to practice this style.
Pe/o/man!e lin2ed )on4ses
!aying out bonuses or having any $ind of variable compensation plan can be
both an incentive and disillusionment& based on how it is administered and
communicated. 1onus must be designed in such a way that people understand
that there is no payout unless the company hits a certain level of profitability.
%dditional criteria could be the team8s success and the individual8s performance.
-ever pay out bonus without measuring performance& unless it is a statutory
obligation.
!erformance bonuses can be given to an employee for his Gher good performance
only and a good employer help his subordinate to improve their performance in
this way'
%n employee8s poor job performance can be improved with a simple meeting ' if it is
done with professionalism and sensitivity.
P/epa/inE o/ t1e Con0e/sation
StepA
3rite down specific concerns about the employee8s performance. "nclude time&
date& and what was done or not done to your satisfaction.
Step.
Review this employee8s performance relative to his job description. +hec$ that
your assessment is fair and accurate.
Step9
a$e sure that the employee has been adequately trained and that he understands
his job description.
Step-
1e honest with yourself ' have you contributed in any way to this employee8s
difficultiesO "f so& what can you do differently to improve the situationO
StepC
*etermine whether this has been a problem employee from the beginning& or if
this is a troubled employee who has had good wor$ performance in the past.
StepL
*ecide whether you want to help turn this employee around& or start the
disciplinary process for firing him.
StepM
Read your company8s written personnel policy procedures and be sure to follow
company policies& if applicable.
Step,
+onsult with your supervisor or a )uman Resources representative before
counseling any employee on a disciplinary manner.
T1e Con0e/sation Dit1 t1e Employee
StepA
4chedule a time that will allow for an uninterrupted conversation of at least 5G>
hour in a private place.
Step.
"f appropriate& give the employee ample warning about the meeting and the topic.
Step9
.se a calm tone of voice and $eep judgmental language out of the conversation.
NYou are not meeting our expected quotaN is more tactful than NYou are lazy.N
Step-
Explain your concerns clearly and discuss ways the employee can improve. %s$
for his suggestions.
StepC
%llow the employee a period of time to correct the behavior and let him $now
you will be meeting to assess the employee8s progress.
StepL
%s$ the employee to give you his opinion& and listen to it. "f the employee has
valid excuses& and points out how others or the organization may be at fault&
respond with empathy and concern.
StepM
)ave the employee sign paperwor$ ' a plan of attac$ for improvement& or just a
recap of the conversation ' that indicates he understands the conversation& even if
he doesn8t agree with your opinion
ReDa/d Sta Pe/o/man!e
ost employees love recognition for a job well done. )ere8s how to give some
praise and per$s that won8t be too draining on your budget.
Inst/4!tions
StepA
a$e your employees feel valued by praising them and having other managers
praise them.
Step.
+reate a treasure chest containing items with logos& such as letter openers& mugs&
T'shirts and so on. :ive it to an employee who8s gone the extra mile.
Step9
Reward good behavior on'site& so the good wor$ is recognized throughout the
company. Even a bunch of helium balloons will do it.
Step-
%s$ employees for suggestions ' via e'mail ' if you8re having a wor$'related
problem.
StepC
+reate a family album or photo gallery of employees& including name and hire
date. This helps employees identify each other and gives you a place to note
accomplishments.
StepL
a$e company benefits more accessible. "f your company reimburses tuition&
have administrators from local colleges come to your company so staffers can
find out about various programs without having to ma$e an extra trip.
StepM
1ring in representatives from your benefit providers on evenings or over the
wee$end& so spouses as well as employees can as$
9L+ #eE/ee Pe/o/man!e ManaEement Feed5a!2 System
This system& which solicits feedbac$ from seniors <including the boss?& peers and
subordinates has been increasingly embraced as the best of all available methods
for collecting performance feedbac$. :one are the days of wor$ing hard to
impress only one person& now the opinions of all matter& especially if you are in a
leadership role <at any level?. Every person in the team is responsible for giving
relevant& positive and constructive feedbac$. 4uch systems also help in
identifying leaders for higher level positions in the organization. 4enior managers
could use this feed bac$ for self development.
Fai/ E0al4ation System o/ Employees
*evelop an evaluation system that clearly lin$s individual performance to
corporate business goals and priorities. Each employee should have well defined
reporting relationships. 4elf rating as a part of evaluation process empowers
employees. Evaluation becomes fairer if it is based on the records of periodic
counseling / achievements of the employee& trac$ed over the year. 9or higher
objectivity& besides the immediate boss& each employee should be screened by the
next higher level <often called a Reviewer?. +ross ' functional feedbac$& if
obtained by the immediate boss from another manager <for whom this employee8s
wor$ is also important?& will add to the fairness of the system. Relative ratings of
all subordinates reporting to the same manager is another tool for fairness of
evaluation. -ormalization of evaluation is yet another dimension of improving
fairness.
3noDledEe S1a/inE
%dopt a systematic approach to ensure that $nowledge management supports
strategy. 4tore $nowledge in databases to provide greater access to information
posted either by the company or the employees on the $nowledge portals of the
company. 3hen an employee returns after attending any competencies or s$ills
development program& sharing essential $nowledge with others could be made
mandatory. "nnovative ideas<implemented at the wor$ place? are good to be
posted on these $nowledge sharing platforms. )owever& what to store / how to
maintain a ;nowledge base requires deep thin$ing to avoid clutter. 4haring
$nowledge develop the understanding and relation among the employee.
HiE1liE1t pe/o/me/s
+reate profiles of top performers and ma$e these visible though company
intranet& display boards etc. "t will encourage others to put in their best& thereby
creating a competitive environment within the company. "f a systems approach is
followed to shortlist high performers& you can surely avoid disgruntlements.
Open 1o4se dis!4ssions and eed5a!2 me!1anism
"deas rule the world. :reat organizations recognize& nurture and execute great
ideas. Employees are the biggest source of ideas. The only thing that can stop
great ideas flooding your organization is the lac$ of an appropriate mechanism to
capture ideas. ,pen house discussions& employee'management meets& suggestion
boxes and ideas capture tools such as +ritical "ncidents diaries are the building
bloc$s that can help the anagers to identify / develop talent.

ReDa/d Ce/emonies
erely recognizing talent does not wor$& you need to couple it with ceremonies
where recognition is broadcast. #oo$ing at the *ollar +hec$ is often less
significant than listening to the thunderous applause by colleagues in a public
forum.
#eliE1t Employees Dit1 t1e Une6pe!ted
The last but not least way is to occasionally delight your employees with
unexpected things that may come in the form of a reward& a gift or a well'done
certificate. Reward not only the top performers but also a few others who are in
need of motivation to exhibit their potential.
Pay/oll*)eneits
,rganizations are beginning to understand that pay should no longer be
considered only in terms of specific jobs and current financial results.
+ompensation must inextricably be tied to people& their performance& and the
organizational vision and values that their performance supports. "t isn(t that the
traditional pay strategies '' programs that wor$ed so well for so long '' suddenly
turned on us. 3hat shifted were organizational values& wor$ cultures& and
business strategies. %lthough they have been largely overloo$ed& dramatic
changes in the organizational rules have frequently rendered traditional
compensation strategies ineffective.
C/eate an Et1i!al Io/2pla!e
"t(s not just the right thing to doM it(s also the legal thing to do. You can help your
company on both fronts by ta$ing some $ey stepsE
Esta5lis1 a Code o Et1i!sE "t sounds li$e a daunting tas$ to some& but a code of
ethics puts your company& your employees& and your clients on the same page so
everyone $nows what to expect.
#e0elop t1e CodeE #oo$ at who you are as a company& and how you approach
your business. 3rite it down. %s$ employees for their input. #oo$ at what other
companies have done. %fter you have a draft in place& print it up and have
everyone loo$ at it. +an everyone live up to the promiseO
P/omote t1e CodeE ,nce you have the code in place& ma$e an event of it. .nveil
the final version at a staff meeting. !lace the code prominently throughout the
company. %s$ employees to sign an agreement to follow the code. a$e it part of
your company(s culture.
Re0ieD t1e Code( 1usinesses changeM and in time& so may your code. Review it
annually to ma$e sure it(s still a good fit.
A0oid Mis4nde/standinEs Dit1 Employees
+lear and open communications are the $ey to avoiding strife& confusion and
resentment in the wor$place.
Inst/4!tions
StepA
#et employees $now in advance about anything your company is doing that may
affect them. "f& for example& your company plans to change insurance carriers& let
employees $now this so they can schedule accordingly.
Step.
:et input from employees about changes in benefits that will affect them. This
will ma$e them feel you are listening to their concerns.
Step9
#et people $now about any changes that relate to their departmental budgets '
such as paychec$ deductions or increases in production costs ' months ahead of
time& if possible& so they can plan for it.
Step-
a$e sure all policies and procedures are written down.
StepC
Enforce policies& such as vacation and benefits policies& equally and fairly across
the board.
StepL
!ost job openings if you promote from within. a$e job descriptions and
qualifications clear so would'be applicants $now exactly what8s required.
StepM
%void creating a laundry list of don8ts in your policy manual. This patronizes
your employees. "nstead& give them positive guidelines.
TIMELY HIRIN;
You $now that hiring the right person is essential to the success of your business.
9or effective and efficient hiring& you(ll want to ta$e $ey steps to ensure your
company gets the wor$ers it need
I% *evelop a )iring 4trategy
II% atch your strategy to your company
III% *etermine what you(re loo$ing for in a candidate
I$% *evelop a 1udget
You(ll have to considerE
A: +ost
.: Time constraints
9: %vailability of qualified applicants
Timely hiring is a $ey issue in public sector human resource management. %s the
supply of available wor$ers continues to decline& the battle for talent will become
even more intense. Therefore& public agencies must develop approaches to
quic$ly hire well'qualified people. 4o that they can understand company
environment as soon as possible and maintain employee relation of organization.
P/omotinE Respe!t o/ H4man RiE1ts
3e promote respect for human rights ' a $ey element of our +ode of +onduct '
through various employee education initiatives& including a mandatory online
course for all 9ujitsu #imited employees. *edicated help'line service is also
available for any employees wishing to report related issues or problems.
Healt1 and Saety
Extensive activities are underta$en at every plant and office location to prevent
wor$place accidents and ensure a safe and healthy wor$ environment. "n
addition& a broad range of support is provided to help employees maintain
physically and mentally healthy lifestyles& including health education& counseling
and other services.
En0i/onmental Ed4!ation and #e0elopment
Reflecting the special emphasis we place on environmental protection& we carry
out a variety of employee education initiatives aimed at promoting awareness of
environmental issues. This applies not only to manufacturing and product'related
personnel but to all employees& including sales& software and services staff. %t
9ujitsu #imited and principal group companies in Capan& this includes dedicated
environmental literacy programs for new employees and new managers.
,verseas as well& numerous group companies have introduced environmental
education programs for their employees. "n addition& employees participate in
various environmental outreach activities& such as community clean'up days and
reforestation programs. 3e have also launched an annual Environmental
+ontribution %wards& which recognizes outstanding employee contributions to
advancing environmental efforts in our operational activities& as well as an annual
Environmental Iolunteer +ontest& which honors employees( environmental
promotion efforts.
A!!ept t1ese employee /elations !an 5e imp/o0e 5y t1ese p/a!ti!es>
I% % common e'mail "* should be issue for a department at which all
employee can register their complain / suggestion without enclose their
identity.
II% D T 57 members team should be made for conflict management of
employees in which all members selected by employees only.
III% 9ormal meetings should be conducted once or twice in a month in which
unbiased communication of superior / subordinate ta$es place.
I$% 4eminar should be held in the favour of employee(s rights.
$% Employee Recognition !rogram should be conduct ' ,nce each year&
employees who have reached a milestone anniversary of employment <57
years& 56 years& >7 years etc.? invited to celebrate the occasion.
CONCLUSION
4uper achievers don(t waste time in unproductive thoughts& esoteric thoughts or
catastrophic thoughts. They thin$ constructively and they $now that their level of
thin$ing determines their success.
4uccess is the progressive realization of a worthy goal.
" don(t $now the $ey to success& but the $ey to failure is trying to please
everybody.
4uccess and happiness go hand in hand. 4uccess is getting what u want and
happiness wants what u get.
Every success story is also a story of great failure.
*estiny is not a matter of chance& it is a matter of choiceM it is not a thing to be
waited for& it is a thing to be achieved.
)ealth& happiness and success depend upon the fighting spirit of each person.
The big thing is not what happens to us in life& but what we do about what
happens to us.
4ome qualities that ma$e a person successful are E
*esire
+ommitment
Responsibility
+haracter
!ositive 1elieving
)ard wor$
3hatever the mind of man can conceive and believe& the mind can achieve
Try not to become success but rather try to become a man of value.
The quality of a person is life in direct proportion to their commitment to
excellence &regardless of their chosen field of endeavor
" li$e to wor$ half a day.
)i5lioE/ap1y
y supporting persons for this summer project are my projects guide r.Ceevan
sharma& iss %rchana Ierma& rs. 4urbhi *ixit / all other ).R department and
employee of Y".
3ebsites& 1oo$s and fact sheet of companies.
Ie5 Ree/en!e
www.google.com
www.Y%%)%.+,."-
www.+"TE hr.com
)oo2 Ree/en!es
).%- RE4,.R+E %-%:EE-TE
%4)3%T)%!!%
!ER4,--E# %-%:EE-T E .
E,R"%
).%- RE#%T",-4/ "-*.4TR"%# RE#%T",-4E
-"R%# 4"-:)

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SUMMER INTERNSHIP PROJECT REPORT

ANALYSIS OF Employee Relation and satisa!tion"

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