Main Dacument

1
HUMAN RESOURCES MANAGEMENT
1. INTRODUCTION:
Human resources management is primarily concern with the people management. It Is a

crucial subsystem in the process of management. The success or of the organization not
only depends on the material, machines and equipment but also on the personnel who
put in their best efforts for efficient performance of the job.
Human resources management is the management of employees skills, knowledge,

talents aptitudes, creative abilities etc.
DEFINITION:
Human resources can be thought of as the total knowledge, talents aptitudes, creative
abilities of an organization work force as well as the value, attitude and beliefs of the
individuals involve.
-LEONC.MEGGINSON.
Personnel management effectively describes the process of planning and directing the
application development and utilization of human resources in employment.
-DALE YODER
Personnel management is the process of attracting, holding, motivating, and people

involving all managers, line and staff
-DUNN & STEPHEN

DEFINITION OF MOTIVATION:
Motivation has been variously defined by scholars. Usually one or more of
these words are included inn the definition: desires, wants, aims, goals, drives, movies
and incentives. Motivation is derived from the Latin word Move on which means to
move.
Human motives are internalized goals within individuals. A motive is an inner
state that energies activates, or moves and directs or channels behavior towards goals.
NEED OF THE STUDY:
A common place that we see the need to apply motivation is in the work place. In the
work force, we can see motivation play a key role in leadership success. A person
unable to grasp motivation and apply it, will not become or stay a leader. It is critical
that anyone seeking to lead or motivate understand "Howletts Hierarchy of Work
Motivators."
Salary, benefits, working conditions, supervision, policy, safety, security, affiliation,
and relationships are all externally motivated needs. These are the first three levels of
"Howletts Hierarchy" When these needs are achieved; the person moves up to level
four and then five. However, if levels one through three are not met, the person
becomes dissatisfied with their job. When satisfaction is not found, the person becomes
less productive and eventually quits or is fired. Achievement, advancement,
recognition, growth, responsibility, and job nature are internal motivators. These are the
last two levels of "Howletts Hierarchy." They occur when the person motivates
themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see
productivity increase. Understanding the definition of motivation, and then applying it,
is one of the most prevalent challenges facing employers and supervisors. Companies
often spend thousands of dollars each year hiring outside firms just to give motivation
seminars.
Scope of the study
The study in confined and relevant only to Heritage Foods (India) Limited
(HFIL) applicable to any organization.
The study covers recruitment training and development in Heritage Foods

(India) Limited (HFIL) it solutions at various levels of employees.
The study assists the management in determining the decision regarding the
performance of the employee.
OBJECTIVES OF THE STUDY:

1. To find out the present motivation level of the employees in Heritage Foods
(India) Limited (HFIL).
2. To find out the blockages for the motivation in Heritage Foods (India) Limited
(HFIL).
3. To suggest measures for improvement of the motivation;
4. To study the hygienic and motivational content factors.
Research Methodology:
(Both Primary source of data and Secondary source of data)
Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.
Secondary Source: Journals Magazines and articles from prominent newspapers.

Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff
.The questionnaire is administered to 100 Officers and Supervisory staff and 100
Managerial staff (The questionnaire has been administered to Managerial staff at
Heritage Foods (India) Limited (HFIL).The questionnaire has been sent through E
mail to all these staff and the replies were also received through e mail)
Limitations of the study:

There are certain limitations of the concept of empowerment.
It may be cost
consuming in selecting personnel, training costs and labor costs may be high, it may
result in slower or inconsistent services and poor use of the technique of empowerment.
At the outset, Managers must also accept the fact that not all employees want to
be empowered. Many workers just work better in jobs that are clearly defined and
closely supervised. Once both employees and managers have received proper training,
the next step is go give employees control of the resources needed to make the
improvements in their job and work processes.
By giving employees information, resources and training and by following with

measurements and reinforcement, Human Resources can create an empowered
environment. But Empowerment should be continuous process like quality
improvement and it is like a race without a finish line.
CHAPTER-II
REVIEW OF LITERATURE
2. INTRODUCTION
Human beings are a resource to an organization. Like another resource they
represent an investment whose development and utilization require proper managing.
There is a fundamental trust the people are organizations most important assets.
Performance results from the interaction of physical, financial and human

resource. The first two are inanimate; they are translated into productivity only when
human element is introduced. In dealing with employees, however an intangible factor
of will, violence or freedom of choice is introduced , and workers can increase or
decrease their productivity as they choose. This human quality gives rise to need for
motivation.
Motivation is one of the most important factors affecting human behavior.
Motivation not only affects other factors like perception and Learning but also affect
the total performance of an individual in organizational setting. This is the reason why
managers attach great importance to motivation in an organization.
At one time, employees were considered just another input into the production
of goods and services. What perhaps changed this way of thinking about employees
was reached, referred to as the Hawthorne studies, conducted by Elton Mayo from 1924
to 1932(Dickson, 1973). This study found employees are not motivated solely by
money and employee behavior is linked to their attitudes (Dickson, 1973)
The Hawthorne studies began the human relations approach to management,
where by the needs and motivations of employees become the primary focus of
managers (Bedeian, 1993).
2.1 MEANING OF MOTIVATION:

Motivation has been variously defined by scholars. Usually one or more of
these words are included inn the definition: desires, wants, aims, goals, drives, movies
and incentives. Motivation is derived from the Latin word Move on which means to
move.
Human motives are internalized goals within individuals. A motive is an inner
state that energies activates, or moves and directs or channels behavior towards goals.
2.1.1 DEFINITION:
1. Motivation is the complex forces starting and keeping a person at work in the
organization.
2. Motivation is the various drives within or environmental forces surrounding

individual that stimulate or attract them in a specific manner.
3. Motivation is the art of understanding motives satisfying them to direct and sustain
behavior to wards the accomplishment of organization goals.
4. Motivation is the process of operating organizational conditions which will impel

employees of any emotion or desire operation ones will and prompting or driving at it
to action.
Motivation consists of the three interaction and interdependent elements of needs,

drives and goals.
Needs: These are the deficient, and create whenever there is a physiological or
psychological imbalance.
Drive or motives: These are set to alleviate needs. These are action oriented and
provide an energizing thrust toward goal accomplishment. They are the very heart of
the motivation process.
Goal: Goals are any thing which will alleviate a need and reduce a drive.
2.2 CHARACTERISTICS OF MOTIVATION:
1. Higher efficiency:- A good motivation system releases the immense talents,

abilities of employees. It converts ability to work.
2. Low absenteeism and turnover:-Motivation leads to job satisfaction and high

morale due to which lab our unrest, labor absenteeism turnover are reduced.
3. Human relations:-A high level results in harmonious relations between employer

and employees.
4. Facilitates change:-Effective motivation help to over come resistance to change

and negative attitudes on the part of employees.
2.3 NATURE OF MOTIVATION:

Following are some of the characteristics of motivation derive from the definitions
given by various authors.
1. Based on motives:-Motivation is base on individuals motive which are internal to
individual. These motives are in the form of feeling that the individual lacks some
thing.
2. Goal directed behavior:-Motivation Leads to goal directed behavior. A goal
directed behavior is one which satisfied the causes for which behavior takes place.
Motivation has pro found influence on human behavior.
3. Related to satisfaction:-Motivation is related to satisfaction. Satisfaction is refers to
the contentment experiences of an individual which we derives out of needs
fulfillment.
4. Complex process:-Motivation is a complex process; complexity emerges because
of the nature if needs a types of behavior that need attempted to satisfied those needs.
2.4 TYPES OF NEEDS:
There are many needs which an individual may have and there are various ways in
Which may be classified? Needs may be natural, biological phenomenon in an
individual or these may develop over the period of time through learning. Thus, need
may be grouped into 3 categories:
1. Primary need
2. Secondary need
3. General needs
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1) Primary needs: These are also known as physiological, biological, basic, or unclear
needs. These needs are common in human beings through their intensity differs.
2) Secondary needs: As contrast to primary needs, these are not natural but are learned
by the individual through experience and interaction. Emergency of these needs
depends in learning.
3) General needs: Through a separate classification for general needs is not always
given, such a category seems necessary because there are a number of needs which lie
in the grey area between the primary and secondary needs. In fact, there are certain
needs such as need for competence, curiosity, manipulation, affection, etc.
2.5 TYPES OF MOTIVATION:

There are 2 types of motivation. They are
1. Positive motivation
2. Negative motivation
Positive motivation is a process of attempting to influence others to do your will
through the possibility of gain or reward. Incentive motivation is the pull
mechanism.
Negative motivation or fear motivation is based force or fear. Fear causes person to
act in a certain way because they are afraid of the consequences if they dont Fear
motivation is the push mechanism.
The objective of motivation is to create condition in which people are willingly to
work with zeal, initiative, interest and enthusiasm, with a high personal and group.
Moral satisfaction with a sense of responsibility, loyalty and discipline and with
pride and confidence in a most cohesive manner so that the goal of an organization
are achieved effectively.
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2.6 EMPLOYEE MOTIVATION IN THE WORK PLACE:

The job of a manager in the workplace is to get things done through employees. To
do this the manager should be able to motive employees. To understand motivation
one must understand human nature itself.
Human nature can be very simple, yet very complex too. An understanding and
appreciation of this is a prerequisite of effective employee motivation in the
workplace and therefore effective management and leadership
Motivation is the key to performance improvement:
Performance is considered to be a functional improvement:
Job performance =f(ability) (motivation)
Ability in turn depends on education, experience and training and its improvement
is a slow and long process. On the other hand it can be improved quickly. As a
guidelines, there are broadly 7 strategies for motivation.
Positive reinforcement
Effective discipline and punishment
Treating people fairly
Satisfying employee needs
Setting work related goals
Restructuring job
Based rewards on job performance
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2.7 BASIC PRINCIPLES TO REMEMBER BY MANAGER FOR MOTIVATING

EMPLOYEES:
1. Motivating employees starts with motivating yourself
2. always work to align goals of the organization with goals of employees
3. Key to support the motivation of your employees is understanding what
motivates each of them.
4. Recognize that supporting employees motivation is a process, not a task
5. Support employees policies by using motivation by organization systems.
Worker motivation must also be viewed from 2 perspectives:

1. Inner drives
2. Outer (external) motivators.
A persons inner drives push and propel him/her towards an employer, a particular job,
career, line of study, or other activity. The outer(external)motivators are the mirror
image the employer or outside world offers in response to the inner drives. In order to
attract the cream of the crop of available workers, same as in his/her dealings with
customers, the employer not only tries to satisfy these basic needs individual workers
have.
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MOST WORKERS NEED TO:
1. Earn wages that will enable them to pay for basic necessities and additional
luxuries such as the purchase of a home, or travel
2. save for and enjoy old age security benefits
3. Have medical and other insurance coverage
4. acquire friends at work
5. win recognition
6. Be acknowledge and rewarded for special efforts and contributions
7. Be able to advance in life and career-wise
8. Have opportunities for self-development
9. Improve their skills, knowledge, and know-how
10. Realize their ideal(s)
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THE EMPLOYER RESPONDS TO THOSE NEEDS BY OFFERING AND

PROVIDING:
1. Employment
2. Adequate pay
3. Assistance to workers for their special needs(such as child care arrangements,
transportation, flexible work schedule).
4. Job security
5. Clear company policies
6. Clear and organized work procedures
7. A safe work environment
8. Medical coverage and other benefits
9. An atmosphere of team work and cooperation
10. Social activities
11. Reward and recognition programs
12. Open lines of communication programs
13. Systematic feedback
14. Motivation programs
15. Opportunities for promotion
16. Company/business information
17. Information on customer feedback
18. Sharing of company goals and objectives
19. Information on the market situation and industry
20. Future expectations
."
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CHAPTER-III
INDUSTRIAL PROFILE
&
COMPANY PROFILE
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Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of
Parliament, to meet the growing demand of a personal mode of transport
caused by the lack of an efficient public transport system.
Maruti Udyog is Indias leading maker of automobiles. Through a
partnership with Suzuki, the company makes models such as the Alto, Gypsy,
and Zen. In addition to domestic sales, Maruti also exports its Alto model to
many European markets. The companys three-plant manufacturing complex
near New Delhi has an annual capacity of about 3.5 million cars per year.
Maruti Udyog enjoys about a 50% share of its domestic market. To help
maintain its share of the market, the company is building a new plant near its
existing plants in Gurgaon about 25 miles from New Delhi.
Suzuki Motor Company was chosen from seven prospective partners
worldwide. This was due not only to their undisputed leadership in small cars
but also to their commitment to actively bring to MUL contemporary
technology and Japanese management practices (which had catapulted Japan
over USA to the status of the top auto manufacturing country in the world).
A license and a Joint venture agreement were signed between Govt. of
India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in
Oct 1982.
The objectives of MUL then were:
Modernization of the Indian Automobile Industry.
Production of fuel-efficient vehicles to conserve scarce resources.
Production of large number of motor vehicles which was necessary for
economic growth.
Maruti is Indias largest automobile company. The company, a joint
venture with Suzuki of Japan Has been a success story like no other in the
annals of Indian Automobile Industry.
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SUZUKI PARTNERING MARUTI FOR LEADERSHIP

Suzukis world leadership in compact cars.
Large seller of compact cars worldwide 23 million Suzuki has been

the market leader in the Japanese compact car segment for 19 consecutive
years.
General Motors has sought expertise in small car technologies from

Suzuki through strategic alliance since the 1980s and has recently
increased its equity stakes in Suzuki to 20 %
Suzuki has also launched cars like the Vitara, Wagon R Wide, carry
and other such models which have further contributed to Suzukis image as
one of the most imaginative designers for functional compact vehicles.
The company has seen cumulative sales overseas in excess of 10

million cars.
Suzuki motor
Corporation sells its product in 170 countries
For a concise yet comprehensive look at what Maruti has meant at the
industry.
When we entered
Success
Evolution and adaptability
Network
Technology trans
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WHEN WE ENTERED:
When Maruti entered the Indian car market, there were two major players in
the market. One is h8industan motors and other was fiat. it sought to fill what
it perceived as two very glaring needs one, to provide fuel efficient, low cost
vehicles, which are reliable and of high quality. To offers customers good
vehicles and better sales services which satisfies their needs. Total automobile
value and customer satisfaction, these objectives shaped out policies and our
approach to quality.
Additionally, the absence of efficient public transportation system was
leading to a growing demand for passenger car.
A bargaining work force and growing middle class population meant
that personal transport had become a necessity. To attract good managerial
talent, they corporate world had started to offer cars even to junior executives.
Since the car that Maruti manufactured were mainly entry level cars the
company successfully fulfilled the demand in the market.
SUCCESS:
The first class rolled out for sale on 14th December 1983(the customers went
into production in a record 13 months) marking the beginning of a revolution
in the Indian automobile industry.
The Indian car market had stagnated at a volume of 30,000 to 40,000cars a year
for the decade ending 1983.in 1983, this figure reached a number of 1, and
96,820.marutis figures are a different story all together. We reached a total
production of one million vehicles in March 1994, becoming the first Indian
company to cross this milestone. We crossed the million marks in 1997.
For the year ended 1997-98 Maruti had posted a turnover of us dollars
2.1billion and a profit before tax of us dollars 244 million. during the year
Maruti produced 350000 vehicles, out of which 26000 were exported. Maruti
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has played profits in every year since inception, and has been paying dividends
for the last 10years.
Through the Maruti has provided world class contemporary Japanese
technology, suitably adapted to Indian conditions and Indian car users. we
have also provided users with a range of cars to suit different needs.
Marutis market share figures show the response of customers in 1997-98, our
market share of vehicles was over 70%.in addition to leading in the economy
car segment, Maruti is also the leader in the luxury car segments with a market
share of 38%.
With many international automobile majors setting up base in Indian, we
expert intense competition in the coming years. We however welcome the
transistor from a sellers market to a buyers market. In this environment only
those firms will survive, which have strong supplier base a wide spread sales
and after sales network and are able to offer a large number of quality variants
at reasonable prices.
EVOLUTION AND ADAPTABILITY:
Marutis story in a changing economic scenario has been as follows. The success
of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987
and further to 50% in 1992.As a result, Maruti changed from being a Govt.co.to
a Non-Govt.co.
On February 24th 1981 Govt. of India incorporates Maruti Udyog limited
as a 100% public limited co. on October 21982 license agreement and joint
venture agreement signed with Suzuki. In 1983 the maruti800 launched
bringing about the first major revolution in the Indian car market.
From 1984 onwards, for more than half a decade, the car industry had to
deal with certain factors. Excise duty was marked by a steady rise across 1984 to
1991 (15%$ in 1984, 42% in 1989, 52.5% in 1990&66% in 1991). Despite a
considerably weaker rupee the import duty on car components that has also
risen from 40% to 75%. All this lead to sharp increase in customer price and a
consequent fall in the overall demand for passengers cars. Marutis growth
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continued despite rising tax levels and the low accorded to car production. With
the introduction of liberalization from July1991, the Govt. realized the high
growth potential of the passenger car market. It took note of the contributions
of this segment in promoting employment, technological up gradation of
industry and contribution to Govt. revenue. Policy changes took place
accordingly.
Marutis excellent performance in the post liberalization milieu is in
keeping with the earlier trend set by it. Maruti has kept place with the times, to
continue providing its customer products of high quality. Today, our strong
dealer and service network consists of 335 sales outlets, 1986 service centers
across 1053 cities as on 31-10-2007.
Maruti Udyog limited rolls out one car every 43 seconds. With more than
I new product launched every year and 4 new products was launched in 2000,
since 1981 Maruti has consistently delivered high quality products to Indian
customers, more than 30 lakh people in India are proud to own and drive
Maruti cars. Tried, tested & trusted, proven
On Indian roads, it is customer oriented and responsive to every need & budget.
PRODUCTION/R&D
Spread over a sprawling 297 acres with 3 fully integrated production facilities,
the Maruti Udyog plant has already rolled out over 4.3 million vehicles. In fact,
on an average, just 14 hours to make a car. More importsntly, with an incredible
range of 11 models available in 50 variants, theres a Maruti Suzuki made here
to fit every car buyers budget dream.
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MARUTI SALES IN FEBRUARY 2008:

New Delhi, February 1, 2008: Car market leader Maruti Udyog Limited sold
48,526 units in the domestic market in January 2008. This is a growth of 7.1
percent over January 2007.
In all, the company sold 50,109 units, including 1,583 units of
exports, during January 2008. The companys volume in the domestic A2
segment grew by 21.2 per cent compared to January 2007. As published in
Overdrive Magazine dated 15th March 2008.
THE QUALITY ADVANTAGE:
Maruti Suzuki owners experience fewer problems with their vehicles
than any other car manufacturer in India (J.D. Power IQS Study 2004). The
Alto was chosen No. 1 in the premium compact car segment and the Esteem in
the entry level mid-size car segment across 9 parameters.
The J.D. Power APEAL Study 2004 proclaimed the Wagon R no. 1 in the
premium compact car segment and the Esteem No. 1 in the entry level mid
size car segment. This study measures owner in terms on design, content,
layout and performance of vehicles across 8 parameters.
A Buying Experience like No Other
Maruti Suzuki has a sales network of 307 state-of the art showrooms
across 189 cities, with a workforce of over 6000 trained sales pertsommel to
guide our customers in finding the right car. Our high sales and customer care
standards led us to achieve the No.1 nameplate in the J.D. Power SSI Study
2004.
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Quality Service across 1036 Cities

In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7
parameters: least problems experienced with vehicle serviced, highest service
quality, best in-service experience, best service delivery, best service advisor
experience, most user-friendly service and best service initiation experience.
92% of Maruti Suzuki owners feel that work gets done right the first time during
service. The J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki
owners would probably recommend the same make of vehicle.
One Stop Shop
At Maruti Suzuki, you will find all your car-related needs met under one roof.
Whether it is easy finance, insurance, fleet management services, exchangeMaruti Suzuki is set to provide single-window solutions for all your car related
needs.
The Low Cost Maintenance Advantage
The acquisition cost is unfortunately not the only cost you face when buying a
car. Although a car may be affordable to buy, it may not necessarily e affordable
to maintain, as some of its regularly used spare parts may; be priced quit
steeply. No to so in the case of a Maruti Suzuki. It is in the economy segment
that the affordability of sapres inn most competitive and it is here where Maruti
Suzuki shines.
Lowest Cost of Ownership

The highest satisfaction ratings with regard to cost of ownership among all
model are all Maruti Suzuki vehicles: Zen, Wagon R, swift, Esteem, Maruti 800,
Alto and Omni We are proud to have the lowest cost of operation/km ( among
petrol vehicles ) the top 5 models are all Maruti Suzuki Models> Maruti 800.
Alto, Zen, Omni and Wagon R.
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TECHNOLOGICAL ADVANTAGE:
We have introduced the superior 16*4 Hypertech engines across the entire
Maruti Suzuki range. This new technology harnesses the power of a brainy 16bit computer to a fuel efficient 4-valve engine to create optimum engine
delivery. This means every Maruti Suzuki owner gets the ideal combination of
power and performance from his car.
Our other innovation has been the introduction of Electronic Power
Steering (EPS) in select models. This results in better and greater
maneuverability. In other words, our cars have become even more pleasurable
to drive.
SUZUKI COMPACT CAR TECHNOLOGY:
All Maruti vehicles are the produce of Suzukis worldwide leadership in
compact car technology. A technology that has fine-tuned the art of maximizing
the minimum of providing compact cars with sufficient interior space,
performing and durability. This is an expression of phenomenon engineer
strength that has taken the lead in designing an entirely new category of
worldwide.
HIGH VALUE AND LOW MAINTENANCE:

All Maruti cars are packed with value added features. They are
engineered to give maximum fuel efficiency, and require very little
maintenance, so what you get a superior quality at the right price.
RELIABLE QUALITY:
With growing customer base of over 2 million people it goes without
saying that Maruti synonymous with reliability. It is also a car company that
constantly upgrades its product to with your changing needs, with the changing
times.
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Marutis quality policy revolves around:
ISO
Kaizen
The approach to quality at Maruti is in tune with Japanese practice.

Build it into the product
In 1993, Maruti passed the conformity of production (COP) Audit,

conducted by A V Belgium.
In May 1995 obtained ISO 9002 certification the only one in India and the
fourth Asian car manufacturer to receive this certification.
ISO 9002 includes the quality assurance introduction, installation,

marketing and sales as well as after sales service.
Kaizen is a series of small improvements on a continuous basis requiring

negligible investments.
Employees are encouraged to make suggestions and this activity has led
to cost savings of Rs.785 million last year.
Quality circles are formed to collectively generate suggestions for

improvements.
NETWORK:
Maruti has transformed the concept of after sales sales service I the
Indian automobile industry. We are committed to making sure that our
relationship with the customer does not end with the purchase of the vehicle.
Maruti has built up an extensive network of showrooms, dealers workshops and
authorized service stations to ensure that no matter where you go, you are
never far away from a Maruti authorized station.
Maruti has believed that quality and productivity are not merely functions
processing the best equipment our partners, Suzuki agree with us that an
effective transfer of manufacturing technology cannot consist merely of
drawings computer print outs or sending senior management members to
Japan.
Accordingly, we have concentrated on training and motivating the
people who operate and maintain this equipment ours services supervisors and
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engineers are send to Japan on a continuous basis for a six month period. Till
date over 20% of our employees out of a total strength of 4975 have benefited
form this agreement. As a result, the transfer of technology form Suzuki has
been an smooth process. By February 1990 itself, a local contained of above 90%
was reached from the Maruti 800.
ABOUT DEALERS:
Maruti believes that its relationship with the customer doesnt end with
the purchase of a car, from its inception. Maruti was committed to providing an
excellent network that would facilitate consumer vehicle, accessing spare parts,
and getting their vehitrategic alliance since the 1980s and has recently
increased its equity stake in Suzuki to 20%. Suzuki has launched cars like the
Vitara, WagonR Wide, carry and other such models, which have further
contributed to Suzukis image as one of the most imaginative designers for
functional compact vehicles. The company has seen cumulative sales overseas
in excess of 10 million cars. Suzuki Motor Corporation ells its product in 170
countries. For a concise yet comprehensive look.
COMPREHENSIVE LOOK:
At what Maruti has meant Indian automobile company that can promise its
customer a wide range of cars to suit a host of different lifestyles.
MISSION AND VISION:
Today, Maruti is Indias largest Automobile Company. This fact was achieved
by the missionary zeal of our employees across the lime and the farsighted
vision for our management.
THE COMPANY MISSION
To provide a wide range of modern high quality of fuel-efficient vehicles in
order to meet the need of different customers both I domestic and export
markets.
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THE COMPANY VISION:

We must be an internationally competitive company in terms of
our products and services.

We must retain our leadership in India and should also aspire to be
among the global players.

Focus On:
Buildings continuously improving organization adaptable to quick

changes.
Providing value and satisfaction it the customer.
Aligning and fully involving all our employees, suppliers and

dealers to face competition.
COMMINMENT TO SOCIETY:
Launched omni Cabs with CNG, launches free pollution control drives.
Promotes safety on the roads thorough ads issued in public interest. Interceptor
vehicles have been sponsored along with equipment it the Traffic department,
Is responsible for promotion of employment has tied up with over 350 domestic
vendors IDTR-A unique concept.
CARE FOR THE ADVANTAGE:
Engine exhaust system designed to minimize emission. Recyclable material has
been used for most metal body parts including the dashboard, bumper, front
grill side molding & trims.
Asbestos- free materials have been adopted for the brake pads.
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THE MARUTI ADVANTAGE:

Japanese Technology.
Suzuki world leader in compact car segment.
Indias largest auto company.
Indias largest sales service and support network.
35,000+ trained service personnel.
State of the art 3T Technology-(Tried, Tested and Trusted).
Product range-every need and every budget. Value for money.
Each one of you.
FINANCE OPTION:
Finance for vehicles
1995 Maruti countrywide set up by the association of GE capital, the
worlds sargest non banking financial services, HDFC and MUL.
Logo comprises three rings, which denotes the case of these 3 giants.
Shares the cultures of its parents.
Setup with the objectives of offering innovative finance schemes.
MCW operational in over 22 locations across the country.
Have over 46 DSAs and representatives in 50 dealerships.
SCHEMES
Margin money product: 85% of asset financed for a period of 1-5 years,
Repayment by post dated cheques (EMIs).
Advance EMI product: 100% of the asset with a number of EMIs taken
in advance.
Security deposit is taken from the customer and the full value of assets in
found. At the end of five years the security deposit with interest is
refunded tithe customers.
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Green channel: individuals with select credit cards are given loans
without asking for income documents.
Easy access: Where the amount of EMI increases with the disposable
income of the customer.
Citicorp Maruti: Joint bonds with city banks to help finance not only but
also second hand cars too. The first to finance second hand cars.
Benefits:
1. Widest range of flexible financing options.
2. Attractive interest rates without hidden cost.
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PRODUCT PROFILE
Maruti has brought to this country fuel efficient car in all segments, i.e., small
cars, mid-size cars, luxury cars and multi utility vehicles.
The various products of Maruti cars are:
Maruti : GRAND VITARA
A car that adventures the sports at a stretch

Overall length, width and height (mm)-4470,1810,1695
Fuel tank 66lts, 4-cylinder in-line, turbo charged & Accelerator
control is Drive by wire
16-value multi point fuel injection engine
SSBS(sure stop breaking system)
5-speed gear box, VIS(variable induction system)
Brakes: Front Disc, suspension, Anti-lock braking system
Dual front airbags
Environment friendly dual AC & Personalized AC vents for 2nd &3rd
row seats
Electric adjustable outside mirrors
30
MARUTI SX4: This is the bestselling car. It has the caption over
Performance, Styling, Technology, Safety and Luxury.
Maruti SX4

4 cylinder, in-line, 16v DOHC
SEFI fuel system
Kerb weight 1200 kg
5-speed gear box
Turning radius 5.3 m
Independent suspension with gas filled McPherson struts suspension
& anti-roll bar
Brakes- Ventilated discs
Twin jewel effect headlamps
Air conditioning with cabin air re-circulation facility
Child safety rear door locks
50L fuel capacity
31
MARUTI RITZ: A CAR CAPTION IS LIVE THE MOMENT.
New
Maruti
RITZ
Model variants: Maruti Ritz comes in three Petrol variants includeing

Lxi, Vxi and Zxi. The two diesel variants including Ldi and Vdi.
Length: 3715mm
Width: 1680 mm
Height: 1620 mm
Wheelbase: 2360 mm
Ground clearance: 170 mm
Turning circle radius: 4.7 meters
Kerb weight: Lxi (1005 kgs); Vxi (1015 kgs); Zxi (1030 kgs); Ldi
(1100 kgs); Vdi (1110 kgs).
Seating capacity: 5
Fuel tank capacity: 43 litres
32
Brakes: Maruti Ritz comes with ventilated discs on its front wheels
and drum discs on rear wheels. Tyres: The Zxi variant supports
185/70 R 14 size. On the other hand, all the other variants run on
165/80 R 14.
Colors:Firebrick red, bakers chocolate, blue
blaze, silky silver, racing green, glistering grey, midnight black.
MARUTI A-STAR: A CAR CAPTION IS STOP AT NOTHING.
NEW Maruti A-STAR
Over all length ,width and height mm-3500,1600,1490.

3-cylinder line.
35 liter fuel tank capacity.
Gross vehicle weight is 1320 kgs.
Kb-series engine type.
998cc engine capacity.
33
5-persons seating capacity.

Front ventilated discs, rear drums brakes.
5 speed manual gear box.
Day/night inside rear view mirror.
MARUTI ESTEEM: A family car with different look. The caption is

welcome to the BIG world
NEW Maruti Esteem

4 cylinder in-line, 16-v DOHC
40 L fuel tank capacity
SEFI fuel system
Engine control is Electronic control module(ECM)
5-speed manual gear box
McPherson struts suspension
Tubeless tyres
Luxurious avocado interiors-two tone: grey and beige
34
Engine type is petrol engine, 4 stroke cycle, all aluminium water

cooled SOHC
Laden weight is 1315 kg
Headlamps on warning: in case you forget to switch it off
Day / night inside rear view mirror
MARUTI WAGONR: A car for smarter race.
Maruti NEW WAGONR

CHANGE TO A POSITIVE OUT LOOK

4 Cylinder in line, FC Engine, 8-V SOHC,
Electronic Power Steering(EPS)
Maximum torque Nm is 84@3500 rpm
5-Speed gear box, Manual (Lx, Lxi, Vxi)
35
Sporty body colored bumpers

Day-night inside rear view mirror
Internally adjustable outside mirrors
35L fuel capacity
Sporty bumper with fog lamps
MARUTI SWIFT: YOURE THE FUEL,"ONE SOUL.TWO HEARTS".
Maruti SWIFT
Overall length, width and height (mm)-3695,1690,1530.

4-cylinder, 16-valves, in this petrol & diesel available
5-Speed manual
36
Maximum torque 113Nm@4500rpm in petrol,190Nm@2000rpm in

diesel
Fuel type/system: Gas engine/Sequential electronic fuel
injected
Brakes rear-drums, in front ventilated discs

Fuel tank capacity 43litres
Maximum speed 160 kmph
Engine capacity in petrol 1298cc, in diesel 1248cc
Steering in Rack & pinion, power assisted.
MARUTI ZEN ESTILO:A car caption is SHAPE YOUR WORLD
Maruti ZEN ESTILO
Overall length, width and height (mm) 3495,1495,1595

37
4-Cylinder, engine capacity 1061cc

5 speed manual
Maximum torque (Nm/rpm) 84/3500
Fuel tank capacity 35lt
Front brake ventilated disc, rear brake drum
Electronic power steering system (EPS)
Gross vehicle weight 1275 kg
MARUTI ALTO: A Car caption is New ALTO lets go.
Maruti New ALTO lets go

38
3-cylinder, engine control 32 bit computer

Engine type FC engine, 4 valves per cylinder MPFI
Swept volume 796cc
Maximum power 47 bhp@6200 rpm
Maximum torque 62 Nm@3000 rpm
Seating capacity 5 persons
5 speed, all synchromesh, manual
Gross vehicle weight is 1165 kg
MARUTI 800: A car is very simple and safety & good look also.
Maruti 800 change your life

Fuel tank capacity 28 liters
39
3-cyilender, 4 stroke cycle, water cooled SOHC(IC2V)

Steering rack & pinion
Suspension front McPherson strut & coil spring
Rear coil spring with gas filled shock absorbers
Brakes front disc, rear drum
Laden weight 1000 kg
Maximum torque 59 Nm @ 2500 rpm
Engine capacity 796cc
INDUSTRY PROFILE
INTRODUCTION
AUTOMOBILE INDUSTRY:
The Indian auto ancillary industry has come a long way since it had its
small beginnings in the 1940s. If the evolution of the industry is traced in India,
it can be classified into three distinct phases namely: Period prior to the entry
of Maruti Udhyog Ltd, Period after the entry of Maruti Udhyog Ltd and Period
post Liberalization. The period prior to the entry of Maruti Udhyog Ltd was
characterized by small number of auto majors like Hindustan Motors, Premier
Automobiles, Telco, Bajaj, Mahindra and Mahindra, low technology and
assured
business
for
most
of
the
40
auto-component-manufacturers.
The entry of Maruti in the 1980s marked the beginning of the second
phase of the industry. The autoancillary industry in the country really showed a
spurt in growth during this period. This period witnessed the emergence of a
new generation of auto ancillary manufacturers who were required to meet the
stringent quality standards of Marutis Korean collaborator Suzuki of Japan.
The good performance of Maruti resulted in an upswing for the domestic auto
ancillary industry. It was during this period that auto components from India
began
to
be
exported.
The entry of foreign automobile manufacturers ranging from Mercedes

Benz, Ford, and General Motors to Daewoo following the government
liberalizing the foreign investment limits saw the beginning of the third phase
of the evolution of the industry. The auto ancillary industry witnessed huge
capacity expansions and modernization initiatives in the post liberalization
period. Technological collaborations and equity
Partnerships with world leaders in auto components became a common affair.

However, the global automobile majors soon realized the folly of their
estimations in India. The market did not seem to be as big as it appeared to be.
Hence, sales targets went awry. The tough competitive scenario saw a lot of
consolidation in the industry and it still continues unabated.
41
Indian Auto Industry - Market Overview
The industry has grown at a CAGR of 14% p.a over the last 5 years,
with sales of 9 million vehicles in 2009-10
With the potential to emerge as one of the largest in the world. Presently,
India is
1. 2nd largest two wheeler market in the world
2. 4th largest commercial vehicle market in the world
3. 11th largest passenger car in the world and is expected to be the 7th
largest market by 2016
The industry has emerged as a key contributor to the Indian economy
42
Vehicle sales in India in 2009 - 10 ( in mil)
1
0.36
Cars
CVs
Two wheelers
Three Wheelers
7.05
0.35
1.14
Size of around
US$ 34 billion
in 2006
Indian Automobile IndustryRecent Trends

The Indian automotive industry has flourished like never before in the
recent years. This extra-ordinary growth that the Indian automotive industry
has witnessed is a result of a two major factors namely, the improvement in the
living standards of the middle class, and an increase in their-disposableincomes.
Moreover, the liberalization steps, such as, relaxation of the foreign
exchange and equity regulations, reduction of tariffs on imports, and refining
the banking policies, initiated by the Government of India, have played an
equally important role in bringing the Indian Automotive industry to great
43
heights. It is estimated that the sale of passenger cars have tripled compared to
their sale in the last five years. Thus, the sale of cars has reached a figure of 1
million users and is expected to increase further. It's also to be noted that the
demand for luxurious models, SUVs, and mini-cars for family owners, have
shot up, largely due to increase in the consumer's buying-capacity.
The increased demand for Indian automobiles has resulted in a large
number of multi-national auto companies, especially from Japan, U. S. A., and
Europe, entering the Indian market and working in collaboration with the
Indian firms. Also, the institutionalization of automobile finance has further
paved the way to sustain a long-term high growth for the industry.
Automotive Industry: India Strategic Market Profile
Vehicle Exports from India

600000
60
500000
50
400000
40
Exports(2006-2007)
Units
Growth rate ( 4 year CAGR)
300000
30
200000
20
100000
10
0
CV
Cars
2 Wheelers
3 Wheelers
Althoug
h India has been much discussed in recent years, and has been the recipient of
major foreign investment in its automotive industry, it has in many ways not
received the attention of the worlds other major developing country, China
but
this
is
about
to
change.
With the worlds second largest and fastest-growing population, there is

no denying Indias potential in both economic and population terms and the
effect it will have on the auto industry in the years to come. The country is
already off to a good start, with a well-developed components industry and a
44
production level of one million four-wheeled vehicles a year, plus a further five
million two- and three-wheelers.
Indian vehicle exports have grown at a scorching rate of over 40 % over

the last few years. Key exporters include:
Maruti, Tata Motors, M & M and Hyundai for Passenger Cars and
MUVs
Tata Motors and Ashok Leyland for LCV / M & HCVs
Bajaj, TVS Motors and Hero Honda for 2 wheelers
The Automotive Industry and the Environment

The automotive industry currently faces huge challenges. The
fundamental technological paradigm it relies on, volume production, has
become progressively more unprofitable in the face of increasingly segmented
niche markets. At the same time it faces increasing regulatory and social
pressures to improve both the sustainability of its products and methods of
production. Building on a wealth of research, the automotive industry and the
environment addresses those challenges and how they can be met in producing
a
sustainable
and
profitable
industry
for
the
future.
Indias developing Automotive Markets and Industry

India is an emerging country with huge potential. The domestic
economy is now growing at around 7% per annum and India's growing
importance in global terms is being reinforced by rapidly rising exports. India's
low cost but highly skilled manufacturing base means that the country is also
45
taking centre stage as a favored location for global outsourcing.

The automotive industry is at the centre of Indias new global
dynamic. The domestic market is expanding rapidly as incomes rise and
consumer credit becomes more widely available. Manufacturers product lines
are being continually expanded, as is the local automotive manufacturing base.
Expectations are high that India can develop as a global hub for small car
manufacture and as an outsourcing centre that offers the global automotive
industry solutions high up the automotive value-chain.
This management briefing reviews the current status of and future
prospects for India's automotive industry.
INDIA - ADVANTAGE AND BUSINESS

OPPOURTUNITES
46
Export Potential
Large and growing domestic demand
Increased outsourcing ha
Demand growth expected to be around
a large potential to expor
10 % CAGR making one of the fastest growing markets
to other markets
Proven product Development capabilities

Capabilities to develop complete vehicles and systems
INDIAN
AUTO
INDUSTRY
High
quality
standards
More than 125 Fortune 500 (including large auto companies) have
R&D
centers
in
12
Indian
component
manufacture
Companies can leverage s acknowledged leadership in the IT industry
Most leading component manufac
Stable economic policies

Continuity in reforms and policies
Competitive
manufacturing cost
targets to emerge as the manufacturing
hub
Implementation
of VAT, has positioned as one
for small cars
Opportunities in the Indian Automotive Sector
47
Industry Structure
The Indian car market has been divided in to small cars, mid size
cars, luxury cars and multi utility vehicles.
48
Small cars:
It is the most preferable small car segment in Indian economy.
Under this segment we have Maruti 800, Maruti Zen, Maruti Wagoner, Maruti
swift, Tata Indica, Hyundai Santro, Fiat Palio, and Maruti Alto, Maruti Zen,
Estilo ,Tata Nano etc.,
These are the best suitable for Indian middle class people. These
cars also suit Indian roads and traffic conditions. The concept of small cars has
emerged from Japan.
Small cars are fuel efficient with latest sleek look and advanced
technology.
Mid size cars:

The mid size cars are to upper middle class people of society.
Business executives mainly use these cars.
Under this we have Maruti sx4,Esteem, Ford Fusion, Ford Fiesta,
Opel Astra, Tata Indigo, Tata Marina, Honda City, Chevrolet Aveo, Hyundai
Accent etc.,
Luxury cars:
The elite members of the society use these luxury cars. The luxury cars
are symbol of success of a man.
Under this we have Maruti Grand Vitara, Ford Mondeo, Skoda
Octavia, Skoda Laura, Hyundai Sonata, Hyundai Elantra, Toyota Corolla,
Toyota Cramy, Mitsubishi Lancer, Mitsubishi Cedia, Honda Civic, Honda CRV,
Honda Accord, Chevrolet Optra, Mercedes-Benz (S-class, E-class), Maruti
Baleno etc.,
Multi Utility Vehicle:
49
MUVS are used for transportation purpose. As MUVs are very rugged
and powerful vehicles they are used in hilly regions. Today there are a lot of
players in the car segment. This has increased competition amongst the
manufacturers.
Under this we have Tata Sumo, Tata Sierra, Tata Safari, Maruti Gypsy,
Bajaj Tempo, Ford Endeavour, Toyota Qualis, Toyota Innova, Mahindra
Voyager, Mahindra Scorpio, Mahindra Bolero etc.,
Now-a-days dealers and manufacturers are providing many
attractive financial facilities for the consumers. This indicates that the
manufacturers will have huge demand in coming decades.
50
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
51
4.1 TEAMWORK AND COOPERATION

1. The people I work with cooperation to get the work done.
Table - 1
SATISFACT
NEUTRAL
DISSATISFACTIO
IST CLASS
ION
92
N
4
EMPLOYEE
IIND CLASS
40
20
EMPLOYEE
IIIRD CLASS
77
23
EMPLOYEE
Source:- The data is obtained using a structured questionnaire.
52
Chart - 1
100
50
0
INTERPRETATION:
Ist class employees 92% satisfied

IInd class employee 80% satisfied
IIIrd class employee 77% satisfied
The employees cooperate each other well to complete the work
53
2.My fellow employees are committed to do quality work.

Table - 2
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
92
EMPLOYEE
IIND
68
24
87
10
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
54
Chart - 2
100
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:

Employees are committed to do quality work.
55
3.Iam involved in decisions that affect my work.
Table - 3
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
63
24
EMPLOYEE
IIND
48
36
16
63
30
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
56
Chart - 3
70
60
50
40
30
PERCENTAGE 20
10
0
INTERPRETATION:

We can clearly make out that the IInd class employees are not satisfied
with the decisions they are involved that affect their work.
57
4.I believe that al the divisions in the company and work together to
achieve common goal
Table - 4
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
84
16
EMPLOYEE
IIND
88
60
37
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
58
Chart - 4
100
90
80
70
60
50
40
Percentage
30
20
10
0
INTERPRETATION:

The employees in al the divisions of the company interact with each other
well in order to achieve the goal of the organization.
59
5.I have information to do my job well.
Table - 5
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
88
12
EMPLOYEE
IIND
88
12
80
17
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
60
Chart - 5
100
90
80
70
60
50
40
Percentage
30
20
10
0
INTERPRETATION:

The graph clearly indicates that the employees have clear information to
do their job well.
61
6. My manager delegates that work effectively.
Table - 6
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
96
EMPLOYEE
IIND
56
40
57
33
10
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
62
Chart - 6
120
100
80
60
Percentage
40
20
0
INTERPRETATION:

The information above that the employees are satisfied with their managers
involvement in the work.
63
7. Iam satisfied with the information I received from management.

Table - 7
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
76
24
EMPLOYEE
IIND
72
24
60
23
17
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
64
Chart - 7
80
70
60
50
40
30
Percentage 20
10
0
INTERPRETATION:

The employees are satisfied with the information they received from the
management.
65
8. My manager is available to me when I have questions or need help.

Table - 8
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
72
24
EMPLOYEE
IIND
68
28
60
26
14
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
66
Chart - 8
80
70
60
50
40
30
PERCENTAGE 20
Ist class employee
Iind class employee
IIIrd class employee
10
0
INTERPRETATION:

The is always some kind of help for the employees during their work.
67
9. I can see the link between my work and company objectives.

Table - 9
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
64
36
EMPLOYEE
IIND
68
32
66
27
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
68
Chart - 9
80
70
60
50
40
30
Ist class employee
PERCENTAGE
20
Iind class employee
IIIrd class employee
10
0
INTERPRETATION:

The employees are able to find the link between their work company
objectives.
69
10.I link the kind of work I do.

Table - 10
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
84
16
EMPLOYEE
IIND
92
93
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
70
Chart - 10
100
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:

The information suggests that the employees get the kind of work they
like.
71
11.I am clear about what is expected of me in my position as a result of

the performance appraisal.
Table - 11
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
80
20
EMPLOYEE
IIND
80
20
73
23
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
72
Chart - 11
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:

The employees are clear about expectations on doing work.
73
12.My manager assists me to identify my Motivation needs.

Table - 12
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
72
20
EMPLOYEE
IIND
28
56
16
50
33
17
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
74
Chart - 12
80
70
60
50
40
30
PERCENTAGE 20
10
0
INTERPRETATION:

The above graph clearly suggest that IInd class employees and IIIrd class
employee are not satisfied with the need for the identification..
75
13.The employee benefits I receive are attractive and competitive.

Table - 13
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
80
16
EMPLOYEE
IIND
68
30
60
37
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
76
Chart - 13
90
80
70
60
50
40
PERCENTAGE
30
20
10
0
INTERPRETATION:

Its clear indication that the IInd class employees and IIIrd class employee
are satisfied with benefits they receive form the management.
77
14.There is someone at work who encourages my development.

Table - 14
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
44
36
20
EMPLOYEE
IIND
48
44
20
23
27
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
78
Chart - 14
60
50
40
30
PERCENTAGE
20
10
0
INTERPRETATION:

There is a bit criticism about the encouragement gives towards the
employee development.
79
15.In this company people are rewarded according to their job

performance.
Table - 15
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS
56
32
12
EMPLOYEE
IIND
52
44
70
17
13
CLASS
EMPLOYEE
IIIRD
CLASS
EMPLOYEE
80
Chart - 15
80
70
60
50
40
30
PERCENTAGE 20
10
0
INTERPRETATION:

The opinion of Ist class employees and IInd class employees shows that
rewards doesnt match their performance.
81
CHAPTER-V
FINDINGS
CONCLUSION
SUGGESTIONS
BIBLIOGRAPHY
QUESTIONNAIRE
Findings
82
The report in Motivation in Maruthi motors has brought into light the total
picture of the employees attitude towards training and development.
Most of the respondents have expressed that they are interested in the on- the- job
method.
Most respondents expressed that feedback is collected from all the participants in
the program.
The employee in the organization are well participated in the training program.
The training is being given to the employees at regular interval.
Most of the employees are very much satisfied about the selection of the
candidates for training.
Most of the employees are expressed that the training programmed is imparting
the latest technology in the market.
Most of the employees agree with the training programmed meet pre-specified
objectives.
Most of the employees are respond positive with the training programmed
conducted in the organization.
CONCLUSION:
83
In the above perspective, the present chapter makes an attempt to draw some
conclusions in Maruthi motors. It should be confessed here that the investigator is
conscious of the limitations of the study and the conclusion drawn on the basis of the
sample from a single unit cannot be generalized about the entire manufacturing sector.
The study examines the readiness for employee motivation in six aspects, namely
effective Communication, Value of people, Clarity, Concept about power, Information
and Learning.
A perusal of data pertaining to combination makes us to conclude that the Executives
have agreed to the effective down ward communication flow, which is a prerequisite for
empowerment.
As far as information sharing with lower rungs is concerned, they are very positive.
One significant conclusion with regards to learning opportunities, which is a basic for
empowerment, is that the executives are favorable and feel that sufficient learning
opportunities should be there for the rank & file.
As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The
aspect wise percentage analysis leads to the conclusion that the organization is
somewhat ready for employee empowerment because the majority of the Executives in
almost all aspects are concentrated in somewhat ready group.
SUGGESTIONS
84
Employee motivation in Maruthi motors is good and satisfactory
There should be improve of system approach to every employee in

Maruthi motors
In Maruthi motors every employee should be motivated in effective

manner so that every employee will be satisfied
All three levels should be take care by HR MANEGER
85
BIBLIOGRAPHY
Prem Chadha, Performance Management, 2009, Macmillan.

P.N. Singh and Neeraj Kumar, Employee Relations Management 2010, Pearson
Education, New Delhi.
Joseph J. Mortocchi, Employee Benefits, 2010, Tata McGraw Hill, New Delhi.
R.Sivarathana Mohan, Industrial Relation and Labour Welfare, 201 PHI Learning
Pvt. Ltd.
.WEBSITE; http:/ maruthimotors.com
http:/ wikipedia.com
www.google.com
www.cite/HRM.COM
Questionnaire
86
1.The people I work with cooperation to get the work done.

A)SATISFACTION
B)NEUTRAL C) DISSATISFACTION
2.My fellow employees are committed to do quality work.

A)SATISFACTION
3.Iam involved in decisions that affect my work

A)SATISFACTION
4.I believe that al the divisions in the company and work together to achieve common
goal
A)SATISFACTION
5.I have information to do my job well.

A)SATISFACTION
6.My manager delegates that work effectively.

A)SATISFACTION
7.Iam satisfied with the information I received from management

A)SATISFACTION
8.My manager is available to me when I have questions or need help.

87
A)SATISFACTION
9.I can see the link between my work and company objectives.
A)SATISFACTION
10.I link the kind of work I do.

A)SATISFACTION
11.I am clear about what is expected of me in my position as a

result of the performance appraisal.
A)SATISFACTION
12.My manager assists me to identify my Motivation needs.

A)SATISFACTION
13.The employee benefits I receive are attractive and competitive.

A)SATISFACTION
14.There is someone at work who encourages my development.

A)SATISFACTION
15.In this company people are rewarded according to their job performance.
A)SATISFACTION
88

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1

HUMAN RESOURCES MANAGEMENT

Human resources management is primarily concern with the people management. It Is a

Human resources management is the management of employees skills, knowledge,

Personnel management is the process of attracting, holding, motivating, and people

-DUNN & STEPHEN

The study covers recruitment training and development in Heritage Foods

OBJECTIVES OF THE STUDY:

Secondary Source: Journals Magazines and articles from prominent newspapers.

Limitations of the study:

By giving employees information, resources and training and by following with

Performance results from the interaction of physical, financial and human

2.1 MEANING OF MOTIVATION:

2. Motivation is the various drives within or environmental forces surrounding

4. Motivation is the process of operating organizational conditions which will impel

Motivation consists of the three interaction and interdependent elements of needs,

2.2 CHARACTERISTICS OF MOTIVATION:

1. Higher efficiency:- A good motivation system releases the immense talents,

2. Low absenteeism and turnover:-Motivation leads to job satisfaction and high

3. Human relations:-A high level results in harmonious relations between employer

4. Facilitates change:-Effective motivation help to over come resistance to change

2.3 NATURE OF MOTIVATION:

2.5 TYPES OF MOTIVATION:

2.6 EMPLOYEE MOTIVATION IN THE WORK PLACE:

Effective discipline and punishment

Treating people fairly

Satisfying employee needs

Setting work related goals

Based rewards on job performance

2.7 BASIC PRINCIPLES TO REMEMBER BY MANAGER FOR MOTIVATING

Worker motivation must also be viewed from 2 perspectives:

MOST WORKERS NEED TO:

2. save for and enjoy old age security benefits

3. Have medical and other insurance coverage

4. acquire friends at work

6. Be acknowledge and rewarded for special efforts and contributions

7. Be able to advance in life and career-wise

8. Have opportunities for self-development

9. Improve their skills, knowledge, and know-how

10. Realize their ideal(s)

THE EMPLOYER RESPONDS TO THOSE NEEDS BY OFFERING AND

SUZUKI PARTNERING MARUTI FOR LEADERSHIP

Large seller of compact cars worldwide 23 million Suzuki has been

General Motors has sought expertise in small car technologies from

The company has seen cumulative sales overseas in excess of 10

Corporation sells its product in 170 countries

Evolution and adaptability

MARUTI SALES IN FEBRUARY 2008:

Quality Service across 1036 Cities

Lowest Cost of Ownership

HIGH VALUE AND LOW MAINTENANCE:

Marutis quality policy revolves around:

The approach to quality at Maruti is in tune with Japanese practice.

In 1993, Maruti passed the conformity of production (COP) Audit,

ISO 9002 includes the quality assurance introduction, installation,

Kaizen is a series of small improvements on a continuous basis requiring

Quality circles are formed to collectively generate suggestions for

THE COMPANY VISION:

our products and services.

among the global players.

Buildings continuously improving organization adaptable to quick

Providing value and satisfaction it the customer.

Aligning and fully involving all our employees, suppliers and