A

TRAINING PROJECT REPORT

ON
Trainning undertaken a

Bhatia And Company

consumer behavior

submitted in partial fulfillment for the

award of degree of
bachelor of business administration

submitted by:- submitted to:-

miss lata hirani dr. chetna
bba 2 year faculty of MIMT,kota

year 2014-15
 ACKNOWLEDGEMENT

I EXPRESS MY SENCERE

In any research project that calls for study of particular aspects in an organization
one needs support of a number of persons who directly or indirectly contribute by
way of discussion, interaction and response.
I convey my deep sense of gratitude to the head BHATIYA & COMPANY, KOTA
for his best direction and motivation, which was a source of encouragement in it
through out the study. I have great pleasure in submitting my project report
regarding EMPLOYEE WELFARE AT BHATIYA & COMPANY. It is impossible to
thank all those who have helped me in completing the project. But I must express
heartily gratitude to few of them.

I specially thank MR. L.K JOSHI & (Mr. JITENDRA SINGH HADA) who
provided me valuable entry into harmonious company to complete my training. I
am extremely grateful to Mrs. manisha who inspite of her busy schedule, was
always there to guide me for making the report.

I would also like to add few heartful words for the kind and emending support of
all the faculty members of MIMT family. I am beholden to my parents and family
members for their blessings and encouragement.

lata hirani
 CERTIFICATE
This is to certify that MS. lata hirani a student of BBA I year at modi
institute of management & technology, has completed Project entitled A
Study on consumar behavior in Bhatia And Company The project has been

completed after studying for one year in BBA course and for partially
fulfilling the requirements for award of degree of Bachelor of Business
Administration of University of Kota, Kota.

The project has been completed under the guidance of dr.chetna mangal
faculty of MIMT,kota and is as per norms and guideline provided.

Internal Examiner External examiner

Kota

Date
 PREFACE

The theoretical and conceptual aspect target in classroom prove only what
there is a projection in practical situation is analyzed and well understood
that is why practical orientation of management student is must for generally
competence to deal with issue at grass root level. It is for this reason eight
weeks project training is described as a part of syllabus of Bachelor degree
in Business Administration.

The Project study on implementation of ISO 9001 2000 is carried out in

one of the concern of Bhatia & Company dealer of Maruti Suzuki. The
Project includes feed back survey on the following program held at Bhatia &
Company. ISO 9001-2000 is recently implemented in Bhatia and Company.
Some of the part is mentioned in this project. Research and Development

Due to expanding the area of Total quality management system it is

beneficial to prepare Training Project Report on that topic for me as well as
Bhatia and company. The comparative study is done in this report.
 ACKNOWLEDGEMENT

The successful completion of any research project requires guidance & help
from a number of people. I take my immense pleasure in expressing a whole
hearted thanks to all the official who guided me all the way through my
training in the organization. I therefore take this opportunity to express my
profound sense of gratitude to all those who extended their whole hearted
help & support to me in carrying out the project work.

I express my deep gratitude to Ms. Poonam Sharma who provided me an

insight into the working that enhanced my knowledge and with their support
& cooperation this report has taken a presentable from. I extend my warm
thanks to Mr.Shiv Sharma who guided me and provided the opportunity to
get acquainted with the organization culture and also supported to know
various operations of the organization.

Its a pleasure of the researcher to have a guidance of Asst. Professor

in Lord Buddha Institute of Technology & Science College, Kota (Rajasthan)
for her valuable suggestion & encouragement.

I even express my sincere acknowledgement to all the personnel of

different departments whose informative guidance motivated me to
understand various dynamic of the company.

Besides above I am grateful to everyone who has helped me in

completing my task to my satisfaction level.

Errors and deficiencies are likely to be their; therefore I apologize for

the same in advance.
 DECLARATION

I hereby declare that the present report entitled a study practical application
of Research and Development at Bhatia and Company is based on my
original work and indebtedness to other work/publication has been duly
acknowledged at relevant place.
Submitted by
Pawan Dixit
BBA Part III

EXECUTIVE SUMMARY

For any student pursuing higher studies in professional course especially in

management the practical experience is necessary each and every
management student has to undergo Summer Training is the corporate
sector and experiences the working in industry.

I was fortunate to get the opportunity in the well-established conglomerate

Bhatia and Company. ISO 9001-2000 has been recently implemented in this
company. ISO 9001-2000 at Bhatia & Company is well established
documented, implemented and maintained throughout the organization and
is focused towards continual improvement of its effectiveness.
consumer behavior in Bhatia and Company appraise its employees on the
basis of MBO process. This company has set up different key result areas for
sales and service. Annual assessment is carried out from the gape of
expected verses actual targets. Feedback is essential part in B&C for
improving the strength and capacity of doing work of employee.

I found that the method of consumer behaviour is good in B&C

B&C should concentrate on consumer behavior to achieve the set target.

CONTENTS
Certificates
Acknowledgement
Executive Summary

TABLE OF CONTENTS Pg no.

Chapter -1 introduction to the industry

Chapter- 2 introduction to the organization

Chapter -3 Research Methodology

Chapter -4 Data Analysis
Chapter -5 Project profile

Chapter -6 Finding & Conclusion

Chapter -7 Suggestion

* bibliography

*Appendix
 CHAPTER-ONE

in

HISTORY OF MARUTI SUZUKI

Maruti Suzuki Established in feb.1981

It is enorgated by Indira Gandhi 14dec. 1983

The first car Maruti 800 is launched to Mr. Harpal Singh.

Maruti Suzuki got top rank in 2000 to 2006 and no.1 in-
 a) Sales satisfaction
b) Product quality
c) Product appeal
d) Total customer satisfaction

Maruti Suzuki has been awarded in Ruler Marketing in the Paris.

Maruti Suzuki has been awarded for highest growth.

Maruti Suzuki got 11th rank in all over world.

Models of Maruti Suzuki

a) Maruti -800
b) Omni
c) Alto
d) Zen
e) Wagon-R
f) Swift
g) Versa
h) Esteem
i) Baleno
j) Grand Vitara
k) Gypsy

Value added services of Maruti Suzuki

Maruti insurance
Maruti finance
Extended warranty
Maruti genuine accessories
Maruti genuine part
True value
Overview

Maruti Udyogs (Maruti) corporate history has witnessed many changes in

management system and process. Our dealerships have kept pace with the
changing times and Market conditions. The combined efforts of Maruti and
its dealerships have resulted in sustained high market share. Maruti is selling
almost five lake cars per year and servicing in excess of six lake cars per
month.

The competition and customer expectations are rising in the automobile

industry. While the technology, product and sales schemes are almost at par,
the only differentiating factor between competitors is the quality of interface
through the dealership employees are responsible for creating the positive
image of the company and our products in the company and our products in
the mind of our customers. All this demands a customer focused work force
that is highly committed and motive towards our business goals.

In view of the above, Maruti recommends a basic HR frame to be

implemented at the dealerships. The framework was will help to attract
develop and maintain a team of motivated and talented employees who will
ensure that the dealership targets are met.

ORGANIZATION: - BHATIA & COMPANY

History

Bhatia and company started 25 years back on the auspicious occasion of

maker sakranti 14th January in the year 1979 by obtaining the dealership of
KIRLOSKAR TRACTOR.
The founder of bhatia and company., Late Nr. J.C. Bhatia, a retired Supdt.
Engineer, Irrigation Deptt,Govt of rajasthan had grounded the seed in the
automobile field with his elder son Mr Ram J.Bhatia, a graduate electrical
engineer.
Simultaneously, were also awarded the dealership of ENFILED
MOTER CYCLE which was known as the best motorcycle at that time.
Looking to tremendous performance and vast experience in the automobile
field MARUTI UDYOG LTD. a renowned car manufacturing co. awarded
their dealership to Bhatia and co. in the year 1986. since then Bhatia and
Company is the leaders in selling Maruti cars in Kota region.

Facility available in Bhatia and company

Separate quarters for staff of sales & workshop are available.

We are celebrating employees birthday and anniversary.

P.F. & E.S.I. facility available for secure staff future.

Celebrating company anniversary.

Recall outsider for employee motivation outsider for employee

motivation activity.

For motive sales Staff Company organize different abroad trip like
Singapore Malaysia Trip Hit the cock, go Bangkok & South
India Trip etc.

Annual picnic are also organize for staff.

Suppliers of Bhatia & Company: - Maruti Suzuki

Major Customer

a) Corporate Areas
DCM fertilizer and Rayons
Instrumentation Limited
Life Insurance Corporation
Banks
 b) Businessman

Quality Policy

The organization is committed to provide the sales & service for the
Maruti Udyog Limited cars for the complete satisfaction of its customer with
continuous improvement in quality of service including in quality of service
including provision for eco friendly performance of maintaince. To achieve
these targets following are the quality objective of the organization.

Quality Objective

1. To provide time frame service.

2. To increase customer satisfaction level.

3. To minimize problem repetition job.

4. To reduce customer complaints.

Core Values and beliefs

Bhatias core values and beliefs are reflection of its commitment to build a
world class, learning organization. Striving for excellence in all its
endeavors.

a. Customer Focus

Be sensitive to the needs of the customer: develop superior customer

insight.
 Commitment to surpass expectations and deliver superior value.

b. Innovation and Excellence

Strive to think differently and promote creativity.

Make continuous improvement a way of life: drive excellence.

c. Development People

Continuously improve and upgrade the skills and competencies of our

people.
Support people to realize their potential.

d. Team work

Work closely as a cohesive, well knit team.

Inculcate a spirit of openness and collaboration

e. Relationship and Human Dignity

Value people and partnerships.

Nurture understanding, compassion, trust and respect in all
relationships.

f. Social Responsibility and Ethics

Be a socially responsible corporate, addressing the needs of the

community and environment.
Conduct business ethically
Maintain highest standards of personal integritys
 ORGANIZATION STRUCTURE

Organizational structure defines the critical roles & responsibilities the

dealership. It gives an overview of functional and reporting dealership.

CEO

Fin. HR. DGM DGM GM Adm.

Head Mgr. Sales Service T.V. Head

T.V- true value

Fin.- finance
HR- human resources

The above diagram shows the top management of a regular

dealership in the organization chart

STRUCTURE OF SALES DEPARTMENT

 CEO

Director
Pers.sec Yash P. Bhatia
N.L.Jain DGM DGM
N.L.Jain Sales Mktg.

DSA CC Accessory Sales Delivery Corp. Mgr.

Mgr. M Mgr. Mgr. Mgr Sales insurance
Mgr. Mgr. call center

Procc.
DSA Associat
Exec. es
T.L. 1 T.L.2
T.L.1 T.L2
CC
Exec.
DSEs Support staff
service advisor
DSEs

GM-general manager
DSA- dealers of sales associates
CCM- customer care manager
TL- team leader
 STRUCTURE OF SERVICE DEPARTMENT

CEO

Director
Pers.sec. GM
Service

Spares PDI in Works CC Body shop

Mgr. charge Mgr. Mgr. Mgr.

Spares PDI Service

Exec. Exec. Advisor

Group F.I.
Pickers
Supervisor Claim
CC F/V
Exec.

Painters Deters

PDI- pre delivery inspection

FI - finance inspection
CC - customer care
F/V - finance verification
 Director
(MGA/MGP)

Asst. Manager Asst. Manager

(MGA) (MGP)

Supervisor Supervisor Marketing

Executive

Pickers

Pickers Mechanics

Group structure under works manager should have 3 service advisor, 1

supervisor, 1 technical advisor and 7 technicians. In a dealership if the body
shop handles 250 or more vehicles per month then it should have a G.M.
(Body shop)

There will be a separate PDI department if the number of sales is

greater than or equal to 500 per month.
BOARD OF DIRECTOR

1) CEO - Mr. Ram J. Bhatia

2) Director of sales department -Mr. Yash j. Bhatia

3) Director of service department - Mr. Prem J. Bhatia

4) Director of MGA /MGP department - Mr.Harish J. Bhatia

WORK CULTURE IN BHATIA AND COMPANY

Work culture is defined the way of life in the dealership. This is the strongly
influenced by the leadership style and top management believes.

The system and processes can be copied but culture is always unique
to every dealership.
The environment of the dealership must safe and conducive to work.

Dealership should provide to his employees.

System related
Behavior related
Dealership should expect from the employees.

Discipline related
Safety related
Behavioral related
Managing Work related
Phone Etiquettes related
 CHAPTER-TWO

CONCEPTUAL FRAMEWORK
 RESEARCH AND DEVELOPMENT

R&D activities of Maruti have the twin objectives of reducing product costs
by developing capabilities of local
vendors and becoming a regional R&D hub for all Suzuki operations.
The company has adopted a focused model cost reduction technique.
Maruti has been continuously engaging in
Value Analysis/Value Engineering (VA/VE) activities across its operations.
Some areas in which MUL carry out
research and development are localization and development of components,
cost reduction measures such as
VA/VE, development of alternate fuel (CNG and LPG) vehicles,
performance-benchmarking to certain
parameters such as noise, ride handling and braking and development of
power-steering for certain models. MUL
regularly upgrade its models and also launch variants by adding features
developed through research and
development.
All this has resulted in significant reduction in the investment required for
the modifications.
As part of Suzukis plans to make Maruti its research and development
center for cars in Asia (outside Japan), it is
expected to have full model change capability by fiscal 2007.

Manufacturing

The core focus areas of Marutis manufacturing division are:

Benchmarking against global standards so as to efficiently manufacture
quality products.
Building a strong and motivated work force by emphasizing safety,
education and continuous improvement of
the manufacturing capabilities and those of the vendors.
Our Manufacturing Facility and Process
Facility

Marutis manufacturing facility comprises three integrated plants with

flexible assembly lines located at
Gurgaon in the northern state of Haryana. The first plant was set up in fiscal
1984 with an initial
installed capacity to produce 20,000 vehicles per annum, which was
augmented to 130,000 by fiscal
1991. Installed capacity was further increased with the second plant
becoming operational in fiscal
29
1995 to 200,000 vehicles per year. In fiscal 1996, with capacity increases in
each plant, installed
capacity increased to 250,000. With the third plant becoming operational in
March 1999, installed
capacity increased to 350,000 vehicles per year, which is the highest among
passenger car
manufacturers in India and among the passenger car manufacturing facilities
of Suzukis subsidiaries
outside Japan. 24 September 2004, Suzuki Motors and Maruti decided to
invest 32.7 billion rupees over
the next five years to set up a new car assembly unit, a diesel engine
manufacturing unit and for
increasing automation and efficiencies in Maruti's current facilities. Maruti
Udyog would hold a 70 per
cent stake in the new joint venture, under which a car assembly unit is being
set up; Suzuki would hold
the balance. The new unit, which would make high-end cars, is being set up
in Manesar, Gurgaon, and
would have a capacity to produce 250,000 units a year. This plant will
receive an investment of 15.2
billion rupees, which is expected to begin its production by the end of 2006.
The proposed diesel engine
unit would be set up under Suzuki Metals India, an existing 49:51 joint
venture between Maruti and
Suzuki, respectively. The engine plant will have a capacity of 300,000 diesel
engines and 20,000 petrol
engines. It will also make up to 140,000 transmission assemblies. The plant
will supply diesel engines
to Maruti as well as export engines to Suzuki subsidiaries in Europe and
Asia. This plant, which will be
set up at a cost of 17.5 billion rupees, will begin production by the end of
2006. Suzuki would
undertake a feasibility study to set up a gearbox production unit in India.
This unit would be set up
under Suzuki Metals India, which is would be renamed as Suzuki
Engineering India. Marutis facility has
advanced engineering capability and is upgraded on an ongoing basis to
improve productivity and
quality. Maruti have 17 manufacturing shops and are capable of producing
more than 50 variants of the
nine basic models manufactured, with different specifications, within the
same day. This is possible due
to our information technology-enabled vehicle build sequence system and
vehicle tracking system.
Under the vehicle build sequence system, at the production planning stage,
requirements are
communicated via our intranet (internally) and our extranet (to vendors) in
advance as to the time and
place for delivery of components and other production inputs in order to
fulfill production targets. Our
vehicle tracking system monitors and records the implementation of the
planning during production.

Utilities

Maruti do not have to rely on outside sources of power as they have a 60-
megawatt gas turbine captive power
plant, which has multi-fuel capability. They also have our own reverse
osmosis water treatment plant and effluent
and sewage treatment plant.

Marutis Manufacturing Paradigm

Maruti has adopted a target control and PDCA approach as the underlying
theme of all its processes
.
PDCA Constitutes:
Planning by setting a target and time-line, dividing into action plan with
value to each factor/element.
Doing the standardized operation as decided.
Hecking through gap analysis to check whether the operation is really
giving the desired results
Acting to freeze if effective or correct.
Productivity

Improving productivity is an ongoing effort at Maruti, through the Maruti

production system, or MPS, which is
derived from the Suzuki production system, and focuses on elimination of
wasteful activities taking place during
manufacturing processes. In addition to MPS activities, in-house automation,
increasing utilization of production
lines, outsourcing of low value-addition jobs and reduction in materials
handling have contributed to
improvements in the productivity of there employees and the efficiency of
there operations.
As shown in the table below, Marutis employee productivity, measured as
the ratio of production volume in a
fiscal year to the number of its permanent employees at the end of the fiscal
year, increased by approximately
79% from fiscal 1995 to fiscal 2002.
30

Conservation of energy

Maurti had followed the three principles of Reduce, Reuse and Recycle for
conserving energy. Between fiscal
1997 and fiscal 2004, they had reduced the consumption of electricity
measured as the ratio of kilowatt hours of
power consumed to the number of vehicles produced, by approximately
35%. This was achieved by using energysaving
lights and natural light, and also the efficient usage of other electrical
appliances, thus reducing wastage. In
the same period, reducing the consumption of water, measured as the ratio of
the volume of water consumed to
the number of vehicles manufactured, by approximately 70%. This is
achieved through the recycling of waste
water in their water treatment plant and effluent and sewage treatment plant.

Quality

They had produce high quality products, some of which Maruti had been
exporting to various countries including
the Netherlands, Italy, Germany, the United Kingdom and Switzerland.
Maruti was certified with ISO: 9001:2000 in 2001 and aim to achieve the
TS-16949 certification. In addition, they
had made the following improvements in terms of producing defect-free
products:
DFC OK: Their Direct Final Check OK, or DFC OK percentage, which
signifies the percentage of vehicles
that pass through the inspection stages as defect-free, improved from
approximately 77% in March 2002 to
approximately 90% in March2004.
Reduction in rejection: Their in-process rejection cost per vehicle,
computed as the ratio of (1) the cost of
components rejected due to defects arising during our production process, to
(2) the number of vehicles sold,
declined by approximately 65% from fiscal 2002 to fiscal 2004.
In house warranty: Their in-house warranty costs per vehicle, computed as
the ratio of (1) the aggregate cost
of components incurred by us to service warranty claims arising from
operational defects in our
manufacturing lines, to (2) the numbers of vehicles sold in the fiscal year,
declined by approximately 85%
between fiscal 2002 and fiscal 2004.
A new feather was added recently in Marutis cap in the field of quality when
the Quality Management System of
its Press Shop & associated functions got certification for conformance to
the requirements of TS16949:2002
standard.

Suzuki Quality Management System

Based on a method adopted by Suzuki at its manufacturing facilities, the

quality of a vehicle dispatched from their
facility is measured through a quality index audit on a daily basis. The
quality index is a relative measure of
quality based on evaluation of vehicles selected at random on a daily basis.
In addition, Maruti had recently
adopted Suzukis global customer audit index, in order to provide a more
customer-oriented focus to the entire
organization, and channel resources towards customer complaints for rapid
response.

Quality Improvement Initiatives

For quality control Maruti had recently introduced:

Tracking surveys and direct customer contact in order to better understand
customer satisfaction levels and
customers problems.
Full-time task forces for improvement in initial quality study problems and
departmental cross-functional
teams to work on defined problems with challenging targets.
Quality gates at various stages in order to raise alarms for correction and
immediate action on defects;
Fool-proofing, or Pokayoke in Japanese, which comprises checks
conducted in order to prevent defects
arising from human error during the manufacturing process; A real-time
feedback system, cross-linked with
overall targets.
31
The Pica Pica system, which aligns the sequence of components and
vehicles in order to prevent incorrect
fitting of components.

Kaizen

Maruti had adopted the Japanese management concept of Kaizen, or

continuous improvement. The Kaizen
activities had resulted in the improvement of the in-house capabilities. For
example, they had manufactured 25
multi-axis robots and 16 multi-spot welders. Group discussions among
employees in different departments are
conducted on a monthly basis in order to discuss and resolve problems
relating to their areas of operation, an
activity referred as quality circle activity. Based on the belief that individuals
contribute to improvement in
growth, there has been a suggestion scheme in which they promote
participation of all employees at all levels. The
average number of suggestions made per employee has improved by
approximately 35% in fiscal 2004, when
suggestion received were more than 80,000, as compared to fiscal 2002.
Some of the other improvements as a
result of the Kaizen process have been increased automation through
automated material transport system.
Manufacturing Process

The manufacturing process at Maruti facility is depicted below:

The production of a car at Maruti facility occurs in the following stages:

Press Shop: Press shop has five transfer presses and two blanking lines. In
the press shop, steel coils are cut to the
required size and panels are prepared by pressing them between various die
sets such as doors, roofs and bonnet.
An anti-rust coat is applied at this stage.

Weld Shop: There are three welding shops with 122 six-axis robots and 25
in-house manufactured two-to-four
axis robots. In this shop, various press metal components manufactured in
the previous stage are spot-welded
together to form the body shell. Various parts such as the floor panel, side
panel, doors and bonnet are subassembled
in this shop. Subsequently, the assembled parts undergo final welding. The
welded body is sent to the
paint shop through a conveyor.
Paint Shop: There are three paint shops, within one of which the final outer
body is fully painted by robots. In the
paint shop, the body undergoes various pre-treatment and electro deposition
painting processes to provide a high
corrosion resistance to the body. The car body is given an intermediate or
primer coat before applying the storing
32
topcoat paint. The intermediate and the final coat are applied by using
automatic electrostatic spray-painting
machines (micro bells) and robots, followed by a baking process.

Assembly Shop: Maruti has highly flexible assembly lines, which can
simultaneously handle a large number of
variants as well as adapt to sequence changes. The painted bodies proceed
for final assembly in three stages. The
first stage is the trim line wherein various components such as roof head
lining, windshield glass and interior trim
components are fitted. Thereafter, the car is transferred to an overhead
conveyor, the chassis line, wherein
components such as the engine, gearbox and front and rear axles are
assembled on the underbody. The vehicle is
then lowered to the final line on its own wheels and here components and
parts such as seats, the steering wheel
and the battery are fitted. The completely assembled vehicle finally rolls out
of the assembly lines to the final
inspection stages.
Machine and engine shops: Assembling and testing of engines takes place at
engine shops and carry out precision
machining of engine components in our machine shops.

License agreements with Suzuki

Suzuki has several license agreements with Maruti under which it has, since
Marutis inception:
Provides with technical know-how, assistance and information for the
manufacture, sale and after-sales
service of various products and parts.
Supplied components to Marutis passenger cars.
Deputed technical personnel to their facility;
Help them to develop manufacturing processes and integrate certain
Japanese management practices such as
kaizen, which is Japanese for continuous improvement, in various plants.
Training of personnel.
Help them to develop and manage the supply chain for their products.
Maruti in return had agreed with Suzuki that amongst other things:
Maruti will not manufacture in, or export products covered by agreements
with Suzuki to, any territory except
those permitted by Suzuki.
Maruti will not enter into agreements with any other manufacturer to sell
any product or part that competes
with any product or part covered by the license agreements with Suzuki.
Maruti will not otherwise sell, distribute or promote the sale of any product
that competes with products
covered by the license agreements with Suzuki. Suzuki will not be liable to
Maruti for damages arising from
the use of the licensed information and disclaims responsibility for all
representations and warranties made by them with respect to the licensed
products
 CHAPTER-THREE

RESEARCH METHODOLOGY
 5. RESEARCH MERHODOLOGY
Research methodology is the way to systematically solve the research problem. It may be understood as a
science of studying how research is done scientifically.
Universe - Kota
Unit - HDFC SLIC
Sample size - 30
Date source - survey
Method: - random sampling
Sampling plan: - identify and select potential area
Contact method: - questionnaire

PURPOSE

It is the process of determining and communicating to an employees how

he/she is performing on job and ideally, establishing a plan of improvement

Through this project we are tried to study coordinated efforts of different

service sector organizations.

It has also helped us in finding out the answer to various questions that is

Are employees satisfied by the way that they are been judged?

Whether the task perception of employees clarified or not?

 Is there any further scope of improvements?

It has also highlighted the cause of increasing employee dissatisfactions and

increasing attrition rate in an organization.

This study has helped us in knowing the strategies, which different service
sector organizations have adopted to appraise their employees.

Properly conducted Research and Developments not only let employees how
well they are performing but also influence their future level of efforts and
task direction.

SCOPE

This study is very futuristic in nature and will never expire, with time we can
add more value to this study by using other human resource tools.

This study has a vast scope. If we includes other human resource tool in this
study could be more beneficial not only this if we have large number of data
this can also add more value to our study.
This study is not only beneficial for research scholars and the organization
but it is also highly beneficial for employees at the various level of the
organization
 CHAPTER-FOUR

DATA ANALYSIS

Meaning of research

Research in common parlance refers to a search for knowledge. Research is

an art of scientific investigation. Advance Learners Dictionary of Current
English lays down the meaning of research as a careful investigation or
inquiry specially through search for new facts in any branch of knowledge.

Research is an academic activity and as such the term should be used in a

technical sense. According to Clifford Woody research comprises defining
and redefining problems, formulating hypothesis or suggested solutions;
collecting, organizing and evaluating data; making deductions and reaching
conclusions; and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis.

Objectives of Research

To gain familiarity with a phenomenon or to achieve new

insights into it;
To portray accurately the characteristics of a particular
individual, situation or a group;
To determine the frequency with which something occurs or
with which it is associated with something else;
To test a hypothesis of a casual relationship between
variable.

Types of research

Descriptive vs. Analytical: Descriptive include survey and fact-finding of

different kinds. The major purpose of descriptive research is description of
the state of affair, as it exists at present. In analytical research, on the other
hand, the research has to use facts or information already available, and
analyze these to make critical evaluation of the material.

Applied vs. Fundamental: Research can either be applied research or

fundamental (or basic or pure). Applied research aims at finding a solution
for an immediate problem facing a society or an industrial/business
organization, whereas fundamental research is mainly concern with
generalizations and with the formulation of a theory. Gathering knowledge
for knowledges sake is termed as pure or basic research.

Quantitative vs. qualitative: Quantitative research is based on the

measurement of quantity or amount. Qualitative research, on the other hand
is concern with qualitative phenomenon that is phenomena relating to or
involving quality or kind.

Conceptual vs. Empirical: Conceptual research is that related to some

abstract idea (s) or theory. On the other hand, in empirical research realize on
inexperience or observation alone, often without due regard for system and
theory.

RESEARCH DESIGN

The preparation of research design facilitates research to be as efficient

as possible yielding maximal information. In other words, the function of
possible research design is to provide for the collection of relevant
evidence with minimal expenditure of effort, time and money.

Types of research design

Research design of exploratory research

Research design in case of descriptive and diagnostic studies

Research design in case of hypotheses testing research

The research design used in my project is exploratory type.

Research Design includes the following steps-

Formatting the objective of the study

 Design the method of data collection

Selecting the sample

Processing and analysis of data

Reporting the findings

SAMPLE DESIGN

All the items under consideration in any field inquiry constitute a universe
or population. The researcher must decide the way of selecting a sample or
what is popularly known as the sample design. A brief mention of the
important sample design is as follows:

Deliberate sampling
Simple random sampling
Systematic sampling
Stratified sampling
Quota sampling
Cluster sampling and area sampling
Multi-stage sampling
Sequential sampling

DATA COLLECTION
 Primary data - the primary data are those, which are collected afresh and
for the first time and thus happen to be original in char acted. There are
several methods of collecting primary data, particularly in surveys and
descriptive researches.

Important ones are:

Observation method
Interview method
Warranty cards
Distribution audits
Consumer panels
Through questionnaires
Through schedules
Using mechanical devices
Depth interview
Content analysis

Secondary data- secondary data are those, which have already been
collected by someone else and which have already been pass through a
statistical process.

Secondary data may be published data or unpublished data.

 CHAPTER-FIVE

PROJECT PROFILE
HOW TO IMPLEMENT PAS IN BHATIA AND COMPANY?

1. Set key result areas (KRAS)

2. Carry out assessment

3. Half-yearly review

4. Annual assessment

5. Feedback

1.SET KEY RESULT AREAS (KRAS): -

KRAS are the critical areas where employees are the expected to perform,
which have a direct bearing on dealerships business goals.

Guiding principle for setting KRAs: -

The targets set should be:

S Specific

M Measurable

A Achievable

R Realistic

T - Time bound
PROCESS OF SETTING KRA

a. Draw companys business plan:

Dealerships business plan should be in line with the Marutis business plan.
KRAS setting should be completed within first month of the financial year.

Maruti business plan for dealership

Draw dealerships business plan

Division KRAS to be set by Division Head

Department KRAS to be set by Department Head

Team leaders in collaboration with team members will set individual and
team KRAs.

b. Reviewing authority for each level superiors superior.

 2.CARRY OUT ASSESSMENT: -

Half yearly review

Annual assessment

The performance should be assessed on the following two factors:

KRAs (80% Weightage)

1. These factors can be measured by identifying the gape between expected

targets and actual targets achieved
2. They are quantifiable
3. Sample templates are given above in table A and B for your reference.
These templates may many.

Other factors (15% Weightage)

These would include expected behavior targets such as:

1. Communication skills
2. Interpersonal relation
3. Leadership
4. Initiative and drive
5. Decision-making etc.

Feedback: Once assessment is carried out:

1. The gape between expected versus actual targets to be communicated

to the employee.
2. This process will help the employee take ownership of the areas where
he/she needs to develop.

Why is it important to give feedback?

1. Improves credibility of the PMS

2. Strength communication between the employee and management
3. Increase employee motivation and commit
How to give feedback?

1. Schedule a mutually convenient time and place for the feedback

session. Allow sufficient time and ensure privacy.

2. It should be a face-to-face personal discussion.

3. Feedback to be given to one employee at a time.

4. The feedback session include: -

a) The HR manager
b) The immediate superior
c) The departmental head

5. Start with emphasizing the employees strength and achievements.

6. Should be a two-way communication. Encourage the employee to give

free and frank viewpoint.

7. Encourage the employee to perform better.

8. Should be non judgmental.

Desirable practices

1. It should be an on going process

2. KRAs should be made for all employees

3. Based on PMS make plan for future for growth of employees.

Undesirable practices

1. It is used as a tool for disciplinary action.

2. Setting unrealistic KRAs.

3. Giving promotion based on favoritism.

4. Giving rating on personality not on performance.

RESEARCH AND DEVELOPMENT IN BHATIA AND
COMPANY

By watching the performances of employees

By measuring the previous records and actual records of employees

By achieving some specific targets,

Company watchs the performance of employees:-

How he is performing?
His ability?
His behavior?
His relations?
His deserve ness?

Company measures the actual and previous performance of employees. If

employee has performed much better than the previous one he will get
reward for that.

Generally in Bhatia and company, company gives a particular target to

sales executives for a specific period. If sales persons achieve their targets
effectively they get reward for it and if they are performing well
continuously they will get promotion.
 CHAPTER-SIX

FINDINGS & CONCLUSION

 FINDINGS

Bhatia and Company appraise its employees on the basis of MBO

process.

It has set up different key result areas for sales and service.

Annual assessment is carried out from the gape of expected verses actual
targets.

Feedback is essential part in B&C for improving the strength and

capacity of doing work of employee.

Different mode of responsibilities is given to different people in this

company.

Pooja is conducted and photographs are taken during the delivery of

vehicle with the Customer during the delivery of vehicle.

Post sales Follow up is done within in 72 hours to obtain the feedback on

the performance of vehicle and sales process in B&C.
 CONCLUSIONS

Bhatia and Company adopts only MBO process for Research and
Development.

Performance are only appraised of sales department, other department

are ignored.

Closed system is adopted in B&C rather than open system.

Time period of appraising the employee in B&C is long.

No regular monitoring of working of quality circles is done.

 CHAPTER-SEVEN

SUGGESTIONS
&
RECOMMENDATIONS
 SUGGESTIONS

Other method of Research and Development can be adopted in Bhatia

and Company such as rating scale method.

Performance of all departments should be appraised in B&C.

Open system is necessary for motivation of employee in Research and

Development.

Research and Development should be done monthly or quarterly.

Training, related to Research and Development should be given Bhatia

and company

Decisions or output of the meeting should be focused on all related

and important areas

Time period of appraising the employee in Bhatia and company

should be short.
 BIBLIOGRAPHY

Books

Kothari C.R. Research Methodology Vishwa Prakashan,2nd Edition.

Gupta C.B. Human Resource Management Sultan Chand & Sons.

6th Edition

Rao Subha Human Resource Management

Mathur Navin Research Methodology

Kotler Philip Marketing Management prentice Hall Publication 11th

Edition.

Websites

www.google.com
www.Maruti Suzuki.com
www.citynews.co.in
www.wekepedia.org
www.tatamotors.com
www.outlookindia.com