FINAL PROJECT REPORT

JOB SATISFACTION IN MARUTI SUZUKI

Submitted for the partial completion of the degree of Master of Business Administration at

Submitted By: Internal Guide: Mr. Kawal Nain Singh Rahul Gupta MBA 4th Roll No. 90112232659

DECLARATION I, Rahul Gupta, a Student of MBA 2009-11 Batch, Bhai Gurdas Institute of Engg. & Technology, hereby declare that the project on Job Satisfaction In Maruti Suzuki is my original work and that it has not previously formed the basis for the award of any other Degree, Diploma, Fellowship or other similar titles. It has been done under the guidance of Mr Kawal Nain Singh (Internal guide).

( Rahul Gupta)

ACKNOLEDGEMENT

Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one can make a simple expression of gratitude.

Industrial training is an integral part of any Master of Business Administration program and for that purposes I had joined a company what else can be as good as Maruti Suzuki, India's premier information enabling company. I take the opportunity to express my gratitude to all of them who in some or other way helped me to accomplish this challenging project in Maruti Suzuki Ltd.. No amount of written expression is sufficient to show my deepest sense of gratitude to them. I am very thankful to Mr.Kawal Nain Singh, Faculty Department of Business

Management, BGIET Sangrur for their everlasting support and guidance on the ground of which I have acquired a new field of knowledge. The course structure created for this curriculum has benefited with the inclusion of recent development in the organizational and managerial aspects. Lastly, I am thankful to all the member of Maruti Suzuki, which has given me valuable information in the part of my project.

CONTENTS
CHAPTER NO. Contents List of Tables List of Graphs List of Figures Introduction Job Satisfaction 2.1 Definitions 2.2 History 2.3 Importance 2.4 Importance to worker and organization Factors 2.5 Workers role in job satisfaction reasons 2.6 Factors 2.7 Reasons of low job satisfaction 2.8 Effects Of Low Job Satisfaction 2.9 Influences Models of job satisfaction 3.1Model of facet of job satisfaction 3.3 Dispositional Theory( Timothy A. Judge 1988) 3.4 Two-Factor Theory (Motivator-Hygiene Theory) 3.5 Job Characteristics Model (Hackman & Oldham) 3.6 Modern method of measuring job satisfaction 3.7 Rating scale 3.8 Personal interviews 3.9 action tendencies 3.10 Job enlargement TITLE OF CHAPTER

1 2

3.11 Job rotation 3.12 Change of pace 3.13 Scheduled rest periods Research methodology Organizational profile Data presentation, Analysis and Interpretation Appendices Appendices A Questionnaire Bibliography

4 5 6

CHAPTER NO.1 INTRODUCTION

INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. persons attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality. Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker In short job satisfaction is a

morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind.

CHAPTER NO. 2 JOB SATISFACTION

DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. An effective reaction to ones job. Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors Individual characteristics Group relationship outside the job Blum and Naylor Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. Glimmer Job satisfaction is defined as any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, I am satisfied with my job. Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences. Locke

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is

combination of psychological, physiological and environmental circumstances. That causes a person to say. I m satisfied with my job. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction. Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task.

This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker is a productive worker. It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.

IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line.

WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself The nature of work in relation to abilities, interest and preparation of worker Security Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows: 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions.

4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done.

5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company & management It includes the aspect of workers immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision. 8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. 9. Communication It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employees status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor.

10.Benefits

It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor.

REASONS OF LOW JOB SATISFACTION Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation. If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization. J o b s a t i s f a c t i n

High

low

A low Rate of turn over and absences High

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism. In the above diagram line AB shows inverse relationship between job satisfaction and rate of turn over and rate of absenteesm. As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a versa.

2. HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3.TRAINING COST INCREASES As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases. INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coinsided with their job , this relationship will predicted subsequent job satisfaction. However, the main influences can be summerised along with the dimentions identified above. The work itself The concept of work itself is a major source of satisfaction. For example, research related to the job charactoristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingridents of a satisfying job uncovered by survey include challenging work, work that is not boring, and the job that provides status. intersting and

Pay

Wages and salaries are recognised to be a significant, but complex, multidimentional factor in job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction. Employees often see pay as a reflection of how managemnet view their conrtibution to the organization. Fringe benefits are also important. If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction. Promotions Promotional opportunities are seem to be have avarying effect on job satisfaction. This is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words, if management could keep the entire workers happy, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relation ship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turn over, and consequently organization can gain from lower turn over in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism. What job satisfaction people need? Each employee wants:

1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 4. Job security for himself and his family 5. Good wages 6. Adequate benefits 7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, where as satisfaction reflects the individuals attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. the level of job satisfaction is largely determined by the comfits offered by the environment and the situation . Motivation, on the other hand is largely determine by value of reward and their dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individuals level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.

CHAPTER NO. 3 MODELS OF JOB SATISFACTION

MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees in the orgnization given by different authers. List of all the theorise and methods measuring job satisfaction level is given below: A MODEL OF FACET SATISFACTION Affect theory(Edwin A. Locke 1976) Dispositional Theory( Timothy A. Judge 1988) Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs) Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies Job enlargement Job rotation Change of pace Scheduled rest periods

MODEL OF FACET OF JOB SATISFACTION Skill Experience Training Efforts Age Seniority Education Co loyalty Past performance

Perceived personal job inputs Perceived amount that should be received (a)

Perceived inputs & outcomes of referent others

Level Difficulty Time span Amount of responsibility

Perceived job characteristics

a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort

Perceived outcome of referent others

Actual outcome received

Perceived amount received (b)

Fig.no.2 Model of determinant of facet of job satisfaction Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to understand what determines a persons satisfaction with any facet of job. According to this model actual outcome level plays a key role in a persons perception of what rewards he recieves. His perception influenced by his perception of what his referent others recieves. The higher outcome level of his referent other the lower his outcome level will appear. This model also focus on his perception on reward level.

DISPOSITIONAL THEORY Satisfaction theory is the Dispositional Theory it is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY) Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out.Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifactFurthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured]

MODERN METHOD OF MEASURING JOB SATISFACTION In this method of measuring job satisfaction the comparision between various orgnizational terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION: 1. Management has a clear path for employees advancement 2. Decisions are made keeping in mind the good of the employees 3. Management is extremely fair in personal policies 4. Physical working conditions are supportive in attaining targets 5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION 1. I feel I can trust what my supervisor tells me 2. My supervisor treats me fairly and with respect 3. My supervisor handles my work-related issues satisfactorily 4. I get frequent appreciation of work done from supervisors 5. I get enough support from the supervisor 6.Individual initiative is encouraged SATISFACTION WITH COMPENSATION LEVELS 1. Overall I am satisfied with the companys compensation package 2. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4. I am satisfied with the retirement benefits 5. I am satisfied with the reimbursement of the expenses as per the eligibility 6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY 1. Management decisions are Ad Hoc and lack professionalism (reverse scaled) 2. Rules and procedures are followed uncompromisingly 3. My job responsibilities are well defined and clear SATISFACTION WITH CAREER DEVELOPMENT 1. I have adequate opportunities to learn and grow 2. I get opportunities to handle greater responsibilities 3. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees. RATING SCALE It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers. CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It involves asking employees to described incidents on job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes.

PERSONAL INTERVIEWS This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly. ACTION TENDENCIES By this method, Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study on American employees, hoppock identified six factors that contributed to job satisfaction among them. These are as follows: 1. The way individual reacts to unpleasant situations. 2. The facilities with which he adjust himself to other persons. 3. His relatives status in the social & economic group with which he identifies himself. 4. The nature of work in relation to the abilities, interest & preparation of the workers. 5. Security. 6. Loyalty. Because human resource manager often serve as intermediaries between employees & management in conflct.they are concern with Job satisfaction or general job attitudes with the employees. Philip apple white has listed the five major components of Job satisfaction .as 1. Attitude towards work group. 2. General working conditions. 3. Attitude towards company. 4. Monitory benefits & 5. Attitude towards supervision Other components that should be added to this five are individuals state of mind about the work itself and about the life in general .the individuals health, age, level of aspiration.

Social status and political & social activities can all contribute to the Job satisfaction. A persons attitude toward his or her job may be positive or negative. JOB ENLARGEMENT The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement. Output will increase if 1. Workers abilities are fully utilized 2. Worker has more control over the work 3. Workers interest in work and workplace is stimulated. Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. It may widen the number of task the employee must do that is, add variety. When additional simple task are added to a job, the process is called horizontal job enlargement. This also presumably adds interest to the work and reduces monotony and boredom. To check harmful effects of specialization, the engineering factors involved in each individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be more lines and fewer workers on each line. Moreover, instead of assigning one man to each job and then allowed to decide for himself how to organize the work. Such changes permit more social contacts and greater control over the work process.

JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of job activities. One way to tackle work routine is to use the job rotation. When an activity is no longer challenging, the employee is rotated to another job, at the same level that has similar skill requirements. Many companies are seeking a solution to on-the-job boredom through systematically moving workers from one job to another. This practice provides more varieties and gives employees a chance to learn additional skills. The company also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency. 3.13 CHANGE OF PACE Anything that will give the worker a chance to change his pace when he wishes will lend variety to his work. Further if workers are permitted to change their pace that would give them a sense of accomplishment. SCHEDULED REST PERIODS Extensive research on the impact of rest periods indicates that they may increase both morale and productivity. Scheduled rest periods bring many advantages: They counteract physical fatigue They provide variety and relieve monotony They are something to look forward to- getting a break gives a sense of achievement. They provide opportunities for social contacts

CHAPTER NO. 4 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data. 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.

SAMPLING It was divided into following parts: Sampling technique Threw Judgmental sampling

DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives. Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc.

Profile Of Company

Profile

The old logo of Maruti Suzuki India Limited. Later the logo of Suzuki Motor Corp. was also added to it 'To Munsiyari on a Maruti 800', Uttarakhand Himalayas Maruti Suzuki plant in Gurgaon Maruti Suzuki is India and Nepal's number one leading automobile manufacturer and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-led government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, Govt. of India sold its complete share to Indian financial institutions. With this, Govt. of India no longer has stake in Maruti Udyog. Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its only competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several other countries, depending upon export orders. Models similar to Maruti Suzukis (but not manufactured by Maruti Udyog) are sold by Suzuki Motor Corporation and manufactured in Pakistan and other South Asian countries.

The company annually exports more than 50,000 cars and has an extremely large domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was the India's largest selling compact car ever since it was launched in 1983. More than a million units of

this car have been sold worldwide so far. Currently, Maruti Suzuki Alto tops the sales charts and Maruti Suzuki Swift is the largest selling in A2 segment. Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is commonly used to refer to this compact car model ("Maruti" is another name of the Hindu god, Hanuman). Maruti Suzuki has been the leader of the Indian car market for over two decades. Its manufacturing facilities are located at two facilities Gurgaon and Manesar south of Delhi. Maruti Suzukis Gurgaon facility has an installed capacity of 350,000 units per annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a combined capability to produce over 700,000 units annually. More than half the cars sold in India are Maruti Suzuki cars. The company is a subsidiary of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti Suzuki. The rest is owned by public and financial institutions. It is listed on the Bombay Stock Exchange and National Stock Exchange in India. During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all, over six million Maruti Suzuki cars are on Indian roads since the first car was rolled out on 14 December 1983. Maruti Suzuki offers 14 models, Maruti 800, Alto, WagonR, Estilo, A-star, Ritz, Swift, Swift DZire, SX4, Omni, Eeco, Gypsy, Grand Vitara, Kizashi. Swift, Swift DZire, A-star and SX4 are manufactured in Manesar, Grand Vitara and Kizashi are imported from Japan as completely built units(CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant. Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars for three decades. Suzukis technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel efficient. Nearly 75,000 people are employed directly by Maruti Suzuki and its partners. It has been rated first in customer satisfaction among all car makers in India from 1999 to 2009 by J D Power Asia Pacific.

Partner for the joint venture

Sanjay Gandhi owned the Maruti Technical Services Limited, which ran into trouble and was liquidated. After the death of Sanjay Gandhi, the Indira Gandhi government assigned a delegation of Indian technocrats to hunt for a collaborator for the project. Initial rounds of discussion were held with the giants of the automobile industry in Japan including Toyota, Nissan and Honda. Suzuki Motor Corporation was at that time a small player in the four wheeler automobile sector and had major share in the two wheeler segment. Suzuki's bid was considered negligible. While the major companies were personally represented in the initial rounds of discussion, Osamu Suzuki, Chairman and CEO of the company ensured that he was present in all the rounds of discussion. Osamu in an article writes that it subtly massaged their (Indian delegation's) egos and also convinced them about the sincerity of Suzuki's bid. Suzuki in return received a lot of help from the government in such matters as import clearances for manufacturing equipment (against the wishes of the Indian machine tool industry then and its own socialistic ideology), land purchase at government prices for setting up the factory Gurgaon and reduced or removal of excise tariffs. This ensured that Suzuki conscientiously nursed Maruti Suzuki through its infancy to become one of its flagship ventures.

Joint venture related issues

Maruti Suzuki's A-Star vehicle during its unveiling in Pragati Maidan, Delhi. A-Star, Suzuki's fifth global car model, was designed and is made only in India.[6] Besides being Suzuki's largest subsidiary in terms of car sales, Maruti Suzuki is also Suzuki's leading research and development arm outside Japan Relationship between the Government of India, under the United Front (India) coalition and Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian media till Suzuki Motor Corporation gained the controlling stake. This highly profitable joint venture that had a near monopolistic trade in the Indian automobile market and the nature of the partnership built up till then was the underlying reason for most issues. The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987, and further to 50% in 1992. In 1982 both the venture partners had entered into an agreement to nominate their candidate for the post of Managing Director and every Managing Director will have a tenure of five years. Initially R.C.Bhargava, was the managing director of the company since the inception of the joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki. Joining in 1982 he held several key positions in the company before heading the company as Managing Director. Currently he is on the Board of Directors. After completing his five year tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The Government nominated Mr. S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr. Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector undertaking Bharat Heavy Electricals Limited as General Manager. Later in

1987 he was promoted as Chief General Manager, 1988 as Director, Productions and Projects, 1989 Director, Materials and in 1993 as Joint Managing Director. Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with the reason of it being called on a short notice.[9] Later Suzuki Motor Corporation went on record to state that Mr. Bhaskarudu was "incompetent" and wanted someone else. However, the Ministry of Industries, Government of India refuted the charges. Media stated from the Maruti Suzuki sources that Bhaskarudu was interested to indigenise most of components for the models including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu was a proxy for the Government and would not let it increase its stake in the venture. If Maruti Suzuki would have been able to indigenise gear boxes then Maruti Suzuki would have been able to manufacture all the models without the technical assistance from Suzuki. Till today the issue of localization of gear boxes is highlighted in the press. The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a stay order against the appointment of Mr. Bhaskarudu. The issue was resolved in an outof-court settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to 31 December 1999, and from 1 January 2000, Jagdish Khattar, Executive Director of Maruti Udyog Limited would assume charges as the Managing Director.[12] Many politicians believed, and had stated in parliament that the Suzuki Motor Corporation is unwilling to localize manufacturing and reduce imports. This remains true, even today the gear boxes are still imported from Japan and are assembled at the Gurgaon facility.

Industrial relations
For most of its history, Maruti Udyog Limited had relatively few problems with its labour force. Its emphasis of a Japanese work culture and the modern manufacturing process, first instituted in Japan in the 1970s, was accepted by the workforce of the company without any difficulty. But with the change in management in 1997, when it became predominantly government controlled for a while, and the conflict between the United Front Government and Suzuki may have been the cause of unrest among employees. A major row broke out in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite strike, demanding among other things, revision of the incentive scheme offered and implementation of a pension scheme. Employees struck work for six hours in October 2000, irked over the suspension of nine employees, going on a six-hour tools-down strike at its Gurgaon plant, demanding revision of the incentive-linked pay and threatened to fast to death if the suspended employees were not reinstated. About this time, the NDA government, following a disinvestments policy, proposed to sell part of its stake in Maruti Suzuki in a public offering. The Staff union opposed this sell-off plan on the grounds that the company will lose a major business advantage of being subsidised by the Government. The standoff with the management continued to December with a proposal by the management to end the two-month long agitation rejected with a demand for reinstatement of 92 dismissed workers, with four MUL employees going on a fast-unto-death. In December the company's shareholders met in New Delhi in an AGM that lasted 30

minutes. At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating outside the company's corporate office demanding commencement of production linked incentives, a better pension scheme and other benefits. The management has refused to pass on the benefits citing increased competition and lower margins.

Services offered
Current sales of automobiles

Maruti Omni India's Corps of Military Police personnel patrolling the Wagah border crossing in the Punjab in a Maruti Gypsy. Maruti Alto Maruti Suzuki Swift Maruti Suzuki Zen Estilo Suzuki SX4 5th Generation Suzuki Alto is sold as Maruti Suzuki A-Star in India. Maruti Suzuki Swift DZire

Manufactured locally 1. 2. 3. 4. 800 (Launched 1983) Omni (Launched 1984) Gypsy (Launched 1985) WagonR (Launched 2002)

5. Alto (Launched 2000) 6. Swift (Launched 2005) 7. Estilo (Launched 2009) 8. SX4 (Launched 2007) 9. Swift DZire (Launched 2008) 10. A-star (Launched 2008) 11. Ritz (Launched 2009) 12. Eeco (Launched 2010) 13. Alto K10(Launched 2010)

Imported

Suzuki Grand Vitara 1. Grand Vitara (Launched 2007) 2. Kizashi (Launched 2011)

Discontinued car models

1. 2. 3. 4. 5. 6. 7. 1000 (19901994) Zen (19932006) Esteem (19942008) Baleno (19992007) Zen Estilo (20062009) Versa (20012010) Grand Vitara XL7 (20032007)

Manufacturing facilities
Maruti Suzuki has two state-of-the-art manufacturing facilities in India.[14] Both manufacturing facilities have a combined production capacity of 1,250,000 vehicles annually.

Gurgaon Manufacturing Facility The Gurgaon Manufacturing Facility has three fully integrated manufacturing plants and is spread over 300 acres (1.2 km2). All three plants have an installed capacity of 350,000 vehicles annually but productivity improvements have enabled it to manufacture 700,000 vehicles annually. The Gurgaon facilities also manufacture 240,000 K-Series engines annually. The entire facility is equipped with more than 150 robots, out of which 71 have

been developed in-house. The Gurgaon Facilities manufactures the 800, Alto, WagonR, Estilo, Omni, Gypsy and Eeco.

Manesar Manufacturing Facility The Manesar Manufacturing Plant was inaugurated in February 2007 and is spread over 600 acres (2.4 km2). Initially it had a production capacity of 100,000 vehicles annually but this was increased to 300,000 vehicles annually in October 2008. The production capacity was further increased by 250,000 vehicles taking total production capacity to 550,000 vehicles annually. The Manesar Plant produces the A-star, Swift, Swift DZire and SX4.

Sales and service network

As of 31 March 2011 Maruti Suzuki has 933 dealerships across 666 towns and cities in all states and union territories of India. It has 2,946 service stations (inclusive of dealer workshops and Maruti Authorised Service Stations) in 1,395 towns and cities throughout India. It has 30 Express Service Stations on 30 National Highways across 1,314 cities in India. Service is a major revenue generator of the company. Most of the service stations are managed on franchise basis, where Maruti Suzuki trains the local staff. Other automobile companies have not been able to match this benchmark set by Maruti Suzuki. The Express Service stations help many stranded vehicles on the highways by sending across their repair man to the vehicle.

Maruti Insurance
Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the help of the National Insurance Company, Bajaj Allianz, New India Assurance and Royal

Sundaram. The service was set up the company with the inception of two subsidiaries Maruti Insurance Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited. This service started as a benefit or value addition to customers and was able to ramp up easily. By December 2005 they were able to sell more than two million insurance policies since its inception.[

Maruti Finance
To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in January 2002. Prior to the start of this service Maruti Suzuki had started two joint ventures Citicorp Maruti and Maruti Countrywide with Citi Group and GE Countrywide respectively to assist its client in securing loan.[19] Maruti Suzuki tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak Mahindra, Standard Chartered Bank, and Sundaram to start this venture including its strategic partners in car finance. Again the company entered into a strategic partnership with SBI in March 2003[20] Since March 2003, Maruti has sold over 12,000 vehicles through SBI-Maruti Finance. SBI-Maruti Finance is currently available in 166 cities across India. "Maruti Finance marks the coming together of the biggest players in the car finance business. They are the benchmarks in quality and efficiency. Combined with Maruti volumes and networked dealerships, this will enable Maruti Finance to offer superior service and competitive rates in the marketplace". Jagdish Khattar, Managing director of Maruti Udyog Limited in a press conference announcing the launch of Maruti Finance on 7 January 2002 Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti Udyog Limited its primary business stated by the company is "hire-purchase financing of Maruti Suzuki vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank Overseas Investment Corporation, Delaware, which in turn is a 100% wholly owned subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the stake and Maruti Suzuki holds the remaining 26%.GE Capital, HDFC and Maruti Suzuki came together in 1995 to form Maruti Countrywide. Maruti claims that its finance program offers most competitive interest rates to its customers, which are lower by 0.25% to 0.5% from the market rates.

Maruti TrueValue
Main Article: Maruti True Value Maruti True service offered by Maruti Suzuki to its customers. It is a market place for used Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti Suzuki vehicles with

the help of this service in India. As of 31 March 2010 there are 341 Maruti True Value outlets.

N2N Fleet Management

N2N is the short form of End to End Fleet Management and provides lease and fleet management solution to corporates. Its impressive list of clients who have signed up of this service include Gas Authority of India Ltd, DuPont, Reckitt Benckiser, Sona Steering, Doordarshan, Singer India, National Stock Exchange and Transworld. This fleet management service include end-to-end solutions across the vehicle's life, which includes Leasing, Maintenance, Convenience services and Remarketing.

Accessories
Many of the auto component companies other than Maruti Suzuki started to offer components and accessories that were compatible. This caused a serious threat and loss of revenue to Maruti Suzuki. Maruti Suzuki started a new initiative under the brand name Maruti Genuine Accessories to offer accessories like alloy wheels, body cover, carpets, door visors, fog lamps, stereo systems, seat covers and other car care products. These products are sold through dealer outlets and authorized service stations throughout India.

Maruti Driving School

A Maruti Driving School in Chennai As part of its corporate social responsibility Maruti Suzuki launched the Maruti Driving School in Delhi. Later the services were extended to other cities of India as well. These schools are modelled on international standards, where learners go through classroom and practical sessions. Many international practices like road behaviour and attitudes are also taught in these schools. Before driving actual vehicles participants are trained on simulators.

Issues and problems

On February, 24, 2010, Maruti Suzuki India, announced recalling of 100,000 A-Star hatchbacks to fix a fuel leakage problem. the company will replace the gaskets for all 100,000 A-Star cars.]

Exports
Maruti Exports Limited is the subsidiary of Maruti Suzuki with its major focus on exports and it does not operate in the domestic Indian market. The first commercial consignment of 480 cars were sent to Hungary. By sending a consignment of 571 cars to the same country Maruti Suzuki crossed the benchmark of 300,000 cars. Since its inception export was one of the aspects government was keen to encourage. Every political party expected Maruti Suzuki to earn foreign currency. Angola, Benin, Djibouti, Ethiopia, Europe, Kenya, Morocco, Nepal, Sri Lanka, Uganda, Chile, Guatemala, Costa Rica and El Salvador are some of the markets served by Maruti Exports.

MARUTI SUZUKI TODAY

More than half the number of cars sold in India wears a Maruti Suzuki badge. They are a subsidiary of Suzuki motors, Japan. As India's largest passenger car company, account for over 50 per cent of the domestic car market. Maruti Suzuki have a sales network of 562 outlets in 372 towns and cities, and provide maintenance support to customers at 2538 workshops in over 1200 towns and cities (as on December 31,2007). Since inception, it have produced and sold over 6.75 million vehicles, including almost 500,000 units in Europe and other export markets. Company have been rated first in customer satisfaction for eight years in a row in J D Power's Surveys, and are India's Most Respected Automobile Company (As per survey conducted by Business world, a reputed Indian Magazine) Also, in an independent survey conducted by Forbes.Com where they rated top 200 reputed companies on various parameters such as reputation within the customer and employee fraternity, we stood 91st. In the automobile section we finished 7th.

Our parent company, Suzuki Motor Corporation, has been a global leader in mini and compact cars for three decades. Suzuki's technical superiority lies in its ability to pack power and performance into a compact, lightweight engine that is clean and fuel-efficient. The same characteristics make our cars extremely relevant to Indian customers and Indian conditions. Product quality, safety and cost consciousness are embedded into our manufacturing process, which we have inherited from its parent company. Right from inception, Maruti brought to India, a very simple yet powerful Japanese philosophy 'smaller, fewer lighter, shorter and neater'

From the Japanese work culture it imbibed simple practices like an open office, a common uniform and common canteen for everyone from the Managing Director to the workman, daily morning exercise, and quality circle teams. From the Japanese work culture Maruti imbibed simple practices like an open office, a common uniform and common canteen for everyone from the CEO to the workman, daily morning exercise, and quality circle teams.

BUILDING THROUGH PARTNERSHIPS Our business relies substantially on our partners. We depend on a national network of suppliers, sales outlets and workshops, managed by independent entrepreneurs, to manufacture car components and look after our customers. We are the "employer of choice" for automotive engineers and young managers from across the country. Nearly 75,000 people are employed directly by Maruti and our partners. Within the company, we strive always to keep the culture open and participative. Incorporated February 1981 Joint Venture Agreement October 1982 Equity Structure 54.2% Suzuki, Japan, balance with Other Financial Institution and Public.

DATA INTERPUTATION

1. Responses regarding whether the respondents are satisfied with the workplace of organization?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 31 49 12 5 3

Percentage 31 49 12 5 3

Above table shows that 31% employees are strongly satisfied with their work place. 61% employees are satisfied with their workplace. It means over all 92% employees are satisfied and other 18% are not satisfied with the work place.

2. Responses regarding whether the respondents are satisfied with the infrastructure of organization?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 50 20 10 16 4

Percentage 50 20 10 16 4

Above table shows that 70% respondents are satisfied with infrastructure and 30% are dissatisfied with infrastructure . It can be interpreted that 30% are not satisfied with infrastructure which not more in number. 3. Responses regarding whether the respondents are satisfied with the canteen facility provided by organization?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied

Strongly dissatisfied

No. Of respondents 56 17 16 9
3

Percentage 56 17 16 9
3

Above table shows that 88% employees are satisfied with the canteen facility provided by the organization. Only 12% employees are not satisfied with canteen facility.

4. Responses regarding

whether the respondents are satisfied

with the

implementation of rules and responsibilities?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 51 23 10 11 6

Percentage 51 23 10 11 6

Above table shows that 84% employees are satisfied with implementation of rules and responsibilities. And 16% of respondents are not seems to be satisfied with the implementing rules and responsibilities.

5. Responses regarding whether the respondents are satisfied with convenient working hours? Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 20 41 11 23 5 Percentage 20 41 11 23 5

Above table shows that 20% employees strongly feels that the working hours decided by organization are most convenient for them. Other 52% employees are satisfied with these working hours. And only 28% employees are not much satisfied with the working hours.

6. Responses regarding whether the respondents are satisfied with Job security?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 13 18 11 12 46

Percentage 13 18 11 12 46

Above table shows that only 31 % employees are satisfied with the job security. And remaining 69% of employees are not satisfied with the job security provided by the organization.

7. Responses regarding whether the respondents are satisfied with the targets achievable?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 64 21 11 4 0

Percentage 64 21 11 4 0

Above table shows that 96% employees are strongly in favor that the targets given are achievable and only 4% are not feels that the targets given are achievable.

8. Responses regarding whether the respondents are satisfied with the opportunities of promotions?

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 8 14 6 26 46

Percentage 8 14 6 26 46

Only 22% of the employees are satisfied with the opportunities of promotions given by organization. And most of the employees nearly 78% are not satisfied with opportunities of promotions.

9. Responses regarding whether the respondents are satisfied with the payment of salary on time? Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No. Of respondents 44 16 4 32 4 Percentage 44 16 4 32 4

Above table shows that 60% of employees are satisfied with the payment of salaries on time. Only 40% of the employees are not much satisfied with the payment of salaries on time.

10. Responses regarding whether the respondents are satisfied with the performance appraisal system?

Satisfaction level
Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents
62 28 4 4 2

Percentage
62 28 4 4 2

Above table shows that 90% respondents are satisfied with the performance appraisal system and only 10% of the respondents are not much satisfied with the performance appraisal system implemented in organization.

OBJECTIVES

The research has been undertaken with following objectives. To gain an insight about job satisfaction in Maruti Suzuki.

To study the methods of measuring job satisfaction in the organization. To study the level of job satisfaction of the employees in Maruti Suzuki. To study how job satisfaction can be increased among the employees in an organization.

SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given as under:

In case of working hours decided by the organization are not convenient for the employees of Maruti Suzuki. The working hours are 10 hours per day that from 8AM to 6PM. These hours should minimize up to 8 hours.

The criteria for Job security is not much satisfactory so management have concentrate on job security of employees so that they can work without fear of job loss in the organization.

From analysis we concluded that the period of in house training is very short that is of only 3 days, which is not sufficient to get complete knowledge about the work. Hence the training period should extend up to 5 days.

CONCLUSION
All the conclusions are drawn based on the analysis and interpretation of the primary data regarding the job satisfaction of the employees of Maruti Suzuki. From the analysis and interpretation, it is concluded that most of the employees are satisfied with the workplace and only few employees are not satisfied with the

workplace, which are negligible in number. And similarly in case of infrastructure most of the employees are satisfied and very small number of employees are not happy with the infrastructure of Maruti Suzuki and the canteen facilities. It means the workplace and infra structure is good or satisfactory. It is concluded that near about all the employees are satisfied with implementation of rules and responsibilities. And only some of them are not seems to be satisfied with the implementing rules and responsibilities. Therefore it shows that implementation of rule and responsibility is done fairly. From the study it is clear that the higher percentage of employees are happy with the freedom at work given by management but only some of them are not feeling satisfied with the freedom given at work place. According to analysis and interpretation, most of the employees are satisfied with the team spirit built in organization and only few are not happy with team spirit in the organization. From this it seems that the team spirit in the organization is strong.

This study shows that only few employees strongly feel that the working hours decided by organization are most convenient for them. Other is not in favor with these working hours. So it is clear that the management kept the main consideration about working conditions and the hours, which satisfies the employees. The study shows that very small numbers of employees are satisfied with the job security. And remaining most of the employees are not satisfied with the job security provided by the organization. Hence from this analysis it is cleared that there is feeling of fear of job loss in the employees of Maruti Suzuki.

QUESTIONNAIRE

1. How long you have been working in the industry ? a) less than 3 b) 3-5 years c)more than 5 years 2. How do you feel the working environment ? a) excellent b) good c)satisfactory d) Not Satisfactory 3. How secure do you feel in your job ?

a) Strongly satisfy. b) Satisfy. c) Slightly Satisfy. d) Dissatisfied. e) Strongly dissatisfied . 4. How do you feel the smooth relationship with your employers and coworkers ? a) very high b) high c)medium d)low 5. Opinion about your job? a) highly satisfied b) satisfied c) others (specify) .. d) not satisfied 6. Are you satisfied with the appreciation or reward system provided by your management? a) highly satisfied b) satisfied c)needs improvement d) Not Satisfied 7. Are you satisfied with the bonus and incentives given ? a) highly satisfied b) satisfied c) Unsatisfied d) Strongly Dissatisfied 8. Are you satisfied with the overall compensation package ? a) highly satisfied b) satisfied c) needs improvement

9. How do you feel about the welfare scheme of your showroom ? a) highly satisfied b) satisfied c)needs improvement 10. Have you ever observed or experienced any of the following forms of discrimination in the company ?

a) Racial discrimination b) age discrimination c) gender discrimination d) none of the above 11.Do you really enjoy / relax in your tea time and lunch break? a) Yes b) No If No, Why

BIBLIOGRAPHY
Book: Luthans Fred Organizational Behavior, McGraw Hill 7th Edition. .

Websites: www.hrcouncil.com www.workforce.com www.google.com