employee satisfaction @ BAJAJ AOUTO LTD PROJECT REPORT

EXECUTIVE SUMMARY

Employee satisfaction survey provides a channel for employees to
communicate their view on a wide range of issues in total confidence.
Employee satisfaction survey was conducted to find out the satisfaction
level of the employees at "JAGAJAMPI BAJAJ". The other objective was to
find out the areas of low satisfaction where corrective measures can be
taken .
The Employee Satisfaction Survey helps companies to determine how their
employees think, and to identify employees' needs and concerns so that
improvements can be made and stronger teams can be formed. Business
performance is expected to increase as more satisfied employees will
increase a company's competitiveness, and they are better able to recognize
opportunities and threats, and better leverage limited resources to
maximize the company's profits. Other intangible benefits include the
reinforcement of company goals and values, better internal and external
communication, a positive working and social environment, an improved
company image and increased employee loyalty.
For this purpose a sample was selected by unstratified probability sampling
and survey was done with the help of questionnaire the result were analyzed
for all the employees.

INTRODUCTION

The project consists of the topic called "A study on Employee satisfaction
to enhance the present working conditions at Jagajampi Bajaj Pvt. Ltd.".
The company deals with the sales of Bajaj bikes. It is the dealer for
entire Belgaum district.

It is a great opportunity for me to do the project a such good organization
which grew very fast in just one and half year and it is presently booming
in the Belgaum district.
As employees are the most valuable asset, who are responsible for the
growth and prosperity of the organization. Management wants to know the
level of satisfaction of the employees towards the organization and wants
to enhance the present working Condition if any improvements are to be
made.
So keeping the objective in mind a questionnaire was framed which covered
most of the questions which would provide valuable inputs to the
managements, to enahcne the working conditions and the make any
improvements if needed.
LITERATURE REVIEW

It is realising the direct relationship between happy employees

The key measures to employee satisfaction are
Employee retention
Productivity
Customer satisfaction
Profitability
All the above mentioned factors are obtained only if the employees are
satisfied .This is because satisfied employees tend to be more creative
,tend to accept challenging jobs which is an promotional opportunity to
them .They tend to be more productive .
Employees with higher job satisfaction: believe that the organization will
be satisfying in the long run .care about the quality of their work are
more committed to the organization have higher retention rates, and are
more productive.

TYPICAL DIMENSIONS OF EMPLOYEE SATISFACTION
Employee satisfaction surveys can cover as many or as few topics as are
required by your organization. Some of these topics include:
Job satisfaction
The company as a place to work
Organization direction, strategy and goals
Employee morale
Organizational relationships
Supervision
Management
Leadership
Culture, values and behaviours
Company image
Benefits
Compensation and rewards/incentives
Recognition and promotion
Training and development
Career opportunities
Quality products and services
Internal/external communications
Organizational change
Any other topics of interest to managers

Discrepancy Theories
Two-Factor Theory

Motivators

Responsibility

Challenge

Job control

Hygiene factors

Pay

Benefits

Coworkers

Employee satisfaction has two components
1.Hygeiene issues
2.Motivation issues

The hygiene issues are:
1.Company and Administration Policy: They should be updated and accessible
to all the employees so that the employees are aware of all policies of
the organization.
2.Supervision: The supervisor should have the good leadership qualities and
should give positive feedback at regular interval.
3.Salary: Employees want to be paid according to their competence and
hard work.
4.Interpersonal Relations: It is the relation with the superior ,peer and
subordinate .The employees should be given time for socialization .i.e.
during lunch, tea break, etc.
5.Working conditions: The working environment should be good so that the
employees will have sense of pride in working for the organization and
should be provided with the necessary facilities and adequate space to work
efficiently.

The motivation issues are :

1.Work: The work should make employees believe that the work they are doing
is important.
2.Achievement: All employees want to do a good job and make use of their
talent .

3.Recognition:Employees should be rewarded for high performance by bonus or
at least praising their efforts.
4.Responsibilty:Employees should be given enough freedom or power to carry
out their task .They should have ownership of work and be given
challenging work.
5.Advancement:Loyalty and performance should be rewarded by providing
opportunities for career development .
The absence of hygiene issues is a source of dissatisfaction. While
increase in the motivation factors ,will increase in employee satisfaction
.the hygiene issues should be dealt first and then the motivation issues
should be given considerations .Bigger pay checks rarely equate with
higher job satisfaction .

Statement of the problem

"A study on employee satisfaction to enhance the present working
conditions"

Retaining the employees in the long run has become an destructive problem
to any organization nowadays the organization which takes keen interest to
satisfy their employees before the customers are able to retain their
employees in the long run. So having this objective in mind the
managements wants to know the satisfaction level of the employees towards
Jagajampi Bajaj.

Research Problem:
A study to know the satisfaction level of the employees towards the
organization to enhance the present working conditions for organizational
growth and prosperity at Jagajampi Bajaj.

Purpose of the study:
To know the employee satisfaction level towards the organization.
To understand the relationship within the organization.
To study the communication flow within the organization.
To determine the worker's participation in decision-making.
To find whether there is scope for improvement within the
organization.
To learn the practical aspects of the business.

Scope of the study:

Keeping the purpose of the study in mind which is to know the employee
satisfaction level towards the organization. I have conducted the study
within the organization i.e. employees of Jagajampi Bajaj

Objective of the study:

To know the employee satisfaction level towards the organization
regarding the infrastructure working condition compensation and other
facilities.
To understand the relationship within the organization
To know the communication flow within the organization
To know the level of worker's participation in decision making.
To find whether there is scope for improvement.

BAJAJ COMPANY PROFILE

Bajaj Motors Limited was incorporated in 1986 and started it's commercial
production in 1989. BAJAJ MOTORS have started in machining unit and
backward integrated in Forgings of Auto Components. We are into
manufacturing of auto components mainly precision engine components for Two
Wheelers, Four Wheelers, Tractors and other Heavy Machine Equipments.
Bajaj motors is promoted by the highly qualified and experienced promoters
having a successful track record of more than 40 years of experience in the
manufacture of auto parts.
Bajaj Brand Identity
Our Brand is the visual expression of our thoughts and actions.It conveys
to everyone our intention to constantly inspire confidence.Our customers
are the primary audience for our brand.Indeed, our Brand Identity is shaped
as much by their belief in Bajaj as it is by our own vision.Everything we
do must always reinforce the distinctiveness and the power of our brand.We
can do this by living our brand essence and by continuously seeking to
enhance our customers' experience.In doing so, we ensure a special place
for ourselves in the hearts and the minds of our customers.

Bajaj Brand Essence
Our Brand Essence is the soul of our brand.Our brand essence encapsulates
our mission at Bajaj.
It is the singular representation of our terms of endearment with our
customers.It provides the basis on which we grow profitably in the
market.Our Brand Essence is
Excitement.Bajaj strives to inspire confidence through excitement
engineering.
Blending together youthful creativity and competitive technology to exceed
the spoken
and the implicit expectations of our customers.By challenging the given. By
exploring the unknown and thereby stretching ourselves towards tomorrow,
today.
Bajaj Brand Values:We live our brand by its values of Learning, Innovation,
Perfection, Speed and Transparency.Bajaj will constantly inspire confidence
through excitement engineering.
Learning:Learning is how we ensure proactivity.It is a value that embraces
knowledge as the platform for building well informed, reasoned, and
decisive actions.
Innovation:Innovation is how we create the future.It is a value that
provokes us to reach beyond the obvious in pursuit of that which exceeds
the ordinary.
Perfection:Perfection is how we set new standards.It is a value that
exhibits our determination to excel by endeavouring to establish new
benchmarks all the time.

Speed:Speed is how we convey clear conviction.It is a value that keeps us
sharply responsive, mirroring our commitment towards our goals and
processes.
Transparency:Transparency is how we characterise ourselves.It is a value
that makes us
worthy of credibility through integrity, of trust through sensitivity and
of loyalty through interdependence.
MANAGEMENT PROFILE:
"Rahul Bajaj "Chairman "
"Madhur Bajaj "Vice Chairman "
"Rajiv Bajaj "Managing Director "
"Sanjiv Bajaj "Executive Director "
"N H Hingorani "Vice President (Materials) "
"Ranjit Gupta "Vice President (Insurance) "
"C P Tripathi "Vice President (Operations) "
"Kevin D'sa "Vice President (Finance) "
"Pradeep Shrivastava "Vice President (Engineering) "
"S Sridhar "Vice President (Mktg & Sales - 2Wh.) "
"V S Raghavan "Vice President (Corporate Finance) "
"J. Sridhar "Company Secretary "

Rahul Bajaj
Chairman
Rahul Bajaj is an Honours Graduate in Economics and Law and a Business
Graduate from the Harvard Business School. He was appointed Chief Executive
Officer of Bajaj Auto in 1968 and took over later as Head of the Bajaj
Group of companies.
Madhur Bajaj (Vice Chairman):After graduating in Commerce, Mr Bajaj did
his MBA from Lausanne, Switzerland. Joined as DGM in March 1983, took over
as General Manager Aurangabad Division in June 1986, as its Chief Executive
in October 1988, he became President of Bajaj Auto in September 1994,
Executive Director in May 2000 and as Vice Chairman in July 2001.

Rajiv Bajaj (Managing Director): Rajiv Bajaj, who took charge as Managing
Director on 1st April 2005, is a Mechanical Engineer from Pune University.
He later did his Masters in Manufacturing Systems Engineering from the
University of Warwick. Joined as Officer on Special Duty in 1990, took over
as General Manager (Products) in February 1993, as Vice President
(Products) in June 1995, President in May 2000, President & Whole Time
Director in March 2002, Joint Managing Director in March 2003

Sanjiv Bajaj(Executive Director): Joined as Officer on Special Duty in
1994, took over as Executive Director in April 2004, as General Manager
(CF) in 1997, took charge as Vice President (Finance) in April 2001. He is
a Mechanical Engineer from Pune University, with Masters in Manufacturing
Systems from University of Warwick and MBA from Harvard Business School.

N H Hingorani(Vice President (Materials)):Joined in 1997 as General Manager
(Materials), took over as Vice President (Materials) in 1998. He is a
Mechanical Engineer from Malaviya Regional Engineering College, Jaipur

Ranjit Gupta(Vice President (Insurance)) Joined as General Manager (Co-
ordination) in 1988, and rose to become Vice President (Materials) in 1995,
Vice President (HRD) in 2000 and Vice President (Insurance). He did his
Mechanical & Electrical Engineering from Indian Railway Institute of
Mechanical & Electrical Engineers. Honoured with fellowship of Institute of
Electrical Engineering (London) and membership of Institute of Mechanical
ENGG London.
C P Tripathi(Vice President (Operations))Joined in January 1996 as Vice
President (Waluj plant) and is now Vice President (Operations). He is a
Science Graduate from Agra University. Later he did Mechanical Engineering
from Indian Institute of Technology, Kharagpur.

Kevin P D Sa(Vice President (Finance)):Mr.Kevin joined Bajaj in September
1978 and is now Vice President (Finance). He is a B.Com graduate. Later he
did CA in 1978 and ICWA in 1981.
Pradeep Shrivastava(Vice President (Engineering)):Mr.Shrivastava joined
Bajaj in April 1986 and is now Vice President (Engineering). He is a
Mechanical Engineer and later did post graduate diploma in Production and
Finance in 1986.
S Sridhar(Vice President (Marketing & Sales- 2Wheeler)):Mr.Sridhar joined
Bajaj in March 2001 and is now Vice President (Marketing & Sales -2
Wheeler). He is a Engineering Graduate in Agriculture

BOARD OF DIRECTORS:
"Board of Directors "
"Rahul Bajaj "Chairman "
"Madhur Bajaj "Vice Chairman & Whole-Time Director "
"Rajiv Bajaj "Managing Director "
"Sanjiv Bajaj "Executive Director "
"Kantikumar R. Podar "Director "
"Shekhar Bajaj "Director "
"D.J. Balaji Rao "Director "
"D.S. Mehta "Whole-Time Director "
"J.N. Godrej "Director "
"S.H. Khan "Director "
"Mrs. Suman Kirloskar "Director "
"Naresh Chandra "Director "
"Nanoo Pamnani "Director "
"Tarun Das "Director "
"Manish Kejriwal "Director "
" " "

"Committees of the Board "
"Audit Committee "
"S.H. Khan "Chairman "
"J.N. Godrej " "
"Nanoo Pamnani " "
"D.J. Balaji Rao " "
"Naresh Chandra " "

"Shareholders' & Investors' Grievance committee "
"D.J. Balaji Rao "Chairman "
"J.N. Godrej " "
"Naresh Chandra " "

"Remuneration committee "
"D.J. Balaji Rao "Chairman "
"S.H. Khan " "
"Naresh Chandra " "
" " "

"Registered under the Indian Companies Act, VII of 1913 "
"REGISTERED OFFICE "Akurdi, Pune 411 035 "
"WORKS "Akurdi, Pune 411 035 "
" "Bajaj Nagar, Waluj Aurangabad 431 136 "
" "Chakan Industrial Area, Chakan, Pune 411 501 "
" " "

GROUP OF COMPANIES OF BAJAJ:
Bajaj Auto is the flagship of the Bajaj group of companies. The group
comprises of 27 companies and was founded in the year 1926. The companies
in the group are:
"Bajaj Auto Ltd. "Mukand International Ltd. "
"Mukand Ltd. "Mukand Engineers Ltd. "
"Bajaj Electricals Ltd. "Mukand Global Finance Ltd. "
"Bajaj Hindustan Ltd. "Bachhraj Factories Pvt. Ltd. "
"Maharashtra Scooters Ltd. "Bajaj Consumer Care Ltd. "
"Bajaj Auto Finance Ltd. "Bajaj Auto Holdings Ltd. "
"Hercules Hoists Ltd. "Jamnalal Sons Pvt. Ltd. "
"Bajaj Sevashram Pvt Ltd. "Bachhraj & Company Pvt. Ltd. "
"Hind Lamps Ltd. "Jeevan Ltd. "
"Bajaj Ventures Ltd. "The Hindustan Housing Co Ltd. "
"Bajaj International Pvt Ltd. "Baroda Industries Pvt Ltd. "
"Hind Musafir Agency Pvt Ltd. "Stainless India Ltd. "
"Bajaj Allianz General Insurance "Bombay Forgings Ltd. "
"Company Ltd. " "
"Bajaj Allianz Life Insurance "- "
"Company Ltd. " "

DIFFERENT MILESTONES OF BAJAJ COMPANY:
"2005 " "
"December "Bajaj Discover launched "
"June "Bajaj Avenger launched "
"February "Bajaj Wave launched "
"2004 " "
"Sept/Oct "Bajaj Discover DTS-i launched "
"August "New Bajaj Chetak 4 stroke with Wonder Gear launched "
"May "Bajaj CT100 Launched "
"January "Bajaj unveils new brand identity, dons new symbol, logo and"
" "brandline "
"2003 " "
"October "Pulsar DTS-i is launched. "
"October "107,115 Motorcycles sold in a month. "
"July "Bajaj Wind 125,The World Bike, is launched in India. "
"February "Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the "
" "executive motorcycle segment. "
"2001 " "
"November "Bajaj Auto launches its latest offering in the premium bike"
" "segment 'Pulsar'. "
"January "The Eliminator is launched. "
"2000 " "
" "The Bajaj Saffire is introduced. "
"1999 " "
" "Caliber motorcycle notches up 100,000 sales in record time "
" "of 12 months. "
" "Production commences at Chakan plant. "
"1998 " "
"June 7th "Kawasaki Bajaj Caliber rolls out of Waluj. "
"July 25th"Legend, India's first four-stroke scooter rolls out of "
" "Akurdi. "
"October "Spirit launched. "
"1997 " "
" "The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are"
" "introduced. "
"1995 " "
"November "Bajaj Auto is 50. "
"29 " "
" "Agreements signed with Kubota of Japan for the development "
" "of diesel engines for three-wheelers and with Tokyo R&D for"
" "ungeared Scooter and moped development. "
" "The Bajaj Super Excel is introduced while Bajaj celebrates "
" "its ten millionth vehicle. "
" "One million vehicles were produced and sold in this "
" "financial year. "
"1994 " "
" "The Bajaj Classic is introduced. "
"1991 " "
" "The Kawasaki Bajaj 4S Champion is introduced. "
"1990 " "
" "The Bajaj Sunny is introduced. "
"1986 " "
" "The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are"
" "introduced. "
" "500,000 vehicles produced and sold in a single financial "
" "year. "
"1985 " "
"November "The Waluj plant inaugurated by the erstwhile President of "
"5 "India, Shri Giani Zail Singh. "
" "Production commences at Waluj, Aurangabad in a record time "
" "of 16 months. "
"1984 " "
"January "Foundation stone laid for the new Plant at Waluj, "
"19 "Aurangabad. "
"1981 " "
" "The Bajaj M-50 is introduced. "
"1977 " "
" "The Rear Engine Autorickshaw is introduced. "
" "Bajaj Auto achieves production and sales of 100,000 "
" "vehicles in a single financial year. "
"1976 " "
" "The Bajaj Super is introduced. "
"1975 " "
" "BAL & Maharashtra Scooters Ltd. joint venture. "
"1972 " "
" "The Bajaj Chetak is introduced. "
"1971 " "
" "The three-wheeler goods carrier is introduced. "
"1970 " "
" "Bajaj Auto rolls out its 100,000th vehicle. "
"1960 " "
" "Bajaj Auto becomes a public limited company. Bhoomi Poojan "
" "of Akurdi Plant. "
"1959 " "
" "Bajaj Auto obtains licence from the Government of India to "
" "manufacture two- and three-wheelers. "
"1948 " "
" "Sales in India commence by importing two- and "
" "three-wheelers. "
"1945 " "
"November "Bajaj Auto comes into existence as M/s Bachraj Trading "
"29 "Corporation Private Limited. "

AWARDS & ACHIEVEMENTS OF BAJAJ COMPANY:
"Product Award "Year "By "
"Bajaj Discover DTS-i - Bike "2005 "OVERDRIVE Awards 2005 "
"of the Year 2005 " " "
"Bajaj Discover DTS-i - "2005 "OVERDRIVE Awards 2005 "
"Indigenous Design of the " " "
"Year 2005 " " "
"BAJAJ AUTO - Bike Maker of "2004 "ICICI Bank OVERDRIVE Awards "
"the Year 2004 " "2004 "
"DTS-i Technology - Auto Tech"2004 "ICICI Bank OVERDRIVE Awards "
"of the Year 2004 " "2004 "
"Bajaj Pulsar DTS-i Bike of "2004 "ICICI Bank OVERDRIVE Awards "
"the Year 2004 " "2004 "
"Wind 125 Two Wheeler of the "2004 "CNBC AUTOCAR Awards 2004 "
"Year 2004 " " "
"Wind 125 Bike of the Year "2004 "Business Standard Motoring "
"2004 " " "
"Bajaj Pulsar 180 DTS-i BBC "2003 "BBC World Wheels Award 2003 "
"World Wheels Viewers Choice " " "
"Two Wheeler of Year 2003 " " "
"World Wheels Award for Best " " "
"Two Wheeler between Rs " " "
"55,000 to Rs 70,000 " " "
"Two Wheeler between Rs " " "
"45,000 to Rs 55,000 " " "
"Bajaj Boxer AT KTEC BBC "2003 "BBC World Wheels Award 2003 "
"Two Wheeler under Rs 30,000 " " "
"Bajaj Pulsar - Motorcycle "2003 "NFO Automotive "
"Total Customer Satisfaction " " "
"Study " " "
"Bajaj Pulsar - Bike of the "2003 "ICICI Bank OVERDRIVE Awards "
"year " "2003 "
"Bajaj Pulsar - Most exciting"2002 "OVERDRIVE Awards "
"bike of the year " " "
"Bajaj Eliminator - Bike of "2002 "OVERDRIVE Awards "
"the year " " "
"Bajaj Eliminator - Most "2001 "OVERDRIVE Awards "
"exciting bike of the year " " "

"Award "Year "By "
"All India Trophy for Highest "1998-99"EEPC "
"Exporter " " "
"Focus LAC Award for "1998-99"India Trade Promotion "
"Outstanding Performance " "Organisation "
"Export Excellence "1998-99"EEPC "
"Certificate of Merit "1998-99"India Trade Promotion "
" " "Organisation "
"Award for Export Excellence "1997-98"EEPC "
"Export Excellence "1997-98"MCCIIA "
"All India Trophy for Highest "1997-98"EEPC "
"Exporter " " "
"Top Exporter Shield - Western"1996-97"EEPC "
"Region " " "
"Export Excellence "1996-97"MCCIA "
"Regional Top Exporter - Large"1995-96"EEPC "
"Scale Manufacturer " " "
"Highest Export Performance "1995-96"EEPC "
"Outstanding Export "1995-96"Government of India, Ministry "
"Performance " "of Commerce "
"Export Excellence Award "1995-96"MCCIA "
"Top Exporter Shield - Western"1995-96"EEPC "
"Region " " "
"Certificate of Merit "1995-96"Government of India, Ministry "
" " "of Commerce "
"Regional Top Exporter - Large"1994-95"EEPC "
"Scale Manufacturer " " "
"All India Special Shield - "1994-95"EEPC "
"Consumer Durables Exporter " " "
"National Export award for "1994-95"Government of India, Ministry "
"Outstanding Performance " "of Commerce "
"Western Region Top Export "1994-95"EEPC "
"Award " " "
"All India Special Shield - "1994-95"EEPC "
"Consumer Durables " " "
"Regional Special Shield - "1993-94"EEPC "
"Capital Goods Category " " "

KEY POLICY FOLLOWED BY BAJAJ COMPANY:
Environmental Policy
Towards creating and preserving a cleaner environment
"Bajaj Auto Ltd., manufacturer of two and three wheeler vehicles is "
"committed to prevention of pollution, continual improvement of our "
"environmental performance and compliance with all applicable "
"environmental legislation and regulations. "
"Towards this, we shall strive to: "
" "Create a proactive environment management system that addresses all "
" "environmentally significant aspects related to our products and "
" "processes, "
" "Minimise the generation of waste and conserve resources Through "
" "better technology and practices, and Promote environmental awareness"
" "amongst our employees and motivate them to fulfill our commitments. "
"We, at Bajaj Auto, pledge ourselves towards creating and preserving a"
"cleaner environment. "
"Quality Policy "
"We at Bajaj Auto continue to firmly believe in providing the customer"
"Value for money, for years through our products and services. This we"
"shall maintain and improve, "
"In our decision making, quality, safety and service will be given as "
"much consideration as productivity, cost and delivery. "
"Quality shall be built into every aspect of our work life and "
"business operations. Quality improvements and customer satisfaction "
"shall be the responsibility of every employee. "
"TPM Policy: "
"We at Bajaj Auto adopt Total Productivity Maintenance as a means of "
"creating a safe and participative work environment in which all "
"employees target the elimination of losses in order to continuously "
"enhance the capacity, flexibility, reliability and capability of its "
"processes, leading to higher employee morale and greater "
"organizational profitability. "
"TPM Policy: "
"We at Bajaj Auto adopt Total Productivity Maintenance as a means of "
"creating a safe and participative work environment in which all "
"employees target the elimination of losses in order to continuously "
"enhance the capacity, flexibility, reliability and capability of its "
"processes, leading to higher employee morale and greater "
"organizational profitability. "

ORGANIZATION PROFILE
JAGAJAMPI
JAGAJAMPI Auto Pvt.Ltd.
4840/1, Opp. Civil Hospital, Dr. Ambedkar Road,
BELGAUM-590016
This Private limited company was established on 11th March 2005 as
authorized dealer of bajaj vehicles in Belgaum city. Now Jagajampi bajaj
is having 14 subdealers.
Having record of selling around 5000 bajaj vehicles in very short
period of time .this shows important role of dealer in selling vehicles &
Deep dedication of all members of Jagajampi Motors. Now JAGAJAMPI BAJAJ
AUTO PVT.LTD is acting as the biggest show room with Good Infrastructure in
Belgaum city.

THE DIFFERENT BIKES AVAILABLE UNDER JAGAJAMPI MOTORS ARE

1. CT100
2. PULSAR150 DTS-i
3. DISCOVER DTS-i
4. DISCOVER JADOO

MANAGEMENT PROFILE:
MANAGING DIRECTOR: SHRI MALLIKARJUN V.JAGAJAMPI
EXECUTIVE DIRECTOR: BASAVRAJ S. BADADALE
director pooja badadale
director amit hattarki

OFFICE STAFF:

SALES EXECUTIVES: AMIT TANJI
IRAPPA MAGDUM
YOGESH.
PDI INCHARGE: FAIZAL KANAKGIRI.
WORK SHOP MANAGER: SANJEEV HULKUND.
ACCOUNTS MANAGER: MAHANTESH MADALGI
CASHIER UMESH KHADABADI
receptionist Sunita Belgaukar
DEPARTMENTS

Sales Department:

This department consists of the ales manager under whom are sales
executives. The sale executives are the people who help the customers to
provide the necessary information regarding their product. They are the
key people who convince the customers to buy their product. This
department is responsible for the sales of their product.

Spares Department:
Spares department consist of a manager who looks after all the transaction
carried out in the spare department. This department holds the spares of
the bajaj bikes. Under the manager they are spares employees who are
responsible for the carrying out the sales of the spares and marinating the
records of the transactions.

Accounts Department:
This department also consists of manager under whom there are other
accountants working. This department is responsible for maintaining the
financial transactions carried out within the organization. Maintaining
the financial transactions, during the duay are to be recorded by the
accounts department.

Pre-Delivery Inspection:
This department consists of a PDI in charge under whom there are technician
working. The department is responsible for checking the bike and making it
ready before the delivery.

Work station:
This department is responsible for the maintenance and servicing of the
bikes. In this department there is a service manager, under whom are
supervisors or service advisor's. under the supervisors are the technician
who service the bikes that have come for servicing.

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

SUB DEALERS:

RAJ AUTO KHANAPUR
CJT AUTO RAIBAG
BHARAT AUTOMOBILES ATHANI
vijay autos bailhongal
pooja motors ugar
renuka motors soundatti
ravi auto gokak
kedar auto nippani
magdhum motors sankeshwar
bhagyalaxmi auto sadalaga
sonnad Motors Jamkhandi
padmavati balaji autos Dharwad
dynamic autos belgaum
s.c. motors
ramdurg
FINANCE
SAGAR LEASEFIN
BAFL
ICICI
HDFC

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

"Mon "
"Type "4- stroke, DTS-i "
"Displacement "180 cc "
"Peak Power "16.5 bhp/ 12.15( kW) @8000 rpm "
"Max Torque "15.22Nm "
"Suspension "
"Front Suspension "Telescopic longest stroke, 140mm "
"Rear Suspension "Triple rate Spring, 5-way adjustable, Hydraulic "
" "shock Absorbers, Vertical travel 90mm "
"Brakes "
"Front Brakes "Hydraulic operated Disc Brakes- 260mm "
"Rear Brakes "130mm Drum "
"Fuel Tank "
"Main/ Reserve "14 L/ 13.4 L "

BAJAJ BIKES: CT-100
"CT-100 BAJAJ BIKE "
"Type "4 stroke "
"Cooling Type "Air Cooled "
"Displacement "99.27 cc "
"Max Power "8.2 bhp( 6.03 kW) @ 7500 rpm "
"Max Torque "8.05 Nm @ 4500 rpm "
"Ignition Type "C.D.I "
"Carburettor "Keihin-Fie "
"Transmission Type "4 speed gear box "
"Electrical System "
"System "12 V, AC+DC "
"Head Light "35/35 W "
"Horn "12 V, DC "
"Chassis "
"Chassis Type "Tubular construction "
"Suspension "
"Front Suspension "Telescopic "
"Rear Suspension "Swing arm type with dual co-axial "
" "springs (spring-in-spring) and "
" "hydraulic shock absorbers "
"Tyres "
"Front Tyre Size "2.75 x 17, 4/6 PR "
"Rear Tyre Size "3.00 x 17, 6 PR "
"Brakes "
"Front Brakes "Mechanical expanding shoe, Friction "
" "type "

SAMPLING:
Sampling is the one techniques which allows us to concentrate and give
attention upon relativity.(i.e. Employees of Jagajampi Bajaj) here the
sample size is 50.

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

For conducting this survey it is required to concentrate on employees of
Jagajampi Bajaj within the organization. For this purpose the
questionnaire was incorporated and the employees were selected and the size
was 50.

Stages in selection of sampling:

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

Specify the sampling frame:
Concerned to the project sampling frame is all the department employees
of Jagajampi Bajaj.
Specify sampling unit:
Sampling unit consisting of selected sample.
Specify sampling Method;
Unstratified probability sampling
Determine sample size:
Concerned to my project my sample size is 50.
Specify sampling plan:
Sampling plan is done according to the stages in the sampling process.
Select the sample;
It includes the actual selection of the sample element at Jagajampi Bajaj
as I am using questionnaire for my research.
Research Methodology:
Data Source: Primary Data ( From questionnaire and personal
interaction )
Secondary data –Internet
Research approach: Survey method.
Research Instrument: Questionnaire.
Sample plan: Personal Interview
Sample unit: Employees of Jagajampi Bajaj.
Sampling method: Unstratified probability sampling
Sample Size: 50 employees

MEASUREMENT TECHNIQUES

Questionnaire:

This is most easy techniques that is sought after and one of the easy
method to gather primary information and is a core source for primary
data and this type of data collection techniques is being incorporated by
me through the questionnaire.

Graphical method using pie charts with percentage:

ANALYSIS AND INTERPRETATION

"Question No.1 Response "
"Strongly agree "35 "
"Agree "11 "
"Neither agree nor disagree "3 "
"Disagree "1 "
"Strongly disagree "0 "

Interpretation:
70% of the employees strongly agree that the infrastructure
provided to them enables them to do their job better.
22% of the employees agree to the same.
6% of the employees neither agree nor disagree.
2% of the employees disagree with this statement.
This question was asked to know whether the infrastructure provided to the
employees helps them to do their job with enthusiasm and to their
satisfaction or not. From the graph we can infer that the infrastructure
provided to the employees is good and helps them to do their job better.
"Question No.2a Response "
"Excellent "37 "
"Good "12 "
"Fair "0 "
"poor "1 "

Interpretation:

74% of the employees say that the lighting conditions
provided by the organization are excellent.
24% of the employees say good to the same.
2% of the employees say that it is poor.

The graph shows that the lighting conditions provided by the organization
are excellent. The organization should continue to maintain the same
conditions in future also.

"Question No.2b Response "
"Excellent "38 "
"Good "7 "
"Fair "2 "
"poor "3 "

Interpretation:
.
76% of the employees say that the sanitation in the
organization is excellent.
14% of the employees say good.
4% of the employees say fair.
6% of the employees say poor.

The graph shows that the sanitation in the organization is well maintained.
The organization should continue to maintain the same in future also.
"Question No.2c Response "
"Excellent "37 "
"Good "9 "
"Fair "1 "
"poor "3 "

Interpretation:

74% of the employees say that the cleanliness maintained in
the organization is excellent.

The graph shows that excellent cleanliness is maintained in the
organization. The organization should continue to maintain the same
conditions in future also.

"Question No.2dResponse "
"Excellent "40 "
"Good "7 "
"Fair "2 "
"poor "1 "

Interpretation:

80% of the employees say that the ventilation in the
The graph shows that ventilation in the organization is excellent.

"Question No.2e Response "
"Excellent "29 "
"Good "8 "
"Fair "8 "
"poor "5 "

Interpretation:

58% of the employees say that the space at work provided by
the organization is excellent.

The graph shows that most of the employees are satisfied with the space
provided by the organization to work. But we can also find that there are
employees who are not satisfied with the space at work. They are the
employees from spares section and the washing section who are not satisfied
with this condition. So the management must look into this seriously and
must think of shifting the spares section and the washing section
accordingly so that the employees get enough space to perform their job
perfectly and flexibly.

"Question No.2f Response "
"Excellent "29 "
"Good "9 "
"Fair "8 "
"poor "4 "

Interpretation:
58% of the employees say that the working culture in the
From the graph we can see that most of the employees are happy with the
working culture of the organization. Management should continue to maintain
the same in future and should regularly enhance the working culture with
innovativeness and also with good values and beliefs. This can be an
influencing factor for the management to retain the employees in the long
run.

"Agree "11 "
"Disagree "1 "

Interpretation:

72% of the employees strongly agree that the task provided
to them lies within their capabilities.
2% of the employees neither agree nor disagree to this
statement.
2% of the employees disagree.
2% of the employees strongly disagree.
This question was asked to know whether the employees are really capable of
doing the given job or not. From the graph we can see that maximum number
of employees claim that the given job lies within their capabilities which
is a good thing for the organization for its progress.

"More work less pay "15 "
"Less work more pay "1 "
"Equal work equal pay "34 "

Interpretation:

68% of the employees say that they are paid equally for the
job which they are doing and it is fair.
30% of the employees say that they are paid less compared to
the job which they are doing.
2% of the employees say that they are paid more for the job
they are doing.
This question was asked to know the employees opinion about the
compensation paid to them for the work they are doing. From the graph we
can see that maximum number of employees saying that they are paid fairly
but also we can see that most of the employees are not satisfied by the
compensation paid. This can be a problem for the management to retain their
employees in the long run. So the management must look in to this problem
seriously and must pay accordingly to the work assigned.

"Agree "0 "
"Disagree "0 "

Interpretation:

100% of the employees strongly agree to the statement that they like
to accept responsibilities and more challenging tasks given to them by
the organization.

This question was asked to know what do the employees feel about
themselves. The graph reveals that the employees are more optimistic and
confident. This feeling of the employees will definitely help the
organization for its growth and prosperity.

"Agree "19 "
"Disagree "2 "

Interpretation:

52% of the employees strongly agree that they are satisfied
with the task provided by the organization.

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

"Completely satisfied "5 "
"Satisfied "29 "
"N S/ND "8 "
"Dissatisfied "3 "
"Completely dissatisfied "5 "

Interpretation:

10% of the employees are completely satisfied with the
salary paid.
58% of the employees are satisfied with the salary paid.
16% of the employees are neither satisfied nor
dissatisfied.
6% of the employees are dissatisfied.
10% of the employees are completely dissatisfied.
This question was asked to know the satisfaction level of the employees
towards the salary paid to them by the organization. From the graph we can
see that most number of employees are satisfied with the salary paid but
also the number of employees who are not satisfied is also not negligible.
The management must think of revising the salary structure accordingly to
satisfy the unsatisfied employees.
"Excellent "4 "
"Good "18 "
"Fair "10 "
"poor "18 "

Interpretation:

8% of the employees say that the incentive scheme is
excellent.
good.
20& of the employees say that the incentive scheme is
fair.
poor.

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

"Agree "15 "
"Disagree "6 "

Interpretation:

48% of the employees strongly agree to the statement that
their grievances and complaints are handled in time and to
their satisfaction.

This question was asked to know whether the employees problems are solved
fairly or not by the management. From the graph we can infer that the
employees are satisfied with the management's problem solving.
"Cordial "45 "
"Fair "05 "
"Uncordial "0 "

Interpretation:

90% of the employees say that their relations with the
employer are cordial.
10% of the employees say that the relations are fair.

This question was asked to understand the relationship within the
organization. From the graph we can find that the relations within the
organization are very good. Management must continue to maintain such
relations in future for smooth running.

"Cordial "44 "
"Fair "06 "
"Uncordial "0 "

Interpretation:

supervisor's/manager's are cordial.

"Cordial "46 "
"Fair "4 "
"Uncordial "0 "

Interpretation:

subordinates are cordial.

"Agree "22 "
"Disagree "7 "

Interpretation:
28% of the employees strongly agree that the management
encourages worker's participation in decision making.
14% of them disagree.
10% of them strongly disagree.
This question was asked to know whether the management encourages worker's
participation in decision-making. By encouraging the worker's participation
in decision-making the management makes the employees feel that they are
important to the organization. This feeling helps the employees to bond
themselves strongly with their organization.
"Agree "30 "
"Disagree "3 "

Interpretation:

32% of the employees strongly agree to the statement that
the manager/supervisor clearly communicates what is expected
of them.

From the graph we can find that the manager/supervisor is performing his
job very well. This will help the employees to stay motivated and focused
on their tasks.

"Agree "20 "
"Disagree "5 "

Interpretation:

40% of the employees strongly agree that their
manager/supervisor encourages high achievement by reducing
the fear of failure.
This question was asked to know whether the manager's/supervisors reduce
the fear of failure within the employees while performing any tasks. From
the graph it is clear that the employees are motivated and made to think
positive by the supervisor/manager. This will help the employees to perform
their job even more confidently and effectively.

"Top to Bottom "0 "
"Bottom to top "0 "
"Both "50 "
"None "0 "

Interpretation:

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

The graph shows that the management is transparent enough and behaves
fairly with the employees. The management must continue to maintain the
same always.

"Yes "45 "
"No "05 "

Interpretation:

90%of the employees say that they get clear communication
from the management.
10% of the employees say that they don't get clear
communication from the management.

From this question we can know whether the employees are receiving clear
communication from the management or not. From the graph it is clear that
the management provides all the necessary information to the employees.

"Agree "29 "
"Disagree "11 "

Interpretation:

12% of employees strongly agree that timely training is
provided to them by the organization.
22% of the employees disagree.
From the graph we find that maximum number of employees are satisfied
with the training provided. Training equips the employees with the
necessary skills to perform his job better. Management must periodically
provide training to the employees to enhance their skills for better and
improved performance.
"Transportation "2 "
"Coffee machine "5 "
"Hot / cold water "3 "
"Loan facilities "3 "
"Others "37 "

Interpretation:

4% of the employees are looking for transportation
facilities.
10% of the employees are looking for coffee machine.
6% for hot/cold water.
6% for loan facilities
74% of the employees for other facilities.
This question was asked to know the employees needs regarding welfare
facilities. Most of the employees are looking for other facilities such as
tea, lunchroom, rest room etc.

"Question No.20a Response "
"Good place to work in "42 "
"Poor place to work in "0 "

Interpretation:

From the graph we can see that almost all the employees feel that their
organization is a good place to work in. This shows that the employees are
happy to work in jagajampi bajaj.

"Question No.20b Response "
"Place for career growth "35 "
"opportunities " "
"No career growth "8 "
"opportunities " "

Interpretation:

81% of the employees feel that they have good career growth
opportunities in their organization.
19% of the employees feel just the opposite.

"Question No.20c Response "
"Excellent working culture "37 "
"Poor working culture "8 "

Interpretation:

82% of the employees feel that the working culture in the
18% of the employees feel just the opposite.

"Question No.20d Response "
"Good Management "26 "
"Poor Management "16 "

Interpretation:

62% of the employees feel that the management at jagajampi is good.
38% of the employees feel that the management is poor.
From the graph we can see that most number of employees say that the
management in jagajampi bajaj is good. The management must continue to
maintain this quality and also improve in respective streams wherever
needed. So that the employees who say that the management is poor, change
their saying to good management. And feel proud to work in jagajampi bajaj.

"Question No.20e Response "
"Ethical Organization "36 "
"Unethical Organization "6 "

From the graph we can infer that 86% of the employees feel that jagajampi
bajaj is an ethical organization. Management must continue to maintain this
quality.

"Because of financial problem "6 "
"Because you have good career growth opportunities"30 "
"here " "
"Because you don't have any other job "1 "
"Only for experience "16 "
"Others "2 "

11% of the employees say that they are working here
because of financial problems.
54% of the employees because they feel that they have good
career growth opportunities.
29% of the employees say that they are working here just
for experience.

This question was asked to know the reasons why are they working in this
organization. From the graph we can see that most of the employees say that
they have good career growth opportunities but also good percent of
employees are working here just for experience. So this is not good for the
organization in the future because this may increase the employee turnover
ratio in future. So management must take steps to retain these employees by
providing them good career growth opportunities and benefits so that they
continue to do the job for the long run.

"Ranks "Communication "Relationsh"Workload"Welfare"Infrastruct"Trainin"
" "flow "ip mgmt" "facilit"ure "g "
" " " " "ies " " "
" " " " " " " "
"rank 1"1 "1 "1 "40 "2 "3 "
"rank 2"1 "1 "2 "10 "1 "35 "
"rank 3"1 "1 "33 "10 "3 "2 "
"rank 4"2 "3 "5 "5 "30 "5 "
"rank 5"25 "1 "1 "10 "3 "10 "
"rank 6"20 "2 "5 "10 "5 "8 "

From the above graph we can see that welfare facilities are ranked 1 by
maximum number of employees. Training is ranked 2 and workload is ranked 3
from the given options.

This question was asked to find where there is scope for improvement in the
organization. From the graph we infer that welfare facilities, training
and workload are the three things which should be given top priority and
must be revised and improved and must be provided if it is not provided.

Findings:

92% of the employees agree that the infrastructure provided by the
organization enables them to do their job better.
98% of the employees are satisfied with the lighting conditions, 90%
of the employees are satisfied with the sanitation, 92% of the
employees are satisfied with cleanliness, 94% of the employees are
satisfied with ventilation conditions, 74% of the employees are
satisfied with the space and 76% of the employees are satisfied with
the working culture provided by the organization.
94% of the employees believe that the task entrusted to them lies
within their capabilities.
68% of the employees feel that the pay is equal to the work they do
and is fair, and 30% of the employees feel that they are paid less for
the work they do which is not fair.
100% of the employees believe that they like to accept
responsibilities and more challenging tasks provided to them by the
organization.
90% of the employees are satisfied with the task provided to them by
the organization.
68% of the employees are satisfied with the salary paid whereas 32%
of the employees are not satisfied.
64% of the employees are satisfied with the incentive scheme followed
by the organization whereas 36% are not satisfied with the same.
78% of the employees are satisfied by the way their grievances and
complaints are handled and solved.
90% of the employee-employer,88% of the worker-supervisor and 92% of
the worker-worker relations in the organization are cordial.
72% of the employees agree that the management encourages the
employees participation in decision-making.
80% of the employees agree that manager/supervisor clearly
communicates what is expected of them.
100% of the employees say that the communication flow is both ways
that is top to bottom as well as bottom to top.
90% of the employees say that they get clear communication from the
management.
70% of the employees agree that timely training is provided to them
by the organization.
74% of the employees are looking for other welfare facilities such as
tea, lunch room, change room, provident fund etc.
100% of the employees say that their organization is a good place to
work in, 70% of the employees feel that they have good career growth
opportunities here,74% of the employees feel that the working culture
in the organization is excellent,52% of the employees feel that the
management is good and 72% of the employees feel that their
organization is an ethical organization.
60% of the employees are working in jagajampi bajaj because they feel
they have good career growth opportunities here whereas 32% of the
employees are working just to gain experience.
According to the rankings given by the employees for the options
given to them to find whether there is any scope for improvement, they
have ranked 1 for welfare facilities, then ranked 2 for training and
ranked 3 for workload, giving these three options the top priority.

RECOMMENDATIONS
The supervisor/manager should give regular feedback on performance by
holding informal meetings with each individual. Supervisor/manager
should appreciate and encourage employees to work hard.
If the top management is not able to keep any promises it should
give the reason why it has not been able to keep promises .This
information should be communicated to all employees.
All the employees should be treated equally and there should not be
any bias treatment.
Management must revise the salary administration system to satisfy
the employees who are not satisfied with the salary paid. Management
must follow a system which measures the employees performance at
regular intervals and should be paid accordingly. Management must
design salary slabs for particular posts so as to distinguish the
mechanics from the supervisor's. This will create a sense of respect
towards the respective posts.
The administration policies should be updated so that all the
employees are aware of the policies.
The training needs of the employees should be reviewed at least twice
a year.Based on that, training programs should be conducted for all
the employees.
Day to day work related training should be provided that is 80% job
related and 20% on management skills.
Conduct the workshop on team development. So that all employees are
aware of the benefits of teamwork.
Maximum employees are looking for welfare facilities such as tea to
be provided twice a day to keep them fresh and active at work. Then
employees in the service section don't have a lunch room and a change
room. So the management must arrange for it so that they feel good and
enjoy themselves in the lunch hours. By providing such welfare
facilities the employees will develop a feeling of secure ness which
in turn will bound them with the organization.
Job related training should be given once in 6 months. This will help
the employees to enhance the present skills and perform their tasks
more effectively and efficiently.
Facilities which are important and which are needed such as computer
systems in the service section which will help the employees to
maintain certain records of the customer's for the benefits of the
customer's, should be provided.
The incentive scheme which is followed presently is good but the
incentives are to be provided monthly rather than yearly. Or the
management can follow a performance based incentive scheme where the
employee who works hard will get more incentives than the employees
who is not up to the mark. The performance of all the employees should
be recorded and depending on the extra efforts put by the employee
should be paid accordingly by the means of incentives.
Cultural activities should be held to further motivate the
employees to attain the goal.

CONCLUSION

Employee satisfaction is realizing the direct relationship between happy
and unhappy employees.

Following are the dimensions of employee satisfaction

Employee retention
Productivity
Customer satisfaction
Profitability.
All the above mentioned factors are obtained only if the employees are
satisfied .This is because satisfied employees tend to be more creative
,tend to accept challenging jobs which is an promotional opportunity to
them .They tend to be more productive.
Employees with higher job satisfaction: believe that the organization will
be satisfying in the long run care about the quality of their work
are more committed to the organization
Have higher retention rates, and
are more productive.
To attain the long run goal employees should be treated equally , and
should have opportunity to express their views, ideas and opinions. They
should be updated and accessible to all the employees so that the
employees are aware of all policies of the organization. The supervisor
should have the good leadership qualities and should give positive
feedback at regular interval. The working environment should be good so
that the employees will have sense of pride in working for the organization
and should be provided with the necessary facilities and adequate space
work efficiently. Loyalty and performance should be rewarded by providing
opportunities for career development .

Questionnaire for Employee Satisfaction Survey

Dear Sir/Madam
Employee Name:
Designation:

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

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

3. The task entrusted to me lies within my capabilities.

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

5. I like to accept responsibilities and more challenging tasks given to me
by the organization.

6. I am satisfied with the tasks provided to me by the organization.

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

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

9. My grievances & complaints are handled in time and to my satisfaction?

10. How is the employee - employer relation in your organization?
Cordial Fair
Un-cordial

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

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

13. Management encourages worker's participation in decision-making.

14. My manager/supervisor clearly communicates what is expected of me.

15. My manager/supervisor encourages high achievement by reducing the fear
of failure.

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

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

18.Timely training is provided to you by the organization.

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

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

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

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

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

THANK YOU

BIBLIOGRAPHY

Text books:
Personal Management & Industrial Relations
By: Subbarao

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

INTRODUCTION

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

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

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

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

Survey Objectives:
To know the employee satisfaction level towards the organization
regarding the infrastructure, working conditions, compensation and
other facilities.
To understand the relationship within the organization.
To know the communication flow within the organization.
To know the level of worker's participation in decision-making.
To find whether there is scope for improvement.

-----------------------
Manager Service

Manager Accounts

Manager Spares

Manager Sales

Ex-Director

PDI Dept. in charge

Managing Director

Sales Executives

Assistants

Assistants

Supervisors

Technicians

Technicians

employee satisfaction @ BAJAJ AOUTO LTD PROJECT REPORT

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