PROJECT REPORT
2010 - 2011
CONTENTS CHAPTER 1 –
INTRODUCTION INTRODUCTION TO MOTIVATION CHAPTER 2 –
INDUSTRY PROFILE COMPANY PROFILE CHAPTER 3 –
SCOPE OF THE STUDY OBJECTIVES RESEARCH METHODOLOGY LIMITATIONS CHAPTER 4 –
DATA ANALYSIS & INTERPRETATIONS CHAPTER 5 –
FINDINS & CONCLUSION SUGGESSIONS CHAPTER 6 –
APPENDIX BIBLIOGRAPHY
Dept. of Mgmt
0
S.J.D.C
PROJECT REPORT
2010 - 2011
INTRODUCTION Human resources management is primarily concern with the people management. It Is a crucial subsystem in the process of management. The success or of the organization not only depends on the material, machines and equipment but also on the personnel who put in their best efforts for efficient performance of the job.
Human resources management is the management of employees skills, knowledge, talents aptitudes, creative abilities etc.
DEFINATION:
Human resources can be thought of as the total knowledge, talents aptitudes, creative abilities of an organization work force as well as the value, attitude and beliefs of the individuals i ndividuals involve. -LEONC.MEGGINSON . Personnel management effectively describes the process of planning and directing the application development and utilization of human resources in employment. -DALE YODER Personnel management is the process of attracting, holding, motivating, and people involving all managers, line and staff -DUNN & STEPHEN
Dept. of Mgmt
1
S.J.D.C
PROJECT REPORT
2010 - 2011
Cognitive dissonance theory Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two Cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling that another decision may have been, in That if a person has a very strong interest in one of the 6 Holland areas, then obtaining outcomes in that area will be very strongly reinforcing Relative to obtaining outcomes in areas of weak interest. Abraham Maslow's Maslow's hierarchy of human needs theory is the most widely discussed theory of motivation. The theory can be summarized as thus:
Human beings have wants and desires which influence their Behavior; only unsatisfied needs can influence behavior, satisfied Needs cannot.
Since needs are many, they are arranged in order or der of importance, From the basic to the complex.
The person advances to the next level of needs only after the lower Level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, Humanness and psychological health a person will show. The needs, listed from basic (lowest, earliest) to most complex (highest, Latest) are as follows:
Self actualization actualization Self esteem Social Physiological Safety & security
Dept. of Mgmt
2
S.J.D.C
PROJECT REPORT
2010 - 2011
INTRODUCTION TO MOTIVATION Human beings are a resource to an organization. Like another resource they represent an investment whose development and utilization require proper managing. There is a fundamental trust the people are organization‟s most important assets.
Performance results from the interaction of physical, financial and human resource. The first two are inanimate; they are translated into “productivity” only when human element is
introduced. In dealing with employees, how ever an intangible factor of will, violence or freedom of choice is introduced , and workers can increase or decrease their productivity as they choose. This human quality gives rise to need for motivation.
Motivation is one of the most important factors affecting human behavior. Motivation not only affects other factors like perception and Learning but also affect the total performance of an individual in organizational setting. This is the reason why managers attach great importance to motivation in an organization.
At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was reached, referred to as the Hawthorne studies, conducted by Elton Mayo from 1924 to 1932(Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973)
The Hawthorne studies began the human relations approach to management, where by the needs and motivations of employees become the primary focus of managers (Bedeian, 1993).
Dept. of Mgmt
3
S.J.D.C
PROJECT REPORT
2010 - 2011
Meaning of motivation:
Motivation has been variously defined by scholars. Usually one or more of these words are included inn the definition: desires, wants, aims, goals, drives, movies and incentives. Motivation is derived from the Latin word „Move on‟ which means “to move”.
Human motives are internalized goals within individuals. A motive is an inner state that energies activates, or moves and directs or channels behavior towards goals.
Definition:
1. Motivation is the complex forces starting and keeping a person at work in the organization.
2. Motivation is the various drives within or environmental forces surrounding individual that stimulate or attract them in a specific manner. 3. Motivation is the art of understanding motives satisfying them to direct a nd sustain behavior to wards the accomplishment of organization goals.
4. Motivation is the process of operating organizational conditions which will impel employees of any emotion or desire operation one‟s will and prompting or driving at it to action.
Motivation consists of the three interaction and interdependent elements of needs, drives and goals.
Needs: These are the deficient, and create whenever there is a physiological or psychological
imbalance.
Drive or motives: These are set to alleviate needs. These are action oriented and provide an
energizing thrust toward goal accomplishment. They are the very heart of the motivation process.
Goal: Goals are any thing which will alleviate a need and reduce a drive.
Dept. of Mgmt
4
S.J.D.C
PROJECT REPORT
2010 - 2011
Characteristics of motivation:
1. Higher efficiency:- A good motivation system releases the immense talents, abilities of employees. It converts ability to work.
2. Low absenteeism and turnover:-Motivation leads to job satisfaction and high morale due to which lab our unrest, labor absenteeism turnover are reduced.
3. Human relations:-A high level results in harmonious relations between employer and employees.
4. Facilitates change:-Effective motivation help to over come resistance to change and negative attitudes on the part of employees.
Nature of motivation:
Following are some of the characteristics of motivation derive from the definitions given by various authors.
1. Based on motives:-Motivation is base on individuals motive which are internal to individual. These motives are in the form of feeling that the individual lacks some thing.
2. Goal directed behavior:-Motivation Leads to goal directed behavior. A goal directed behavior is one which satisfied the causes for which behavior takes place. Motivation has pro found influence on human behavior.
3. Related to satisfaction:-Motivation is related to satisfaction. Satisfaction is refers to the contentment experiences of an individual which we derives out of needs fulfillment.
4. Complex process:-Motivation is a complex process; complexity emerges because of the nature if needs a types of behavior that need attempted to satisfied those needs.
Dept. of Mgmt
5
S.J.D.C
PROJECT REPORT
2010 - 2011
Types of needs:
There are many needs which an individual may have and there are various ways in Which may be classified? Needs may be natural, biological phenomenon in an individual or these may develop over the period of time through learning. Thus, need may be grouped into 3 categories:
1. Primary need
2. Secondary need
3. General needs
1) Primary needs: These are also known as physiological, biological, basic, or unclear needs. These needs are common in human beings through their intensity differs.
2) Secondary needs: As contrast to primary needs, these are not natural but are learned by the individual through experience and interaction. Emergency of these needs depends in learning.
3) General needs: Through a separate classification for general needs is not always given, such a category seems necessary because there are a number of needs which lie in the grey area between the primary and secondary needs. In fact, there are certain needs such as need for competence, curiosity, manipulation, affection, etc.
Dept. of Mgmt
6
S.J.D.C
PROJECT REPORT
2010 - 2011
Types of motivation:
There are 2 types of motivation. They are
1. Positive motivation
2. Negative motivation
Positive motivation is a process of attempting to influence others to do your will through the possibility of gain or reward. Incentive motivation is the pull mechanism.
Negative motivation or fear motivation is based force or fear. Fear causes person to act in a certain way because they are afraid of the consequences if they don‟t Fear motivation is the
push mechanism. The objective of motivation is to create condition in which people are willingly to work with zeal, initiative, interest and enthusiasm, with a high personal and group. Moral satisfaction with a sense of responsibility, loyalty and discipline and with pride and confidence in a most cohesive manner so that the goal of an organization are achieved effectively.
EMPLOYEE MOTIVATION IN THE WORK PLACE:
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motive employees. To understand motivation one must understand human nature itself.
Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite of effective employee motivation in the workplace and therefore effective management and leadership.
Dept. of Mgmt
7
S.J.D.C
PROJECT REPORT
2010 - 2011
Motivation is the key to performance improvement:
Performance is considered to be a functional improvement:
Job performance =f(ability) (motivation)
Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand it can be improved quickly. As a guidelines, there are broadly 7 strategies for motivation.
Positive reinforcement
Effective discipline and punishment
Treating people fairly
Satisfying employee needs
Setting work related goals
Restructuring job
Based rewards on job performance
Basic principles to remember by manager for motivating employees:
1. Motivating employees starts with motivating yourself
2. always work to align goals of the organization with goals of employees 3. Key to support the motivation of your employees is understanding what motivates each of them.
Dept. of Mgmt
8
S.J.D.C
PROJECT REPORT
2010 - 2011
4. Recognize that supporting employees motivation is a process, not a task
5. Support employees policies by using motivation by organization systems.
Worker motivation must also be viewed from 2 perspectives:
1. Inner drives
2. Outer (external) motivators.
A person‟s inner drives push and propel him/her towards an employer, a particular job, career,
line of study, or other activity. The outer(external)motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the “cream of the crop”
of available workers, same as in his/her dealings with customers, the employer not only tries to satisfy these basic needs individual workers have.
Most workers need to:
1. Earn wages that will enable them to pay for basic necessities and additional luxuries such as the purchase of a home, or travel
2. save for and enjoy old age security benefits
3. Have medical and other insurance coverage 4. acquire friends at work 5. win recognition 6. Be acknowledge and rewarded for special efforts and contributions 7. Be able to advance in life and career-wise
Dept. of Mgmt
9
S.J.D.C
PROJECT REPORT
2010 - 2011
8. Have opportunities for self-development 9. Improve their skills, knowledge, and know-how 10. Realize their ideal(s)
The employer responds to those needs by offering and providing:
1. Employment 2. Adequate pay 3. Assistance to workers for their special needs(such as child care arrangements, transportation, flexible work schedule). 4. Job security 5. Clear company policies 6. Clear and organized work procedures 7. A safe work environment 8. Medical coverage and other benefits 9. An atmosphere of team work and cooperation 10. Social activities 11. Reward and recognition programs 12. Open lines of communication programs 13. Systematic feedback 14. Motivation programs 15. Opportunities for promotion 16. Company/business information 17. Information on customer feedback 18. Sharing of company goals and objectives
Dept. of Mgmt
10
S.J.D.C
PROJECT REPORT
2010 - 2011
19. Information on the market situation and industry 20. Future expectations It is important that the employer discover other extraordinary needs applicants have before hiring them and know beforehand whether she/he can satisfy those needs or not. An employee may have:
Family responsibilities and be unable to work shifts, over time, or weeken ds. Heavy financial responsibilities which he/she can meet only by working at 2 jobs, leading to exhaustion, “sick leave”, a deficient work performance
A desperate financial need for additional overtime and weekend remuneration
Premature expectations of swift promotions.
In addition to needs and drives, adult workers have expectations from their employer-they expect:
Dept. of Mgmt
A knowledgeable, experienced, expert employer
Clear and fair policies, procedures, and employment practices
Business integrity
Clear job description
Two-way communication
Effective management and supervision
Positive discipline
Good company repute
Good customer relations
Company survival
Opportunity for personal growth
Company growth
11
S.J.D.C
PROJECT REPORT
2010 - 2011
A share in the company‟s success.
Most of these needs, expectations and aspirations are unexpressed-it is up to the employer to develop a good system of company communications, employee relations, Motivationthat will lead to an environment of openness, cooperation, team work, and motivation that will benefit all the parties involved. Motivational methods: 1. Building confidence for motivation:
Facing a challenge, meeting it and mastering it help build confidence. 2. Motivational team building:
Team unite and work together when they identify a common purpose whether the aim is the tallest tower made out of newspaper, or a game of rounders on the park. Competition in teams or groups creates teams and ignites team effort 3. Motivational coaching and training motivation:
Games and activities provide a perfect vehicle for explaining the Motivation process („train the trainer‟ for example) to managers, team leaders and trainers. 4. Personal motivation style and learning motivation
Everyone is different. Taking part in new games and activities outside of the work situation illustrates people‟s different strengths and working style preferences. Mutual respect develops when people see skills and attributes in others that the y didn‟t know existed. 5. Continual development and motivation
Introducing people, staff or employees to new experiences opens their minds to new avenues of personal development, and emphasizes the opportunity foe continuous learning that is available to us all. 6. Improving empathy and communications for motivation
To communicate we must understanding the other person. Empathy and intuitive skills are rightside brain of the brain, which we use when we communicate and understand others. Team activities and games promote communications and better mutual understanding-essential for good organizational performance.
Dept. of Mgmt
12
S.J.D.C
PROJECT REPORT
2010 - 2011
INDUSTRY PROFILE
Dept. of Mgmt
13
S.J.D.C
PROJECT REPORT
2010 - 2011
HISTORY OF THE TWO WHEELERS:
The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an internal – combustion engine (or, less often by an electric engine). The automobile was the reply to the 19th – century reams of self-propelling the horse-drawn carriage. Similarly, the invention of the motorcycle created the self – propelling bicycle. The first commercial design was three-wheeler built by Edward Butler in Great Britain in 1884. This employed a horizontal single-cylinder gasoline engine mounted between two steer able front wheels and connected by a drive chain to the rear wheel. The 1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally mounted spark ignition engine engines. There was then felt the need for reliable constructions. This led to road trial tests and competition between manufacturers. Tourist Trophy (TT) races were held on the Isle of main in 1907 as reliability or endurance races. Such were the proving ground for many new ideas from early two-stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic, carbon fiber reinforced bodywork.
INVENTION OF TWO WHEELERS:
The invention of two wheelers is a much-debated issue.
“Who invented the first
motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle with front and
rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel. Those bicycles in turn described from high-wheel bicycles. The high – wheelers descended from an early type of pushbike, without pedals, propelled by the rider‟s feet pushing against the ground. These appeared around 1800, used iron banded wagon wheels, and were called “bone-crushers”,
both for their jarring ride, and their tendency to toss their riders. Gottiieb Daimler (who credited with the building the first motorcycle in 1885, one wheel in the front and one in the back, although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the iron-banded wooden-spooked wagon-type and it definitely had a “bone-crusher” chassis!
Dept. of Mgmt
14
S.J.D.C
PROJECT REPORT
2010 - 2011
FURTHER DEVELOPMENTS:
Most of the developments during the early phase concentrated on three and four-wheeled design since it was complex enough to get the machines running with out having to worry about them falling over. The next notable two-wheeler though was the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French firm of DeDion-button built and engine that was to make the mass production and common use of motorcycle possible. The first motorcycle with electric start and a fully modem electrical system; the Hence special from the Indian Motorcycle Company astounded the industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in the world producing over 20000 bikes per year.
INCREASING POPULARITY:
The popularity of the vehicle grew especially after 1910, in 1916; the Indian motorcycle company introduced the model H racer, and placed it on sale. During World War 1, all branches of the armed forces in Europe used motorcycles principally for dispatching. After the war, it enjoyed a sport vogue until the Great Depression began in motorcycles lasted into the late 20th century; weight the vehicle being used for high-speed touring and sport competitions. The more sophisticated of a 125cc model. Since then, an increasing number of powerful bikes have blazed the roads.
HISTORICAL INDUSTRY DEVELOPMENTS:
Indian is the second largest manufacturer and producer to two wheelers in the World. It stands next only to Japan and China in terms of the number of V produced and domestic sales respectively.
This destination was achieved due to variety of reason like restrictive policy
followed by the government of India towards the passenger car industry, rising demand for personal transport, inefficiency in the public transportation system etc. The Indian two -wheelers industry made a small beginning in the early 50s when Automobile products of India (API) started manufacturing scooters in the country.
Until 1958, API and Enfield were the sole
producers.
Dept. of Mgmt
15
S.J.D.C
PROJECT REPORT
2010 - 2011
The two – wheelers market was opened were opened to foreign competition in the mid80s. And the then market leaders-Escorts and Enfield – were caught unaware by the onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero Honda – then the only producer of four stroke bikes (100cc category), gaining a top slot. The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two players initially started with assembly of CKD Kits, and later on progressed to indigenous manufacturing.
The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in 1990.
In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda showed a marginal decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant like increased production in 1992, due to new entrants coupled with recession in the industry resulted in companies either reporting losses or a fall in profits.
Dept. of Mgmt
16
S.J.D.C
PROJECT REPORT
2010 - 2011
CONCLUSION:
The two-wheelers market has had a perceptible shift from a buyers market to a sellers market with a variety of choice, players will have compete on various fronts viz. pricing, technology product design, productivity after sale service, marketing and distribution. In the short term, market shares of individual manufacturers are going to be sensitive to capacity, product acceptance, pricing and competitive pressures from other manufacturers. As incomes grow and people grow and people feel the need to own a private means of transport, sales of two-wheelers will rise. Penetration is expected to increase to approximately to more than 25% by 2005. The motorcycle segment will continue to lead the demand for two-wheelers in the coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1% growth in the scooter market and 3% by moped sales respectively for the next two years. The four-stroke scooters will add new dimension to the two-wheeler segment in the coming future. The Asian continent is that largest user of the two-wheelers in the world. This is due to poor road infrastructure and low per capita income, restrictive policy on car industry. This is due to oligopoly between top five players in the segment, compared to thirsty manufacturers in the car industry. Hero Honda motors LTd., is one of the leading companies in the two-wheeler industry. At present it is the market leader in the motorcycle segment with around 47% the market share during FY 2000 – 01. During the year, company posted a 41.15% yoy rise in turnover to Rs.31, 686.5mn in motorcycles which driven by a 35.17% yoy rise in Motorcycle sales volumes. The company has emerged as one of the most successful players, much ahead of its competitions an account of its superior and reliable product quality complemented with excellent marketing techniques. The company has been consistently addressing the growing demand for motorcycles and has been cumulative customer base of over 4 million customers, which is expected to reach 5min mark with rural and semi-urban segment being the new class of consumers.
Dept. of Mgmt
17
S.J.D.C
PROJECT REPORT
2010 - 2011
COMPANY PROFILE
Dept. of Mgmt
18
S.J.D.C
PROJECT REPORT
2010 - 2011
COMPANY PROFILE The Hero Honda story began with a simple vision – the vision of a mobile and an empowered India, powered by Hero Honda. This vision was driven by Hero Honda's commitment to customer, quality and excellence, and while doing so, maintain the highest standards of ethics and societal responsibilities. Twenty five years and 25 million two wheelers later, Hero Honda is closer to fulfilling this dream. This vision is the driving force behind everything that we do at Hero Honda. We understood that the fastest way to turn that dream into a reality is by remaining focused on that vision. There were many unknowns but we kept faith, and today, Hero Honda has been the largest two wheeler company in the world for eight consecutive years. Our growth has kept compounding. The company crossed the ten million unit milestone over a 19-year span. In the new millennium, Hero Honda has scaled this to 15 million units in just five years! In fact, during the year in review, Hero Honda sold more two wheelers than the second, third and fourth placed twowheeler company put together. With Hero Honda, the domestic two wheeler market was able to show positive growth during the year in review. Without Hero Honda, the domestic market would have actually shrunk. Over the course of two and a half decades, and three successive joint venture agreements later, both partners have fine-tuned and perfected their roles as joint venture partners. What the two partners did was something quite basic. They simply stuck to their respective strengths. As one of the world's technology leaders in the automotive sector, Honda has been able to consistently provide technical know-how, design specifications and R&D innovations. This has led to the development of world class, value - formoney motorcycles and scooters for the Indian market. On its part, the Hero Group has taken on the singular and onerous responsibility of creating world-class manufacturing facilities with robust processes, building the supply chain, setting up an extensive distribution networks and providing insights into the mind of the Indian customer.
Dept. of Mgmt
19
S.J.D.C
PROJECT REPORT
2010 - 2011
Since both partners continue to focus on their respective strengths, they have been able to complement each other. In the process, Hero Honda is recognized today as one of the most successful joint ventures in the world. It is therefore no surprise that there are more Hero Honda bikes on this country's roads than the total population of some European countries put together! The company's meteoric growth in the two-wheeler market in India stems from an intrinsic ability to reach out and come closer to its customers, with every passing year. Hero Honda's bikes are sold and serviced through a network of over 3500 customer touch points, comprising a mix of dealers, service centres and stockists located across rural and urban India. Hero Honda has built two world-class manufacturing facilities at Dharuhera and Gurgaon in Haryana, and its third and most sophisticated plant at Haridwar has just completed a full year of operations. It is difficult to imagine that all this has happened in the span of just two and a half decades! The best is yet to come. During the year in review, Hero Honda powered its way in a market that, for all practical purposes, was feeling the full effects of the economic slowdown in India. With an economic recovery now clearly on the cards, Hero Honda is all set to ride into another summit. As Brijmohan Lall Munjal, the Chairman, Hero Honda Motors succinctly puts it, "We pioneered India's two wheeler industry, we've steered it through difficult times; now it is our responsibility to set the pace again.''
Group: HHML belongs to the Munjal group. Brijmohanlal Munjal and his three brothers have founded the group in1951. HHML is a 26:26 JV between Hero Group and Japan Honda Motors bicycle components. Over the years, the group has become the largest manufacturer of bicycle in the world. Besides Hero Honda, there are 4 other major companies in the group, namely the following:
Hero Cycles (1951), which is India‟s leading manufacturer and exporter. The group
worth RS.60 Billion is set to enter hospitality business with US-based $31 billion Carlson Hospitality by bidding for four properties of ITDC hotels in Delhi- Kanishka, Lodhi, Qutab and Yatri Nivas in order to explore the huge potential offered by the industry. Plant location:
Dept. of Mgmt
20
S.J.D.C
PROJECT REPORT
2010 - 2011
HHML has the two plants one located at Dharuhera, Haryana near Delhi and the other at Gurgaon, 30 kms away from the existing plant. The new plants have installed capacity of 2 min unit‟s p.a. on shift basis at each of the plants. The company has been taking initiatives to expand
the existing capacity of its plants.
Mission Statement: “We, at Hero Honda, are continuously striving for synergy between technology, system,
and human resources to provide products and services that meet the quality, performance, and price aspirations of out customers. While doing so, we maintain the highest standards of ethics and societal responsibilities, constantly innovate products and processes, and develop teams that keep the momentum going to take the company to excellence in the new millennium”.
KEY MILESTONES OF HERO HONDA Year
Event
1983 Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed
Shareholders Agreement signed 1984 Hero Honda Motors Ltd. incorporated 1985 First motorcycle "CD 100" rolled out 1987 100,000th motorcycle produced 1989 New motorcycle model - "Sleek" introduced 1991 New motorcycle model - "CD 100 SS" introduced
500,000th motorcycle produced 1992 Raman Munjal Vidya Mandir inaugurated - A School in the memory of founder Managing
Director, Mr. Raman Kant Munjal 1994 New motorcycle model - "Splendor" introduced
Dept. of Mgmt
21
S.J.D.C
PROJECT REPORT
2010 - 2011
1,000,000th motorcycle produced 1997 New motorcycle model - "Street" introduced
Hero Honda's 2nd manufacturing plant at Gurgaon inaugurated 1998 2,000,000th motorcycle produced 1999 New motorcycle model - "CBZ" introduced
Environment Management System of Dharuhera Plant certified with ISO-1 4001 by DNV Holland
Raman Munjal Memorial Hospital inaugurated - A Hospital in the memory of founder Managing Director, Mr. Raman Kant Munjal 2000 4,000,000th motorcycle produced
Environment Management System of Gurgaon Plant certified ISO-14001 by DNV Holland
Splendor declared 'World No. 1' - largest selling single two-whe eler model
"Hero Honda Passport Programme" - CRM Programme launched 2001 New motorcycle model - "Passion" introduced
One million production in one single year
New motorcycle model - "Joy" introduced
5,000,000th motorcycle produced 2002 New motorcycle model - "Dawn" introduced
New motorcycle model - "Ambition" introduced
Dept. of Mgmt
22
S.J.D.C
PROJECT REPORT
2010 - 2011
Appointed Virender Sehwag, Mohammad Kaif, Yuvraj Singh, Harbhajan Singh and Zaheer Khan as Brand Ambassadors 2003 Becomes the first Indian Company to cross the cumulative 7 million sales mark
Splendor has emerged as the World's largest selling model for the third calendar year in a row (2000, 2001, 2002)
New motorcycle model - "CD Dawn" introduced
New motorcycle model - "Splendor +" introduced
New motorcycle model - "Passion Plus" introduced
New motorcycle model - "Karizma" introduced 2004 New motorcycle model - "Ambition 135" introduced
Hero Honda became the World No. 1 Company for the third consecutive year.
Crossed sales of over 2 million units in a single year, a global record.
Splendor - World's largest selling motorcycle crossed the 5 million mark
New motorcycle model - "CBZ*" introduced
Joint Technical Agreement renewed
Total sales crossed a record of 10 million motorcycles 2005 Hero Honda is the World No. 1 for the 4th year in a row
Dept. of Mgmt
23
S.J.D.C
PROJECT REPORT
2010 - 2011
New motorcycle model - "Super Splendor" introduced
New motorcycle model - "CD Deluxe" introduced
New motorcycle model - "Glamour" introduced
New motorcycle model - "Achiever" introduced
First Scooter model from Hero Honda - "Pleasure" introduced 2006 Hero Honda is the World No. 1 for the 5th year in a row
15 million production milestone achieved 2007 Hero Honda is the World No. 1 for the 6th year in a row
New 'Splendor NXG' launched
New 'CD Deluxe' launched
New 'Passion Plus' launched
New motorcycle model 'Hunk' launched
20 million production milestone achieved 2008 Hero Honda Haridwar Plant inauguration
New 'Pleasure' launched
Splendor NXG lauched with power start feature
Dept. of Mgmt
24
S.J.D.C
PROJECT REPORT
2010 - 2011
New motorcycle model 'Passion Pro' launched
New 'CBZ Xtreme' launched
25 million production milestone achieved
CD Deluxe lauched with power start feature
New 'Glamour' launched
New 'Glamour Fi' launched 2009 Hunk' (Limited Edition) launched
Splendor completed 11 million production landmark
New motorcycle model 'Karizma - ZMR' launched
Silver jubilee celebrations
PROMINENT AWARDS TO THE COMPANY Year Awards & Recognitions 2010 Company of the Year awarded by Economic Times Awards for Corporate Excellence
2008-09. CNBC TV18 Overdrive Awards 2010 'Hall of Fame' to Splendor NDTV Profit Car & Bike Awards 2010 –
Two-wheeler Manufacturer of the Year
CnB Viewers' Choice Two-wheeler of the Year (Karizma ZMR)
Bike Maker of the Year by ET-ZigWheels Car & Bike of the Year Awards 2009
Dept. of Mgmt
25
S.J.D.C
PROJECT REPORT
2010 - 2011
2009 'Two-wheeler Manufacturer of the Year ' by NDTV Profit Car & Bike Awards 2009 and
Passion Pro adjudged as CNB Viewers' Choice two-wheeler Top Indian Company under the 'Automobile - Two-wheelers' sector by the Dun & Bradstreet-Rolta Corporate Awards
Won Gold in the Reader's Digest Trusted Brand 2009 in the 'Motorcycles' category NDTV Profit Business Leadership Awards 2009 - two-wheeler category 2008 NDTV Profit Business Leadership Award 2008 - Hero Honda Wins the Coveted
"NDTV Profit Business Leadership Award 2008" TopGear Design Awards 2008 - Hunk Bike of the Year Award NDTV Profit Car India & Bike India Awards - NDTV “Viewers‟ Choice Award” to
Hunk in Bike category IndiaTimes Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty Awards
- “Customer and Brand Loyalty Award” in Automobile (two-wheeler) sector Asian Retail Congress Award for Retail Excellence (Strategies and Solutions of
business innovation and transformation) - Best Customer Loyalty Program in Automobile category NDTV Profit Car India & Bike India Awards - Bike Manufacturer of the year Overdrive Magazine - Bike Manufacturer of the year TNS Voice of the Customer Awards:
No.1 executive motorcycle Splendor NXG
No.1 standard motorcycle CD Deluxe
No. premium motorcycle CBZ Xtreme
2007 The NDTV Profit Car India & Bike India Awards 2007 in the following category:
Overall "Bike of the Year" - CBZ X-treme
"Bike of the Year" - CBZ X-treme (up to 150 cc category)
"Bike Technology of the Year" - Glamout PGM FI
"Auto Tech of the Year" - Glamout PGM FI by Overdrive Magazine.
Dept. of Mgmt
26
S.J.D.C
PROJECT REPORT
2010 - 2011
"Bike of the Year" - CBZ X-treme by Overdrive Magazine.
Ranked CBZ X-treme "Bike of the Year" - by B S Motoring Magazine
“Most Trusted Company” , by TNS Voice of the Customer Awards 2006.
CD Deluxe rated as "No 1 standard motorcycle" by TNS Voice of the Customer Awards 2006. 2006 Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler
Company).
One of the 8 Indian companies to enter the Forbes top 200 list of world‟s most reputed
companies.
No. 1 in automobile industry by TNS Corporate Social Responsibility Award . Best in its class awards for each category by TNS Total Customer Satisfaction Awards 2006:
Splendor Plus (Executive)
CD Deluxe (Entry)
Pleasure (Gearless Scooters)
Splendor & Passion - Top two models in two wheeler category by ET Brand Equity Survey 2006.
Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler Company).
Top Indian company in the Automobile - Two Wheeler sector by Dun & Bradstreet American Express Corporate Awards 2006 .
Dept. of Mgmt
27
S.J.D.C
PROJECT REPORT
2010 - 2011
Hero Honda Splendor rated as India's most preferred two-wheeler brand at the Awaaz Consumer Awards 2006 .
Certificate of Export Excellence for outstanding export performance during 2004 -05 for two-wheeler & three- wheelers - Complete (Non SSI) by Engineering Ex port Promotion Council. The NDTV Profit Car India & Bike India Awards 2006 in the following category:
Bike Maker of the Year
Bike of the Year - Achiever
Bike of the Year - Achiever (up to 150 cc category)
Bike of the Year - Glamour (up to 125 cc category)
NDTV Viewers' Choice Award to Glamour in the bike category
CORPORATE SOCIAL RESPONSIBILITY (CSR) STAKEHOLDER TIES AT THE GRASSROOTS
Hero Honda Motors takes considerable pride in its stakeholder relationships, especially ones developed at the grassroots. The Company believes it has managed to bring an economically and socially backward region in Dharuhera, Haryana, into the national economic mainstream. An Integrated Rural Development Centre has been set up on 40 acres of land along the DelhiJaipur Highway. The Centre-complete with wide approach roads, clean water, and education facilities for both adults and children-now nurtures a vibrant, edu cated and healthy community. The Foundation has adopted various villages located within vicinity of the Hero Hond a factory at Dharuhera for integrated rural development. This includes:
Dept. of Mgmt
Installation of deep bore hand pumps to provide clean drinking water.
28
S.J.D.C
PROJECT REPORT
2010 - 2011
Constructing metalled roads and connecting these villages to the National Highway (NH -
8).
Renovating primary school buildings and providing hygienic water and toilet facilities.
Ensuring a proper drainage system at each of these villages to prevent water-logging.
Promoting non-conventional sources of energy by providing a 50 per cent subsidy on biogas plants.
Quality Policy Excellence in quality is the core value of Hero Honda's philosophy .
We are committed at all levels to achieve high quality in whatever we do, particularly in our products and services which will meet and exceed customer's growing aspirations through:
Innovation in products, processes and services.
Continuous improvement in our total quality management systems.
Teamwork and responsibility.
Safety Policy Hero Honda is committed to safety and health of its employees and other persons who may
be affected by its operations. We believe that the safe work practices lead to better business performance, motivated workforce and higher productivity. We shall create a safety culture in the organization by:
Integrating safety and health matters in all our activities.
Ensuring compliance with all applicable legislative requirements.
Empowering employees to ensure safety in their respective work places.
Promoting safety and health awareness amongst employees, suppliers and contractors.
Continuous improvements in safety performance through precautions besides participation and training of employees.
Dept. of Mgmt
29
S.J.D.C
PROJECT REPORT
2010 - 2011
sales performance hero Honda reports leadership performance with 50 % net profit in q2, '08-09 defies industry trend with turnover (net sales & other operating income), at rs. 3202 crore; ebidta at 13.58 per cent
MOTIVATION PHILOSOPHY IN HEROHONDA
HEROHONDA recognizes that employees are the most important resource of
any organization. In the modern world, the human factor alone can provide a competitive edge to any organization. As one author remarks – “Some of the best assets walk into and outside the org anization everyday”.
All HRD efforts are based on the fundamental concept that “Human -beings
infinite potential for growth and development that can be converted into performance by investment of time and effort by management at all levels”. In HEROHONDA “Human Resource Management is identified as a key area providing the cutting edge to the
organization in its endeavor towards competitive excellence. The HRD philosophy of the organization is based on “continuous efforts to enhance the knowledge develop skills and reorient attitude of employees to keep pace with the changing environment”. An attempt
is made to align HD programmers with the basic business strategy.
TRAINING OBJECTIVES OF HEROHONDA :
Objectives crystallize the fundamental principles enunciated in the mission and policy statement. To operational the policy mission and statement, the following are the objectives of HEROHONDA of different training programmers. 1.
To ensure that adequate time and efforts are invested at all levels of management towards people management.
2.
To instill in all employees a feeling of pride and belong with an intention to increase organizational loyalty.
Dept. of Mgmt
30
S.J.D.C
PROJECT REPORT
3.
2010 - 2011
To design specific programmes with special focus on equipping the employees to meet the emerging challenges and opportunities.
4.
To help employees improve their core competency that has direct impact on their performance and productivity.
5.
To inculcate in the employee, the need for observing sound organization principles in order to ensure healthy organization practices.
A study of the fundamental mission and philosophy of HEROHONDA brings out to our notice the fundamental assumptions behind all HRD attempts at
HEROHONDA.
A high level of confidence in capacity and integrity of all employees.
Recognition by the management of need for the integration of the objectives of the organization and the needs of the individual employees. The need to recognize the fact that HRD attempts must be incorporated into the
basic business policies and practices.
The conscious attempt to make every individual feel that he is a part of a team, which has a specific objective.
The need to ensure that training is a proactive process, which must be designed taking into consideration future changes in the environment, the business, and the competition and customer expectations.
The need to constantly update job specific skills among employees to make them more efficient and effective in discharging their duties.
To aim at attitudinal changes required making the employee more conscious of his role as a representative of the organization.
To provide avenues for the growth and development of the individual through actualization of inherent potentialities.
Dept. of Mgmt
31
S.J.D.C
PROJECT REPORT
2010 - 2011
TRAINING PERIOD
The duration of training varies with skill to be acquired, the complexity of the subject, a trainee‟s aptitude and ability to understand, and the training media used.
Generally, a training period should not be unduly long: if it is, trainees may may feel bore uninterested. The ideal session should not go beyond 2 to 3 hours at stretch, with a break in between 2 sessions. It convenient employees may be trained for a week or a fortnight for an hour or two, every day after work hours.
The training period may extend from 3 weeks to 5 months even more, depending upon job requirements.
The physical locations of the programmes should be in pleasant surrounding away from the noise and tension of the work place.
IMPLEMENTATION OF TRAINING
Once the training programmes have been designed, it needs to be implemented. Implementation is beset with certain certain problems. problems.
Firstly, most most managers are action action
oriented and frequently frequently say no to training efforts. efforts. Secondly, there is is problem of location suitable trainers within an organization. Any training programmed implementation involves action on the following:
Deciding the location and organizing training and other facilities.
Scheduling the training programme.
Conducting the programme
Monitoring the progress of trainees.
Dept. of Mgmt
32
S.J.D.C
PROJECT REPORT
2010 - 2011
TRAINING EVALUATION
Objectives of training evaluation is to determine the ability of the participant in the training programmed to perform jobs for which they were trained, the specific nature of training deficiencies, whether the trainees required any additional on the job training and the extent of training not needed for the participants to meet job requirements.
PRINCIPALS OF EVALUATIONS
Evaluation specialist must be clear about the goals and purposes of evaluation.
Evaluation must be continuous.
Evaluation must be specific.
Evaluation must be provide the means and focus for trainers to be able to appraise themselves, their practices, and their products.
It is mainly based on objective methods.
TRAINING EFFECTIVENESS
Training effectiveness is the degree to which trainees are able to learn and apply the knowledge and and skills acquired in the the training programme. programme. It depends to the attitudes, attitudes, interests, values, values, and expectations of the trainees and and the training environment. environment.
A
training programmer is likely to be more effective when the trainees want to learn, are involved in their their jobs, have career career strategies. Contents of a training training programme, and and the ability and motivation of trainers also determine training effectiveness.
METHODS OF EVALUATION Several methods can be employed to collect data on the outcomes of training. Some of these are: 1.
The opinions and judgments of trainers, superiors, and peers.
2.
Asking the trainers to fill up evaluation forms.
3.
Using a questionnaire to know the reactions of trainees,
Dept. of Mgmt
33
S.J.D.C
PROJECT REPORT
2010 - 2011
4.
Giving oral and written tests to trainees to ascertain how far they have learnt,
5.
Arranging structured interviews with the trainees,
6.
Comparing trainees performance on the job before and after training.
7.
Studying profiles and career development charts of trainees,
8.
Measuring levels of productivity, wages, costs, absenteeism‟s and employee
turnover after training. 9.
Trainees comments and reactions during the training period, and Cost benefit analysis of training programme.
FEEDBACK
After the evaluation, the situation should be analysed to identify the possible causes for difference difference between between the expected outcomes outcomes and the the actual outcomes. The precautions should be taken in designing and implementing future training programme so as to avoid these these causes. The outcomes of training programme should justify the time, money, and efforts invested by the organization organization in training. Information collected collected during evaluation should be provided to the trainees and the trainers as well as to others concerned with with the designing and implementation implementation of training programmes. Follow-up action is required to ensure implementation of evaluation report at every stage.
ORGANISATION DEVELOPMENT:
Change in organizations is a social process, and not merely an analytical one. The field of Organisation Development (OD) (OD) has evolved a number of approaches to create organic conditions that lead to employee participation in decisions and freedom to initiate ideas to improve organizational processes. Thus OD is a systematic s ystematic process to planned change. It involves following four stages: Diagnosis
:
Establishing the current situation in the organization.
Unfreezing :
Getting people ready to accept change.
Intervention :
Introducing change
Freezing
Dept. of Mgmt
:
Making sure that change sustains for a long period of time.
34
S.J.D.C
PROJECT REPORT
2010 - 2011
A variety of OD methods have been developed for facilitating change through using these stages in India (Ramnarayan et al, 1998). 1. Action Research: Action Research involves systematically collecting data on relevant
problems, analyzing and feeding the data back to the organization, and helping the organization to take action to address the problems. It attempts to tap the capabilities of the employees with the dual purpose of contributing to successful change efforts as well as fulfill employee needs for greater involvement. The approach seeks to empower the concerned organizational members so that they may become selfreflective practitioners rather than mere spectators in the process of organizational change. When people become self-reflective practitioners, not only would meaningful solutions emerge, but more important, they will develop the abilities to diagnose and solve future problems.
2. Process Consultation: Process consultation is an OD method that helps managers and employees improve the processes that are used in organizations. The processes include: communication, conflict resolution, decision making, group interaction, and leadership. One of the distinct features of the process consultation approach is that an external or internal consultant is used. The consultant helps the employees to help themselves. For instance, in team building activity, a work team is brought together to discuss conflicts, goals, processes of communication and decision-making, creativity and leadership. The team then plans to overcome problems and improve results. Schein (1969) who has pioneered the process consultation approach has identified four types of interventions that process consultants often employ in working with groups. (a) Agenda-setting interventions are aimed at making the group aware of the internal processes by which it makes decisions and solves problems. (b) Date feedback interventions diagnose the interpersonal processes in a group, and give feedback to enable group members to improve processes.
Dept. of Mgmt
35
S.J.D.C
PROJECT REPORT
2010 - 2011
(c) Counseling is required during or after a feedback session to ensure that behaviors are suitably modified. (d) Structural interventions involve suggestions on how work should be allocated, committees organized, or group norms enforced.
3. Training workshops and conferences: Training has become an important OD tool in the change process. Training programs are used not only to generate ideas, develop collaboration among employees, enhance skill, but also for the development of new roles, systems, procedures, and work methods. Top management’s involvement in training programmes provides the context for defining a clear framework of the company strategy. Training workshops and conferences represent an important first step in the organizational change process as they have the potential to achieve the following objectives: (a) Raise the consciousness of participants. (b) Bring awareness of the gaps between reality and ideals. (c) Provide a common platform to articulate shared and difficulties. (d) Generate ideas for change. (e) Create greater awareness of change. Training must be followed up with appropriate management actions and initiatives to make the desired change in reality.
IDENITIFYING TRAINING NEEDS
All training activities must be related to the specific needs of the organization the needs and the individual employees. A training programme should be launched only after the training needs are are assessed clearly clearly and and specifically.
The effectiveness of a
training programme can be judged only with the help of training needs the gap between the existing and required levels of knowledge, skills, and performance and should be specified.
The problem areas that can be resolved resolved through training should also be
identified.
Dept. of Mgmt
36
S.J.D.C
PROJECT REPORT
2010 - 2011
Training needs can be identified through the following types of analysis
Organizational Analysis
It involves a study of the entire organization. In terms of its objectives, it is resources, resource allocation and utilization, growth potential and its environment. Its purpose it to determine where training emphasis should be placed within the organization. Organizational analysis consists of the following elements:
An alysis of objecti ves
Resour ce Util ization An alysis
Organizati on analysis
Envir onmental Scanni ng
Task or Role Analysis
It is a systematic and detailed analyses of jobs to identify job contents, the knowledge, skills, and aptitudes required and work behavior.
Manpower Analysis
In the analysis the persons to be trained and the changes required in the knowledge, skills and aptitudes of an employee are determined. Training can be relevant and viable if the three types of analysis given above are carried on continuously more over this analysis should be integrated in a carefully designed and executed programme.
Training Objectives:
Generally line manager ask the personnel manager to formulate the training policies. The personnel Manager formulates the following training objectives in keeping with company‟s goals and objective:
a.
To prepare the employee both new and old to meet their present as well as the changing requirements of the job and the organization.
b.
Dept. of Mgmt
To prevent obsolescence.
37
S.J.D.C
PROJECT REPORT
2010 - 2011
c.
To prepare employees for higher-level tasks.
d.
To assist employees function more effectively in there present positions by exposing them to the latest concepts, information, and techniques and developing the skills they will need in their particular fields.
e.
To built up a second line of competent officers and prepare them to occupy more responsible positions.
f.
To develop the potentialities of people for the next level job.
g.
To ensure smooth and efficient working of a department.
h.
To ensure economical; output of required quality.
i.
To promote individual and collective morale, a sense of responsibility, cooperative attitudes and good relationships.
Designing a Training Programme
In order to achieve the training objectives, an appropriate training policy is necessary. A training policy represents the commitment of top management to employee training. It consists to rules and procedures concerning training. A training policy is required: a. To indicate the company‟s intention to develop its employees; b. To guide the design and implementation of training programmes; c. To identify the critical areas where training is to be given on a priority basis; and d. To provide appropriate opportunities to employees for their own betterment.
A sound training policy clearly defines the following issues:
Dept. of Mgmt
i)
The results expected to be achieved through training
ii)
The responsibility for the training function
iii)
The priorities for training
iv)
The type of training required
v)
The time and place of training.
vi)
The payments to be made to employees during the training period.
38
S.J.D.C
PROJECT REPORT
2010 - 2011
vii)
The outside agencies to be associated with the training.
viii)
Relationship of training to the company‟s labour policy.
Training Methods and Techniques
The methods employed for training of operatives may be described as under On-the-job Training
In this method, the trainee is placed on a regular job and taught the skills necessary to perform it. The trainee learns under the guidance and supervision of the superior or an instructor. The trainee learns by observing and handling the job. Therefore, it is called learning by doing.
Several methods are used to provide on the job training e.g., coaching job rotation, committee assignments, etc. A popular form of the job training is Job I nstru ction Training (JIT ) or step-by-step learning. It is widely used in the United States to prepare
IInd class employees. It is appropriate for acquisition or improvement of motor skills and routine and repetitive operations. The JIT involves the following steps:
Preparing the trainee for instruction. This involves putting the trainee at ease, securing his interest and attention, stressing the importance of the job, etc.
Presenting the job operations or instructions in terms of what the trainee is required to do. The trainee is put at work site and each step of the job is explained to him clearly.
Applying and trying out the instructions to judge how far the trainee has understood the instructions.
Following up the training to identify and correct the deficiencies, if any.
JIT method provides immediate feedback, permits quick correction of errors and provides extra practice when required. But it needs skilled trainers and preparation in advance.
Dept. of Mgmt
39
S.J.D.C
PROJECT REPORT
2010 - 2011
Vestibule Training
In this method, a training center called vestibule is set up and actual job conditions are duplicated or simulated in it. Expert trainers are employed to provide training with the help of equipment and machines, which are identical with those in used at the workplace.
Apprenticeship Training
In this method, theoretical instruction and practical learning are provided to trainees in training institutes.
In India, the government has established Industrial
Training Institutions (ITI) for the purpose.
Under the Apprenticeship Act 1962
employers in specified industries are required to train the prescribed number of persons in „designated trade‟. The aim is to develop all -round craftsmen. Generally, a stipend is paid during the training period. Thus, it is an “earn when you learn” scheme.
Classroom Training
Under this method, training is provided in company classrooms or in educational institutions. Lectures, case studies, group discussions, and audio visual aids are used to explain knowledge and skills to the trainees. Classroom training is suitable for teaching concepts and programmes. Some companies maintain their own training institutes or schools. Special training courses are designed e.g., management course for foremen, computer course for typists, etc., Courses in retraining and upgrading may also be conducted. Small firms depend on outside schools and courses.
Internship Training
It is a joint programme of training in which educational institutions and business firms cooperate. Selected candidate‟s carry on regular studies for the prescribed per iod.
They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide a good balance between theory and practice. However, it
Dept. of Mgmt
40
S.J.D.C
PROJECT REPORT
2010 - 2011
involves a long time due to slow process. This method of training is used in professional work e.g. MBBS, CA, ICWA, Company Secretaries, etc.
Assessment of Training Needs
Training needs are identified based on organizational analysis, job analysis, and man analysis, Training programme, training methods and course contents are to be planned based on training needs. Training needs = Job and Organizational requirement – Employee specifications
The following forms identify training needs
Organizational Analysis
This includes analysis of objectives, resource utilization, and environment scanning and organization climate: Organizational strengths and weakness in different areas like accidents, excessive scrap, marketing areas and production personnel, finance etc.
Departmental Analysis
Department strength and weakness including special problems of the department or a common problem of a group of employees like acquiring skills and knowledge in operating computer by accounting personnel.
Job / Role Analysis
This includes study of jobs/roles, design of jobs due to changes, job enlargement, etc.
Manpower Analysis
Individual strengths and weaknesses in the areas of job knowledge, skills etc.
Dept. of Mgmt
41
S.J.D.C
PROJECT REPORT
2010 - 2011
Ist class employee Development Ist class employees are the most valuable assets of any organization. The manager is the dynamic life-giving element in the organization.
The success and growth of
organization depends on caliber and performance of the Ist class employees.
It is
essential to train and develop Ist class employees who can succeed the managers of today.
Concept of Ist class employee Development:
Ist class employee Development or management development is a systematic process of learning and growth by which managerial personnel gain and apply knowledge, skills, attitudes and efficiently.
Ist class employees learn conceptual,
theoretical knowledge and managerial skills in an organized through an educational process. The main aim of formal education for manager is to increase his ability to learn from experience.
Ist class employee development consists of all the means by which Ist class employees learn to improve their behaviour and performance. It is designed to improve the effectiveness of managers in their present jobs and to prepare them for higher job in future.
Ist class employee development is a planned and organized process of learning
rather than an accident or trial an error approach. Ist class employee development is a long-term process, as managerial skills cannot
be developed overnight. Ist class employee development aims at preparing managers for better
performance and helping them to realize their full potential.
Dept. of Mgmt
Ist class employee development is guided self-development.
42
S.J.D.C
PROJECT REPORT
2010 - 2011
Objectives of Ist class employee Development:
Any programme of Ist class employee development aims at achieving the following ways
To improve the performance of managers at all levels in their present jobs.
To sustain good performance of managers throughout their careers by exploiting they are full potential i.e., to prepare managers for higher jobs in future.
To prevent obsolescence of Ist class employees by exposing them to a latest contests and techniques in their respective areas of specialization.
To replace elderly Ist class employees who have risen from the ranks by highly competent and academically qualified professionals.
To provide opportunities to Ist class employees to fulfill there career aspirations.
To ensure that the managerial resource of the organization are utilized optimally.
Ist class employee Development Objectives at Three Levels of Authority:
i)
Top Management
ii)
Middle Line Management
iii)
Middle Functional Ist class employees and Specialists
Top Management:
i)
To improve through process and analytical ability in order to uncover and examine problems and take decisions in the best interests of the country and organization;
ii)
To think trough problems which may confront the organization now or in the future;
iii)
To understand economic, technical and institutional forces in order to solve business problem: and
iv)
Dept. of Mgmt
To acquire knowledge about the problems of human relation.
43
S.J.D.C
PROJECT REPORT
2010 - 2011
Middle Line Management:
i)
To establish a clear picture of Ist class employee functions and responsibilities;
ii)
To bring about an awareness of the board aspects of management problem:
iii) To develop the ability to analyses problems and to take appropriate action; iv)
To develop familiarity with the managerial uses of financial accounting, psychology, business law and business statistics;
v)
To inculcate knowledge of human motivation and human relationships; and
vi)
To develop responsible leadership.
Middle Functional Ist class employees and Specialists
i)
To increase knowledge of business function and operations in specific fields in marketing production, finance, personnel;
ii)
To increase proficiency in management techniques such as work study, inventory control, operations research.
iii) To understand and functions performed in the company iv)
To understand industrial relations problems and
v)
To develop the ability to analyse problems in one‟s area or functions.
Process of Ist class employee Development:
The Ist class employee development programmes are as follows i)
Analysis of Development Needs
ii)
Appraisal of present Managerial Talent
iii)
Inventory of Ist class employee Manpower
iv)
Planning Individual Development Programmes.
v)
Establish MotivationProgrammes
vi)
Evaluating Development Programmes.
Dept. of Mgmt
44
S.J.D.C
PROJECT REPORT
2010 - 2011
Analysis of Development Needs:
First of all the present and future development needs of the organization are ascertained. It is necessary to determine how many and what type of Ist class employee are required to meet the present and future needs of the enterprise.
This calls for
organizational planning. Then job descriptions and specifications are prepared for all Ist class employee positions to know the type of knowledge, skills, training and experience required for each position.
Appraisal of present Managerial Talent:
A qualitative assessment of the existing Ist class employees is made to determine the type of Ist class employee talent available with in the organization. The performance of every Ist class employee is compared with the standard expected of him.
Inventory of Ist class employee Manpower:
This inventory is prepared to obtain complete information about each Ist class employee. Data on the age, education, experience, health, test results, and performance appraisal result is collected. This information is maintained on cards or replacement tables, one for each Ist class employee. Planning Individual Development Programmes:
Each one of us has a unique set of physical, intellectual, and emotional characteristic. Therefore development plan should be tailor made for each individual. Such programmes of development should give due attention to the interests and goals of the subordinates as well as to the Motivationopportunities existing in the organization. Establishing MotivationProgrammes:
The human resource department prepares comprehensive and well-conceived programmes.
The department identifies developing needs and may launch specific
courses in fields of leadership, decision making etc.
Dept. of Mgmt
45
S.J.D.C
PROJECT REPORT
2010 - 2011
Evaluating development Programmes:
Considerable money, time, and efforts are spent on Ist class employee development programmes.
It is therefore; natural to find out to what extent the
programme objectives have been achieved. Observation of the trainee‟s behavior, rating
of the training elements, opinion surveys, interview, tests, and changes in productivity, quality, cost etc., can be used to evaluate development programmes.
Methods and Techniques of Ist class employee Development:
It is of two types i)
one-the-job Techniques
ii)
off-the-job Techniques
On-the-job Techniques:
It is divided into some groups.
Coaching:
In this method, the superior guides and instruct the trainee as a coach. The coach or counselor sets mutually agreed upon goals, suggest how to achieve these goals, periodically reviews the trainee‟ s progress and suggests changes required in behavior and
performance.
Understudy:
An understudy is a person selected and being trained as the apparent to assume at a future time the full duties and responsibilities of the position presently held by his superior. In this way a fully trained person becomes available to replace a manager during his long absence or illness, on this retirement, transfer, promotion, or death.
Dept. of Mgmt
46
S.J.D.C
PROJECT REPORT
2010 - 2011
Position Rotation:
It involves movement or transfer of Ist class employees from one position or job to another on some planned basis. Position rotation is also called job rotation. The aim is to broaden the knowledge, skills, and outlook of Ist class employees.
Job rotation or
position rotation is often designed for junior Ist class employees. It may continue for a period ranging from six months to two years.
Project Assignment:
Under this method a number of trainee Ist class employees are put together to work on a project directly related to their functional area. The group called project team or task force will study the problem and find appropriate solution. This is a flexible training device due to temporary nature of assignments.
Committee Assignment:
A permanent committee consisting of trainee Ist class employees is constituted. All the trainees participate in the deliberations of the committee. Trough discussion in committee meeting they are acquainted with different viewpoints and alternative methods of problem solving. They also learn interpersonal skills.
Multiple Management:
Under it, a junior board of young Ist class employees is constituted.
Major
problems are analyzed in the junior board, which makes recommendations to the Board of Directors. The young Ist class employees learn decision making skills and the Board of Directors received considerable exposure to problems and issues.
Selective Reading
Managing has become a specialized job requiring a close touch with the latest developments in their field.
Dept. of Mgmt
By reading selected professional books and journals,
47
S.J.D.C
PROJECT REPORT
2010 - 2011
mangers can keep in touch with the latest research finding, theories, and techniques in management.
Lectures
These are formally organized talk by an instructor on specific topics. Lecture is essential when technical or special information of a complex nature is to be provided. These can be supplemented by discussions, case studies, demonstrations, audio visual aids, and film shows. Lecture method is a simple way of imparting knowledge to a large number of persons within a short time. Lecture method can be made effective in the following ways: i)
A lecture should be well planned as to its purpose and contents
ii)
The lecturer should be competent and a good speaker
iii)
The lecture should not be for more than an hour.
iv)
The lecture should be made interesting through leading questions, guided discussions, and audio visual aids.
Group Discussions
It is a variant of the lecture method. Under it, paper is prepared and presented by one or more trainees on the selected topic. This followed by a critical discussion. The chairman of the discussion or seminar summarizes the contents of the paper and the discussion with the related topics.
Conference Method
A conference is a meeting of several people to discuss the subject of common interest. However, contribution from members can be expected as each one builds upon ideas of other participants. This method is best suited when a problem has to be analyzed and examined from different viewpoints. The success of the conference depends on the conference leader.
Dept. of Mgmt
48
S.J.D.C
PROJECT REPORT
2010 - 2011
SCOPE OF THE STUDY OBJECTIVES RESEARCH METHODOLOGY LIMITATIONS
Dept. of Mgmt
49
S.J.D.C
PROJECT REPORT
2010 - 2011
SCOPE OF THE STUDY:
The scope is very limited because attitude of the people change according to the time.
The study is restricted to Kurnool Dist and that to among 100 respondents.
The study is conducted for 45 days.
OBJECTIVES OF THE STUDY:
1.
To analyze and examine the effectiveness of Motivation programmers in HEROHONDA
2.
To assess how often training programmers are conducted and how much are the employees satisfied.
3.
To study to what extent the training programmers are applicable to their jobs.
4.
To study the employee‟s opinion on the Motivation in HEROHONDA
Dept. of Mgmt
50
S.J.D.C
PROJECT REPORT
2010 - 2011
METHODOLOGY:
(Both Primary source of data and Secondary source of data)
Primary Source: 1. PRIMARY DATA: The data collected for a purpose for a particular problem in original is known as “Primary Data”. It consists of all the answers in first hand.
Survey methods :
The survey is a complex operation, which requires some technical Knowledge. Survey methods are of personal character and depending on the information required there are six major types of surveys. Facts Survey - Collects only facts. Opinion Survey – Opinions in various problems are collected. Attitude Survey – Determines the attitudes of the employees. Future inventions Survey – Used to discover the thougts of employees towards organization. The Reason why Survey – Seeks to determine why a person has done something to do something in future. Ones survey may contain several types since it may give several
and better
kinds of information. The various kinds of surveys are carried out through different methods. Usually three general methods are used to conduct a survey. 2. SECONDARY DATA :
The data collected from the staff i.e., not originally
Collected for the first time is
called secondary data. SAMPLING UNITS 1) Sampling unit : Employees of 1st, 2nd, 3rd classes are surveyed. 2) Sampling Size : 100 3) Sampling procedure : Stratified random sampling is used
Dept. of Mgmt
51
S.J.D.C
PROJECT REPORT
2010 - 2011
Secondary Source: Journals Magazines and articles from prominent newspapers.
Population and Sample: There are 140 Officers & IInd class employees and 100 Managerial staff .The questionnaire is administered to 100 Officers and IInd class employeey staff and 100 Managerial staff (The questionnaire has been administered to Managerial staff at Tsadipatri and Awarpur Units. The questionnaire has been sent through E mail to all these staff and the replies were also received through e mail)
Dept. of Mgmt
52
S.J.D.C
PROJECT REPORT
2010 - 2011
LIMITATIONS OF THE STUDY:
1.
This study covers those employees who are working at HEROHONDA
2.
To understand and knowledge may vary from person to person. The replied gives by the respondents are taken for granted, though they are not uniform.
3.
Since names are mentioned in most of questionnaires, most of the employees answered favorable to the company. This might have led to wring finding in the study.
4.
The interpretation being based on percentage method is not definite.
5.
The report is subjects to changes with fast changing scenario.
Dept. of Mgmt
53
S.J.D.C
PROJECT REPORT
2010 - 2011
DATA ANALYSIS & INTERPRITATION
Dept. of Mgmt
54
S.J.D.C
PROJECT REPORT
2010 - 2011
TEAMWORK AND COOPERATION
1.The people I work with cooperation to get the work done.
IST CLASS EMPLOYEE
SATISFACT ION 92
NEUTRAL
DISSATISFACTION
4
4
40
20
0
77
23
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE INTERPRETATION:
Ist class employees 92% satisfied IInd class employee 40% satisfied IIIrd class employee 77% satisfied The employees cooperate each other well to complete the work
Dept. of Mgmt
55
S.J.D.C
PROJECT REPORT
2010 - 2011
100 80 60 40 20 0
Dept. of Mgmt
56
S.J.D.C
PROJECT REPORT
2010 - 2011
2. I am involved in decisions that affect my work.
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
63
24
8
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
48
36
16
63
30
7
INTERPRETATION:
Ist class employees 63% satisfied IInd class employee 48% satisfied IIIrd class employee 63% satisfied We can clearly make out that the IInd class employees are not satisfied with the decisions they are involved that affect their work.
Dept. of Mgmt
57
S.J.D.C
PROJECT REPORT
2010 - 2011
70 60 E 50 G A T 40 N E C 30 R E 20 P
10 0
Dept. of Mgmt
58
S.J.D.C
PROJECT REPORT
2010 - 2011
3.I believe that al the divisions in the company and work together to achieve common goal.
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
84
16
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
88
8
4
60
37
3
INTERPRETATION:
Ist class employees 84% satisfied IInd class employee 88% satisfied IIIrd class employee 60% satisfied The employees in al the divisions of the company interact with each other well in order to achieve the goal of the organization.
Dept. of Mgmt
59
S.J.D.C
PROJECT REPORT
2010 - 2011
100 90 80 e g a t n e c r e P
70 60 50 40 30 20 10 0
Dept. of Mgmt
60
S.J.D.C
PROJECT REPORT
2010 - 2011
4.I have information to do my job well.
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
88
12
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
88
12
0
80
17
3
INTERPRETATION:
Ist class employees 88% satisfied IInd class employee 88% satisfied IIIrd class employee 80% satisfied The graph clearly indicates that the employees have clear information to do their job well.
Dept. of Mgmt
61
S.J.D.C
PROJECT REPORT
2010 - 2011
100 90 80 e g a t n e c r e P
70 60 50 40 30 20 10 0
Dept. of Mgmt
62
S.J.D.C
PROJECT REPORT
2010 - 2011
5.Iam satisfied with the information I received from management.
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
76
24
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
72
24
4
60
23
17
INTERPRETATION:
Ist class employees 76% satisfied IInd class employee 72% satisfied IIIrd class employee 60% satisfied The employees are satisfied with the information they received from the management.
Dept. of Mgmt
63
S.J.D.C
PROJECT REPORT
2010 - 2011
80 70 60 e g a 50 t n e 40 c r e 30 P 20 10 0
Dept. of Mgmt
64
S.J.D.C
PROJECT REPORT
2010 - 2011
6.My manager assists me to identify my Motivationneeds. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
72
20
8
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
28
56
16
50
33
17
INTERPRETATION:
Ist class employees 72% satisfied IInd class employee 28% satisfied IIIrd class employee 50% satisfied The above graph clearly suggest that IInd class employees and IIIrd class employee are not satisfied with the need for the identification..
Dept. of Mgmt
65
S.J.D.C
PROJECT REPORT
2010 - 2011
80 70 E 60 G A 50 T N 40 E C R 30 E P 20
10 0
Dept. of Mgmt
66
S.J.D.C
PROJECT REPORT
2010 - 2011
7.The employee benefits I receive are attractive and competitive. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
80
16
4
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
68
30
2
60
37
3
INTERPRETATION:
Ist class employees 80% satisfied IInd class employee 68% satisfied IIIrd class employee 60% satisfied It‟s clear indication that the IInd class employees and IIIrd class employee are satisfied with benefits they receive form the management.
Dept. of Mgmt
67
S.J.D.C
PROJECT REPORT
2010 - 2011
90 80 70 E G 60 A T 50 N E 40 C R 30 E P 20 10 0
Dept. of Mgmt
68
S.J.D.C
PROJECT REPORT
2010 - 2011
8.There is someone at work who encourages my development. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
44
36
20
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
48
44
8
20
23
27
INTERPRETATION:
Ist class employees 44% satisfied IInd class employee 48% satisfied IIIrd class employee 20% satisfied There is a bit criticism about the encouragement gives towards the employee development.
Dept. of Mgmt
69
S.J.D.C
PROJECT REPORT
2010 - 2011
60 50 E G 40 A T N 30 E C R 20 E P 10
0
Dept. of Mgmt
70
S.J.D.C
PROJECT REPORT
2010 - 2011
9.In this company people are rewarded according to their job performance. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
56
32
12
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
52
44
4
70
17
13
INTERPRETATION:
Ist class employees 56% satisfied IInd class employee 52% satisfied IIIrd class employee 70% satisfied The opinion of Ist class employees and IInd class employees shows that rewards doesn‟t match their performance.
Dept. of Mgmt
71
S.J.D.C
PROJECT REPORT
2010 - 2011
80 70 E 60 G A 50 T N 40 E C R 30 E P 20
10 0
Dept. of Mgmt
72
S.J.D.C
PROJECT REPORT
2010 - 2011
10.I have clear measure for each of my objectives. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
80
16
4
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
88
12
0
77
20
3
INTERPRETATION:
Ist class employees 80% satisfied IInd class employee 88% satisfied IIIrd class employee 77% satisfied The employees are clear about their objectives.
Dept. of Mgmt
73
S.J.D.C
PROJECT REPORT
2010 - 2011
100 90 80 E G A T N E C R E P
70 60 50 40 30 20 10 0
Dept. of Mgmt
74
S.J.D.C
PROJECT REPORT
2010 - 2011
11.My manager has set performance goals for my job. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
80
20
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
32
52
16
50
20
30
INTERPRETATION:
Ist class employees 80% satisfied IInd class employee 32% satisfied IIIrd class employee 50% satisfied The above graph clearly depicts that IInd class employees and workers doesn‟t have proper performance goals for their job.
Dept. of Mgmt
75
S.J.D.C
PROJECT REPORT
2010 - 2011
90 80 70 E G 60 A T 50 N E 40 C R 30 E P 20 10 0
Dept. of Mgmt
76
S.J.D.C
PROJECT REPORT
2010 - 2011
12. I feel encouraged to come up with new and better ways of doing things.
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
68
28
4
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
48
40
12
63
37
0
INTERPRETATION:
Ist class employees 68% satisfied IInd class employee 48% satisfied IIIrd class employee 63% satisfied As the graph shows, the Ist class employees and IIIrd class employee are encouraged to come with new and better ways but not in case of IInd class employee as there is a slight amount dissatisfaction.
Dept. of Mgmt
77
S.J.D.C
PROJECT REPORT
2010 - 2011
80 70 E 60 G A 50 T N 40 E C R 30 E P 20
10 0
Dept. of Mgmt
78
S.J.D.C
PROJECT REPORT
2010 - 2011
13. My job makes good use of my skills and abilities.
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
68
32
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
92
8
0
77
20
3
INTERPRETATION:
Ist class employees 68% satisfied IInd class employee 92% satisfied IIIrd class employee 77% satisfied The employees use their skills and abilities in their given tasks.
Dept. of Mgmt
79
S.J.D.C
PROJECT REPORT
2010 - 2011
100 90 80 E G A T N E C R E P
70 60 50 40 30 20 10 0
Dept. of Mgmt
80
S.J.D.C
PROJECT REPORT
2010 - 2011
14. Our image is that high quality organization..
SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
100
0
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
92
8
0
90
7
3
INTERPRETATION:
Ist class employees100% satisfied IInd class employee 92% satisfied IIIrd class employee 90% satisfied The image of the company is very good among the employees as the graph shows which is a very good sign
Dept. of Mgmt
81
S.J.D.C
PROJECT REPORT
2010 - 2011
120 100 E G 80 A T N 60 E C R 40 E P 20
0
Dept. of Mgmt
82
S.J.D.C
PROJECT REPORT
2010 - 2011
15. Overall, I feel the organization is successful. SATISFACTION
NEUTRAL
DISSATISFACTION
IST CLASS EMPLOYEE
100
0
0
IIND CLASS EMPLOYEE IIIRD CLASS EMPLOYEE
96
4
0
83
17
0
INTERPRETATION:
Ist class employees100% satisfied IInd class employee 96% satisfied IIIrd class employee 83% satisfied
Dept. of Mgmt
83
S.J.D.C
PROJECT REPORT
2010 - 2011
120 100 E G 80 A T N 60 E C R 40 E P 20
0
Dept. of Mgmt
84
S.J.D.C
PROJECT REPORT
2010 - 2011
FINDINGS & CONCLUSION:
The report in Motivation in HEROHONDA has brought into light the total picture of the
employee‟s attitude towards training and development.
Most of the respondents have expressed that they are interested in the on- the- job
method. Most respondents expressed that feedback is collected from all the participants in the
program.
The employee in the organization are well participated in the training program.
The training is being given to the employees at regular interval.
Most of the employees are very much satisfied about the selection of the candidates for training.
Most of the employees are expressed that the training programme is imparting the latest technology in the market.
Most of the employees agree with the training programme meet pre-specified objectives. Most of the employees are respond positive with the training programme conducted iin the organization.
It is found that some of the employees are not aware or the training policy in HEROHONDA. Hence they are made to be aware.
Most of the employees agree with the training help you to upgrade soft skills like communication skills, leadership, team building etc.
Most of the employees agree with the organization provide training for both present and new employees.
Dept. of Mgmt
85
S.J.D.C
PROJECT REPORT
2010 - 2011
SUGGESTIONS
Employee motivation in HERO HONDAis good and satisfactory
There should be improve of system approach to every employee in HERO HONDA
In HERO HONDAevery employee should be motivated in effective manner so that every employee will be satisfied
Dept. of Mgmt
All three levels should be take care by HR MANEGER
86
S.J.D.C
PROJECT REPORT
2010 - 2011
Questionnaire
I M d. Khali d of final B.B.M conducting a survey on „Employees Motivation in Hero Honda‟‟ as a partial fulfillment of my curriculum,
would seek your valuable ideas .so, I request you to provide the relevant information 1. The people I work with cooperation to get the work done. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
[
]
[
]
2. I am involved in decisions that affect my work. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
3. I believe that all the divisions in the company and work together to achieve common goal. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
[
]
[
]
[
]
[
]
[
]
[
]
4. I have information to do my job well. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
5. Iam satisfied with the information I received from management. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
6. My manager assists me to identify my Motivationneeds. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
7. The employee benefits I receive are attractive and competitive. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
8. There is someone at work who encourages my development. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
9. In this company people are rewarded according to their job performance. A) SATISFACTION
Dept. of Mgmt
B) NEUTRAL C) DISSATISFACTION
87
[
]
S.J.D.C
PROJECT REPORT
2010 - 2011
10. I have clear measure for each of my objectives. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
[
]
[
]
11. My manager has set performance goals for my job. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
12. I feel encouraged to come up with new and better ways of doing things. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
[
]
[
]
[
]
[
]
13. My job makes good use of my skills and abilities. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
14. Our image is that high quality organization.. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
15. Overall, I feel the organization is successful. A) SATISFACTION
B) NEUTRAL C) DISSATISFACTION
Thank you
Signature
Dept. of Mgmt
88
S.J.D.C
