a project report on tyre industry

8/12/2019 A project report on Tyre industry

1/89

ASTUDYONEMPLOYEESATISFACTIONINAPOLLOTYRE

Aprojectreportsubmittedinpartialfulfilmentoftherequirement

forthedegreeof

MASTERINBUSINESSADMINISTRATION

SUBMITTED BY

VIVEK MENON

Reg. No.35080718

Under the guidance of

Project report submitted to

PROF. R. ARIVAZHAGAN

Assistant professor

SRM SCHOOL OF MANAGEMENT

SRM SCHOOL OF MANAGEMENT

SRM UNIVERSITY

KATTANKULATHUR

MAY 2010


2/89

BONAFIDE CERTIFICATE

SRM UNIVERSITY

Certified that this project report titled A Study on employee satisfaction in Apollo tyres

bonafide work of Mr. VIVEK MENON who carried out the research under my supervision.

Certified further, that to the best of my knowledge the work reported here in does not from

part of any other project report or dissertation on the basis of which a degree or award was

conferred on an earlier occasion on this or any other candidate.

Signature of the supervisor Signature of the HOD


3/89

VIVEK MENON,

REG.NO. 35080718,

MBA (MARKETING & HR),

SCHOOL OF MANAGEMENT,

SRM UNIVERSITY,

KATTANKULATHUR 603203.

DECLARATION

I hereby declare that the dissertation titled A Study on employee satisfaction in

Apollo tyres submitted by me in fulfillment of the requirement of M.B.AatSchool of

Management under the guidance of Prof. ARIVAZHAGAN Faculty of School of

Management, SRM University, Chennai during the period of 2008-2010. This is my original

work and no part of it has been submitted earlier to SRM University or any other institutions.

Date: Yours sincerely

Place: (VIVEK

MENON)


4/89

ACKNOWLEDGEMENT

I acknowledge here the names of those people who have been instrumental in

preparation of my project.

I acknowledge my gratitude to my parents whose support, dedication and honest

efforts have given me an immense help in doing this project.

I express my deepest gratitude and veneration to my project guide Mr.B.GANESH

(EXECUTIVE HR- APOLLO TYRES,KALLAMASHERI) for providing his valuable

guidance, continuous motivation and genuine suggestions without which this project would

not have seen the light of the day.

I take the opportunity to thanks to DEAN ,Dr.Jayshree Suresh, SRM Institute of

Management Chennai and Prof.ARIVAZHAGAN Assistant Professor Institute of

Management for motivating, encouraging, guiding and supporting at every step and sparing

their valuable time for me.

Last but not the least I record my sincere thanks to all beloved and respectable

persons who helped me and could find any separate mention.

Above all I thank GOD the most beneficial, the most merciful that I have been able

to complete my training project successfully.

VIVEK MENON


5/89

INTRODUCTION

JOBSATISFACTION

ThethreeimportantdimensionstoJobSatisfactionareasfollows:

1. Job satisfactionreferstoonesfeelingtowardsones job.Itcanonlybeinferredbutnotseen.

2. Job satisfaction is often determined by how well outcomes meet orexceed expectations. Satisfaction in ones job means increased

commitment in the fulfillment of formal requirements. There is greater

willingnesstoinvestpersonalenergyandtimeinjobperformance.

3. The term Job satisfaction and job attitudes are typically usedinterchangeably. But refer to effective orientation on the part of

individualstowardstheirworkroleswhichtheyarepresentlyoccupying.

Positive attitude towards the job are conceptually equivalent to job

satisfaction and negative attitude towards the job indicate job

dissatisfaction.


6/89

Though the terms job satisfaction and attitudes are used

interchangeably, there are differences between the two. Attitude refers to

predisposition to respond. Job satisfaction on the other hand, relates to

performance factors. Attitudes reflect ones feeling towards individuals,

organizations and objects. But satisfaction refers toones attitude to a job

satisfactionisthereforeaspecificsubjecttoattitude.


7/89

DEFINITIONS

AccordingtoE.A.Lockeapleasureorpositiveemotionalstateresulting

fromtheappraisalofonesjoborjobexperience.

As the amount of overall positive affect (or feeling) that individuals

havetowardstheirjobs.D.C.Feldman&H.J.Arnold.

AJobsatisfactionistheamountofpleasureorcontentmentassociated

with a job. If you like your job intensely you will experience high job

satisfaction. If you dislike your job intensely, you will experience job

dissatisfaction. DuBrin.

Jobsatisfactionisasetoffavorableorunfavorablefeelingswithwhich

employeesviewtheirwork. KeithDavis&J.W.Newstrone.


8/89

FACTORSAFFECTING

JOB

SATISFACTION

Job satisfaction is the feeling an employee gets when the job he does

fulfilsallhisexpectations.Whilemoralereferstotheattitudeoftheemployees

of an organisation and is a group concept, job satisfaction is the feeling of an

individualemployee.

Jobsatisfactionhasbeendefinedasapleasurableorpositiveemotional

stateresultingfromtheappraisalofonesjoborjobexperiences.

DeterminantsofJobSatisfaction

Therearevariouspersonalandorganisationalfactorsthatinfluencejob

satisfaction.Thefollowingchartindicatesthedeterminantsofjobsatisfaction:

FactorsDeterminingJobSatisfaction

PersonalFactors OrganisationalFactors

Age

Nature

of

work

Assigned


9/89

Sex Payandotherbenefits

EducationalQualification Superior subordinaterelationship

Experience

Inter

personal

relationship

Ability Opportunitiesforadvancement

Perception


10/89

The

age

of

a

person

does

have

its

influence

on

his

level

of

job

satisfaction. People who are young usually have a higher level of job

satisfaction provided they rightly choose their career. Those in their twenties

or thirties are energetic and have the stamina to work hard and derive

pleasureoutoftheirwork.Asapersongetsolder,hegetstiredphysicallyand

mentally. Further, he reaches the saturation point at this stage and the work,

usually,doesnotgivehimthepleasureitgaveearlier.

PersonalFactors

Sex

There

is

a

feeling

among

many

employers

that

women

employees

are

much more committed to work than men. Such employers prefer to appoint

women in their concerns. A woman employee who is able to show greater

commitmenttoworknaturallyshouldderivehigherlevelofjobsatisfaction.

EducationalQualification

The jobsatisfactionlevelofpeoplewithhighereducationalqualification

is generally found to be low. This happens because; such people always look

for better employment opportunities. A person deriving pleasure out of his

present job,whichisalsoremunerative,neednotlookforbetteremployment

prospects.


11/89

Experience

The

experience

of

an

employee

gives

him

exposure

to

many

difficult

work situations. This enables him to learn the art of managing crisis. Such

persons, in view of their ability to tackle any critical work situation, should

naturally have greater job satisfaction than those who are inexperienced. It

may bementionedherethattheageandexperienceofapersonneednotgo

together.


12/89

Ability

An employee who lacks the capability to perform his job, obviously,

cannot derive job satisfaction. Performance is vital for job satisfaction. Only

thosewhohavethe abilitywillbeabletoperform.Itmaybementionedhere

thatthesatisfactionaccruingtoapersonoutofthemonetarybenefitshegets

from his employment is temporary. In the long run, performance alone can

givehimsatisfaction.

Perception

Job expectations differ from person to person. This is in view of

differences

in

ones

perception.

Some

individuals

may

be

interested

in

challengingjobswhileothersmaybeinterestedinroutinework.Still,thereare

somewhomaybepreparedtodoanyworkforthesakeofmonetarybenefits.

The extent to which the expectations of a person have been fulfilled is yet

anotherdeterminantofjobsatisfaction.

OrganisationalFactors

NatureofWorkAssigned

The work assigned to an employee should be of interest to him. What

appears to be an interesting job to one may appear to be uninteresting to

another

and

so

says

the

proverb,

one

mans

food

is

another

mans

poison.

It


13/89

is, therefore, important that the employer understands the capabilities and

preferencesofhisemployeesbeforeassigningthemwork.


14/89

Payand

other

benefits

Pay and other tangible benefits offered to employees, although cannot

determine jobsatisfactioninallcases,arenotunimportant.Anemployeewho

derivespleasureouthis jobcannotbeindifferenttopayandotherbenefitsto

which he is entitled. An employee, therefore, needs to be given pay

commensurate with his job and responsibilities. Similarly, social security

benefits like provident fund, insurance etc., also need to be provided to

employeesasperrules.Wherethesebenefitsareinadequate,thelevelof job

satisfactionisboundtobelow.

Superior SubordinateRelationship

Sometimes, an employee may be fully satisfied with his job. But if his

superiortriestofindfaultwithhimunnecessarily,theemployeegetsdisturbed

mentally.Thisaffectssatisfaction.Itis,therefore,necessarythatthesuperior

subordinaterelationshipiscordialinanyworkplace.

InterPersonalRelationship

Whentherelationshipbetweentheemployeesworkingasagroupisnot

cordial, it will affect individual performance. This happens because of two

reasons.First,coordinationbecomesdifficultwheninterpersonalrelationship

is not good and second the employee gets disturbed psychologically. When

suchatrendcontinues,itresultsinjobdissatisfactioninthelongrun.


15/89

OpportunitiesforAdvancement

Where,

in

an

organisation,

there

are

no

opportunities

for

promotion,

the

employeesmayhavetoremaininthesamejobtilltheirretirement.Theremay

not be any change even in their designation. Such employees may not work

with enthusiasm. Lack of promotion opportunities, thus, promotes job

dissatisfaction.


16/89

Consequencesof

Job

Dissatisfaction

Lackofjobsatisfactionmayleadtothefollowingconsequences:

1. Itmayincreasetherateoflabour turnover.2. Itmayleadtopoorjobperformance.3. Theremaybeanincreaseincomplaintsandgrievances.4. Conflictsintheworkplacemayalsoincrease.5. Itmaygivescopeforstrikesandlockouts.6. Itmaydisturbstability.

StepstoimproveJobSatisfaction

The

following

measures

may

be

adopted

to

have

a

higher

level

of

job

satisfactionamongemployees:

1. Selectionofrightmanfortherightjob.2. Paymentcommensuratewiththeemployeescredentials.3. Conduciveworkingenvironment.4. Cordialsuperiorsubordinaterelationship.5. Betterinterpersonalrelationship.6. Provisionofsuitablepromotionopportunities.7. Creationoffacilitiesfortraining.8. Provisionofsuitableincentivesandsocialsecuritybenefits.9. Jobrotationwheredesirable.10. Encouragingemployeesparticipationindecisionmaking.


17/89

The TwoFactor Theory, the NeedFulfillment Theory and the

Expectancy Theory discussed in the Chapter Motivation have

relevancetojobsatisfactionaswell.

SourceofjobSatisfaction

Several jobelementscontributeto job satisfaction.The mostimportant

amongst them are wage structure, nature of work, promotion chances and

qualityofsupervisors,workgroupandworkingconditions.

Wages

Working

Condition Work

Job

Satisfaction

Workgroup

Promotion

Chance

Supervision


18/89

1. WagesWages

play

a

significant

role

in

influencing

job

satisfaction.

This

is

becauseoftworeasons

1. Moneyisanimportantinstrumentinfulfillingonesneeds.2. Employeesoftenseepayasareflectionofmanagementsconcern

forthem.

Employeeswantapaysystemwhichissimple,fairandinlinewiththeir

expectations. When pay is seen as fair, based on job demands, individual skill

levelandcommunitypay standardssatisfaction islikelytoresult.Whatneeds

emphasis is that it is not the absolute amount paid that matters rather it is

onesperceptionoffairness.

1. NatureofWork

Mostemployeescraveintellectualchallengesonjob.Theytendtoprefer

being given opportunities to use their skills and abilities and being offered a

variety of tasks, freedom and feedback on how well they are doing. These

characteristicsmakejobsmentallychallenging.Jobthathastoolittlechallenge

creates boredom. But too much challenge creates frustration and a feeling of

failure. Under conditions of moderate challenge, employees experience

pleasureandsatisfaction.

2. Promotions


19/89

Promotional opportunities affect job satisfaction considerably. The

desire for promotion is generally strong among employees as it involves

changeonjobcontent,pay,responsibility,independence,statusandthelike.It

isnosurprisethattheemployeetakespromotionastheultimateachievement

inhiscareerandwhenitisrealized,hefeelsextremelysatisfied.

3. SupervisionThere is a positive relationship between the quality of supervision and

job satisfaction. Supervisors who establish a supportive personal relationship

with subordinates and take a personal interest in them contribute to their

employee satisfaction. On realizing the role of supervision in creating

satisfaction a number of supervisory roles have been suggested for the

purpose.Thefollowingpointslistoutthesupervisoryactions.


20/89

SupervisoryAction

for

Maintaining

Satisfaction

1. Maintainopenlinesofcommunication.2. Createagoodphysicalenvironment.3. Remedysubstandardconditions.4. Transferdiscountedemployees.5. Changetheperceptionofdissatisfiedemployees.6. Displayconcernforemployees.7. Giveamplerecognition.8. Allowforparticipativemanagement.9. Practicegoodmanagement.10.Conductmoralebuildingprograms.

4. WorkGroupThe work group does serve as a source of satisfaction to individual

employees. Itiswell known that,for manyemployees workfillstheneed for

social interaction. The work group is a stronger source of satisfaction when

membershavesimilarattitudesandvalues.Havingpeoplearoundwithsimilar

attitudes causes less friction on a day to day basis. Co workers with similar

attitudes and values can also provide some confirmation of a persons self

concept.Weareokandyouareok.

5. WorkingConditions


21/89

Working conditions that are compatible with an employees physical

comfort and those facilities doing a good job contribute to job satisfaction.

Temperature humidity, ventilation, lighting and noise, hours of work,

cleanliness of the work place and adequate tools and equipments are the

featureswhichaffect jobsatisfaction.Theassumptionthatworkingconditions

and satisfaction are interrelated contradicts the two factor theory of

motivation.

Accordingto thistheory, workingconditionsare a part of maintenance

factor, which, when provide help remove dissatisfaction. And the opposite of

dissatisfactionisnodissatisfactionbutnotsatisfaction.

Thus, while working conditions constitute a source of job satisfaction,

they are a relatively minor source. Generally unless working conditions are

eitherextremelygoodorbad, theyaretakenforgrantedby mostemployees.

Only when employees themselves change jobs or when working conditions

changedramaticallyovertimedoworkingconditionsassumemorerelevance.

In other words, all employees are not satisfied or dissatisfied by favorable or

unfavorableworkenvironment.

BenefitsofJobSatisfaction

One benefit of job satisfaction study in that they give management ahindicationofgenerallevelsofsatisfactioninacompany.

Itincludesspecificareasofsatisfactionanddissatisfaction.


22/89

Improvedcommunication. Job satisfaction can help discover the causes of indirect productivity

problemssuchasabsenteeism,turnoverandpoorqualityofwork.

It helps the management both to get better handle on why employerlaggingtoplanbettersolutionsproblems.

Theyhelpmanagementassesstrainingneeds. Job satisfaction survey is an indicator of the effectiveness of

organizationalrewardssystems.Theyhelpmanagers judgewhetherthe

best performers are receiving the most rewards and the most

satisfactionfromtheirjobs.

One of the best uses of job satisfaction survey is the evaluation of theimpactoforiginalchangesonemployeeattitudes.

An unexpected benefit from job satisfaction survey is proved attitudes.For some employees, survey is an emotional release a chance to get

things off their chest. For others survey is a tangible expression of

marketersinterestinemployeewelfare.

Finally, job satisfaction surveys are useful to unions also. Often bothmanagement

and

union

argue

about

what

the

employees

want,

but

neitherreallyknows.Jobsatisfactionsurveyisonewaytofindout.


23/89

INDUSTRYPROFILE

ANINTRODUCTIONTOTYREINDUSTRY

TheworldTyreindustryismarkedbyapresenceofaroundhalfadozen

majorplayerswhotogetheroccupy70percentoftheworldmarketshare.The

worldwideTyreindustryislikelytowitnessmorerestructuringeffortsafterthe

dealbetweenGoodyearandSumitomoofJapan.Analystsarespeculatingthat

therewillbeonlysixtosevenmajorplayersacrosstheglobe.Thebigthreeof

the industry i.e., Michelin, Bridgestone and Goodyear (before its alliance with

Sumitomo)eachhadannualsalesofUS$12bn.

TheIndianTyreIndustryisavibrantsegmentoftheIndianeconomyand

is the wheels of the entire road transport sector of India, producing over

23.7mntyres(fourwheelertyres organizedsector)in2003.Inaddition,there

is a production of 25.7mn tyres in 2/3wheeler tyre segment. The steady

growthoftheindustrycanbegaugedfromthefactthattheindustryisgrowing

atanannualgrowthrateof6percenthoweverthereisanexcesssupplyover

demand in certain categories. Approximately 80 per cent of the industry

production,intermsofvalue,comesfromHeavyCommercial(Truck/Bus)and

LightCommercialtyres.


24/89

The

Indian

tyre

industry

caters

to

all

segments

of

the

market

i.e.

OriginalEquipmentManufacturer(OEM) Replacement SlateTransport Defense Exports

Thetotalsizeofdomesticmarket(fourwheelertyres)canbeestimated

around 19.4mn tyres per annum for the 2003 and is expected to go up to

28.4mn

tyres

per

annum

by

2008.

In

addition,

the

tyre

industry

exports

Rs.13bnoftyresacrosssixcontinentsandover60countries.Thetyreindustry

has not fared well in the first three quarters of 2005 despite strong GDP

growth and buoyant automobile sales. The market witnessed an increase in

priceswiththepriceofrubbershootingupfromRs.35perkg.inthelasttwo

years.


25/89

GROWTHOF

TYRE

INDUSTRY

IN

INDIA

The Tyre Industry began to grow in India during 1930s. The growth of

tyreinIndiamaybedividedintothreephases.Inthefirstphasemultinationals

came to India and started selling tyres. The first among them was Firestone

followedbyothermultinationalslikeGoodyearetc.

Inthesecondphasethemultinationalsstartedtheirproduction inIndia

and they became the first generation tyres. Dunlop was the first company,

whichstartedtheirdomesticproductionatCalcutta

The third phase of Indian Tyre Industry began when Indian companies

startedproducingtyres,whichcametobecalledassecondgenerationtyre.

Imported among them are MRF Tyres, Premier Tyres, Goodyear, CEAT

etc.theystartedproductioninthesixties.

Later in the 1970s the third generation tyres started their production.

ThemainthirdgenerationtyresareApollo.Vikrant,JK,ModiTyresetc.Alltyre

companieswhichstarteditsoperationafterthe1970sandthetyrecompanies

which are yet to start production are classified under the head of the further


26/89

generation.NotableamongthemareS.KumarTyres.RadoTyres.SriChakara.

andBirlatyres.

Market leaders in the Indian Tyres Industry are MRF, Apollo Tyres, JK

Tyres, CEAT,Goodyear, ModiRubber, and BirlaTyres. They are updatingtheir

strategiesinordertoholdtheirmarketshareandinvadeothers.

THEMAJORTHREATSFORTHEINDIANTYREINDUSTRY:

Ever rising raw materials costs, petroleum prices have a direct bearing onthehealthoftyreindustry.

Particularly in light of the fact our countrys infrastructure continues toremaininadequateandincompetent,e.g.

Power rates are very high apart from inadequateavailability.

Costofmoneyveryhigh. Manpowerproductivityispoor. Someprogressinroadandportssector.


27/89

Being the core sector, tyre industry performance is directlylinked with the, performance of the overall economy and

theautomobilesector.

Tyre Industry performance also is impacted by theperformanceofagriculturalsector.

Asthefutureunfolds,thetyreindustrymaybeimpactedbycompetitionfromrailwaysector.

The size of the Indian tyre manufacturing plant is not ofglobal scale and hence some of them may find the going

difficult.


28/89

ANOVER

VIEW

OF

TYRE

INDUSTRY

The tyre industry has witnessed a CAGR of 8.3 per cent over the lastdecade mainly fuelled by the strong growth in the domestic auto

industry. Through the replacement market has driven the industry

growth for long time; the OEM market has seen a robust growth over

the

last

couple.

The industry is highly capital intensive as it requires around Rs. 4 bn tosetuparadialtyreplantwithacapacityof1.5mntyresandaroundRs.

1.5 2 bn for across ply tyre plant of a capacity to manufacture 1.5 mn

tyres.

The profitability of the industry has high correlation with the prices ofkeyrawmaterialssuchasrubberandcrudeoilastheyaccountformore

than70percentofthetotalcosts.Therawmaterialstosalesratiointhe

industryarearound65percent.

The industry has high entry barriers because of its capital intensivenature and low operating margins. With demand increasing at a steady

pace,theindustryisexpectedtogothroughaconsolidationphase.


29/89

The industry is dominated by four players viz MRF. Apollo Tyres, JK.Industries, CEAT and enjoys more than 70 per cent of the total market

share.

Thefortunesoftheindustryarelinkedtothetrendinthedomesticautoindustry, retreading trend in road transportation and spending on road

infrastructure.

The companies have lined up the farther expansion plans to meet theincreasingdemand.

INDIANTYREINDUSTRY

TyresmadeinIndiacanbebroadlyclassifiedasCrossPlyandRadial.

The body of a tyre called carcass or causing is made up of layers of Rubber

coated

Nylon

or

Rayon

fabric

called

Plies,

the

main

difference

between

these

twotypesisthedirectioninwhichtheplycordsarearrangedandthetypeof

reinforcement medium used. In a. Cross Ply Tyre, the cords run across each

other or diagonally to the outer surface of the tyre. On the other hand, in a

radialtyre,thecordsrunradiallyfrombeadtobeadat90degreesangletothe

rim or along the outer surface of the tyre. In a cross ply tyrb, the major


30/89

reinforcement materials used are Rayon and Nylon tyre cords. In a radial tyre

thereinforcingmediumisPolyster.Nylon,FiberglassandSteel.


31/89

OBJECTIVES

Thevariousobjectiveofthisprojectistofindoutthefollowingelements

whichaffectthejobsatisfactionleveloftheemployees.

1. To find out analysis the job satisfaction of employees in Apollo TyresLimited

2. Tofindoutandanalysisvariousfactorsaffecting jobsatisfactionamongthe

employees

in

Apollo

Tyres

Limited.

The

various

factors

are:

Workingcondition/facilities. Welfaremeasures. Safetymeasures. Grievancehandling. Promotionalopportunities Traininganddevelopmentprograms. Relationshipamongtheemployees. Participationindecisionmaking

3. To give a suggestion and recommendation for improving the jobsatisfaction

level

among

the

employees

in

Apollo

Tyres

Limited.


32/89

LIMITATIONOF

THE

STUDY

1. Simplepercentanalysisisused.

2. All the factors affecting job satisfaction is not taken into

Consideration.

3. Someoftherespondentswerenotcooperative.


33/89

RESEARCHMETHODOLOGY

ResearchMethodologycoversthefollowing:

1. DataCollectionMethod2. SourceofData3. ToolsfordataCollection4. SamplingPlan5. CompilingofData

1. DataCollectionMethod:The researcher used scheduled interview method using questionnaire

for primarydata,secondarydataarecollectedfromdifferentsources.

2. SourcesofData:Primary data were collected through questionnaire from employees.

Secondary data were collected from company profile, brochures and

pastreports.

3. ToolsforDataCollection:Thedatacollectionmethodadoptedfortheprojectispreparedthrough

a set of questionnaire. Their responses and feedback is noted down in

thequestionnaire.

4. Samplingplan


34/89

100employeesofApolloTyresLtdatKalamassery.

5. CompilingofDataThe

primary

data

and

secondary

data

collected

from

different

sources

are made in tabular form. They are arranged according to different

factorsforeasyinferenceandanalysis.


35/89

ANALYSISAND

INTERPRETAION

1. EmployeesinteresttowardshisjobTableno.4.1.1

Particulars NoofEmployees Percentage

Yes 70 70%

No 30 30%

Total 100 100%

Chartno.4.2.1

Inference:

70%ofthetotalrespondentsareinterestedintheir joband30%arenot

interestedintheirjob.


36/89


37/89

2. Thenatureoftakingleave

Tableno.4.1.2


Yes 75 75%

No

25 25%

Total 100 100%

Chartno.4.2.2

Inference:

75%ofthetotalrespondentsaretalkingleavefrequentlyand25%were

nottakingleavefrequently.


38/89


39/89

3. Reasonforabsenteeism

Tableno.4.1.3

Factors NoofEmployees Percentage

Personal

problems

100 100%

Workingcondition 0 0

JobContent 0 0

ToughSupervision 0 0

Otherfactors 0 0

Total

100 100%

Inference:

Outof75%oftheemployeestakeleavefrequentlybecauseofpersonal

problems


40/89

4. Employeessatisfactionassociatedwithremuneration

Tableno.4.1.4


High

15 15%

Average 80 80%

Low 5 5%

Total 100 100%


41/89

Chartno.4.2.3

Inference:

15%

of

the

total

employees

satisfied

with

their

remuneration

but

5%

of

employees are not satisfied with remuneration but 80% have average

satisfaction.


42/89

5. EmployeesopinionaboutnatureofworkTableno.4.1.5


Tough 0 0

Good 55 55%

Average

40 40%

Easy 5 5%

Total 100 100%

Chartno.4.2.4

Inference: It is clear that 55% of the employees are of opinion that work

content is good. 40% of employees opinion that it is average and 5%

employeessaysthattheirworkcontentiseasy


43/89


44/89

6. EmployeesopinionaboutpromotionalopportunitiesTableno.4.1.6


Good 75 75%

Average 25 25%

Bad

0 0

Total 100 100%

Chartno.4.2.5

Inference:Itisclearfromabovethat75%ofemployeesareofopinionthatthe

promotional

opportunity

provided

by

management

is

good

and

25

%

of

employees are of opinion that promotional opportunity is average. Nobody

saysthatitistoobad.


45/89


46/89

7. TraininganddevelopmentTableno.4.1.7

Traininganddevelopment NoofEmployees Percentage

Veryhigh 5 5%

High 10 10%

Average

70 70%

Low 15 15%

Total 100 100%

Chartno.4.2.6

Inference: 5% of the total respondents have high satisfaction and 10% of

employees are highly satisfied and 70% of employees have average

satisfaction.But15%ofemployeesarenotatallsatisfied.


47/89


48/89

8. SupervisionTableno.4.1.8

Supervision NoofEmployees Percentage

Good 70 70%

Average 30 30%

Bad

0 0

Total 100 100%

Chartno.4.2.7

Inference: It is clear form above that 70% employees are of opinion that the

supervision

that

they

are

getting

in

good

and

30%

of

employees

are

of

opinion

thatisonlyaverage.


49/89


50/89

9. ThenecessaryfacilitiesprovidedbyApolloTyresLtdTableno.4.1.9


Yes 75 75%

No 25 25%

Total

100 100%

.

Chartno.4.2.8

Inference: 75% of the respondents claimed that they are getting all the

facilitieswhicharenecessaryand25%saysthattheyarenotgettingadequate

facilities.


51/89


52/89

10.EmployeesopinionabouttherelationshipwithothersTableno.4.1.10

Relationshipwithcolleagues NoofEmployees Percentage

Good 80 80%

Average 20 20%

Bad

0 0

Total 100 100%

Chartno.4.2.9

Inference: 80% of the total employees are good relationship with their

colleagues

and

20%

of

opinion

that

is

average.


53/89

11.Opinionofemployeesaboutthefacilitiesprovideda. OpinionaboutCanteenTableno.4.1.11

Canteenfacility NoofEmployees Percentage

Good 75 75%

Average

20 20%

Bad 5 5%

Total 100 100%

Chartno.4.2.10

Inference:

75%

of

employees

are

of

opinion

that

canteen

facility

if

good

and

20%ofemployeessaycanteenfacilityisaveragebut5%ofemployeessaythat

canteenfacilityisbad.


54/89

b. OpinionabouttoiletfacilityTableno.4.1.12

Toiletfacility NoofEmployees Percentage

Good 70 70%

Average

20 20%

Bad 10 10%

Total 100 100%

Chartno.4.2.11

Inference:70%oftheemployeesareofopinionthattoiletfacilityisgoodand

20%employeesareofopinionitisaverage.But10%ofemployeessaysthatit

isbad.


55/89

c. Opinionaboutrestroom

Tableno.4.1.13

Restroomfacility NoofEmployees Percentage

Good 65 65%

Average

30 30%

Bad 5 5%

Total 100 100%

Chartno.4.2.12

Inference: It is clear from the above table that 5% employees are of opinion

that restroom facility is good and 305 of employees are of opinion that

restroomfacilityisaverage.But5%havebadopinion


56/89


57/89

12.TheemployeesOpinionaboutsafetymeasuresTableno.4.1.14

Safetymeasures NoofEmployees Percentage

High 20 20%

Average

75 75%

Bad 5 5%

Total 100 100%

Chartno.4.2.13

Inference: From the table it is clear that 20% of employees feel that safety

measures given by employer is high 75% of employees feel that it is average.

But5%havebadopinion.


58/89

13.Detailedopinionaboutsafetymeasuresa. Personalprotectionequipment

Tableno.4.1.15

Personalprotectionequipment NoofEmployees Percentage

Good

75 75%

Average 20 20%

Bad 5 5%

Dontknow 0 0

Total 100 100%

Chartno.4.2.14

Inference: From the above table it is clear that 755 of employees are of

opinion that personal protection equipment provided by the company is

good.20%ofemployeesareofaverageopinion,But5%havebadopinion.


59/89


60/89

b. SafetytrainingprogrammesTableno.4.1.16

Safetytrainingprogrammes NoofEmployees Percentage

Good 5 5%

Average

55 55%

Bad 40 40%

Total 100 100%

Chartno.4.2.15

Inference: It is clear form the above table that 5% of employees have good

opinion about safety training programmes arranged by the company. 55% of

employeesareofopinionthatsafetytrainingprogrammesisaverageand40%

havebadopinion.


61/89


62/89


63/89


64/89

14.Employeesopinionaboutwelfaremeasuresa. Medicalbenefit

Tableno4.1.18

Medicalbenefit NoofEmployees Percentage

Good

75 75%

Average 20 20%

Bad 5 5%

Total 100 100%

Chartno4.2.17

Inference: This table shows that out of 100 755 of the employees are of

opinionthatmedicalbenefitisgood.20%ofemployeesareofopinionthatitis

average.But5%ofemployeessaythatitisnotatallattractive.


65/89


66/89

b. Allowances

Tableno.4.1.19

Allowances NoofEmployees Percentage

Good 15 15%

Average

75 75%

Bad 10 10%

Total 100 100%

Chartno4.2.18

Inference: The above table shows that 75% of the employees are of opinion

thatallowanceisaverage.Only15%ofemployeesareofopinionthatitisgood

and10%havebadopinion.


67/89


68/89

c. BonusTableno.4.1.20

Bonus NoofEmployees Percentage

Good 5 5%

Average 85 85%

Bad

10 10%

Total 100 100%

Chartno4.2.19

Inference:Itisclear fromabovetablethat855ofemployeesareopinionthat

Bonus

is

average.

5%

employees

are

of

opinion

that

Bonus

is

good

10%

of

employeesfeelthatitisbad.


69/89

d. EntertainmentandculturalprogrammesTableno.4.1.21


Good 10 10%

Average 80 80%

Bad

10 10%

Total 100 100%

Chartno.4.2.20

Inference: I is clear from above that 80% of employees are of opinion that

entertainmentandculturalprogrammesofferedbyApolloTyresisaverageand

105ofemployeesareofopinionthatitisgood.10%havebadopinion.


70/89


71/89

e. ScholarshipfacilityTableno.4.1.22

Scholarship NoofEmployees Percentage

Good 15 15%

Average 75 75%

Bad

10 10%

Total 100 100%

Chartno4.2.21

Inference: It is clear from above that 75% of employees are of opinion that

scholarship

facility

is

average

.155

of

employees

are

of

opinion

that

scholarship

facilityisgood.But10%havebadopinion.


72/89

f. TransportationfacilityTableno.4.1.23

Transportation NoofEmployees Percentage

Good 0 0

Average

40 40%

Bad 60 60%

Total 100 100%

Chartno.4.2.22


Transportation facility is only average .60% have bad opinion. Nobody has

goodopinionabouttransportationfacilityprovidedbyApolloTyres.


73/89


74/89

15.SatisfactionrelatedwithgrievancehandlingprocedureTableno.4.1.24


HighSati sfi ed 0 0

Average

satisfaction

45 45%

Dissatisfied 55 55%

Total 100 100%

Chartno4.2.23

Inference: It is clear that from above that 45% of employees have average

satisfaction regarding grievance handling procedure. 55% have bad opinion.

Nobodyishighlysatisfiedaboutit.


75/89


76/89

16.ParticipationindecisionmakingTableno.4.1.25


Good 5 5%

Average

35 35%

Bad 60 60%

Total 100 100%

Chartno.4.1.24

Inference: It is clear from above that 35% of employees are opinion that

participationindecisionmakingisaverage.Only5%saysthatisgood60%have

badopinion.


77/89


78/89

17.EmployeesinteresttowardsApolloTyreTableno.4.1.26


Yes 65 65%

No

35 35%

Total 100 100%

Chartno4.2.25


theyareinterestedtoworkwithApolloTyresLtd.But35%saysthattheydont

haveanyinteresttoworkwithApolloTyresLtd.


79/89


80/89

FINDINGS

1. Most of the employees have only average satisfaction towards theirjobthatis,55%haveshowninteresttowardstheir jobandonly45%

areinterestedtoworkwithApolloTyresLtd.

2. Mostofthe employees have an average levelof satisfactionto theirwages.Only15%ofthemaresatisfiedwiththeirwages.

3. Most of the respondents say that the working facilities they aregetting is good. That is, canteen, restroom and toilet facilities

provided

by

Apollo

Tres

Ltd.

The

Supervision,

promotional

opportunities and the relationship with colleagues are also

satisfactory.ButtraininganddevelopmentfacilityprovidedbyApollo

TyresLtdisonlyaverage.

4. Accordingtotheopinionemployeestheyaregettinganaveragelevelof welfare measures. But most of them were satisfied with the

medicalbenefitsprovidedbyApolloTyresLtd.Butotherfacilitieslike

allowances, bonus, entertainment and cultural programs,

Scholarships etc. are average. The transportation facility is not

adequate

according

to

majority

of

employees.


81/89

5. The safety measures provided by Apolo Tyres Ltd is only average.That

is

the

personal

protective

equipment

is

provided

to

everybody.

But the employees have only average opinion about safety training

programmes.But40%saythatitisbad.Mostoftherespondentsare

notawareofsafetycommittee.

6. Most of the employees are highly satisfied with about theirrelationshipwithcolleagues.

7. 65% of employees say that participation in decision making is bad305haveanaverageopinion.

8. All most 50% of employees are dissatisfied with the grievancehandlingfacilities.


82/89

SUGGESTIONS

1. Makethe jobmoreinterestingthroughprovidingthemgoodworkingconditions,safetymeasures,andwelfaremeasures.

2. Most of the employees are dissatisfied with the wages they aregetting. So provide them more. So that there should be enough and

adequatewagestructure.

3. Makeimprovementsintraininganddevelopmentfacilitygiventotheemployees, provide cooling facility to production department and

provide

adequate

working

space.

4. Improveallowances,bonus,entertainmentandculturalprogrammes,scholarships. The transportation facilities should be improved,

providethisfacilitiesalongwitheveryshifts.

5. Educatetheemployeesaboutthesafetycommitteeandimprovethesafetytrainingprogramsandmakeitmoreeffective.

6. Theorganizationshouldprovideanopportunitytoparticipatesothatitshouldbeacceptabletoeverybody.


83/89

CONCLUSION

ThestudyonemployeesatisfactionatApolloTyresLtd,empasesonjob

satisfaction of employees in Apollo tyres Ltd at Kalamassery. The research is

conducted using primary data and secondary data. This study emphasis that

employees are getting working condition from their job. All employees are

satisfied with the relationship between all the members of the organization.

Employeesaresatisfiedwiththeir jobbecauseoftheorganizationprovidethe

facilities like training and development. Supervision, leave facilities etc.

employees are dissatisfied with the grievance handling procedures,

remuneration,

participation

in

decision

making

and

some

of

the

welfare

measures like transportation, bonus allowances, scholarship facility,

entertainment and cultural facilities etc. The safety measures provided to

everybody.Buttheemployeeshaveonlyaverageopinionaboutsafetytraining

programs.But40%saythatitisbad.Mostoftherespondentsarenotawareof

safetycommittee.


84/89

APPENDIX

QUESTIONAIRE

AStudyonEmployeesatisfactionatATL

Pleasetickwhere isnecessary

Name :

Age :

Designation :

1. Areyouinterestedinyourjob?Yes No

2. Doyouhaveinthenatureoftakingleavefrequently?Yes No

3. Ifyeswhatisthereasonforabsenteeism?Personalproblems Jobcontent workingcondition Tough

supervision otherfactors

4. Areyousatisfiedwiththewages?Yes Average No

5. Whatisyouropinionaboutthenatureofwork?Tough Average Bad

6. Thepromotionalopportunityofferedbythemanagementis?Good Average Bad


85/89

7. ThetraininganddevelopmentfacilityyouaregettingfromApolloTyresLtdis?

Veryhigh High Average Low Verylow

8. WhatdoyouthinkaboutthesupervisionyouaregettingfromAppoloTyresLtd?

Verygood Good Average Bad VeryBad

9. Whetherthecompanyisprovidingallthefacilitieswhicharenecessary?Yes No

10.Yourrelationshipwithcolleaguesorothersinthecompanyis?

Good Average Bad

11.WhatisyouropinionabouttheworkingconditionorfacilitiesprovidedbyApolloTyresLtd

Particulars

Good

Average Bad

Canteen

Toilet

Restroom

12.Whatdoyouthinkaboutthesafetymeasuresprovidedbythemanagement?

High Average Bad

13.Whatisyouropinionaboutvarioussafetymeasures?Particulars

Good

Average

Bad

Dont

know


86/89

Personalprotectiveequipment

Safetytrainingprograms

SafetyCommittee

14.Youropinionaboutvariouswelfaremeasuresprovidedbythecompany?Particulars Good Average Bad

Medicalbenefit

Allowances

Bonus

Entertainmentandculturalprograms

Scholarships

Transportation


87/89

15.AreyousatisfiedwiththegrievanceshandlingprocedureofApolloTyresLtd?

Highlysatisfied Satisfied Dissatisfied Highlydissatisfied

16.Whatisyouropinionaboutparticipationindecisionmaking?Good

Average

Bad

17.AreyouinterestedtoworkwithApolloTyresLtd?Yes No

18.IfNowhatarethereasons?

19.Othersuggestionsifany?


88/89

BIBLIOGRAPHY

Organisationbehavior J.Jayasankar

Research

methodology

Kothari

C.R.

www.apollotyres.com


89/89

a project report on tyre industry

Documents