analysis of employee relation and satisfaction yamaha

SUMMER INTERNSHIP PROJECT REPORT

ANALYSIS OF “Employee Relation and satisfaction”

INDIA YAMAHA MOTOR PVT. LTD. [IYM]

POOJA SHARMA

Roll No.: MBA/08/42

MBA(3rd SEMESTER)

ALFALAH SCHOOL OF ENGINEERING AND TECHNOLOGY

The economic liberalization and consignment competition through quality and services

necessitated the companies to various efforts of the employees this context and this is

where welfare facility can play a social role.

This project report present the study of Employee Relation and their satisfaction level in

YMPIL and how it is helpful in retaining the employees in the report an attempt has been

made to know whether these relation have any contribution in productivity and smooth

functioning of the organization.

After employees have been hired, trained and remunerated, they need to be retained and

maintained to serve the organization better. Employee relations are designed to take care

of the well-being of the employees. Any organization whether it is governmental, non-

governmental, trade unions, or employees association etc. have to maintain good

employee relation for better work place.

I hope, this project will be beneficial for those who are directly or indirectly related to

personal management.

POOJA SHARMA

Through this column, I would like to express my heartiest gratitude to my project

guide and mentor, Mr.Jeevan sharma without whom this compilation wouldn’t

have been possible. His invaluable experience and exceptional mentoring

provided us with gainful insights on practical applications of the topic, which

was indispensable for the successful completion of the project.

I also wish to thank Mrs. Aarti Sharma who graciously provided valuable

knowledge inputs and guidance all through the project incubation period.

I also wish to thank ,Ms Archana Verma, Ms Deepika Kamra, Mrs. Surabhi

Dixit, Mr. Chetan Yadav and Mr. vijay khanna for all their suggestions and

advices.

I also extend my sincere thanks to all the managers and officers, who spared their

valuable time and helping me out with this project.

Lastly, I would like to express my heartfelt appreciation to all those people who

have in their own way contributed towards the compilation of this report with

their suggestions, criticisms and advice.

DECLARATION

I hereby declare that this report titled “The Analysis of employee relation” in YMI

has been conducting the states territory of U.P. It is my own & original work. This is a

dissertation report submitted in partial fulfillment of the degree course of “MBA”. It has

never been submitted nor published anywhere else before.

The above statement is true to the best of my knowledge.

POOJA SHARMAMBA(3rd SEMESTER) AFSET(MANAGEMENT DEPARTMENT)

METHODLOGY

The key success of any project depends on various factors. Out of this methodology

or technique adapted is most vital, rather we can say that it is the crux point. When proper

methods are adopted it would lead to number of advantages like time saving, accurate

results and fine suggestions.

There is no specific or fixed methodology of doing a project. It differs according to

the situation. The methodology I adopted is classroom lecture, different department visit,

shop visit, and direct contact.

CLASSROOM LECTURE-

In class room lecture our company guide introduced us to the rules, procedure and polices

of the company. Here we came to know how HR policies are implemented. It’s a two

way communication session. At the end we were allowed to give feedback

DEPARTMENTALVISIT-

Here we visited different department in order to get a brief knowledge of functioning of

that particular department and its linkage with HR Department.

QUESTIONNAIRES –

In this methodology we were introduced to HR managers and we were free to clarify our

doubts and ask questions regarding our project.

DIRECT CONTACT- Direct contact perhaps is the most effective method since the

chances of errors is minimized. In this methodology we interacted directly with the

departmental head.

TABLE OF CONTENTS

Yamaha History

Organization; profile, structure& environment

About logo mark

Corporate philosophy

India YAMAHA MOTOR pvt. Ltd.s

YAMAHA’S bike’s model

Yamaha’s mission

Yamaha’s vision

Milestones of Yamaha

Role of HR division

Organization structure of HR division.

HR policies & purposes

Employee relation.& satisfaction

Importance of Employee Relation & satisfaction

Survey process

Pics related to survey

Research Methodology With Survey Process

Analysis

Interpretation

Conclusion of survey

H.R.Practises for develop employee relation & to satisfy them

Conclusion

Bibilography

YAMAHA’S HISTORY

Where & When It All Started

Yamaha Motor was born when Yamaha Motor Co., Ltd . was established in

Japan in July 1955, It was a relative latecomer in a market where as many as

150 motorcycle manufacturers competed for survival. New ones were starting up

and others were folding at a tremendous pace, and few survived the challenge. In

Yamaha Motor's story, you will recognize the spirit of challenge in these early

years that forged the company into the global corporate group we are today, in

pursuit of the perpetual goal of being best in the world market.

Foundation of “YAMAHA”

Genichi Kawakami (1912-2002)Founder Yamaha Motor Co. Ltd

It all began when then president of Nippon Gakki, (now Yamaha Corporation,)

Genichi Kawakami, put to use some machining equipment used in the

production of metal airline propellers to develop the first Yamaha motorcycle. It

was the YA-1, nicknamed “Aka-tombo” which means red dragonfly. With a

starting capital of 30 million yen, 274 employees and two single-story wooden

factory buildings with a capacity to turn out 200 motorcycles a month, the

fledgling company dared to confront competition, a will that came to forge the

company spirit of challenge. Yamaha entered the first YA-1 in the Mt. Fuji

Ascent Race and won. From there on, our employees moved with determination

from one challenge to the next, working as a team, sharing victories and setbacks.

Yamaha's First Motorcycle

YA-11955(1955)

This was Yamaha’s first motorcycle. At a time when motorcycle design was

dominated by imposing all-black styling, the YA-1 with its simple form and

modern chestnut red coloring, quickly became popularly known by the nickname

“Aka-tombo” (the Red Dragonfly). What’s more, it immediately demonstrated its

high performance by winning the 3rd Mt. Fuji Ascent Race in July of 1955, and

then swept the top places in the ultra-light class of the 1st Asama Highlands Race

of the All Japan Endurance Championships. In an era when the national average

starting salary of a male college graduate was 10,780 yen, this model, priced at

138,000 yen, was a coveted extravagance beyond the reach of most users.

'Overall length x width x height: 1,980mm x 660mm x 925mm

Weight: 94kg

Engine-type: Air-cooled 2-stroke 1-cylinder 123cc

Maximum power output: 5.6ps/5,000rpm

Maximum torque: 0.96kg-m/3,300rpm

ORGANIZATION: PROFILE, STRUCTURE&

ENVIRONMENT

ORGANIZATION: Profile, Structure& Environment

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a

50:50 joint venture with the Escorts Group in 1996. However, in August 2001,

Yamaha acquired its remaining stake as well, bringing the Indian operations

under its complete control as a 100% subsidiary of Yamaha Motor Co., Ltd,

Japan.

India Yamaha Motor operates from its state-of-the-art-manufacturing units at

Faridabad in Haryana and Surajpur in Uttar Pradesh and produces motorcycles

both for domestic and export markets. With a strong workforce of 3000

employees, India Yamaha Motor is highly customer-driven and has a

countrywide network of over 400 dealers.

The company pioneered the volume bike segment with the launch of its 100 cc 2-

stroke motorcycle RX 100. Since then, it has introduced an entire range of 2-

stroke and 4-stroke bikes in India. Presently, its product portfolio includes Crux

(100cc), Alba (106cc), Gladiator (125cc) & YZF R15 (150cc)

ABOUT LOGOMARK

The YAMAHA brand has its roots in the name of our founder, Torakusu

Yamaha. Familiar with western science and technology from his youth, Yamaha

initially found employment repairing medical equipment. This led to a request to

repair a organ, a project that resulted in the birth of the Yamaha brand. Confident

of the potential of his business, Yamaha struggled against great odds to establish

Yamaha Organ Works. Entrepreneurial spirit, far-sightedness, and determination

to overcome difficulties fueled his passion to succeed. This same spirit formed

the foundation of the Yamaha brand, and is a vital legacy of Yamaha Corporation

today.

The Tuning Fork Mark

The three tuning forks of the Yamaha logo mark represent the cooperative

relationship that links the three pillars of our business -- technology, production,

and sales. They also evoke the robust vitality that has forged a reputation for

sound and music the world over, a territory indicated by the enclosing circle. The

mark also symbolizes the three essential musical elements: melody, harmony,

and rhythm.

What is Kando?

Kando is a Japanese word for the simultaneous feeling of deep satisfaction

and intense excitement that people experience when they encounter

something of exceptional value.

At Yamaha MOTOR we believe that Kando can be generalized by the products

and services that surpass customer’s expectations.

Yet for all the emotional evaluation Kando provides, the feeling can be short

lived, and people may be touched only for a moment. Therefore, our challenge is

to make sure that all our products and services genuinely thrill, impress and touch

customer’s heart at the first time and every time. We strive to achieve our

corporate mission by adhering to these principles.

We must remain keenly aware of customer evolving needs company provided

them quality products and services of exceptional value that surpass their

expectations. We can as we will earn a fair profits by putting forth a superior

efforts to satisfy our customers.

As a good corporate citizen we act from a world wide perspective and in

accordance with global standards. We will work locally to better the social

environment and think globally in helping and preserve the natural environment.

About the Director of YMI

Tasuji appointed Yamaha Motor India's director sales and marketing news.

New Delhi: Yamaha Motor India, the 100 per cent subsidiary

of Yamaha Motor Co Ltd, Japan, has announced the appointment of Tasuji the director,

sales and marketing.

Tasuji brings with him over 20 years of experience with Yamaha globally and will play a

key role in implementing Yamaha’s evolving growth strategy for India.

He will co-ordinate the sales, marketing and engineering functions to develop a strong

product line for the Indian market.

CORPORATE PHILOSOPHY

Corporate Philosophy

Creating kando with products and services that exceed your expectations

Yamaha works to realize.

our corporate mission of creating Kando

Yamaha Motor is a company that has worked ever since its founding to build

products defined by the concepts of “high-quality and high-performance” and

“light weight and compactness” as we have continued to develop new

technologies in the areas of small engine technology and FRP processing

technology as well as control and component technologies.

It can also be said that our corporate history has taken a path where “people” are

the fundamental element and our product creation and other corporate activities

have always been aimed at touching people’s hearts. Our goal has always been to

provide products that empower each and every customer and make their lives

more fulfilling by offering greater speed, greater mobility and greater potential.

Said in another way, our aim is to bring people greater joy, happiness and create

Kando* in their lives.

As a company that makes the world its field and offers products for the land, the

water, the snowfields and the sky, Yamaha Motor strives to be a company that

“offers new excitement and a more fulfilling life for people all over the world”

and to use our ingenuity and passion to realize peoples’ dreams and always be the

ones they look to for “the next Kando.”

India Yamaha Motor Pvt. Ltd. (IYM)

Head Office:

A-3 Surajpur Industrial Area, Noida-Dadri Road, Surajpur - 201306, Distt.

Gautam Budh Nagar, U.P., India

Foundation:

Oct. 17, 2007

Start of operation:

April 1, 2008

Headed by:

Mr. Tsutomu Mabuchi, Managing Director and Chief Executive Officer

Capital:

1.5 billion rupee (as of Mar. 5, 2008), with plans to eventually increase capital to

5.6 billion rupee (approx. 16 billion yen)

Capital ratio:

70% by Yamaha Motor Co., Ltd.

30% by Mitsui & Co., Ltd.

Number of employees:

2000 (approx.)

Areas of business:

Development, manufacture and sales of motorcycles, spare parts and accessories.

Export of locally assembled motorcycles and parts

Scale of operations:

First year (nine months beginning Apr. 2008) projected sales of 10 billion rupee

(approx. 30 billion yen)

LOCATIONS OF YAMAHALOCATIONS OF YAMAHA

MOTORMOTOR

Location of YAMAHA Motor

Yamaha Motor Co., Ltd. (YMC)

Location:

2500 Shingai, Iwata, Shizuoka, Japan

Foundation:

July 1, 1955

Headed by:

Mr. Takashi Kajikawa, President and Chief Executive Officer

Remote-controlled helicopters, Outboard motors, Kart engines, Business

machines, Water purifier.

In India Yamaha Products are as follows:

YAMAHA MOTORCYCLES

MODEL CAPACITY

Yamaha Enticer 123.7 CC

Yamaha YBX 125 125 CC

Yamaha Gladiator

Gladiator Std

Gladiator DX

Gladiator Type RS/SS

123.7 CC

iiYamaha Libero G5 106 CC

Yamaha Crux 106 CC

Yamaha Alba 106 106 CC

Yamaha YZF R1 1000 CC

Yamaha MT 01 1670 CC

http://auto.indiamart.com/motorcycles/yamaha-mt-01/index.html

http://auto.indiamart.com/motorcycles/yamaha-yzf-r1/index.html

http://auto.indiamart.com/motorcycles/yamaha-alba/index.html

http://auto.indiamart.com/motorcycles/yamaha-rxz/

http://auto.indiamart.com/motorcycles/yamaha-libero-g5/

http://auto.indiamart.com/motorcycles/yamaha-gladiator/index.html#gladiator-dx

http://auto.indiamart.com/motorcycles/yamaha-gladiator/index.html#gladiator-std

http://auto.indiamart.com/motorcycles/yamaha-gladiator/

http://auto.indiamart.com/motorcycles/yamaha-enticer/

http://en.wikipedia.org/wiki/Unmanned_aerial_vehicle

Yamaha YZF-R15 150 CC

Yamaha to ride in 3 new bikes this year

Yamaha Motor India Private Ltd would launch three new bikes in India including

Gladiator Type SS and RS (125 cc), YZF- R15 (150 cc, liquid cooled) and FZ

(150 cc, air-cooled) this year. The company also plans to invest Rs 700-800 crore

in the country to go into product development, marketing and manufacturing,

indicated P Sam, group head, marketing and sales, Yamaha Motor India Sales

Pvt Ltd.

http://auto.indiamart.com/motorcycles/yamaha-yzf-r15/index.html

Showcasing the three new bikes at the 9th Auto Expo at New Delhi, Sanjay

Tripathi, department head, product planning and strategy, Yamaha Motor India

Sales Pvt Ltd, said that the bikes, in sync with the Yamaha DNA, have features

from the original bikes with fine tuning being done to fit the Indian needs.

Like the YZF-R15 has percolated technology from R1. It also has the R1 six-

speed transmission. Similarly, the FZ is being toned down to 150 cc from the

existing global version of 1,000 cc.

“In the coming three years, we plan to concentrate on sports bikes,” said

Kajikawa Takashi, president and chief executive officer, Yamaha Motors Co.

Ltd.

Adding that the company plans to turnaround the future of Yamaha in India.

Recently, the company launched Super Sports YZF-R1 (1,000 cc) and Torque

Sports MTO1 (1,670 cc) in India.

Some other expected models of Yamaha ;-

YZF-R6

2008 Yamaha XT660Z Tenere

2008 Yamaha YZF-R125

2008 Yamaha X-City 125

About turnover of YAMAHA

Yamaha Motor aims at Rs 1,350-cr turnover YAMAHA Motor India Pvt Ltd, a 100 per cent subsidiary of Yamaha Motor Company

Ltd of Japan, has targeted a turnover of Rs 1,350 crore in the current fiscal. Last year, the

company recorded a turnover of Rs 1,150 crore, according to Mr. R.R. Prasad, Associate

Vice-President of Yamaha Motor India Pvt Ltd.

Addressing a news conference held here, Mr. Prasad said the company, which was

currently ranked fourth in the motorcycle segment in India, was hopeful of attaining the

second position by 2006. By that time, its share of the motorcycle market was expected to

go up to 18-22 per cent from around 10 per cent now.

Yamaha Motor India has already launched the Libero and the Enticer DLX in the Indian

market this year. One more product was slated to be launched in the months ahead, Mr.

Prasad said, adding that the company would from now focus on the four-stroke segment

only.

According to him, exports were a major focus area for the company. Last fiscal, about

38,500 motorcycles were exported to 52 countries across the globe.

The motorcycle export target had been pegged at 55,000-60,000 units in 2003-04. In fact,

20 per cent of the company's turnover this year would be accounted for by exports.

Mr Prasad said that, consequent to acquiring 50 per cent of the equity stake in the

company from the Escorts Group, Yamaha Motor Company of Japan had decided to

focus strongly on research & development, dealer upgradation and in setting in place

appropriate IT systems.

YAMAHA’S MISSION

We are committed to……

Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of

YAMAHA products, focusing on serving our customer where we can build long

term relationships by raising their lifestyle through performance excellence,

proactive design & innovative technology. Our innovative solutions will always

exceed the changing needs of our customers and provide value added vehicles.

Build the Winning Team with capabilities for success, thriving in a climate for

action and delivering results. Our employees are the most valuable assets and we

intend to develop them to achieve international level of professionalism with

progressive career development. As a good corporate citizen, we will conduct

our business ethically and socially in a responsible manner with concerns

for the environment.

Grow through continuously innovating our business processes for creating the

value and knowledge across our customers thereby earning the loyalty of our

partners & increasing our stakeholder value.

To attain organization excellence by developing and inspiring the potential of

Yamaha’s human Capital & providing opportunities for growth innovations &

enrichment.

Yamaha is committed to make products that benefits from the skills and

technology used by the Yamaha world wide. To fulfill customer satisfaction and

meet the need of Indian market YMI plans to produce one or more model in the

first year, four models in the three years.

To achieve this goal YMI will pursue 3 major objectives within the company.

The first is the customer’s satisfaction YMI is trying to do whatever is

necessary to improve their dealer network to make its customer comfortable

while dealing with Yamaha MOTOR.

The second is strengthening research and development. It is the mission of

YMI to constantly product what customers are looking by analyzing market

trends and changes. In this regard its motto is “Speed, quality, Yamaha’s

original design.”

The third objective is optimizing the internal working system. One of the

policies of YMI is that all its employee work together as one, aiming at a

common goal.

YAMAHA’S VISION

We will establish YAMAHA the “ exclusive & trusted brand ” of customers by

“creating Kando” (touching their hearts) the first time and every time with the

world class products & services delivered by the people having “passion for

customer”.

MILESTONES OF YAMAHA

1960- Indian partners, Escorts Group secured license under technical

collaboration with CEKOP Poland.

1979- Entered into technical collaboration with YMC of Japan for manufacturing

350cc motorcycles.

1983- Obtained Letter of Intent for 100cc motorcycles. Launched 350cc

motorcycle in market all over India. Set up CNC cell in the organization.

1985- Started manufacturing of RX-100 motorcycle in technical collaboration

with YMC, Japan at Surajpur plant.

1995 - 50: 50 Joint venture companies formed with Escorts Group.

1996- Added Faridabad plant under joint venture.

2000- Share holding of YMC increased from 50% to 74%.

2001- 100% subsidiary of YMC, Japan.

ROLE OF HR DIVISION

The major role of HR Division is t o make the company profitable and smoothly

operable through induction and retention of Quality Manpower and creating

an environment which will lead to high motivation, high Productivity &

positive attitude.

The main objective of HR is to make Yamaha an excellent company through

transparency, fairness & competitiveness in all aspects of day to day working.

In HR we deal with the all employee related activities:

To Recruit, Train and Develop competent Human Resources on an ongoing

basis for optimum performance .

To build employees into teams to enable them to enjoy a challenging, fruitful and

fulfilling career with Yamaha.

To develop a culture rooted in concern for excellence, leading to outstanding

service to internal as well as external customers.

HR PRACTICES IN YAMAHA HR PRACTICES IN YAMAHA

FUNCTIONS OF PERSONNEL DEPARTMENT

Various Functions carried out under the personnel department at Escorts Ltd.

(Yamaha Motor Cycle division, Surajpur) are as follows:

1. Man Power Planning

It is one of the most important functions of the personnel department. Human

resources of manpower planning is the process by which management determines

how an organization should move from current manpower position to the desire

manpower position. It analyzes the present and future vacancies that may occur

as a result of transfers, promotions, sick leaves, leave of absence, or other reasons

and analysis of present and future expansion or curtailment in various

departments. Through planning, management strives to have right no. and right

kind of people at right places and the right time to do the things which result in

both the organization and the individual receiving the maximum long range

benefits.

The planning of manpower as carried out by Escorts YMD is done with the job

analysis that is procedure by which pertinent information obtained about a job or

it can also be said that it is a detailed and systematic study of information relating

to the operations and responsibility of specific jobs. This process of obtaining all

pertinent job fact is carried out through job description and job specification. Job

description and specification is written where in job description responsibility

and requirements of a particular job where as in job specification the

requirements sought is an individual workers in a given job.

2. Employment

It is another important operative function of the personnel department and carried

out by internal and external sources. The internal sources are within the

organization, where every any vacancy occurs, somebody within the organization

is upgraded, promoted and transferred. The external sources are those who are

new entrants to the labour force or some who are retired and experienced persons

such as for security of unemployed persons. Employment of manpower is carried

though a number of private employment agencies or state agencies. The process

of employment involves three stages viz. recruitments, selection and placement.

It is the determination of the job to which an accepted candidate is to be signed

and his assignment to that job.

3. Induction and Orientation

It means the introduction of an employee to the organization and the job by

giving him all possible information about the organization history, objectives,

philosophy, policies, future development opportunities, products goodwill in the

market and community and by introducing him to other employees with whom

and under when he has to work. This program is carried out by the personnel

department. Here the new entrants are sent to every department to introduce

himself to the staff that department, to get him accustomed to the work

environment and providing him an insight of how work is done in that

department.

4. Training and Development

It is a complex process and is concerned with increasing the capabilities of

individual and groups so that they may contribute effectively to the attainment of

organizations goals. The term training development and education training is a

process of learning a sequence of programmed behavior. It is an application of

knowledge which gives people an awareness of rules and procedures to guide

their behavior and to improve their performance on the current job. Development

is a related process which also brings about growth of the personality, help

potential capacities. Training and development is carried out after assessing the

training needs of an employee.

5. Personnel Research

This is carried out by the personnel department which conducts study and survey

on:

Employment turns over (exit interview)

Absenteeism

Wage Survey

6. Personnel Budget

This budget is prepared by the personnel department which takes into account all

the costs, expenses and profit to be generated in the year.

7. Compiling Skill Inventory

The personnel department looks out the following functions:

Performance Appraisal

Confirmation/Increment/Promotion

Maintain personal files of all employees

Data Bank of all employees and individual history sheet.

8. Industrial Relation

Industrial relations refer to the dynamic development concept which not only

unites the complex relation between trade unions and management but also refers

to the general web of relationship. It poses one of the most delicate and complex

problem to the modern industrial society. Normally, obtaining between employer

and employee-web much more complex than the labor concept of “labor capital

conflict”. The concept of IR has been extended to denote the relation of state

with employer, worker and their organization. The subject, therefore includes

individual relation and join consultation between employer and worker at their

place of work, collective relation between employer and their organization and

trade union, a part played by state in regulation these relation.

The function of IR is carried out through the following way in Escorts YMD.

Labor laws are industrial and statutory registers are maintained according to

these laws.

Liaison with labor department and other civic authorities are maintained so as to

carry out different functions relating to industrial peace.

Submission of returns under various labour laws.

Implementation of standing order and Contract Act.

9.Formation of various statutory committees such as:

Workmen Committee

Canteen

Safety

10. Negotiation with union

11. Disciplinary Proceeding

12. Attending Conciliation/ labour court

13. Grievance handling/ counseling

14. Conducting workmen classes.

ORGANIZATIONAL STRUCTURE OF

HR DIVISION

H.R. DIVISION

HRM INS/BUDGET H.R.M. FBD

HRD RECRIUTMENT

HRM EMPLOYEE RELATION

MIS HRD RECRIUTMENT

HUMAN RESOURCE POLICIES

Human resource policies are systems of codified decisions, established by an

organization, to support administrative personnel functions, performance

management, employee relations and resource planning.

Each company has a different set of circumstances, and so develops an individual

set of human resource policies.

http://en.wikipedia.org/wiki/Resource_(economics)

http://en.wikipedia.org/wiki/Human_resources

Purposes

HR policies allow an organization to be clear with employees on:

The nature of the organization what they should expect from the company

What the company expects of them how policies and procedures work at your

company

What is acceptable and unacceptable behaviour the consequences of

unacceptable behaviour The establishment of policies can help an organization

demonstrate that it meets requirements for diversity, ethics and training. In order

to fire a person it may be necessary to show cause compliant with employment

contracts and collective bargaining agreements; the establishment of HR Policies

to document steps in procedures, including displinary procedures, is now

standard.

EMPLOYEE RELATION & SATISFACTIONEMPLOYEE RELATION & SATISFACTION

Good employee relations" mean? My definition is very simple: good employee

relations means you create an environment which delivers what people want

today. They want to feel good about who they are, what they do and where they

work.

We should respect each and every employee and have developed our own

standards and systems aimed at enabling individuals to cultivate their talents and

capabilities to the fullest. Although individual group company programs,

structures and practices vary to some extent based on local norms, across the

group we seek to bring out the best in every employee by providing a safe,

healthy and enjoyable workplace, as well as challenging tasks and opportunities

for professional enrichment.

Employee Relations involves the body of work concerned with maintaining

employer-employee relationships that contribute to satisfactory productivity,

motivation, and morale. Essentially, Employee Relations is concerned with

preventing and resolving problems involving individuals which arise out of or

affect work situations.

Advice is provided to supervisors on how to correct poor performance and

employee misconduct. In such instances, progressive discipline and regulatory

and other requirements must be considered in effecting disciplinary actions and

in resolving employee grievances and appeals. Information is provided to

employees to promote a better understanding of management's goals and policies.

Information is also provided to employees to assist them in correcting poor

performance, on or off duty misconduct, and/or to address personal issues that

affect them in the workplace. Employees are advised about applicable

regulations, legislation, and bargaining agreements. Employees are also advised

about their grievance and appeal rights and discrimination and whistleblower

protections. What does the term ‘Satisfaction’ imply to an employee? It implies

nothing else than the feeling of either being contended or non-contended on using a

product.

Employee Satisfaction is a prerequisite for the customer satisfaction.

Enhanced employee satisfaction leads to higher level of employee retention.

A stable and committed workforce ensures successful knowledge transfer, sharing, and

creation --- a key to continuous improvement, innovation, and knowledge-based total

customer satisfaction.

When companies are committed with providing high quality products and

services; when companies set high work standards for their employees; and when

employees are empowered through training and development, provided with knowledge

and information, permitted to make mistakes without punishment, and trusted; they will

experience an increase in their level of satisfaction at work.

This level of satisfaction can be enhanced further if teamwork and visionary leadership

are introduced.

Continuous improvement comes from the efforts of the empowered employees

motivated by visionary leadership. This is supported by the findings that empowerment

and visionary leadership both have significant correlation with employee satisfaction.

Teamwork is also supported by the findings. In addition, the study found significant

correlation between employee satisfaction and employee’s intention to leave.

The success of a corporation depends very much on customer satisfaction. A high

level of customer service leads to customer retention, thus offering growth and profit

opportunities to the organization. There is a strong relationship between customer

satisfaction and employee satisfaction. Satisfied employees are more likely to stay with

company and become committed and have more likely to be motivated to provide high

level of customer service, by doing so will also further enhance the employee’s

satisfaction through feeling of achievement. Enhanced employee satisfaction leads to

improved employee retention; and employee stability ensures the successful

implementation of continuous improvement and customer satisfaction. Customer

satisfaction will no doubt lead to corporate success and greater job security. These will

further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite

for customer satisfaction.

Importance of Employee relation in an organization.

The relationship between an employer and its employees is an important factor

in the company's success. Employers will treat their employees with respect and

visa versa if they all want to succeed and achieve goals. Some companies forget

to focus on employee retention and appreciation, and then they lose productivity.

Find out how you can improve employer and employee relationships and keep

your team motivated for the long haul.

SAMPLE OF A SURVEY PROCESS

YAMAHA MOTOR INDIA PVT. LTD.

EMPLOYEE SATISFACTION AND RELATION SURVEY

Employee Satisfaction & Relation Survey is a tool to measure employee performance and satisfaction and their relation with top management. Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work and is often measured by anonymous surveys administered periodically that gauge employee satisfaction in areas such as management and teamwork

OBJECTIVE OF THE STUDY

To evaluate the satisfaction and relation levels of employees at Yamaha. Comparative Analysis of the HR Policies of Yamaha with its competitors. Increase the sense of commitment and loyalty of your employees Save company money due to fewer turnovers Increase employee morale. Gain employee trust.

SCOPE:

Employees from grade 9 and above

GUIDELINES

Please answer with a checkmark where appropriate. Your specific answers will be completely anonymous, but your views, in

combination with those of others, are extremely important. We at Yamaha Motor India Pvt. Ltd ensure your anonymity.

DEMOGRAPHICS

1. Your Functional Area

1. Administration 22. PEM/Kaizen Shop2. Assembly Group 23. Press Weld & Tool Room3. Casting Paint 24. Product Eng. & Dev. Center4. CEO 25. Product Planning and Brand

Management5. Corporate Audit 26. Production Control6. Corporate Planning 27. Production Control-Fbd7. Paint & Plating 28. Production Division-Fbd8. Export 29. Production Operation9. Export & Spare Parts 30. QA10. Final Inspection 31. QE11. Finance 32. Quality Management-Fbd12. HR 33. R & D13. IR & GA 34. R & D Engineering Admin14. Logistics 35. R & D Experimentation15. Machining 36. R & D Production Design16. Manufacturing 37. Sales and Marketing Management17. Marketing & Sales Planning 38. Sales Management18. Material Management Group 39. Service, CS & Spare Parts19. Mfg Div 1 40. Spare Parts20. Dealer Development Management 41. SQA

2. Your total work experience

1-2 yrs 2-5 yrs 5-7 yrs 7-10 yrs 10 yrs+

3. Your work experience at Yamaha.

0-2 yrs 2-5 yrs 5-7 yrs 7-10 yrs 10 yrs+

4. Sex

Male Female

VISION/VALUE AND LEADERSHIP

S.No QuestionStrongly Agree

Agree Neutral DisagreeStrongly Disagree

1.)I have a good understanding of Yamaha’s vision.

2.)I am familiar with the mission statement put forth by Yamaha

3.)I have a good understanding of Yamaha’s core competencies.

4.)I have confidence in the leadership of Yamaha.

Suggestions/ Comments : a.) --------------------------------------------------------------------------------------------------------------------------------------b.) --------------------------------------------------------------------------------------------------------------------------------------c.) --------------------------------------------------------------------------------------------------------------------------------------

COMMUNICATION/KNOWLEDGE ABOUT COMPANY

S.No QuestionCompletely Agree

Agree Neutral DisagreeCompletely Disagree

1.)The company always ensures immediate communication of any relevant information.

2.)I am informed about the company’s policies, practices along with the future business plans and strategies

3.) The internal PR is strong.

4.)The corporate intranet helps in communication.

5.)The senior management in the organization is easily accessible

6.)I know whom to approach whenever I have any question(s).

7.)I feel free to express a critical opinion about work related issues.

8.) The communication between the departments is satisfactory.

9.)Management pays careful attention to employee suggestions.

10.)

I get enough opportunities to interact with everyone informally, through team get-togethers, office parties and other events.

11.)I am aware of the available training and development opportunities at Yamaha

12.)Seniors leaders are competent at running the business effectively.


PERFORMANCE APPRAISAL POLICY

No QuestionCompletely Agree


1.)I have a clear understanding about performance standards and norms of Yamaha.

2.)The benefits provided are the best as compared to the industry.

3.)The organization has well defined reward and recognition system.

4.)I get an opportunity to share my concerns regarding my performance appraisal.

5.)The quality and quantity of my work is evaluated.

6.)I am given feedback related to my performance at regular intervals.

7.)I think that the feedback given on my performance is useful in identifying the areas of improvement.

8.)I believe that the performance system clearly distinguishes poor, average and good performers.

9.)I feel a continuous pressure to improve my personal and group performance.

10.) I am rewarded for improving work

processes.Suggestions/ Comments : a.) --------------------------------------------------------------------------------------------------------------------------------------b.) --------------------------------------------------------------------------------------------------------------------------------------c.) --------------------------------------------------------------------------------------------------------------------------------------

OPPORTUNITIES FOR GROWTH AND CAREER PROGRESS



1.)I have a clearly established career path at Yamaha.

2.)There is a well defined career progression policy which helps me manage my career well

3.)The identification of training needs is done on a regular basis at Yamaha.

4.)I have received the training I need to do my job efficiently and effectively.

5.)I am assigned jobs/ tasks that help me develop my talent.

6.)Enough Global / Overseas opportunities are given at Yamaha.

7.)Opportunities for promotion in Yamaha are satisfactory.

8.) Favoritism is not an issue in raises or promotions.

9.)I can look forward to a great career at Yamaha.


EMPLOYEE BELONGINGNESS



1.)I feel that the company cares about its people.

2.) I have job security.

3.)I am involved in decision making that affects my job.

4.)I am encouraged to develop new and more efficient ways to do my work

5.)I feel that the organization is doing a good job of retaining its most talented people.

6.)I feel that Yamaha has a good brand visibility.

7.) I am committed to Yamaha.

8.)I would recommend others to work for this company.

9.) I am proud to work for Yamaha.

10.)I feel motivated/excited to come to office everyday.

11.)I believe Yamaha is a frank and fair organization.


WORK LIFE BALANCE



1.)My job does not cause unreasonable stress in my life.

2.)I am able to balance work priorities with my personal life.

3.)The management is flexible and understands the importance of balancing work and personal life.

4.)Yamaha offers me flexible time/ alternative schedule.

5.)The physical working conditions in my department are satisfactory.

6.) The time I get to spend with my family /

friends is satisfactory.Suggestions/ Comments : a.) --------------------------------------------------------------------------------------------------------------------------------------b.) --------------------------------------------------------------------------------------------------------------------------------------c.) --------------------------------------------------------------------------------------------------------------------------------------

EMPLOYEE WELFARE/BENEFITS POLICY



1.)The company provides excellent benefits and welfare facilities for me and my family.

2.)I am informed about the welfare benefits at Yamaha.

3.)The benefits provided by Yamaha meet my needs.

4.)I am aware of the employees benefit package.

5.)I'm satisfied with Yamaha’s Leave policy.

6.)I'm satisfied with Yamaha’s Communication Policy.

7.)The organization provides enough benefits and facilities to reduce stress at work. (Canteen, Breakout area etc.).


WORK CULTURE



1.)The organization has created an open and comfortable work environment.

2.)Proper health and safety measures are adopted at Yamaha.

3.)The employees are treated fairly and equally.

4.)The organization has a process that resolves grievances quickly.

5.)The organization is committed to provide a workplace, free of sexual harassment, intimidation or exploitation.


DEPARTMENTAL

1.)

2.) S.No QuestionCompletely Agree


3.)My manager encourages me to participate in training programs/ sessions and company meetings

4.)My manager encourages me to share my ideas and opinions and make constructive use of them

5.)My manager recognizes the good work done by me.

6.)My manager knows and understands the problems faced by me.

7.)The degree to which my manager administers rules and discipline consistently is satisfactory.

8.)My manager provides me with regular feedback

9.)I have confidence and trust in my manager.

10.) I learn from my manager.

11.)In the last three months, my manager has talked to me about my progress

12.)I am involved in decision making that affects my job.

13.)The processes and procedures here make it easy to do my work well.

14.)Employees share experience to help each other.

15.)I am provided with clear instructions and sufficient facilities regarding new assignments.

16.)My job description matches my job duties

17.)I know my job requirements and what is expected of me on a daily basis

18.)I have ready access to the information I need to get my job done.

19.)My peers are committed to doing quality work.

20.)My relationship with my colleagues is satisfactory.

21.)Differing views are discussed in my department while making decisions.

22.) I am satisfied with my job at Yamaha.

23.)My manager helps me defining my MBO clearly.


FUNCTIONING GROUPS



1.)I am satisfied with the functioning of General Affairs Department.I am satisfied with the working of Finance Department

2.)I am satisfied with the functioning of HR Department

3.) The HR department is always friendly

and supportive.

4.)The HR practices are comparable to the best in the industry

5.)The HR team treats me with respect and keeps my discussion confidential


SALES & MARKETTING



1.)I have a good understanding of sales turnover of the company.

2.)The customer satisfaction is taken as one of the key performance attributes at Yamaha.

3.)I feel Yamaha has enough brand visibility.


1.) What do you like the most about working for Yamaha?

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2.) What causes you stress at work?

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3.) What could be done to improve teamwork and cooperation at Yamaha?

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Thanks,

Corporate HR

PICS RELATED TO SURVEY

(FORM OF SURVEY)

HIGH SATISFACTION

STRONG RELATION

RESEARCH METHODOLOGY

Objectieves:

1. To discover the various expectations that determine the satisfaction level of

employee.

2. To rank the factors according to the importance.

3. To measure the level of satisfaction of employees with respect to the company.

Employee Satisfaction Measurement

Employee satisfaction has been defined as a function of perceived performance and

expectations. It is a persons’ feeling of pleasure or disappointment resulting from

comparing a products’ outcome to his/her expectations.

If the performance (Company Services) falls short of expectations, the

employee is dissatisfied and if it matches the expectations, the employee is satisfied. A

high satisfaction implies more purchase/use of the product or service. The process is

however, more complicated then it appears. It is more important for any organization to

offer high satisfaction, as it reflects high loyalty and it will not lead to switching over

once a better offer comes in.

Tools for tracking and measuring customer satisfaction:

1. Complaint and Suggestion System: Employee can freely deliver complaints and

suggestions through facilities like suggestion box, personal meetings with seniors etc.

2. Lost Employee Analysis: The exit interviews are conducted or employee loss rate

is computed.

3. Employee Satisfaction Survey: Periodic surveys by use of questionnaire or

telephone calls to random sample of recent buyer help to find out customer satisfaction

and relate to repurchase intention and word of mouth score.Trough this survey process

we come to know about employee relations with their organization.

Technique

To uncover the important attributes which determine the satisfaction level of the

employee with respect to the various services catered by the company, a non-structured

in-depth interview of employee selected by convenience is carried out. Then a list of

attributes is finalized keeping in mind that an attribute once selected is not repeated on

being encountered for the second time.

Scale Construction

On the basis of attributes which have been identified, a questionnaire is prepared

which is analyzed for two parameters separately i.e. satisfaction and importance.

To each question, there are 5 possible answers out of which one is to be ticked. In

case of component pertaining to satisfaction, the respondent has to give a response in

terms of highly satisfied, very satisfied, satisfied not so satisfied or dissatisfied.

In case of component pertaining to satisfaction, the respondent has to give a

response in terms of critical, very important, important, not so important and not at all

important. The response for each question in either component of satisfied to dissatisfied

and from critical to not at all important, respectively.

Data Collection and Analysis

Exhaustive list of all the employee is obtained. A sample size of 50 is chosen to

be representative of the population (nearly 10%). Sample interval is determined by

dividing total no. of employee by the sample size (=26.32).Every tenth individual

appearing in the exhaustive list is then selected. Samples drawn are used to collect data

pertaining to employees’ satisfaction as well as importance towards the 15 attributes

listed.

The results are then categorized on the basis of

1. Total Respondents.

2. Department wise.

3. Salary Wise.

For each category, the respondents are selected and then averages of satisfaction

and importance are computed for each question respectively. Then the product of

corresponding averages is computed to give the satisfaction index.

The formula computation of satisfaction index is:

Satisfaction Index = Sum of Average Satisfaction(S) x Average importance (i)

Sum of Average Importance (i)

= ∑SXi

∑i

Table 1: TOTAL STRENGTH OF THE EMPLOYEES IN THE COMPANY

DEPARTMENT YAMAHA MOTORS PVT. LTD.

MALE FEMALE TOTAL

HR & Administration 15 6 21

Accounts 15 20 35

Power Division 20 10 30

Sales & Marketing 200 30 230

Service 350 30 380

Customer Care 150 100 250

IT & ERP 20 15 35

Total 770 211 1231

SU-KAM POWER SYSTEM LTD MALE FEMALE

875 441

TOTAL STRENGTH 1316

SAMPLE SIZE 50

SAMPLE INTERVAL (1231/50) = 24.62

Table 2: STRENGTH OF EMPLOYEES OF YAMAHA IN PERCENTAGE

Percentage of HR & Administration employee 1.70

Percentage of Accounts Dept. employee 2.84

Percentage of Power Division employee 2.43

Percentage of Sales & Marketing employee 18.68

Percentage of Service employee 30.86

Percentage of Customer Care employee 20.30

Percentage of It & ERP employee 2.84

Analysis and Interpretation

Listing of Important Attributes

Using the in depth interview technique, numbers of attributes were determined which

affect the levels of satisfaction of employees with respect to the company.

2) Ranking as per Importance

Ranking is done after analyzing all the attributes for the given sample that which one

has more importance and which one is least important.

3) Variation in Satisfaction

It includes two different ways:

3.1 Satisfaction level of the total respondents.

3.2 Department wise analysis of satisfaction level.

3.3 Salary wise analysis of satisfaction level.

Note: The satisfaction scale ranges from a score of 5 for ‘Highly Satisfied’ to a score of 1

for ‘Dissatisfied’. ‘Importance’ scale ranges from a score of 5 for critically important to a

score of 1 for not at all important.

TABLE 1: SATISFACTION INDEX FOR THE EMPLOYEES IN

YAMAHA

S.No Questions Average

Satisfaction

(S)

Average

Importance

(i)

Sxi

1 Working Environment 2.06 3.44 7.086

2 Convenient Work Location 1.68 4.48 7.526

3 Recognition for the work done 2.9 3.72 10.79

4 Friendly working environment 2.76 3.9 10.76

5 Opportunities for flexible working 2.44 4.04 9.858

6 Working in dynamic organization 2.54 3.78 9.601

7 Working in reputed organization 2.24 4.06 9.094

8 Interesting and Enjoyable Work 2.00 3.12 6.24

9 Work that gives a sense of achievement 2.40 3.14 7.536

10 Working with young people 1.86 4.2 7.812

11 Job security 3.00 3.78 11.34

12 Opportunities for personal development 2.98 3.74 11.15

13 Opportunities for Promotion/career Prospects 2.84 3.8 11.02

14 Fair payment for the work done 1.76 3.34 5.878

15 Good Policies 3.16 3.24 10.24

Sum 55.78 135.931



= ∑SXi = 135.931 = 2.436

∑i 55.78




Figure 1

SATISFACTION INDEX FOR THE EMPLOYEES

Listing of Important Attributes

1. Working Environment.

2. Convenient Work Location.

3. Recognition for the Work Done.

4. Friendly Working Environment.

5. Opportunities for Flexible Working.

6. Working in a ‘Dynamic’ Organization.

7. Working in a Reputed Organization.

8. Interesting & Enjoyable Work.

9. Work that gives a sense of Achievement.

10. Working with Young People.

11. Job Security.

12. Opportunities for Personal Development.

13. Opportunities for Promotion/Career Prospects.

14. Fair Payment for the Work Done.

15. Good Policies.

Ranking as per Importance

After analyzing all the attributes for the given sample, it was found that Work Location is

Critically important to all employees (I = 4.48) followed by working with young people (I

= 4.20) working in reputed organization (I = 4.06) and other attributes which are very

important are opportunities for flexible working (I = 4.04) Friendly working environment

(I = 3.90) followed by opportunities for promotion & career prospects (I = 3.80).

Working in Dynamic organization and Job Security with same is also important (I = 78)

followed by opportunities for personal development (I = 74) and recognition for the work

done (I = 3.72).

Attributes like working environment (I = 3.44) and fair salary are also more important

followed by Good policies (I = 3.24) which are critically important. Work that gives a

sense of achievement (I = 3.14) and interesting & enjoyable work (I = 3.12) are also

equally important.

Variation in Satisfaction

Satisfaction level of total respondents

The Satisfaction Index for the total respondents is for the total respondents - 2.436 (Table

1 and Figure 1) which indicates that the employees are relatively satisfied with the

various services being catered by the company as against their importance. It can be

attributed to the fact that the company caters to the various needs of the employees and it

tries to provide the more important needed services like Opportunities for promotions,

Fair Salary and Good Company Policies as and when needed.

Department wise analysis of satisfaction level

Analysis of Table 2 – 8 and a glance of Figures 2 – 8 reveal that employees of Accounts

Dept. are most satisfied ( Satisfaction Index = 2.825) followed by employees of Power

Division ( Satisfaction Index = 2.822) and the employees of Customer Care Dept.

( Satisfaction Index = 2.666).

The Satisfaction level of HR & Adm. Dept. is also good (Satisfaction Index = 2.664)

followed by Sales & Marketing Dept. (Satisfaction Index = 2.390) and Employees of

Service Dept. (Satisfaction Index = 2.335) and IT & ERP Dept. (Satisfaction Index =

2.106).

TABLE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

HR & ADMINISTRATION DEPARTMENT

S.No. Questions Average

Satisfaction

(S)

Average

Importance

(i)

Sxi



3 Recognition for the work done 2.75 3 8.25








11 Job security 2.84 3.80 10.792

12 Opportunities for personal

development

2.54 3.78 9.601

13 Opportunities for Promotion/career

Prospects

4.10 2.15 8.815


15 Good Policies 4.36 2.67 11.641

Sum 46.75 124.574



∑SXi = 124.574 = 2.664

∑i 46.75




FIGURE 2: SATISFACTION INDEX FOR THE EMPLOYEES OF

HR & ADMINISTRATION DEPARTMENT

0

5

10

15

20

25

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance

Average Satisfaction

TABLE 3: SATISFACTION INDEX FOR THE EMPLOYEES OF ACCOUNTS

DEPARTMENT


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 4.39 3.57 15.672



Prospects

2.25 4.69 10.552


15 Good Policies 3.10 2.90 8.99

Sum 47.91 135.385



= ∑SXi = 135.385 = 2.825

∑i 47.91





ACCOUNTS DEPARTMENT

0

2

4

6

8

10

12

14

16

18

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s


Average Importance

Sxi

TABLE 4: SATISFACTION INDEX FOR THE EMPLOYEES OF POWER

DIVISION


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 3.67 1.98 7.26



Prospects

2.87 1.78 5.10


15 Good Policies 4.25 4.78 20.31

Sum 44.81 126.47



= ∑SXi = 126.473

∑i 44.81





POWER DIVISION

0

5

10

15

20

25

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s


Average Importance

Sxi

TABLE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES &

MARKETING DEPARTMENT


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 1.731 3.462 5.99



Prospects

2.615 3.923 10.25


15 Good Policies 2.577 3.615 9.31

Sum 54.54 130.35



= ∑SXi = 130.359 = 2.390

∑i 54.54




FIGURE 5: SATISFACTION INDEX FOR THE EMPLOYEES OF SALES &

MARKETING DEPARTMENT

0

2

4

6

8

10

12

14

16

18

20

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance


SATISFACTION INDEX FOR THE EMPLOYEES OF SERVICE

DEPARTMENT


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 2.41 4.25 10.27



Prospects

1.41 4.16 5.90


15 Good Policies 3.08 4.00 12.33

Sum 59.41 138.7



= ∑SXi = 138.774 = 2.335

∑i 59.417





SERVICE DEPARTMENT

0

5

10

15

20

25

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance


TABLE 7: SATISFACTION INDEX FOR THE EMPLOYEES OF CUSTOMER

CARE DEPARTMENT


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 3.00 3.00 9.00



Prospects

1.5 3.5 5.25


15 Good Policies 3.0 4.0 12.0

Sum 57.85 154.28



= ∑SXi = 154.281 = 2.666

∑i 57.85





CUSTOMER CARE DEPARTMENT

0

5

10

15

20

25

30

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

Wor

king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

Oppor

tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance


TABLE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP

DEPARTMENT


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 2.37 3.25 7.719



Prospects

1.87 3.87 7.26


15 Good Policies 1.75 3.87 6.78

Sum 55.5 116.90



= ∑SXi = 116.906 = 2.106

∑i 55.5




FIGURE 8: SATISFACTION INDEX FOR THE EMPLOYEES OF IT & ERP

DEPARTMENT

0

2

4

6

8

10

12

14

16

18

20

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

Wor

king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

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king

with yo

ung

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le

Job

secu

rity

Oppor

tunit

ies fo

r per

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l dev

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ent

Oppor

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ies fo

r Pro

mot

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reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s

Sxi

Average Importance


TABLE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME

GROUP A ( less than equal to 75,000 p.a)


Satisfaction

Average

Importance

Sxi

(S) (i)











11 Job security 3.03 3.35 10.19



Prospects

3.53 4.28 15.16


15 Good Policies 2.77 3.96 11.01

Sum 46.25 114.67



= ∑SXi = 114.679 = 2.479

∑i 46.251




FIGURE 9: SATISFACTION INDEX FOR THE EMPLOYEES OF INCOME

GROUP A (less than equal to 75,000 p.a)

0

2

4

6

8

10

12

14

16

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

one

Friend

ly wor

king

envir

onm

ent

Oppor

tunit

ies fo

r flex

ible

workin

g

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king

in dy

nam

ic or

ganiz

ation

Wor

king

in re

pute

d or

ganiz

ation

Inte

resti

ng a

nd E

njoya

ble W

ork

Wor

k tha

t give

s a se

nse

of a

chiev

emen

t

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king

with yo

ung

peop

le

Job

secu

rity

Oppor

tunit

ies fo

r per

sona

l dev

elopm

ent

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tunit

ies fo

r Pro

mot

ion/ca

reer

Pro

spec

ts

Fair p

aym

ent f

or th

e wor

k don

e

Good

Policie

s


Average Importance

Sxi


GROUP B ( 75,000 – 5,00,000 p.a)


Satisfaction

Average

Importance

Sxi

(S) (i)











11 Job security 3.40 4.12 14.01



Prospects

2.44 3.51 8.60


15 Good Policies 3.99 3.89 15.55

Sum 53.35 143.09



= ∑SXi = 143.092 = 2.682

∑i 53.351





GROUP B (75,000 – 5,00,000 p.a)

0

2

4

6

8

10

12

14

16

18


Average Importance

Sxi


GROUP C ( more than 5,00,000 p.a)


Satisfaction

(S)

Average

Importance

(i)

Sxi











11 Job security 3.99 3.52 14.10



Prospects

3.72 4.10 15.28


15 Good Policies 3.99 4.00 15.99

Sum 55.74 151.82



= ∑SXi = 151.823 = 2.723

∑i 55.744





GROUP C (more than 5,00,000 p.a)

0

2

4

6

8

10

12

14

16

18

20

Wor

king

Enviro

nmen

t

Conve

nient

Wor

k Loc

ation

Recog

nition

for t

he w

ork d

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ly wor

king

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ent

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ies fo

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ation

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ork

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spec

ts

Fair p

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ent f

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e wor

k don

e

Good

Policie

s


Average Importance

Sxi

Salary wise analysis of Satisfaction Level

Tables and Figures 9 – 11 indicates that employees pertaining to Category ‘C’ (income

group (more than 5, 00,000) are the most satisfied (Satisfaction Index = 2.72) followed

by the employees of category ‘B’ (income group 75,000 – 5, 00,000; Satisfaction Index =

2.68) and the employees of category ‘A’ (income group less than 75,000; Satisfaction

Index = 2.47) are least satisfied.

CONCLUSION

Research shows that satisfied, motivated employees will create higher customer

satisfaction and in turn positively influence organizational performance. Convenient work

location, working with young people, opportunities for promotion and career prospects,

fair salary, good policies, job security and dynamic working environment are few

attributes which are critically important from the view point of most of the employees.

Employees have an overall satisfaction index of 2.43 which indicates that the

employees are relatively satisfied with the various services being catered by the company

as against their important.

It seems that employees of Accounts Department. are nearly as satisfied as Power

Division, Customer Care, Human Resources & Administration, Service Department,

however IT & ERP Department are most dissatisfied.

Employees falling in ‘C’ category of the income group

(Rs.5, 00,000 and more p.a.) are the most satisfied than the other categories of income.

Therefore a comprehensive Employee Satisfaction process can be a key to a more

motivated and loyal workforce leading to increased customer satisfaction, to

improve their relation with the organization and overall profitability for the

organization.

HR PRACTISES TO IMPROVE EMPLOYEE

RELATIONS & TO INCREASE THEIR SATISFACTION

LEVEL

HR practices which can help to improve employee relation & incrase their

satisfaction level :

Safe, Healthy And Happy Workplace

Open Book Management Style

Performance Linked Bonuses

360-Degree Performance Management Feedback System

Fair Evaluation System For Employees

Knowledge Sharing

Highlight Performers

Open House Discussions And Feedback Mechanisms

Reward Ceremonies

Delight Employees With The Unexpected

Create A Ethical Work Place

Avoid Misunderstandings With Employees

Reward Staff Performance

Payroll/Benefits

Hiring Employees

Promoting Respect for Human Rights

Health and Safety

Environmental Education and Development

Departing Employees

Keeping Employees

Training Employees

Managing Employees

HR Planning

Resolution process

A Brief discussion about the above is given below --------

Safe, Healthy and Happy Workplace

Creating a safe, healthy and happy workplace will ensure that your employees

feel homely and stay with your organization for a very long time. Capture their

pulse through employee surveys.

Open Book Management Style

Sharing information about contracts, sales, new clients, management objectives,

company policies, employee personal data etc. ensures that the employees are as

enthusiastic about the business as the management. Through this open book

process you can gradually create a culture of participative management and ignite

the creative endeavor of your work force.. It involves making people an

interested party to your strategic decisions, thus aligning them to your business

objectives. Be as open as you can. It helps in building trust & motivates

employees. Employee self service portal, Manager on-line etc. are the tools

available today to the management to practice this style.

Performance linked Bonuses

Paying out bonuses or having any kind of variable compensation plan can be

both an incentive and disillusionment, based on how it is administered and

communicated. Bonus must be designed in such a way that people understand

that there is no payout unless the company hits a certain level of profitability.

Additional criteria could be the team's success and the individual's performance.

Never pay out bonus without measuring performance, unless it is a statutory

obligation.

Performance bonuses can be given to an employee for his /her good performance

only and a good employer help his subordinate to improve their performance in

this way-

An employee's poor job performance can be improved with a simple meeting - if it is

done with professionalism and sensitivity.

Preparing for the Conversation

Step1

Write down specific concerns about the employee's performance. Include time,

date, and what was done or not done to your satisfaction.

Step2

Review this employee's performance relative to his job description. Check that

your assessment is fair and accurate.

Step3

Make sure that the employee has been adequately trained and that he understands

his job description.

Step4

Be honest with yourself - have you contributed in any way to this employee's

difficulties? If so, what can you do differently to improve the situation?

Step5

Determine whether this has been a problem employee from the beginning, or if

this is a troubled employee who has had good work performance in the past.

Step6

Decide whether you want to help turn this employee around, or start the

disciplinary process for firing him.

Step7

Read your company's written personnel policy procedures and be sure to follow

company policies, if applicable.

Step8

Consult with your supervisor or a Human Resources representative before

counseling any employee on a disciplinary manner.

The Conversation with the Employee

Step1

Schedule a time that will allow for an uninterrupted conversation of at least 1/2

hour in a private place.

Step2

If appropriate, give the employee ample warning about the meeting and the topic.

Step3

Use a calm tone of voice and keep judgmental language out of the conversation.

"You are not meeting our expected quota" is more tactful than "You are lazy."

Step4

Explain your concerns clearly and discuss ways the employee can improve. Ask

for his suggestions.

Step5

Allow the employee a period of time to correct the behavior and let him know

you will be meeting to assess the employee's progress.

Step6

Ask the employee to give you his opinion, and listen to it. If the employee has

valid excuses, and points out how others or the organization may be at fault,

respond with empathy and concern.

Step7

Have the employee sign paperwork - a plan of attack for improvement, or just a

recap of the conversation - that indicates he understands the conversation, even if

he doesn't agree with your opinion

Reward Staff Performance

Most employees love recognition for a job well done. Here's how to give some

praise and perks that won't be too draining on your budget.

Instructions

Step1

Make your employees feel valued by praising them and having other managers

praise them.

Step2

Create a treasure chest containing items with logos, such as letter openers, mugs,

T-shirts and so on. Give it to an employee who's gone the extra mile.

Step3

Reward good behavior on-site, so the good work is recognized throughout the

company. Even a bunch of helium balloons will do it.

Step4

Ask employees for suggestions - via e-mail - if you're having a work-related

problem.

Step5

Create a family album or photo gallery of employees, including name and hire

date. This helps employees identify each other and gives you a place to note

accomplishments.

Step6

Make company benefits more accessible. If your company reimburses tuition,

have administrators from local colleges come to your company so staffers can

find out about various programs without having to make an extra trip.

Step7

Bring in representatives from your benefit providers on evenings or over the

weekend, so spouses as well as employees can ask

360 Degree Performance Management Feedback System

This system, which solicits feedback from seniors (including the boss), peers and

subordinates has been increasingly embraced as the best of all available methods

for collecting performance feedback. Gone are the days of working hard to

impress only one person, now the opinions of all matter, especially if you are in a

leadership role (at any level). Every person in the team is responsible for giving

relevant, positive and constructive feedback. Such systems also help in

identifying leaders for higher level positions in the organization. Senior managers

could use this feed back for self development.

Fair Evaluation System for Employees

Develop an evaluation system that clearly links individual performance to

corporate business goals and priorities. Each employee should have well defined

reporting relationships. Self rating as a part of evaluation process empowers

employees. Evaluation becomes fairer if it is based on the records of periodic

counseling & achievements of the employee, tracked over the year. For higher

objectivity, besides the immediate boss, each employee should be screened by

the next higher level (often called a Reviewer). Cross - functional feedback, if

obtained by the immediate boss from another manager (for whom this employee's

work is also important), will add to the fairness of the system. Relative ratings of

all subordinates reporting to the same manager is another tool for fairness of

evaluation. Normalization of evaluation is yet another dimension of improving

fairness.

Knowledge Sharing

Adopt a systematic approach to ensure that knowledge management supports

strategy. Store knowledge in databases to provide greater access to information

posted either by the company or the employees on the knowledge portals of the

company. When an employee returns after attending any competencies or skills

development program, sharing essential knowledge with others could be made

mandatory. Innovative ideas(implemented at the work place) are good to be

posted on these knowledge sharing platforms. However, what to store & how to

maintain a Knowledge base requires deep thinking to avoid clutter. Sharing

knowledge develop the understanding and relation among the employee.

Highlight performers

Create profiles of top performers and make these visible though company

intranet, display boards etc. It will encourage others to put in their best, thereby

creating a competitive environment within the company. If a systems approach is

followed to shortlist high performers, you can surely avoid disgruntlements.

Open house discussions and feedback mechanism

Ideas rule the world. Great organizations recognize, nurture and execute great

ideas. Employees are the biggest source of ideas. The only thing that can stop

great ideas flooding your organization is the lack of an appropriate mechanism to

capture ideas. Open house discussions, employee-management meets, suggestion

boxes and ideas capture tools such as Critical Incidents diaries are the building

blocks that can help the Managers to identify & develop talent.

Reward Ceremonies

Merely recognizing talent does not work, you need to couple it with ceremonies

where recognition is broadcast. Looking at the Dollar Check is often less

significant than listening to the thunderous applause by colleagues in a public

forum.

Delight Employees with the Unexpected

The last but not least way is to occasionally delight your employees with

unexpected things that may come in the form of a reward, a gift or a well-done

certificate. Reward not only the top performers but also a few others who are in

need of motivation to exhibit their potential.

Payroll/Benefits

Organizations are beginning to understand that pay should no longer be

considered only in terms of specific jobs and current financial results.

Compensation must inextricably be tied to people, their performance, and the

organizational vision and values that their performance supports. It isn’t that the

traditional pay strategies -- programs that worked so well for so long -- suddenly

turned on us. What shifted were organizational values, work cultures, and

business strategies. Although they have been largely overlooked, dramatic

changes in the organizational rules have frequently rendered traditional

compensation strategies ineffective.

Create an Ethical Workplace

It’s not just the right thing to do; it’s also the legal thing to do. You can help your

company on both fronts by taking some key steps:

Establish a Code of Ethics: It sounds like a daunting task to some, but a code of

ethics puts your company, your employees, and your clients on the same page so

everyone knows what to expect.

Develop the Code: Look at who you are as a company, and how you approach

your business. Write it down. Ask employees for their input. Look at what other

companies have done. After you have a draft in place, print it up and have

everyone look at it. Can everyone live up to the promise?

Promote the Code: Once you have the code in place, make an event of it. Unveil

the final version at a staff meeting. Place the code prominently throughout the

company. Ask employees to sign an agreement to follow the code. Make it part

of your company’s culture.

Review the Code: Businesses change; and in time, so may your code. Review it

annually to make sure it’s still a good fit.

Avoid Misunderstandings with Employees

Clear and open communications are the key to avoiding strife, confusion and

resentment in the workplace.

Instructions

Step1

Let employees know in advance about anything your company is doing that may

affect them. If, for example, your company plans to change insurance carriers, let

employees know this so they can schedule accordingly.

Step2

Get input from employees about changes in benefits that will affect them. This

will make them feel you are listening to their concerns.

Step3

Let people know about any changes that relate to their departmental budgets -

such as paycheck deductions or increases in production costs - months ahead of

time, if possible, so they can plan for it.

Step4

Make sure all policies and procedures are written down.

Step5

Enforce policies, such as vacation and benefits policies, equally and fairly across

the board.

Step6

Post job openings if you promote from within. Make job descriptions and

qualifications clear so would-be applicants know exactly what's required.

Step7

Avoid creating a laundry list of don'ts in your policy manual. This patronizes

your employees. Instead, give them positive guidelines.

TIMELY HIRING

You know that hiring the right person is essential to the success of your business.

For effective and efficient hiring, you’ll want to take key steps to ensure your

company gets the workers it need

I. Develop a Hiring Strategy

II. Match your strategy to your company

III. Determine what you’re looking for in a candidate

IV. Develop a Budget

You’ll have to consider:

1) Cost

2) Time constraints

3) Availability of qualified applicants

Timely hiring is a key issue in public sector human resource management. As the

supply of available workers continues to decline, the battle for talent will become

even more intense. Therefore, public agencies must develop approaches to

quickly hire well-qualified people. So that they can understand company

environment as soon as possible and maintain employee relation of organization.

Promoting Respect for Human Rights

We promote respect for human rights - a key element of our Code of Conduct -

through various employee education initiatives, including a mandatory online

course for all Fujitsu Limited employees. Dedicated help-line service is also

available for any employees wishing to report related issues or problems.

Health and Safety

Extensive activities are undertaken at every plant and office location to prevent

workplace accidents and ensure a safe and healthy work environment. In

addition, a broad range of support is provided to help employees maintain

physically and mentally healthy lifestyles, including health education, counseling

and other services.

Environmental Education and Development

Reflecting the special emphasis we place on environmental protection, we carry

out a variety of employee education initiatives aimed at promoting awareness of

environmental issues. This applies not only to manufacturing and product-related

personnel but to all employees, including sales, software and services staff. At

Fujitsu Limited and principal group companies in Japan, this includes dedicated

environmental literacy programs for new employees and new managers.

Overseas as well, numerous group companies have introduced environmental

education programs for their employees. In addition, employees participate in

various environmental outreach activities, such as community clean-up days and

reforestation programs. We have also launched an annual Environmental

Contribution Awards, which recognizes outstanding employee contributions to

advancing environmental efforts in our operational activities, as well as an annual

Environmental Volunteer Contest, which honors employees’ environmental

promotion efforts.

Accept these employee relations can be improve by these practices-

I. A common e-mail ID should be issue for a department at which all

employee can register their complain & suggestion without enclose their

identity.

II. 8 – 10 members team should be made for conflict management of

employees in which all members selected by employees only.

III. Formal meetings should be conducted once or twice in a month in which

unbiased communication of superior & subordinate takes place.

IV. Seminar should be held in the favour of employee’s rights.

V. Employee Recognition Program should be conduct - Once each year,

employees who have reached a milestone anniversary of employment (10

years, 15 years, 20 years etc.) invited to celebrate the occasion.

CONCLUSION

Super achievers don’t waste time in unproductive thoughts, esoteric thoughts or

catastrophic thoughts. They think constructively and they know that their level of

thinking determines their success.

Success is the progressive realization of a worthy goal.

I don’t know the key to success, but the key to failure is trying to please

everybody.

Success and happiness go hand in hand. Success is getting what u want and

happiness wants what u get.

Every success story is also a story of great failure.

Destiny is not a matter of chance, it is a matter of choice; it is not a thing to be

waited for, it is a thing to be achieved.

Health, happiness and success depend upon the fighting spirit of each person.

The big thing is not what happens to us in life, but what we do about what

happens to us.

Some qualities that make a person successful are :

Desire

Commitment

Responsibility

Character

Positive Believing

Hard work

Whatever the mind of man can conceive and believe, the mind can achieve

Try not to become success but rather try to become a man of value.

The quality of a person is life in direct proportion to their commitment to

excellence ,regardless of their chosen field of endeavor

I like to work half a day.

Bibliography

My supporting persons for this summer project are my projects guide Mr.Jeevan

sharma, Miss Archana Verma, Mrs. Surbhi Dixit & all other H.R department and

employee of YMI.

Websites, Books and fact sheet of companies.

Web Reference

www.google.com

www.YAMAHA.CO.IN

www.CITE hr.com

Book References

HUMAN RESOURCE MANAGEMENT:

ASHWATHAPPA

PERSONNEL MANAGEMENT : .

MEMORIA

HUMAN RELATIONS& INDUSTRIAL RELATIONS:

NIRMAL SINGH

http://www.ushamartin.com/

http://www.google.com/

analysis of employee relation and satisfaction yamaha

Documents

project guide

dissertation report

project incubation period

good employee relation

study of employee relation

employee relations

employees association

jeevan sharma