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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
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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
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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)
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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
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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.
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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.
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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.
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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
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Sex Payandotherbenefits
EducationalQualification Superior subordinaterelationship
Experience
Inter
personal
relationship
Ability Opportunitiesforadvancement
Perception
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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.
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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.
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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
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is, therefore, important that the employer understands the capabilities and
preferencesofhisemployeesbeforeassigningthemwork.
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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.
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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.
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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.
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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
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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
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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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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
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reinforcement materials used are Rayon and Nylon tyre cords. In a radial tyre
thereinforcingmediumisPolyster.Nylon,FiberglassandSteel.
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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.
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LIMITATIONOF
THE
STUDY
1. Simplepercentanalysisisused.
2. All the factors affecting job satisfaction is not taken into
Consideration.
3. Someoftherespondentswerenotcooperative.
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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
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100employeesofApolloTyresLtdatKalamassery.
5. CompilingofDataThe
primary
data
and
secondary
data
collected
from
different
sources
are made in tabular form. They are arranged according to different
factorsforeasyinferenceandanalysis.
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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.
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2. Thenatureoftakingleave
Tableno.4.1.2
Particulars NoofEmployees Percentage
Yes 75 75%
No
25 25%
Total 100 100%
Chartno.4.2.2
Inference:
75%ofthetotalrespondentsaretalkingleavefrequentlyand25%were
nottakingleavefrequently.
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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
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4. Employeessatisfactionassociatedwithremuneration
Tableno.4.1.4
Particulars NoofEmployees Percentage
High
15 15%
Average 80 80%
Low 5 5%
Total 100 100%
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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.
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5. EmployeesopinionaboutnatureofworkTableno.4.1.5
Factors NoofEmployees Percentage
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
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6. EmployeesopinionaboutpromotionalopportunitiesTableno.4.1.6
Particulars NoofEmployees Percentage
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.
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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.
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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.
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9. ThenecessaryfacilitiesprovidedbyApolloTyresLtdTableno.4.1.9
Particulars NoofEmployees Percentage
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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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.
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d. EntertainmentandculturalprogrammesTableno.4.1.21
Factors NoofEmployees Percentage
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.
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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.
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f. TransportationfacilityTableno.4.1.23
Transportation NoofEmployees Percentage
Good 0 0
Average
40 40%
Bad 60 60%
Total 100 100%
Chartno.4.2.22
Inference: It is clear from above that 40% of employees are of opinion that
Transportation facility is only average .60% have bad opinion. Nobody has
goodopinionabouttransportationfacilityprovidedbyApolloTyres.
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15.SatisfactionrelatedwithgrievancehandlingprocedureTableno.4.1.24
Factors NoofEmployees Percentage
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.
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16.ParticipationindecisionmakingTableno.4.1.25
Factors NoofEmployees Percentage
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.
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17.EmployeesinteresttowardsApolloTyreTableno.4.1.26
Factors NoofEmployees Percentage
Yes 65 65%
No
35 35%
Total 100 100%
Chartno4.2.25
Inference: It is clear from above that 65% of employees are of opinion that
theyareinterestedtoworkwithApolloTyresLtd.But35%saysthattheydont
haveanyinteresttoworkwithApolloTyresLtd.
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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.
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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.
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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.
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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.
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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
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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
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Personalprotectiveequipment
Safetytrainingprograms
SafetyCommittee
14.Youropinionaboutvariouswelfaremeasuresprovidedbythecompany?Particulars Good Average Bad
Medicalbenefit
Allowances
Bonus
Entertainmentandculturalprograms
Scholarships
Transportation
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15.AreyousatisfiedwiththegrievanceshandlingprocedureofApolloTyresLtd?
Highlysatisfied Satisfied Dissatisfied Highlydissatisfied
16.Whatisyouropinionaboutparticipationindecisionmaking?Good
Average
Bad
17.AreyouinterestedtoworkwithApolloTyresLtd?Yes No
18.IfNowhatarethereasons?
19.Othersuggestionsifany?
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BIBLIOGRAPHY
Organisationbehavior J.Jayasankar
Research
methodology
Kothari
C.R.
www.apollotyres.com
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