JOB SATISFACTION AT NVH INDIA AUTO PARTS PRIVATE LIMITED

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENTS

FOR THE AWARD OF THE DEGREE IN

MASTER OF BUSINESS ADMINISTRATION

By
R.DINESH KUMAR
(REG.NO 185012101044)

UNDER THE GUIDANCE OF

MS.M. BAGIRATHI
FACULTY OF MANAGEMENT STUDIES
Dr. M.G.R.
EDUCATIONAL AND RESEARCH INSTITUTE
(DEEMED TO BE UNIVERSITY)
MADURAVOYAL, CHENNAI-600 095
(AN ISO 9001-2008 CERTIFIED INSTITUTION)
MAY 2020

i
 FACULTY OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This is to certify that R.DINESH KUMAR this project report is the bonafide work of
Register No (185012101044) who carried out a project entitled “A STUDY ON JOB
SATISFACTION AT ( NVH INDIA AUTO PARTS PRIVATE LIMITED) ” under our
supervision from 30-12-2019 to on 29-02-2020. .

Internal Guide Head of the Department

MS.M.BAGIRATHI DR.G.BRINDHA
(Name in Capital letters (Name in Capital letters
with Signature) with signature)

Submitted for Viva Voce Examination held on_____________

Internal Examiner External Examiner

ii
 DECLARATION FORMAT

I R.DINESH KUMAR hereby declare that the Project Report entitled “A STUDY ON
JOB SATISFACTION AT ( NVH INDIA AUTO PARTS PRIVATE LIMITED)” is done by
me under the guidance of MS.M.BAGIRATHI (Internal) is submitted in partial fulfillment
of the requirements for the award of the degree in MASTER IN BUSINESS
ADMINISTRATION.

DATE:
PLACE: SIGNATURE OF THE CANDIDATE
R.DINESH KUMAR

iii
 ACKNOWLEDGEMENT

I express my deep sense of gratitude to the founder chancellor, Mr.A.C.S. Shanmugam,

Dr. MGR Educational and Research Institute for giving me an opportunity to present this
valuable project.

I would like to place on record my sincere thanks to the President of the University,
Mr.A.C.S.Arunkumar, Dr. MGR Educational and Research Institute, for giving me the
resources in doing the project.

I express my thanks to Vice Chancellor of the University, Dr.S.GEETHALAKSHMI,

Dr.MGR Educational and Research Institute for giving me the directions to do my
project.

I thank Dr.C.B.PALANIVELU Registrar, Dr.MGR Educational and Research Institute,

for his encouraging and inspiring suggestions to complete this project.

I am deeply thankful to Head of Management Studies,Dr.G.BRINDHA , Dr. MGR

Educational and Research Institute for his excellent guidance throughout the project
work.

I sincerely thank to my project guide MS.M.BAGIRATHI, Faculty of Management

Studies, Dr. MGR Educational and Research Institute for the guidance and
encouragement carrying out this project work successfully.

My sincere thank and gratitude to NVH INDIA AUTO PARTS PRIVATE LIMITED for
permmmitting me to do this project in procurement process,despite high competition

I wish to avail myself of this opportunity, express a sence of gratitude and love of my
friends and family for their support, strength,help,and for everything.

Student Name

R.DINESH KUMAR

iv
 ABSTRACT

A study has been carried at NVH INDIA AUTO PARTS (P) Ltd, to identity the
performance appraisal in the organization and to analyze the various factors influencing
it and therefore to help the organization to provide a platform for happy and satisfied
workforce.

Motivation and job satisfaction are key factors in employee retention and client service.
The current study examines the motivation and job satisfaction characteristics of the
front-line workers of an organization working with at risk youth in the community. An
analysis of current motivational and job satisfaction factors was completed in order to
help the organization implement polices. practices and tools that enhance motivation
and job satisfaction through the support of this key group of employees who are critical
to its success. Using the job demands resource model which identified that resource
made available to social workers are able to help them to cope with the demands
placed on them by the job as the theroctical basis for our research,this study found that
front line youth workers at choices for youth were highly motivated and generally
satisfied with their work The study examined overall satisfied and identified a direct link
between motivation and job satisfaction. Results showed that factors having a negative
effect an overall satisfaction relate to either resources or relationship. Practical
implications for the organization resulting from the study are also discussed.

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 TABLES OF CONTENT
S.NO PARTICULARS PAGE NO

CHAPTER 1 INTRODUCTION

1.1 Introduction 1

1.2 Industry profile 12

1.3 Company profile 22

1.4 Need for the study 38

1.5 Objectives of the study 38

1.6 Scope of the study 39

CHAPTER 2 REVIEW OF LITERATURE 40

CHAPTER 3 RESEARCH METHODOLOGY

3.1 Research design 44

3.2 Sources of data 44

3.3 Sample size 44

3.4 Sampling technique 45

3.5 Tools of analysis 45

3.6 Limitation of the study 46

CHAPTER 4 DATA ANALYSIS AND INTERPRETATION 47

CHAPTER 5 FINDINGS

5.1 Findings 67

5.2 Suggestions 70

5.3 Conclusion 71

BIBLOGRAPHY 72

QUESTIONAIRE vi 75
 CONTENT OF TABLE

S.NO PARTICULARS PAGE NO

4.1.1 TABLE SHOWING AGE OF THE RESPONDENT 47

4.1.2 TABLE SHOWING GENDER OF THE RESPONDENT 48

4.1.3 TABLE SHOWING MARITAL STATUS OF THE RESPONDENT 49

4.1.4 TABLE SHOWING EDUCATION QUALIFICATION OF THE RESPONDENT 50

4.1.5 TABLE SHOWING EXPERIENCE OF THE RESPONDENT 51

4.1.6 TABLE SHOWING DESIGNATION OF THE RESPONDENT 52

4.1.7 TABLE SHOWING ARE U SATISFY WITH YOUR PRESENT JOB 53

4.1.8 TABLE SHOWING CHALLENGING WORK TO PERFORM OF THE 54

RESPONDENT

4.1.9 TABLE SHOWING PAY OVER ALLOWANCE 55

4.1.10 TABLE SHOWING JOB SATISFACTION 56

4.1.11 TABLE SHOWING SKILLS ARE EFFECTIVELY USED BY THE ORGANISATION 57

4.1.12 TABLE SHOWING CANTEEN FACILITIES 58

4.1.13 TABLE SHOWING WORKING HOURS SATISFACTION 59

4.1.14 TABLE SHOWING SAFE AND COMFORTABLE WORK ENVIRONMENT 60

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 CONTENT OF CHART

S.NO PARTICULARS PAGE NO

4.2.1 AGE OF RESPONDENT 47

4.2.2 GENDER OF REPONDENT 48

4.2.3 MARITAL STATUS OF THE RESPONDENT 49

4.2.4 EDUCATION QUALIFICATION OF THE RESPONDENT 50

4.2.5 EXPERIENCE OF THE RESPONDENT 51

4.2.6 DESIGNATION OF THE RESPONDENT 52

4.2.7 ARE U SATISFY WITH YOUR PRESENT JOB 53

4.2.8 CHALLENGING WORK TO PERFORM OF THE RESPONDENT 54

4.2.9 PAY OVER ALLOWANCE 55

4.2.10 JOB SATISFACTION 56

4.2.11 SKILLS ARE EFFECTIVELY USED BY THE ORGANISATION 57

4.2.12 CANTEEN FACILITIES 58

4.2.13 WORKING HOURS SATISFACTION 59

4.2.14 SAFE AND COMFORTABLE WORK ENVIRONMENT 60

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 CHI-SQUARE TEST

S.NO PARTICULAR PAGE NO

4.1.21 ASSOCIATION DIFFERENTS BETWEEN INCOME AND JOB 62

SATISFACTION

4.1.22 ASSOCIATION DIFFERENTS BETWEEN GENDER AND 64

JOB INTERESTING

4.1.23 ASSOCIATION BETWEEN GENDER AND JOB INTERESTING 65

4.1.24 ASSOCIATION BETWEEN EXPERIENCE AND JOB SATISFICATION 66

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CHAPTER I

1.1 INTRODUCTION:

Definition: Job Satisfaction

Job satisfaction is defined as the extent to which
an employee feels self-motivated, content & satisfied with
his/her job. Job satisfaction happens when an employee feels he or
she is having job stability, career growth and a comfortable work life
balance.

SOME OF THE DEFINITIONS OF EMPLOYEE SATISFACTION:

➢ Employee satisfaction is defined as “A pleasurable or positive emotional

state resulting from the appraisal of one’s job or job experience”.

➢ Employee satisfaction is “A set of favourable or unfavorable feelings with

which employees view their work”.

➢ Employee satisfaction will be defined as “the amount of overall positive affect

or feelings that individuals have towards their jobs”.

DETERMINANTS OF EMPLOYEE SATISFACTION A.ORGANISATIONAL

VARIABLES:

The organizational determinants of employee satisfaction play a very important

role. The employees spend major part of their time in organization so there are
number of organizational factors that determine the satisfaction of employees.

1
1. Overall individual satisfaction

Employees should be satisfied with organization as a great place.

2. Compensation & benefits

This is the most important variable for employee satisfaction. Compensation can
be described as the amount of reward that a worker expects from the job.
Employees should be provided with competitive salary packages and they
should be satisfied with it.

3. Nature of work

The nature of work has significant impact on the employee satisfaction.

Employee satisfaction is highly influenced by the nature of work. Employees are
satisfied with job that involves intelligence, skills, abilities, challenges and scope
for greater freedom.

4. Work environment and Conditions

Employees are highly motivated with good working conditions as they providing
a feeling of safety, comfort and motivation. On contrary, poor working conditions
brings out a fear of bad health in employees. Employees spend 6 to 8 hours at
their workplace every day which makes a workplace their second home. It is up
to the employers to see and make sure that the office is fully facilitated and is in
good working order. It must be well ventilated with the right amount of lights,
fans, air-conditioning. Cleanliness is of utmost importance as there are a huge
number of workers working at a job place. The more comfortable working
environment is more productive will be the employees

5. Job content

Factors like recognition, responsibility, advancement, achievement etc can be

referred to as job content. A job that involves variety of tasks and less
monotonous results delivers greater employee satisfaction.

6. Job satisfaction

Job satisfaction is the favorableness’ or unfavourableness with which employees

view their work. Each element of the environmental system can attract or detract
from job satisfaction.

2
7. Organizational level

The jobs that are at higher levels are viewed as prestigious, esteemed and
opportunity for self-control. The employees that are working at higher level of
jobs express greater employee satisfaction than the ones working at lower level
jobs.

8. Opportunities for promotion

Promotion can be reciprocated as a significant achievement in the life. It

promises and delivers more pay, responsibility, authority, independence and
status. So the opportunities for promotion determine the degree of satisfaction to
the employees.

9. Work group

There is a natural desire of human beings to interact with others and so

existence of groups in organizations is a common observable fact. This
characteristics result in the formation of work groups in a work place. The work
groups make use of remarkable influence on the satisfaction of employees. The
satisfaction of an individual is dependent on largely on the relationship with the
group members, group dynamics, group cohesiveness and his own need for
affiliation.

10. Leadership style

The satisfaction level on the job can be determined by the leadership styles.
Employee satisfaction is greatly enhanced by the democratic style of leadership.
It is because democratic leaders promote friendship, respect and warmth
relationships among employees.

B. PERSONAL VARIABLES

The personal determinants also help a lot in maintaining the motivation and
personal factors of the employees at work effectively and efficiently. Employee
satisfaction can be related to psychological factors and so numbers of personal
factors determine the satisfaction of the employees.

3
1. Personality

The personality of an individual can be determined by observing his individual

psychological conditions. The factors that determine the satisfaction of
individuals and his psychological conditions is perception, attitudes and learning.

2. Age

Age can be described as a noteworthy determinant of employee satisfaction. It is

because younger age employees possessing higher energy levels are likely to
be having more employee satisfaction. In older age, the aspiration levels in
employee increase. They feel completely dissatisfied in a state where they are
unable to find their aspiration fulfilled.

3. Education

Education plays a significant determinant of employee satisfaction as it provides

an opportunity for developing one’s personality. The highly educated employees
can understand the situation and asses it positively as they possess persistence,
rationality and thinking power.

4. Gender differences

The gender and race of employees plays important determinants of employee

satisfaction. Women are more likely to be satisfied than male counterpart even if
they are employed in small jobs. The employee satisfaction can also be
determined by other factors like learning, skill autonomy, job characteristics,
social status etc. It is important for managers to consider all these factors in
assessing the satisfaction of the employees and increasing their level of
employee satisfaction.

IMPORTANCE OF EMPLOYEE SATISFACTION

Importance of employee satisfaction for organization.

➢ Enhance employee retention.

➢ Increase productivity.

➢ Increase customer satisfaction.

➢ Reduce turnover, recruiting and training costs.

➢ More energetic employees.

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➢ Improve teamwork.

➢ Higher quality products due to more competent, energized employees.

➢ Employee will believe that the organization will be satisfying in the long run.

➢ They will care about the quality of their work.

THE NATURE AND SCOPE OF JOB SATISFACTION

Job satisfaction is often thought to be synonymous with job attitudes, but is

important to recognize that those with different theoretical orientations may use
the term somewhat differently. Some measure job satisfaction in terms of the
gratification of strong needs in the work place. Others see it as the degree of
discrepancy between what a person expects to receive from work and what that
person perceives is actually relieved.

It can also be defined as the extent to which work is seen as providing those
things that one considers conducive to one’s welfare. In yet another view, job
satisfaction is considered a purely emotional response to job situation. During
the 1980s, however, it became apparent that, although one’s job situation is
important to that person’s job satisfaction level, people who exhibit considerable
job satisfaction at one point of time are likely to be happy with their job several
years later, even if they have changed occupation or employer or both. Others
apparently remain dissatisfied across numerous work situations12. It may be
that some people continue to seek out situations where they will be satisfied,
while others drawn towards situations where they will not. Or people’s attitudes
about facets of their environment unrelated to their work situation may be
manifested in ways that affect job satisfaction.

Closely linked to the psychological approach to motivation is the job satisfaction.

The need and importance of fitting job to individual is highlighted. The
characteristics of job which give the job satisfaction to the employees are the
dependent variables of job satisfaction; some of them are listed by Locke and
others.

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Important among them are given below.

1) Challenging Job: Job must have scope for application of skill, knowledge
and initiative. Herzberg’s Satisfiers and Characteristic Theory are relevant here.

2) Equitable Rewards: More than the rewards, equity and fairness of reward is
equally important. Equity theory of motivation is relevant.

3) Supportive Working Conditions: Supportive working conditions are equally

important as the condition of work itself improves job satisfaction. Persons are
interested to accept even a lower pay if the work place is near to their home.

4) Supportive Colleagues/Supervisors: This is yet another aspect which

satisfy an employee. Herzberg’s absence of dissatisfies, McClelland’s affiliation
needs theory and Social Information Processing Model, etc. are relevant.

JOB SATISFACTION AND ITS RELATIONSHIPS

A. Attitudes and Job Satisfaction

Attitude measures various aspects of work and peoples’ jobs. This measure is
not analogous to a job analysis, where the actual tasks and behaviors required
for those tasks are delineated. Rather, attitude scales measure the perceptions
of a given position. These perceptions can affect how well individuals perform in
their positions. There are numerous factors that affect job satisfaction which can
be measured, and include such issues as, role clarity, role conflict, autonomy
and participation in decision making.

➢ Role clarity is knowledge of exactly what behavior is expected in ones’ job,

e.g., knowing what ones’ responsibilities are, and by knowing beforehand
ones’ responsibilities one can perform efficiently and effectively which
ultimately leads to job satisfaction.

➢ Role conflict is the extent to which two or more pressures occur together
such that complying with one would make doing the other more difficult e.g.,
bending a rule or policy in order to carry out an assignment. If one has to
perform without facing any role conflict, they feel more job satisfaction than
others.

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➢ Autonomy is the extent to which employees have a say in the scheduling of
their tasks, as well as decisions regarding the procedures to be followed and
equipment to be used in their work, e.g., one is able to act independently of
their superiors in performing their job function. The greater is the degree of
autonomy and responsibilities, the higher satisfaction tends to be. Hence, it
has been found that autonomy also affects the level of job satisfaction.

➢ Participation in decision making is the extent to which employees participate

in setting the goals and policies of the organisation, e.g., if one can help in
making decisions which affect their work. If employees are consulted from
time to time they generally feel that they know much about their jobs and
experience a feeling .

B. moral and job satisfaction

The morale and job satisfaction are not interchangeable. Job satisfaction is the
result of various favorable attitudes the individual holds towards his job, towards
related factors and towards life in general. Morale is the composite expression of
the attitudes of the various individuals employed by the organisation which is
ultimately reflected through the generated feeling of the individual employed
both as an individual as well as the member his work group. It is generated by
the group and its leadership through the development and maintenance of
adequate inter-personal relationship.

It is important, therefore, to view industrial or organizational morale within the

context of reality of organization where the leaderships operate through
management/supervision at all levels and functions. Again the effectiveness of
such leadership depends on the overall managerial approach, the personnel
policy developed on the basis of that, and the uniformity and consistency of the
personnel practices which are followed in the organization.

Moral and job satisfaction of employees can be thought to be in a circular

relationship continuously – affecting each other and in turn affecting, also in
circular relationship, the attitudes and competence of employees at work. To
elaborate further, if the process of the job is technically sound and the
employees are dealt with and related properly, then only the satisfactory
7
performance will result in adequate to improve the morale and job satisfaction. If,
on the other hand, the process of performance of the job is technically sound but
the way of dealing and relating with people is uncongenial, the performance in
short run may still be technically satisfying but humanly will inevitably lead to low
morale and job dissatisfaction.

C. Job Satisfaction and Performance

Job satisfaction is a key driver of job performance which is linked to valued

rewards. Higher performers receive more rewards and are satisfied than low
performing employees who receive less reward. Job satisfaction influence
employee’s motivation but does not affect performance in jobs. Where
employees have little control over their output. Job satisfaction contribute
substantially to organizational growth, in the form of high quantity and quality of
services, reduce absenteeism and employee turnover.

Employee satisfaction is a function of perceived performance and expectations.

It is a persons’ feeling of pleasure or disappointment resulting from comparing
the service.

CONSEQUENCES OF JOB SATISFACTION

A. Job Satisfaction and Productivity

The relationship between satisfaction and productivity is not definitely

established. However, in the long run job satisfaction leads to increased
productivity.

On the other hand, job performance leads to job satisfaction and not the other
way round. An employee who performs well in his or her job gets both intrinsic
and extrinsic rewards which will lead to his or her satisfaction. A poor performer
will feel worse about his incompetence and will receive fewer rewards. He or she
will be less satisfied with his or her work experiences.

However, there are some conditions under which high productivity more clearly
leads to job satisfaction. One condition is that the employees perceive the
intrinsic and extrinsic rewards are contingent upon their productivity.

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B. Job Satisfaction and Employee Turnover

High employee turnover is considerable concern for employers because it

disrupts normal operations, causes morale problems for those who stick on, and
increases the cost involved in selecting and training replacements. The
employer does whatever possible to minimise turnover, making the employees
feel satisfied on their jobs.

Unlike the relationship between satisfaction and productivity, the connection

between job satisfactions to employee turnover is established beyond doubt. It
has been demonstrated that workers who have relatively low levels of job
satisfaction are the most likely to quit their jobs and that organizational units with
the lowest average satisfaction levels tend to have the highest turnover rates.

However, the withdrawal behavior of employees is modified by certain factors.

Loyalty to the organization is one such. Some employees cannot imagine
themselves working elsewhere, however dissatisfied they are in their present
jobs. Availability of other places of employment also influences turnover. If
greener pastures are available, an employee does not mind going in search of
them, notwithstanding the present level of job satisfaction he or she enjoys.

C. Job Satisfaction and Absenteeism

Correlation of satisfaction to absenteeism is also proved. Workers who are

dissatisfied are more likely to take “Mental Health” days, i.e., days off not due to
illness or personal business. Simply stated, absenteeism is high when
satisfaction is low. As in turnover, absenteeism is subject to modification by
certain factors. The degree to which people feel that their jobs are important has
a moderating influence on their absence. Employees who feel that their work is
important tend to clock in regular attendance. Besides, it is important to
remember that while high job satisfaction will not necessarily result in low
absenteeism, low satisfaction is likely to bring about high absenteeism.

D. Satisfaction and Safety

Poor safety practices are a negative consequence of low satisfaction level.

When people are discouraged about their jobs, company, and supervisors, they
are more liable to experience accidents. An underlying reason for such
accidents is that discouragement may take one’s attention away from the task at
9
hand. In attention it leads directly to the accidents. For example, many hand
injuries from power tools can be attributed to the operator not paying careful
attention.

E. Satisfaction and Job Stress

Job stress is the body’s response to any job related factor that threatens to
disturb the person’s equilibrium. In the process of experiencing stress is the
employee’s inner state change. Prolonged stress can cause the employee
serious ailments such as heart disease, ulcer, blurred vision, lower back pain,
dermatitis, and muscle aches.

Chronic job-dissatisfaction is a powerful source of job stress. The employee may

see no satisfactory short-term solution to escaping this type of stress. An
employee trapping in a dissatisfying job may with draw by such means as high
absenteeism and tardiness; or the employee may quit.

Employees under prolonged stress stemming from job-dissatisfaction often

consume too much alcohol, tobacco and drugs. These employees are costly to
the management in terms of time lost due to frequent absences and increased
payments towards medical reimbursements.

F. Unionisation

It is proved that job-dissatisfaction is a major cause for unionisation.

Dissatisfaction with wages, job security, fringe benefits, chances for promotion
and treatment by supervisors are reasons which make employees join unions.
Another dimension is that job-dissatisfaction can have an impact on the
tendency to take action within the union, such as filing grievances or striking.

10
Effects Other of Job Satisfaction

In addition to the above, it has been claimed that satisfied employees tend to
have better mental and physical health and learn new job- related tasks more
quickly.

Two Faces of Job Satisfaction

An often overlooking dimension of job satisfaction is its relationship to employee

health. Employees who are dissatisfied with their jobs are prone to health
setbacks ranging from headaches to heart disease. The effect of job satisfaction
goes beyond organisational setting. When employees are happy with their jobs,
their life will be better off. In contrast, the dissatisfied employee carries that
negative attitude home.

Satisfied employees are more likely to be satisfied citizens. These people will
hold a more positive attitude towards life in general and make the society more
happy psychologically healthy people.

Thus, job satisfaction helps management Take turnover for instance. Job
satisfaction, may not directly lead to reduced turnover. Other factors like age,
financial position, number of dependants and the like will have their own say.in
terms of reduced turnover, reduced absenteeism, reduced job stress and
reduced medical and life insurance costs. Additionally, there are benefits for
society in general. Satisfied employees are happy and better citizens. However,
job satisfaction has been over emphasised. Its benefits to the management are
contingent upon fulfillment of several other variables.

HOW EMPLOYEES CAN EXPRESS THEIR DISSATISFACTION

Excessive absenteeism

When a regular employee suddenly begins to take leave or is late to work, it

could indicate either his personal problems or job dissatisfaction.

Lack of interest

When an employee who stays at work until his job is done, now begins to leave
at sharp 5pm no matter his job is done or not.

11
Lack of quality and quantity in work

When an employee is dissatisfied in his job then automatically his mental state
is reflected in his quality of his work.

Complaints by employees

Many complaints are put forward by the employee regarding salary, benefits,
working conditions, working hours etc

Off the job work Misusing the company facility for his personal use during
working hours.

Misbehaviour

An employee may express anger, frequent argument with association and team
member, which come out due to frustration.

EFFECTS OF DISSATISFACTION

Recognizing the dissatisfaction is only half the battle. The company should
consider the reason for the burnout and should try to solve those problems
because it will affect the company in many ways like

➢ Low productivity

➢ High employee turnover cost

➢ Poor employee morale

1.2 INDUSTRY PROFILE

Introduction

The Indian auto industry became the 4th largest in the world with sales
increasing 9.5 per cent year-on-year to 4.02 million units (excluding two
wheelers) in 2017. It was the 7th largest manufacturer of commercial vehicles in
2017.The Two Wheelers segment dominates the market in terms of volume
owing to a growing middle class and a young population. Moreover, the growing
interest of the companies in exploring the rural markets further aided the growth
of the sector.India is also a prominent auto exporter and has strong export
growth expectations for the near future. Automobile exports grew 20.78 per cent

12
during April-November 2018. It is expected to grow at a CAGR of 3.05 per cent
during 2016-2026. In addition, several initiatives by the Government of India and
the major automobile players in the Indian market are expected to make India a
leader in the two-wheeler and four wheeler market in the world by 2020.

Market Size

Domestic automobile production increased at 7.08 per cent CAGR between

FY13-18 with 29.07 million vehicles manufactured in the country in FY18. During
April-November 2018, automobile production increased 12.53 per cent year-on-
year to reach 21.95 million vehicle units.

Overall domestic automobiles sales increased at 7.01 per cent CAGR between
FY13-18 with 24.97 million vehicles getting sold in FY18. During April-November
2018, highest year-on-year growth in domestic sales among all the categories
was recorded in commercial vehicles at 31.49 per cent followed by 25.16 per
cent year-on-year growth in the sales of three-wheelers.

Premium motorbike sales in India crossed one million units in FY18. . During
January-September 2018, BMW registered a growth of 11 per cent year-on-year
in its sales in India at 7,915 units. Mercedes Benz ranked first in sales
satisfaction in the luxury vehicles segment according to J D Power 2018 India
sales satisfaction index (luxury).

Sales of electric two-wheelers are estimated to have crossed 55,000 vehicles in

2017-18

Investments

In order to keep up with the growing demand, several auto makers have started
investing heavily in various segments of the industry during the last few months.
The industry has attracted Foreign Direct Investment (FDI) worth US$ 19.29
billion during the period April 2000 to June 2018, according to data released by
Department of Industrial Policy and Promotion (DIPP).

Some of the recent/planned investments and developments in the automobile

sector in India are as follows:

13
 ➢ Ashok Leyland has planned a capital expenditure of Rs 1,000 crore (US$
155.20 million) to launch 20-25 new models across various commercial
vehicle categories in 2018-19.
➢ Hyundai is planning to invest US$ 1 billion in India by 2020. SAIC Motor
has also announced to invest US$ 310 million in India.
➢ Mercedes Benz has increased the manufacturing capacity of its Chakan
Plant to 20,000 units per year, highest for any luxury car manufacturing in
India.
➢ As of October 2018, Honda Motors Company is planning to set up its third
factory in India for launching hybrid and electric vehicles with the cost of
Rs 9,200 crore (US$ 1.31 billion), its largest investment in India so far.

Government Initiatives

The Government of India encourages foreign investment in the automobile

sector and allows 100 per cent FDI under the automatic route.

➢ Some of the recent initiatives taken by the Government of India are -The
government aims to develop India as a global manufacturing centre and
an R&D hub.

➢ Under NAT Rip, the Government of India is planning to set up R&D

centres at a total cost of US$ 388.5 million to enable the industry to be on
par with global standards

➢ The Ministry of Heavy Industries, Government of India has shortlisted 11

cities in the country for introduction of electric vehicles (EVs) in their
public transport systems under the FAME (Faster Adoption and
Manufacturing of (Hybrid) and Electric Vehicles in India) scheme. The
government will also set up incubation centre for start-ups working in
electric vehicles space.

Achievements

Following are the achievements of the government in the past four years:

➢ Number of vehicles supported under FAME scheme increased from 5,197

in June 2015 to 192,451 in March 2018. During 2017-18, 47,912 two-

14
 wheelers, 2,202 three-wheelers, 185 four-wheelers and 10 light
commercial vehicles were supported under FAME scheme.

➢ Under National Automotive Testing And R&D Infrastructure Project

(NATRIP), following testing and research centres have been established
in the country since 2015

➢ International Centre for Automotive Technology (ICAT), Manesar

➢ National Institute for Automotive Inspection, Maintenance & Training

(NIAIMT), Silchar

➢ National Automotive Testing Tracks (NATRAX), Indore

➢ Automotive Research Association of India (ARAI), Pune

➢ Global Automotive Research Centre (GARC), Chennai

In 1897, the first car ran on an Indian road. Through the 1930s, cars were
imports only, and in small numbers.

An embryonic automotive industry emerged in India in the 1940s. Hindustan

Motors was launched in 1942, long-time competitor Premier in 1944,
building Chrysler, Dodge, and Fiat products respectively. Mahindra &
Mahindra was established by two brothers in 1945, and began assembly of Jeep
CJ-3A utility vehicles. Following independence in 1947, the Government of India
and the private sector launched efforts to create an automotive-component
manufacturing industry to supply to the automobile industry. In 1953, an import
substitution programme was launched, and the import of fully built-up cars began
to be restricted

The 1952 Tariff Commission

In 1952, the government appointed the first Tariff Commission, one of whose
purposes was to come out with a feasibility plan for the indigenization of the
Indian automobile industry. In 1953, the commission submitted their report,
which recommended categorizing existing Indian car companies according to
their manufacturing infrastructure, with licensed capacity to manufacture a
certain number of vehicles, with capacity increases allowable, as per demands,

15
in the future. The Tariff Commission recommendations were implemented with
new policies that would eventually exclude companies that only imported parts
for assembly, as well as those with no Indian partner. In 1954, following the Tariff
Commission implementation, General Motors, Ford, and Rootes Group, which
had assembly-only plants in Mumbai, decided to move out of India.

The Tariff commission policies, including similar restrictions that applied to other
industries, came to be known as the "license raj", which proved to be the
greatest undoing of the Indian automotive industry, where bureaucratic red tape
ended up causing demand to outstrip supply, with month-long waiting periods for
cars, scooters, and motorcycles.

Passenger Cars

Hindustan Motors, Calcutta - technical collaboration with Morris Motors to

manufacture Morris Oxford models that would later become HM Ambassador.
Addison's - An Amalgamations Group company, was the agent
for Nuffield's Morris, Wolseley, and Riley cars, and Chrysler's Plymouth, Dodge,
and De Soto cars and trucks. The first Morris Minor assembled in India and the
first car assembled in Madras was driven out from Addison's twin-plants on
Smith Road by Anantha Ramakrishna on 15 November 1950.
Premier Automobiles, Bombay -technical collaboration with Chrysler to
manufacture Dodge, Plymouth and Desoto models and with Fiat to manufacture
the 1100D models which would later with Premier Padmini range.
Standard Motor Products of India, Madras - technical collaboration
from Standard-Triumph to manufacture Standard Vanguard, Standard 8, 10 and
later Standard Herald.

Utility and Light Commercial Vehicles

Vehicle Factory Jabalpur - started manufacturing Jonga Light Utility Vehicles and
Vahan 1 Ton (Nissan 4W73 Carriers) in India, under license from Nissan of
Japan. They were the main troop carriers of the Indian Armed Forces and much
powerful than any other vehicle of their class.

Mahindra, Bombay - technical collaboration with Willys to manufacture CJ Series

Jeep.

16
Bajaj Tempo, Poona now Force Motors - technical collaboration with Tempo
(company) to manufacture Tempo Hanseat, a three-wheeler and Tempo Viking
and Hanomag, later known as Tempo Matador in India.

Standard Motor Products of India - technical collaboration from Standard has

licence to manufacture the Standard Atlas passenger van with panel van and
one-tonne one tonne pickup variants.

Medium and Heavy Commercial Vehicles

➢ Vehicle Factory Jabalpur - started manufacturing Shaktiman trucks with

technical assistance from MAN SE of Germany. The trucks were the main
logistics vehicle of the Indian Army with several specialist variants. VFJ
still is the sole supplier of B vehicles to the Indian Armed Forces.

➢ Heavy Vehicles Factory - was established in 1965 in Avadi,

near Chennai to produce tanks in India. Since its inception, HVF has
produced all the tanks of India,
including Vijayanta, Arjun, Ajeya, Bhishma and their variants for the Indian
Army. HVF is the only tank manufacturing facility of India.

➢ Tata Motors, Poona, then known as TELCO - technical collaboration

with Mercedes Benz to manufacture medium to heavy commercial
vehicles both Bus and Trucks.

➢ Ashok Motors, later Ashok Leyland, Madras - technical collaboration

with Leyland Motors to manufacture medium to heavy commercial
vehicles both Bus and Trucks. Ashok Motors also discontinued
its Austin venture formed in 1948 to sell Austin A40 and retooled the
factory to make trucks and buses.

➢ Hindustan Motors - technical collaboration with General Motors to

manufacture the Bedford range of medium lorry and bus chassis.

➢ Premier Automobiles - technical collaboration with Chrysler to

manufacture the Dodge, Fargo range of medium lorry, panel vans, mini-
bus and bus chassis.

17
Simpsons & Co, Madras - part of Amalgamations Group (TAFE Tractors)-
technical collaboration with Ford to manufacture medium lorry and bus
chassis, but did not utilise that option until the 1980s.

Scooters, Mopeds and Motorcycles

The Vespa 150 Sprint known as Bajaj Chetak, by Bajaj became the largest
sold scooter in the world

Many of the two-wheelers manufacturers were granted licenses in the early

1960s, well after the tariff commission was enabled.

Royal Enfield (India), Madras - technical collaboration with Royal Enfield, UK

to manufacture the Enfield Bullet range of motorcycles.

Bajaj Auto, Poona - technical collaboration with Piaggio, Italy to manufacture

their best selling Vespa range of scooters and three wheelers with
commercial option as well.

Automobile Products of India, Bombay (Better known for API Lambretta -

technical collaboration with Innocenti of Milan, Italy to manufacture
their Lambretta range of mopeds, scooters and three-wheelers. This
company was actually the Rootes Group car plant that was bought over
by M. A. Chidambaram family.

Mopeds India Limited, Tirupathi - technical collaboration with Motobécane,

France to manufacture their best selling Mobylette mopeds.

Escorts Group, New Delhi - technical collaboration with CEKOP of Poland to

manufacture the Rajdoot 175 motorcycle whose origin was DKW RT 125

Ideal Jawa, Mysore - in technical collaboration with CZ - Jawa of

Czechoslovakia for its Jawa and Yezdi range of motorcycles.

However, growth was relatively slow in the 1950s and 1960s, due to
nationalisation and the license raj, hampering the growth of Indian private
sector.

The beginning of the 1970s saw some growth potential and most of the
collaboration license agreements came to an end but with option to continue
manufacturing with renewed branding. Cars were still meant for the elite and

18
Jeeps were largely used by government organizations and some rural belts.
In commercial vehicle segments some developments were made by the end
of the decade to cater improved goods movements. The two-wheeler
segment remained unchanged except for to increased sales in urban among
middle class. But more fillip was target towards farm tractors as India was
embarking on a new Green Revolution. More Russian and eastern bloc
imports were done to increase the demand.

But after 1970, with restrictions on the import of vehicles set, the automotive
industry started to grow; but the growth was mainly driven by tractors,
commercial vehicles and scooters. Cars still remained a major luxury item. In
the 1970s, price controls were finally lifted, inserting a competitive element
into the automobile market.[6] However, by the 1980s, the automobile market
was still dominated by Hindustan and Premier, who sold superannuated
products in fairly limited numbers.[7] During the eighties, a few competitors
began to arrive on the scene.

The OPEC oil crisis saw increase need to installing or redesign some vehicle
to fit diesel engines on medium commercial vehicle. Until the early 1970s
Mahindra Jeeps were on Petrol and Premier commercial vehicles had Petrol
model options. The Defence sector too had most trucks on Petrol engines.

1984 to 1992

From the end of the 1970s to the beginning of the 1980s saw no new models
but the country continued with 2 decade old designs forcing government to
encourage and let more manufacturers into fray.

In 1984, the then Prime Minister of India, Indira Gandhi established

the Ordnance Factory Medak, near Hyderabad. It started
manufacturing Infantry Combat Vehicles christened as Sarath, the backbone
of India's mechanised infantry. OFMK is still the only manufacturing facility of
ICVs in India. To manufacture the high-power engines used in ICVs and main
battle tanks, Engine Factory Avadi, near Chennai was set in 1987. In 1986, to
promote the auto industry, the government established the Delhi Auto Expo.
The 1986 Expo was a showcase for how the Indian automotive industry was
absorbing new technologies, promoting indigenous research and

19
 development, and adapting these technologies for the rugged conditions of
India. The nine-day show was attended by then Prime Minister Rajiv Gandhi.

Post-1992 liberalisation

Eventually multinational automakers, such as, Suzuki and Toyota of Japan

and Hyundai of South Korea, were allowed to invest in the Indian market,
furthering the establishment of an automotive industry in India. Maruti
Suzuki was the first, and the most successful of these new entries, and in part
the result of government policies to promote the automotive industry beginning in
the 1980s.[7] As India began to liberalise its automobile market in 1991, a
number of foreign firms also initiated joint ventures with existing Indian
companies. The variety of options available to the consumer began to multiply in
the nineties, whereas before there had usually only been one option in each
price class. By 2000, there were 12 large automotive companies in the Indian
market, most of them offshoots of global companies.

Slow export growth

Exports were slow to grow. Sales of small numbers of vehicles to tertiary

markets and neighbouring countries began early, and in 1987 Maruti Suzuki
shipped 480 cars to Europe (Hungary). After some growth in the mid-nineties,
exports once again began to drop as the outmoded platforms provided to Indian
manufacturers by multinationals were not competitive.[9] This was not to last, and
today India manufactures low-priced cars for markets across the globe. As of 18
March 2013, global brands such as Proton Holdings, PSA
Group, Kia, Mazda, Chrysler, Dodge and Geely Holding Group were shelving
plans for India due to the competitiveness of the market, as well as the global
economic crisis.

Emission norms

In 2000, in line with international standards to reduce vehicular pollution, the

central government unveiled standards titled "India 2000", with later, upgraded
guidelines to be known as Bharat Stage emission standards. These standards
are quite similar to the stringent European emission standards and have been
implemented in a phased manner. Bharat Stage IV (BS-IV), the most stringent
so far, was implemented first, in April 2010,
20
in13citiesDelhi (NCR), Mumbai, Kolkata, Chennai, Bangalore, Hyderabad, Ahme
dabad, Pune, Surat, Kanpur, Lucknow, Solapur, and Agra—and then, as of April
2017, the rest of the nation.

Local manufacture encouraged

India levies an import tax of 125% on foreign imported cars, while the import tax
on components such as gearboxes, airbags, drive axles, is 10%. Therefore, the
taxes encourage cars to be assembled in India rather than be imported as
completely built unit

Manufacturing facilities

The majority of India's car manufacturing industry is evenly divided into three
"clusters". Around Chennai is the southernmost and largest, with a 35% revenue
share, accounting for 60% of the country's automotive exports, and home of the
operations of Heavy Vehicles
Factory,Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan
Motors, Daimler, Caparo, Mini, and Datsun.

Near Mumbai, Maharashtra, along the Chakan corridor near Pune, is the
western cluster, with a 33% share of the market. Audi, Volkswagen,
and Skoda are located in Aurangabad. Mahindra and Mahindra has an SUV and
engine assembly plant at Nashik. General Motors, Tata Motors, Mercedes
Benz, Land Rover, Jaguar, Fiat, and Force Motors have manufacturer, Maruti
Suzuki, is based.assembly plants in the area.

The northern cluster is around the National Capital Region, and contributes
32%. Gurgaon and Manesar, in Haryana, are where the country's largest car

An emerging cluster is the state of Gujarat, with a manufacturing facility

of General Motors in Halol, and a facility for Tata Nano at their plant in Sanand.
Ford, Maruti Suzuki, andkolkata with Hin

21
1.3 COMPANY PROFILE

NVH INDIA PARTS PRIVATE LIMITED AT A GLANCE

The Group has alliances with more than 15 renowned companies globally and
the associations include Arcelor Mittal, Cornaglia, Dassault Systems, JFE Steel
Corporation, Magnetto Automotive, Ogihara, Sumitomo, Solaris bus and many
more. The organization’s structure enables each business division to chart its
22
own path in their line of business and simultaneously leverage organizational
synergies across divisions to benefit from the rich experience of the Group.

As part of the diversification strategy of the group into the OEM space, NVH
INDIA PARTS PRIVATE LIMITED recently launched the bus division. NVH
INDIA PARTS PRIVATE LIMITED buses are specialized in terms of luxury and
are premium high-tech low floor buses ideal for city commute. In 2014, the
company introduced India’s first true low floor city bus - ‘CITYLIFE’ that has
redefined the dynamics of the public transformation domain in our country. This
year, NVH INDIA PARTS PRIVATE LIMITED unveiled India’s first 100% electric
bus – ‘ECOLIFE’ that incorporates globally proven European technology for
Electric Vehicles first time in India which is sustainable and affordable. These
buses has first of its kinds innovative features that ensures enhanced comfort,
safety and security for the commuters.

NVH INDIA PARTS PRIVATE LIMITED believes that success depends on

collective competencies, technical abilities and commitment of human capital.
The core strength and value asset of NVH INDIA PARTS PRIVATE LIMITED is
the dedication of 20,000 plus employees, who synergize to deliver quality results
to the clients.

NVH INDIA PARTS PRIVATE LIMITED is a true global corporate citizen

committed towards the upliftment and development of the society, the group
executes large gamut of activities through its corporate social responsibility arm
- Neel Foundation. The organization believes and undertakes various activities
that enhance and enrich the quality of life of the community. NVH INDIA PARTS
PRIVATE LIMITED also prevails to preserve the ecological balance as well as
its cultural heritage of India.

NVH INDIA PARTS PRIVATE LIMITED is a proud member of ACMA, AIMA, CII,
FICCI, IEEE, IGCC and PHDCCI and SIAM.

23
Our Business Divisions:

Auto Components & Systems:

'Art to Part' consulting know-how with over 3 decades of experience:

OEM Division

Providing 'Holistic & Sustainable' public transportations solutions

Railways

'Technology integration with Manufacturing expertise' resulting in smart transport

solutions.

Engineering & Design Services

Seamless and proven execution capabilities from 'Design to Delivery'.

24
Renewable Energy Division

'Custom Designed Green Solutions' for a better tomorrow.

Neel Foundation

Pause for a Cause, initiated by NVH INDIA PARTS PRIVATE LIMITED – Neel
Foundation, is an effort to assist, support and encourage the underprivileged.
Under the aegis of Neel Foundation, NVH INDIA PARTS PRIVATE LIMITED
plays a pivotal role in community development with the help of NGOs and social
organizations, assisting on agendas of public welfare and environmental
concerns.

JAKYUM KOO Chairman Strong integrity and values that foster the vision and
foresight for the future are imperatives for embarking on a journey of
achievements for any organization. We, at NVH INDIA PARTS PRIVATE
LIMITED Group, have endeavored to be one of the most competitive company
in the industry with strong emphasis on efficiency in operation, customer
reliability and state-of-the-art engineering and designing via enabling each NVH
INDIA PARTS PRIVATE LIMITED ite, shouldering the responsibility.

The winds of change are intense and the world is looking at us with anticipation
and hope. We are gearing up for the future by establishing the key success
25
factors which are necessary to not only withstand the change but to also make
optimum use of it.

A globally competent and skilled workforce combined with the state-of- the-art
infrastructure is our strength and we aim to leverage it further to attain inorganic
growth. Our well recognized market presence with a strong and diverse portfolio
is marked by our capabilities in various segments that we operate in, which
boosts the technical prowess, high quality production and cost.

We have always focused on providing holistic solutions to our customers and

catering towards society at large and not just our base line. Giving back to the
society and assisting in nation building is of utmost importance to us.

Let us keep marching with renewed vigour towards our goals and not rest when
we realize our dream because there are always newer propositions on the
horizon. Expanding and cultivating new leadership in business through people is
very important as well, so is keeping pace with market trends and technology.

The success and eminence of NVH INDIA PARTS PRIVATE LIMITED began as
the dream of one man, to create NVH INDIA PARTS PRIVATE LIMITED as an
equivalent to ‘NVH INDIA PARTS PRIVATE LIMITED inside’ and I am proud to
say that we have realized that. However, this is just a beginning to newer
dreams and goals which will bring greater effulgence in the future.

With great gratitude I thank those whose unabated support and trust has
enabled NVH INDIA PARTS PRIVATE LIMITED to reach the pinnacle where we
stand today. Our stakeholders and employees deserve special thanks for the
confidence and conviction they have maintained in NVH INDIA PARTS
PRIVATE LIMITED all throughout. All these factors combined with our passion
to excel and be a market leader have constantly motivated and encouraged us
to move ahead confidently on our path to success and reckoning. Expanding
and cultivating new leadership in business through people is very important as
well, so is keeping pace with market trends and technology.

26
AUTO COMPONENTS AND SYSTEMS:

Our auto components division has been in business for over three decades and
is the most elaborate. NVH INDIA PARTS PRIVATE LIMITED has attained a
colossal global presence by being able to offer better manufacturing techniques
coupled with global quality standards, supported by its in-house design and
engineering divisions that use the latest manufacturing technology.

Our portfolio includes skin panels, BIW parts, axles, exhaust systems, chassis &
suspension wheel-assemblies, welded assemblies, tubes and tubular
manipulations for 2W, 3W, commercial vehicle, construction & farm equipment's
manufacturer.

Our Products

OEM

27
CITYLIFE CNG

ECOLIFE

Bus Manufacturing Facility

28
RAILWAYS

NVH INDIA PARTS PRIVATE LIMITED ventured into Railways in 2006, with
fabrication and currently we are a major supplier of doors for India Railway's
premium coaches like Shatabdi and Rajdhani. We have a state-of- the-art
manufacturing facility in Delhi NCR. Our R&D division ensures that we develop
new products via the use of latest technology.

• Bio Retention Tank

• Wider Cabin

• Coach Doors

• Long Hood

• Bogie Frame Assembly

ENGINEERING & DESIGN SERVICES

As an endeavor to consistently upgrade ourselves with existing engineering

skills, technological enhancement and keeping pace with fast-changing world of
technology, NVH INDIA PARTS PRIVATE LIMITED has set up 4 engineering
and Design Services Centers. This hones our 'Art-to-Part' systems
manufacturing.

29
RENEWABLES / ENVIRONMENT PROJECTS

NVH INDIA PARTS PRIVATE LIMITED Solar division is one of the leaders in
the field of solar energy generation providing world class alternate energy
solutions.

The company provides solutions towards rooftop and ground mounted solar
installations with in-house capability and expertise to execute large scale
projects across India.

We amalgamate innovative technology with best-in-class execution mechanism

to attain high output with optimum cost and low maintenance.NVH INDIA
PARTS PRIVATE LIMITED Solar believes in promoting environment friendly
green energy alternatives that are not only energy efficient but also meet the
global standards of innovation and quality.NVH INDIA PARTS PRIVATE

30
LIMITED has been active in Environment Projects with an objective of
improving the situation of Municipal Solid Waste (MSW) management, protection
of environment & public health. To address the pressing issue of urban waste
management, NVH INDIA PARTS PRIVATE LIMITED Enviro has developed
solutions for scientific municipal solid waste management. We are attempting to
enhance the aesthetics within the city by taking appropriate measures over
the entire chain of MSW management from generation at household/
commercial/ institutional levels to door-to-door collection/primary collection,
storage, transportation, treatment and its effective disposal and / or
conversion to power.

NVH INDIA PARTS PRIVATE LIMITED has been developing its first
integrated large scale commercial Waste to Energy facility at Sonepat,
Haryana. NVH INDIA PARTS PRIVATE LIMITED ’s project is an effective
step towards sustainable development of our cities. It is a scientific
environment friendly and state-of-the-art solution to municipal solid waste,
scarcity of land and power problems faced in our today’s times.

31
Our Vision

"Expanding leadership in our business by creating an agile environment that

delivers excellence and delight to stakeholders through the power of people,
innovation and technology"

Core Values:

Integrity & Ethics by having the conscience to be honest and sincere, resulting
in appropriate conduct without being overseen.

Ownership & Commitment by feeling a sense of accountability towards all

tasks undertaken and taking complete responsibility for the outcomes.

Respect & Teamwork by fostering trust among people and an appreciation for
diversity of ideas, thereby harnessing the potential of individuals and channeling
it to accomplish greater group goals.

Customer Trust & Delight by meeting commitments, being sensitive to

customer needs and addressing matters with clarity and speed.

Safe & Green by being, in all our actions, a conscientious corporate citizen that
prioritizes the safety of its people, protects the environment and contributes to
the wellbeing of society

32
Corporate Governance

NVH INDIA PARTS PRIVATE LIMITED firmly believes that strong corporate
governance should be integral to all activities of the organization.

The Group promotes raising the bar culture by adopting continuous change
while upholding the core values of ISQ (Integrity, Safety and Quality) in all
affairs. NVH INDIA PARTS PRIVATE LIMITED Group’s Corporate Governance
stands on the edifice of enhancing value and protecting interests of all
stakeholders.

Technology, Innovation and People

Technology, Innovation and People serve as the 3 key pillars of the NVH INDIA
PARTS PRIVATE LIMITED foundation. We constantly quest for continued
33
excellence by enhancing technology, enabling innovation and empowering
people, thereby, creating consistent value for all stakeholders.

NVH INDIA PARTS PRIVATE LIMITED is always sensitive to the dynamic

requirements of its customers and continues the journey of efficiency by
enhancing the technology at every stage. The organization has collaborated with
best global technology partners; possesses state-of- the-art manufacturing
facilities and has incorporated highly automated processes. These
characteristics have established new benchmarks that have aided in bringing
about superior quality and flawless technical perfection to the organization’s
deliverables.

NVH INDIA PARTS PRIVATE LIMITED Group’s consistent endeavor to

establish innovative business models have enabled us to achieve excellent
growth results. Apart from incorporating sophisticated technology, the Group
aims to not only exceed expectations, but to create value through innovation.
The long standing commitment to nurture research and development (R&D) has
served to evolve NVH INDIA PARTS PRIVATE LIMITED into a conglomerate to
reckon. This is a long and enriching journey since its commencement 3 decades
ago.

NVH INDIA PARTS PRIVATE LIMITED is dedicated to create an environment

that fosters ongoing development of its employees. The human resources
division strives to nurture talent and provide ample career avenues to become a
valued human capital for the organization. Group aims to not only exceed
expectations, but to create value through innovation. The long standing
commitment to nurture research and development (R&D) has served to evolve
NVH INDIA PARTS PRIVATE LIMITED

34
Environment, Health & Safety

At NVH INDIA PARTS PRIVATE LIMITED , sustainability is the way of doing

business. The Group has aligned its goals for Environment, Health and Safety,
making an impact across its value chain worldwide.

Together with the suppliers, customers and stakeholders, NVH INDIA PARTS
PRIVATE LIMITED strives to maintain highest standards to preserve and
protect the environment, as well as enhance the health and safety of the Group’s
employees and communities.

Social Initiatives

Being a global corporate citizen means to have “pause for a cause”

sensitivity and this thought has driven NVH INDIA PARTS PRIVATE
LIMITED Group’s corporate citizenship mission since its inception in
1983.NVH INDIA PARTS PRIVATE LIMITED undertakes various initiatives
and has worked for the betterment of society to bring about a positive
change. The organization has driven its own individual initiatives as well as
in partnership programmes with NGOs across the country, for community
development in the sphere of education, healthcare, poverty alleviation,
rescue and rehabilitation operations as well as environment management.

35
People Welfare:

The initiatives undertaken by the organization have resulted in the

development of village wells, ponds and laying pipelines to ensure sufficient
water supply and potable water to the inhabitants of various areas that are
deprived of clean water for everyday use.

Quality Education:

NVH INDIA PARTS PRIVATE LIMITED continually invests its resources to

contribute to the initiative of liberation by literacy, by establishing
educational institutions for primary and secondary schools where the
education facilities are dismal. NVH INDIA PARTS PRIVATE LIMITED has
been supporting numerous ‘Ekal Vidyalayas’ to support education in
remotest areas of the country.

Girl Literacy Programmer:

NVH INDIA PARTS PRIVATE LIMITED has extended its support and
resources to assist girl child education by generating funds and providing
financial support from the organisation.

Health Care & Aid:

In Medicare sector, NVH INDIA PARTS PRIVATE LIMITED has set up

hospitals and medical camps for the underprivileged in various areas. In
recent past, the Group organized blood donation drive in association with
Red Cross Society of India and ensured active participation of all its
employees to make the initiative a success.

Cultural Alignment

Construction of religious places like temples, community centers, panchayat

bhawans, form a part of social initiatives taken by NVH INDIA PARTS
PRIVATE LIMITED Group, to ensure social and cultural harmony.

Partnering with NGOs & Social Organisations

NVH INDIA PARTS PRIVATE LIMITED has supported social organizations

like K C Mahindra Trust, Arya Veer Dal, Red Cross Society of India and

36
Patanjali Yoga Peeth. These large mass programmes focus to provide aid
by giving scholarships to the needy, donating ambulances and giving
financial and logistic assistance to the victims of natural calamities. The
Group also supports Kargil martyrs’ families. In addition, the organization
has been supporting and encouraging sports development.

Neel Foundation - NVH INDIA PARTS PRIVATE LIMITED CSR arm

‘Pause for a Cause’, is a movement initiated by NVH INDIA PARTS

PRIVATE LIMITED – Neel Foundation, is an effort to assist, support and
encourage the underprivileged. Under the aegis of Neel Foundation, NVH
INDIA PARTS PRIVATE LIMITED plays a pivotal role in community
development with the help of NGOs and social organizations, assisting on
agendas of public welfare and environmental concerns. Neel Foundation is
all about providing diligent support and care for those who need it most. The
cause extends to development of village tube wells and ponds, laying
pipelines, facilitating potable water to people, heralding the light of
education by establishing educational centers; primary and secondary
schools, setting up medical camps for the poor and needy. Social e nlistment
underlines the existence of the foundation.

Eco Consciousness:

Neel Foundation has taken progressive strides in environment management

domain. The foundation took steps to introduce water management by the
means of rain water harvesting in all its plants, thus ensuring optimal
utilization of resources, minimizing the waste in effort to prevent resource
depletion and strictly adhere to the environment norms by installing effluent
treatment plants to have eco-efficient with zero discharge to environment
Development of society.

Vichaar (NVH INDIA PARTS PRIVATE LIMITED Initiative)

Vichaar, a social awakening entity has been creating and distributing films
on various national and social issues, over the last 5 years. Many of the
films are being used extensively in schools to instill in students a sense of
patriotism and responsible citizenship. For more information, please visit.

37
Vayam (NVH INDIA PARTS PRIVATE LIMITED Initiative)

Vayam is a social initiative that is focused to inculcate truth, honesty, integrity

and human values among all sections of the society, especially at the grass root
level. It aims to use morally leading and entertaining films to effectively portray
the importance of values and inspire viewers to understand and absorb them.
Vayam’s value proposition is “Healthy”

1.4 NEED FOR THE STUDY

Among the four factors of production namely, land, labour, capital and
organization. It is very difficult to administer. It is very difficult to satisfy them.
Employee being the important factor they have to be satisfied by providing
attractive salary and all other perquisites required by them. The success of the
company depends upon the hard work performed by the workers. Hence the
researcher has taken the topic “Employees Job satisfaction” in Nell industries
private limited company.

1.5 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

➢ To study on employee’s job satisfaction in NEEL INDUSTRIES PRIVAE

LIMIED.

SECONDARY OBJECTIVE

➢ To find out the demographical factor & that influence employee’s satisfaction.

➢ To study the overall employee’s satisfaction level in the organization.

➢ To identify the motivational factor to improve the satisfaction level of

employee’s.

➢ To suggest the measure to improve employee’s satisfaction.

38
1.6 SCOPE OF THE STUDY

➢ Job satisfaction plays an important role in productivity of employees in the

organization Job satisfaction is an important output that employees work

for organization.

➢ Job satisfaction is an interesting and significant area for conducting

research.

➢ The study made on the job satisfaction will reveal the factors of feeling of

employees.

39
 4

CHAPER II

REVIEW OF LITERATURE

Morge in his study on the Job satisfaction of the employees of white collar jobs
found that fifty five male teachers were satisfied with their job with oppose to
thirty five percent female employees who were not satisfied with their job. This
study highlighted the relationship between gender and job satisfaction and
concluded that satisfaction is affected by gender.

Gardon in his research on the Job satisfaction of the workers of industrial

concern and human needs industries found that if person’s individual needs are
satisfied then their job satisfaction increases; thereby reflecting a positive
relation with the job satisfaction.

Bidwel and Charles studied on the Job satisfaction and school management
and concluded that effective education is necessary to develop good image of
the school and that teachers “Job satisfaction increased by perfect
management.

Sinha and Singh studied the relationship between job satisfaction and
absenteeism. A random sample was selected from various departments of
Tisco, Jamshedpur. The sample consisted of high and low absentee workers.
Respondents consisted of 50 each from both the categories. Job satisfaction
questionnaire consisted of items of four components of job satisfaction namely
nature of work, wages and security, supervisors and supervision and company’s
overall personnel policy. It was found that low absentees were significantly more
satisfied with their job than high absentees.

Sinha and Sharma Conducted a research on attitude and job satisfaction with
the help of randomly selected 100 workers which were from a light engineering
factory around Calcutta. It was found that job satisfaction was inversely related
to favourable attitude towards the union. This implies, greater the job
satisfaction, the less favourable was the attitude towards the union.

Prasad studied the personality and the relative elements of Job satisfaction
namely age and experience. In his study he concluded that the age of
40
professionals had no effect on job satisfaction, while job satisfaction increase
with the frequencies of experience thereby showing significant relation with the
Job satisfaction.

Rajgopal in his study explored the relationship between satisfaction and

productivity of textile mills workers belonging to high and low productive mills.
Six mills, three high and three low (Productivity was indexed in terms of
operative hours per unit of Production four the past three years) were chosen for
the study. 75 workers each from high Productive and low Productive mills were
chosen for the study. They were asked to indicate their degree of
satisfaction/dissatisfaction on a 5-point scale ranging from extreme satisfaction
to extreme dissatisfaction on thirty items representing seven aspect of work (i.e.,
salary, job, management, working condition, welfare facilities, co-workers, and
union management relations). The results highlighted that high productive mill
workers were significantly more satisfied with five of the seven aspect excluding
job and co-workers.

Lodahl&Kejner found in a study that Job satisfaction is affected by

meaningfulness of work and adequacy of supervision.

Kapoor and Rao had examined the age and attitude towards officers in
understanding the Job satisfaction of 146 female employees. His research
highlighted that female employee and married female employee having more
than twenty five years of age always oppose against injustice and struggle
against management too.

Jawa collected data on 70 semi-skilled workers in his study on anxiety and job
satisfaction. On the basis of the anxiety scale filled by the respondents and their
scores, anxiety was divided into three groups of high, average and low anxiety.
In addition to this a satisfaction questionnaire was also filled by the respondents.

The results indicate a trend of increasing satisfaction with decreasing anxiety

level.

Smith, Scott and Hulin selected 4000 managers of the 145 company for the
sample of the study on Job satisfaction of professional employees of the

41
company. It was found out through this research that satisfaction increase with
the age. Thus, indicating a positive relation of Job satisfaction with the age.

Richmond, Mccroskey and Davis stated that “moderately satisfied employees

may be more productive than dissatisfied employee; extremely satisfied
employees may form the type of work group known as the “happiness for lunch
bunch” (McCroskey, Larson Knapp, and be more of a social group than a work
group, hence lowering productivity.

Bhatt studied the personality determinations of Job satisfaction of college

teachers of Saurashtra University and all college teachers were included in the
sample of the study. It was found that female teachers were more satisfied than
male teachers; also no significant difference was found in the mean scores of
married and unmarried teachers. It was also found that Job satisfaction had no
significant relation with the age, area of the work, educational qualification and
experience.

Sharma examined the effects of work culture on employee satisfaction, sense of

participation, role stress and alienation in private sector and public sector and
found that the private sector and the public sector varied significantly on the
dominant culture variables and there was significant correlation between the
work culture variable and role stress variables.

Rain et al., stated that job satisfaction has a correlation with life satisfaction.
People who are satisfied with life will tend to be satisfied with the job and vice
versa.

Cardona in a survey of members of the Association for Investment

Management and Research found that 81% of the managers were satisfied or
very satisfied with their job. Most managers named professional achievement,
personal or professional growth, the work itself and their degree of responsibility
more important than compensation as the factors that create positive feelings
about their job. Factors like company policies, administration, relationships with
supervisors, compensation and the negative impact of work on their personal
lives were viewed as those which create negative feelings about the job.

National Centre for Education Statistics in a report on job satisfaction among

American teachers identified that more administrative support and leadership,
42
good student behaviour, a positive school atmosphere, and teacher autonomy
as working conditions associated with higher job satisfaction. A weak
relationship was found between faculty satisfaction and salary and benefits.

Research also shows that demographic variable such as age and gender have
little or no significant impact on job satisfaction.

Yankelovich Partners in their study surveyed 10,339 workers across 10

European countries, Russia, Japan, and the United States. Researchers
consistently identified the same top five key attributes in a job: ability to balance
work and personal life, work that is truly enjoyable, security for the future, good
pay or salary and enjoyable co-workers. Across the four major geographic
regions studied, importance of potential advancement and the opportunity to
build skills as a way to maintain employability and job security was emphasized
by the workers.

Karl & Sutton found that from an employee point of view, job satisfaction is a
desirable outcome in itself. While from a managerial or organizational
effectiveness point, job satisfaction is important due to its impact on
absenteeism (1) turnover, (2) and pro-social “citizenship” behaviours such as
helping co-workers, helping customers, and being more cooperative. Thus it
becomes important for the managers to understand what employees value in
order to redesign jobs, reward systems, and human resource management
policies that will result in optimum job satisfaction and productivity.

Gohil studied on the motivation vis-à-vis job satisfaction and organizational

perception of bank employees in Saurashtra region and was confined to the
officer and clerical staff of the public sector commercial banks of the Saurashtra
region. The study was conducted on 780 employees and a significant difference
was found in the average scores of job satisfaction of managerial cadre and
clerical. A significant difference was also observed between (a) academic
qualification and means scores of job satisfaction, (b) family tension and means
scores of job satisfaction, (c) family environment and means scores of job
satisfaction. The study also highlighted correlation in length of service and mean
scores of job satisfaction.

43
 CHAPTER - III

RESEARCH METHODOLOGY:

The methodology followed for conducting the study includes the specification of
research design, sample design, questionnaire design, data collection and
statistical tools used for analyzing the collected data.

3.1. RESEARCH DESIGN

The research design used for the study is of the descriptive type. It refers to
those studies which are concerned with describing the characteristics of a
particular individual or a group.

3.2. SOURCES OF DATA

PRIMARY DATA

Primary Data is information that is collected for the purpose at hand and this
normal refers to information collected directly by the company or individual,
Primary sources of data collection is done by questionnaire.

SECONDARY DATA

Secondary data collected from the sources that have already collected it.
Basically it is second hand or re-used data that is collected from primary data.
For this study the secondary data collected through books, magazines, records.

DISCRIPTIVE RESEARCH DESIGN

The design for this study is descriptive research design. The design was chosen
as it describes accurately the characteristics’ of a particular system as well as
the views held by individuals about the system.

3.3. SAMPLE SIZE

The total population of this study is 500 employees and the sample size taken
for this study is 140 respondents.

44
3.4. SAMPLING TECHNIQUE

CONVENIENCE SAMPLING

In this study the researcher used convenience sampling technique. A

convenience sampling is a type of non-probability sampling that involves the
sample being drawn from that part of the population that is close to hand. That is
sample population selected because it is readily available and convenient, as
researchers are drawing on relationships or network to which they have easy
access.

3.5. TOOLS OF ANALYSIS

SIMPLE PERCENTAGE ANALYSIS
Here the simple percentage analysis is used for calculating the percentage of
satisfaction level in the total respondents.

1. CHI-SQUARE TEST
Chi-square test is applied to test the goodness of fit, to verify the distribution of
observed data with assumed theoretical distribution. Therefore it is a measure to
study the divergence of actual and expected frequencies; karl pearson’s has
developed a method to test the difference between the theoretical (hypothesis) &
the observed value.

Chi-square test (X2) =∑ (O-E) 2 / E

Degrees of freedom = V = (R-1) (C-1)

Where,

‘O’ = Observed frequency

‘E’ = Expected frequency
‘R’ = Number of rows
‘C’ = Number of columns
For all the chi-square test the table value has taken@ 5% level of significance.

45
2. ANOVA METHOD (ONE WAY ANOVA)
The acronym of ANOVA refers to analysis of variance and is statistical
procedure used to test the degree to which two or more groups vary or differ in
an experiment. In most experiments, a great deal of variance usually indicates
that there was a significant finding from the research.

FORMULA

F- Value

F = MSS / MSE

Where MSS = mean sum of squares and

MSE = mean sum of error

3.6. LIMITATIONS OF THE STUDY

➢ To create good image, respondents may give responses vary from the

facts.

➢ Some respondents hesitated to give the actual situation; they feared that

management would take any action against them.

➢ I am able to cover only those employees who were currently working in the

company.

46
 CHAPTER -IV

DATA ANALYSIS AND INTERPRETATION

4.1.1 TABLE SHOWING AGE OF THE RESPONDENTS

Description No of respondents Percentage

BELOW 20 60 43%

21-30 30 21%

31-40 25 18%

41-50 15 11%

ABOVE 50 10 7%

Total 140 100%

CHART.4.2.1

AGE OF THE RESPONDENTS

70
60
60
50 43%
40
30 No of respondents
30 25
21% Percentage
18%
20 15
11% 10
10 7%

0
BELOW 20 21-30 31-40 41-50 ABOVE 50

Inference:

From the above table, it shows that 43% of the respondents are below 20, 21%
of the respondents are between 21-30 age, 18% of the respondents are
between 31-40 age, 11% of the respondents are between 41-50 age, 7% of the
respondents are above50 age

47
 4.1.2 TABLE SHOWING GENDER OF THE RESPONDENTS

Description No of respondents Percentage

MaLe 90 64%

Female 50 36%

Total 140 100%

CHART .4.2.2

GENDER OF THE RESPONDENTS

100 90
90
80
70 64%
60 50
50 No of respondents
40 36%
Percentage
30
20
10
0
Male Female

Inference:

From the above table, it is inferred that 64% of the respondents are male and
36% of the respondents are female.

48
 4.1.3 TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS

Description No of respondents Percentage

Married 100 71%

Unmarried 40 29%

TOTAL 140 100%

CHART.4.2.3

MARITAL STATUS OF THE RESPONDENTS

120
100
100

80 71%

60 No of respondents

40 Percentage
40
29%

20

0
Married Unmarried

Inference:

From the above table, it is inferred that 71 % respondents are married and 29%
respondents are unmarried.

49
 4.1.4 TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS

Description No of respondents Percentage

Diploma 45 32%

Undergraduate 25 18%

Postgraduate 10 7%

ITI 60 43%

Total 140 100%

CHART.4.2.4

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

70
60
60

50 45 43%
40
32%
30 25
No of respondents
18%
20
10 Percentage
10 7%

Inference:

From the above table, it is inferred that 43% are the respondents are qualified in
ITI and 32% are the respondents are qualified in Diploma and 18% are the
respondents are qualified in under graduate and 7% are the respondents are
qualified in post graduate.

50
 4.1.5 TABLE SHOWING EXPERIENCE OF THE RESPONDENTS

Description No of respondents Percentage

1 year 15 11%

1-5 years 30 21%

5-10 years 50 36%

10-15 years 10 7%

Above 15 years 35 25%

Total 140 100%

CHART.4.2.5

EXPERIENCE OF THE RESPONDENTS

50
50

40 36% 35
30
30 25%
21% No of respondents
20 15
11% 10 Percentage
7%
10

0
1 year 1-5 years 5-10 10-15 Above 15
years years years

Inference:

From the above table, it is inferred that 11% are the respondents in 1 year
experience and 21% are the respondents in 1 - 5 years and 36% are the
respondents in 5 -10years experience and 7% are the respondents in 10 –
15years experience and 25% are the respondents in above 15years experience.
51
4.1.6TABLE SHOWING DESIGNATION OF THE RESPONDENTS

Description No of respondents Percentage

Subordinate 30 21%

Supervisor 15 11%

Manager 15 11%

Operator 80 57%

TOTAL 140 100%

CHART.4.2.6

DESIGNATION OF THE RESPONDENTS

80
80
70 57%
60
50
40 30
30 21% No of respondents
15 11% 15 11%
20 Percentage
10
0

Inference:

From the above table, it is inferred that shows 21%% are the respondents is
subordinate and 11% are the respondents in supervisor and 11% the
respondents in manager and 57% are the respondents in operator.
52
 4.1.7 TABLE SHOWING ARE U SATISFY WITH YOUR PRESENT JOB

Description No of respondents Percentage

Strongly agree 50 36%

Agree 15 11%

Neutral 20 14%

Disagree 30 21%

Strongly disagree 25 18%

Total 140 100%

CHART.4.2.7

ARE U SATISFY WITH YOUR PRESENT JOB OF THE RESPONDENTS

50
50
45
40 36%
35 30
30 25
25 20 21% No of respondents
18%
20 15 Percentage
14%
15 11%
10
5
0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the above table, it is inferred that 36% are the respondents are strongly
agree and 11% are the respondents are agree and 14% are the respondents are
neutral and 21% are the respondents are disagree and 18% are the respondents
are strongly disagree.
53
4.1.8 TABLE SHOWING CHALLENGING WORK TO PERFORM OF THE
RESPONDENTS

Description No of respondents Percentage

Strongly agree 50 36%

Agree 30 21%

Neutral 40 29%

Disagree 10 7%

Strongly agree 10 7%

Total 140 100%

CHART.4.2.8

CHALLENGING WORK TO PERFOR M OF THE RESPPONDENTS

60
50
50
40
40 36%
30 29%
30 No of respondents
21%
20 Percentage
10 10
10 7% 7%

0
Strongly Agree Neutral Disagree Strongly
agree agree

Inference:

From the above table, it is inferred that 36% are the respondents are strongly
agree and 21% are the respondents are agree and 29% are the respondents are
neutral and 7% are the respondents are disagree and 7% are the respondents
are strongly disagree.

54
 4.1.9 TABLE SHOWING PAY OVER TIME ALLOWANCE OF THE
RESPONDENTS

Description No of respondents Percentage

Strongly agree 60 43%

Agree 20 14%

Neutral 10 7%

Disagree 10 7%

Strongly disagree 40 29%

TOTAL 140 100%

CHART.4.2.9

PAY OVER TIME ALLOWANCE OF THE RESPONDENTS

70
60
60
50 43%
40
40 No of respondents
29%
30 Percentage
20
20 14%
10 10
10 7% 7%

0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the above table, it is inferred that 43% are the respondents are strongly
agree and 14% are the respondents are agree and 7% are the respondents are
neutral and 7% are the respondents are disagree and 29% are the respondents
are strongly disagree.

55
 4.1.10 TABLE SHOWING JOB SATISFACTION OF THE RESPONDENTS

Description No of respondents Percentage

Strongly agree 50 36%

Agree 30 21%

Neutral 25 18%

Disagree 20 14%

Strongly disagree 15 11%

TOTAL 140 100%

CHART.4.2.10

JOB SATISFACTION OF THE RESPONDENTS

50
50
45
40 36%
35 30
30 25
25 21% 20 No of respondents
18%
20 14% 15 Percentage
15 11%
10
5
0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the table, it is inferred that 36% are the respondents are strongly agree
and 21% are the respondents are agree and 18% are the respondents are
neutral and 14% are the respondents are disagree and 11% are the respondents
are strongly disagree.

56
 4.1.11 TABLE SHOWING SKILLS ARE EFFECTIVELY USED BY THE
ORGANISATION

Description No of respondents Percentage

Strongly agree 60 43%

Agree 15 11%

Neutral 20 14%

Disagree 30 21%

Strongly disagree 15 11%

TOTAL 140 100%

CHART.4.2.11

SKILLS ARE EFFECTIVELY USED BY THE ORGANISATION

60
60

50
43%
40
30
30 No of respondents
20 21%
Percentage
20 15 14% 15
11% 11%
10

0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the above table, it is inferred that 43% are the respondents are strongly
agree and 11% are the respondents are agree and 14% are the respondents are
neutral and 21% are the respondents are disagree and 11% are the respondents
are strongly disagree.

57
 4.1.12 TABLE SHOWING CANTEEN FACILITIES OF THE RESPONDENTS

Description No of respondents Percentage

SAMOSA 50 36%

VADAI 20 14%

DHOSA 30 21%

IDLY 15 11%

TEA 25 18%

TOTAL 140 100%

CHART.4.2.12

CANTEEN FACILITIES OF THE RESPONDENTS

60
50
50

40 36%
30
30 25 No of respondents
20 21%
18% Percentage
20 15
14%
11%
10

0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the above table, it is inferred that 36% are the respondents are strongly
agree and 14% are the respondents are agree and 21% are the respondents are
neutral and 11% are the respondents are disagree and 18% are the respondents
are strongly disagree.

58
 4.1.13 TABLE SHOWING WORKING HOURS SATISFACTION

Description No of respondents Percentage

Strongly agree 50 36%

Agree 30 21%

Neutral 20 14%

Disagree 15 11%

Strongly disagree 25 18%

TOTAL 140 100%

CHART.4.2.13

WORKING HOURS SATISFACTION

60
50
50

40 36%
30 No of respondents
30 25
21% 20 Percentage
20 15 18%
14%
11%
10

0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the above table, it is inferred that 36% are the respondents are strongly
agree and 21% are the respondents are agree and 14% are the respondents
are neutral and 11% are the respondents are disagree and 18% are the
respondents are strongly disagree

59
 4.1.14 TABLE SHOWING SAFE AND COMFORTABLE WORK
ENVIRONMENT

Description No of respondents Percentage

Strongly agree 60 43%

Agree 35 25%

Neutral 10 7%

Disagree 20 14%

Strongly disagree 15 11%

TOTAL 140 100%

CHART.4.2.14

SAFE AND COMFORTABLE WORK ENVIRONMENT

60
60

50
43%
40 35

30 25% No of respondents
20 Percentage
20 14% 15
10 11%
10 7%

0
Strongly Agree Neutral Disagree Strongly
agree disagree

Inference:

From the above table, it is inferred that 43% are the respondents are strongly
agree and 25% are the respondents are agree and 7% are the respondents are
neutral and 14% are the respondents are disagree and 11% are the respondents
are strongly disagree.

60
 TABLE NO: 4.1.21 CHI SQUARE TEST

ASSOCIATION DIFFERENTS BETWEEN INCOME AND JOBSATISFACTION

H0: There is no significance association between Income and job satisfaction.

H1: There is a significance association between Income and job satisfaction.

income * job satisfaction Cross tabulation

Count
DESCRIPITION job satisfaction Total
strongly Agree Neutral Disagree strongly
agree disagree
10000 50 10 0 0 0 60
10000-
0 10 0 0 0 10
20000
20000-
0 10 10 0 0 20
Income 30000
30000-
0 0 15 20 5 40
40000
40000-
0 0 0 0 10 10
above
Total 50 30 25 20 15 140

Chi-Square Tests

DESCRIPITION Value Df Asymp. Sig.

(2-sided)

Pearson Chi-Square 283.111a 16 .000

Likelihood Ratio 266.633 16 .000

Linear-by-Linear
120.522 1 .000
Association

N of Valid Cases 140

a. 15 cells (60.0%) have expected count less than 5.

The minimum expected count is 1.07.

61
 FORMULA

Chi-square test (X.2) = ∑ (O-E) 2 / E

Degrees of freedom = V = (R-1) (C-1)

Where,

‘O’ = Observed frequency

‘E’ = Expected frequency

‘R’ = Number of rows

‘C’ = Number of columns

Degrees of freedom =16

At 5% level of significance the table value is 26.30

Calculated value = 283.111

Table value < calculated

H1 is accepted

OUPUT

From the above the table value is less than the calculated value so H1 is
accepted. Hence there is a significant relationship between income and job
satisfaction.

62
 TABLE NO: 4.1.22 CHI SQUARE TEST

ASSOCIATION DIFFERENTS BETWEEN GENDER AND JOB INTERESTING

H0: There is no significance association between gender and job interesting.

H1: There is a significance association between gender and job interesting.

GENDER * I AM IN SAFE ANDCOMFORTABLE WORK

gender * job interesting Cross tabulation

Count

DESCRIPITION job interesting Total

strongly Agree Neural Disagree strongly

agree disagree

Male 50 15 20 5 0 90
Gender
Female 0 0 0 25 25 50

Total 50 15 20 30 25 140

Chi-Square Tests

DESCRIPITION Value Df Asymp. Sig.

(2-sided)

Pearson Chi-Square 121.852a 4 .000

Likelihood Ratio 155.458 4 .000

Linear-by-Linear
98.466 1 .000
Association

N of Valid Cases 140

a. 0 cells (0.0%) have expected count less than 5. The

minimum expected count is 5.36.

63
FORMULA

Chi-square test (X.2) = ∑ (O-E) 2 / E

Degrees of freedom = V = (R-1) (C-1)

Where, ‘O’ = Observed frequency

‘E’ = Expected frequency

‘R’ = Number of rows

‘C’ = Number of columns

Degree of freedom = 4

At 5% level of significance the table value is 9.49

Calculated value = 121.852

Table value < calculated

H1 is accepted

OUPUT

From the above the table value is < than calculated value so H1 is accepted.
Hence there is a significant relationship between gender and job interesting

64
 TABLE NO 4.1.23

ASSOCIATION BETWEEN GENDER AND JOB INTERESTING

H0: There is no significance association between gender and job interesting.

H1: There is a significance association between gender and job interesting.

ANOVA

Gender

Sum of df Mean F Sig.

Squares Square

Between Groups 27.976 4 6.994 226.607 .000

Within Groups 4.167 135 .031

Total 32.143 139

FORMULA

ANOVA TEST = F = MSC/MSE

Where,

MSC = mean sum of column

MSE = mean sum of error

Degrees of freedom = 4

At 5% level of significant the table value is 6.26

Calculated value is 226.607

Table value >calculated value

H1 is accepted

OUTPUT

Hence, there is a no significance association gender and job interesting. Hence

H1 is accepted.

65
 TABLE NO 4.1.24

ASSOCIATION BETWEEN EXPERIENCE AND JOB SATISFICATION

H0: There is no significance association between experience and job

satisfaction.

H1: There is a significance association between experience and job satisfaction.

ANOVA

Experience

Sum of df Mean F Sig.

Squares Square

Between
213.143 4 53.286 299.732 .000
Groups

Within Groups 24.000 135 .178

Total 237.143 139

FORMULA

ANOVA TEST = F = MSC/MSE

Where,

MSC = mean sum of column

MSE = mean sum of error

Degrees of freedom = 4

At 5% level of significant the table value is 6.26

Calculated value is 299.72

Table value >calculated value

H1 is accepted

OUTPUT

Hence, there is a no significance association experience and job satisfaction.

Hence H1 is accepted.
66
 FINDINGS:

5.1 Findings

• It is found that 43% of the respondents are below 20, 21% of the respondents
are between 21-30age, 18% of the respondents are between 31-40 age, 11% of
the respondents are between 41-50 age, 7% of the respondents are above50
age.
• It is found that 64% of the respondents are male and 36% of the respondents
are female.
• It is found that 71 % respondents are married and 29% respondents are
unmarried.
• It is found that 43% are the respondents are qualified in ITI and 32% are the
respondents are qualified in Diploma and 18% are the respondents are qualified
in under graduate and 7% are the respondents are qualified in post graduate.
• It is found that 43% are the respondents are getting 10000 and 7% are the
respondents are getting 10000 – 20000 and 14% are the respondents are
getting 20000 – 30000 and 29% are the respondents are getting 30000 – 40000
and 7% are the respondents are getting 40000 above.
• It is found that 11% are the respondents in 1 year experience and 21% are the
respondents in 1 - 5 years and 36% are the respondents in 5 -10years
experience and 7% are the respondents in 10 – 15years experience and 25%
are the respondents in above 15years experience.
• It is found that 21%% are the respondents is subordinate and 11% are the
respondents in supervisor and 11% the respondents in manager and 57% are
the respondents in operator
• It is found that 36% are the respondents are strongly agree and 11% are the
respondents are agree and 14% are the respondents are neutral and 21% are
the respondents are disagree and 18% are the respondents are strongly
disagree.
• It is found that 36% are the respondents are strongly agree and 21% are the
respondents are agree and 29% are the respondents are neutral and 7% are the
respondents are disagree and 7% are the respondents are strongly disagree.

67
• It is found that 43% are the respondents are strongly agree and 14% are the
respondents are agree and 7% are the respondents are neutral and 7% are the
respondents are disagree and 29% are the respondents are strongly disagree.
• It is found that 36% are the respondents are strongly agree and 21% are the
respondents are agree and 18% are the respondents are neutral and 14% are
the respondents are disagree and 11% are the respondents are strongly
disagree.
• It is found that 43% are the respondents are strongly agree and 11% are the
respondents are agree and 14% are the respondents are neutral and 21% are
the respondents are disagree and 11% are the respondents are strongly
disagree.
• It is found that 36% are the respondents are strongly agree and 14% are the
respondents are agree and 21% are the respondents are neutral and 11% are
the respondents are disagree and 18% are the respondents are strongly
disagree.
• It is found that 36% are the respondents are strongly agree and 21% are the
respondents are agree and 14% are the respondents are neutral and 11% are
the respondents are disagree and 18% are the respondents are strongly
disagree
• It is found that 43% are the respondents are strongly agree and 25% are the
respondents are agree and 7% are the respondents are neutral and 14% are the
respondents are disagree and 11% are the respondents are strongly disagree.
• It is found that 39% are the respondents are strongly agree and 26% are the
respondents are agree and 16% are the respondents are neutral and 12% are
the respondents are disagree and 17% are the respondents are strongly
disagree.
• It is found that 46% are the respondents are strongly agree and 25% are the
respondents are agree and 18% are the respondents are neutral and 5% are the
respondents are strongly disagree.
• It is found that 42% are the respondents are strongly agree and 8% are the
respondents are agree and 25% are the respondents are neutral and 14% are
the respondents are disagree and 11% are the respondents are strongly
disagree.

68
• It is found that 49% are the respondents are strongly agree and 23% are the
respondents are agree and 14% are the respondents are neutral and 10% are
the respondents are disagree and 4% are the respondents are strongly
disagree.
• It is found that 43% are the respondents are strongly agree and 24% are the
respondents are agree and 19% are the respondents are neutral and 8% are the
respondents are disagree and 6% are the respondents are strongly agree
• It is found that 47% are the respondents are strongly agree and 17% are the
respondents are agree and 18% are the respondents are neutral and 11% are
the respondents are disagree and 7% are the respondents are strongly
disagree.
• It is found that 41% are the respondents are strongly agree and 23% are the
respondents are agree and 19% are the respondents are neutral and 10% are
the respondents are disagree and 7% are the respondents are strongly disagree
• It is found that 33% are the respondents are strongly agree and 23% are the
respondents are agree and 21% are the respondents are neutral and 12% are
the respondents are disagree and 11% are respondents are strongly disagree.
• It is found that 51% are the respondents are strongly agree and 20% are the
respondents are agree and 13% are the respondents are neutral and 10% are
the respondents are disagree and 6% are the respondents are strongly
disagree.
• It is found that 46% are the respondents are strongly agree and 26% are the
respondents are agree and 11% are the respondents are neutral and 10% are
the respondents are disagree and 7% are the respondents are strongly
disagree.
• From the chi square table value is less than calculated value so H1 is accepted.
Hence there is significant relationship between income and job satisfaction.
• From the chi square table value is less than calculated value so H1 is accepted.
Hence there is significant relationship between gender and job interesting.
• From the anova table value is less than calculated value so H1 is accepted.
Hence there is significant relationship between annual gender and job inter
esting.

69
• From the anova table value is less than calculated value so H1 is accepted.
Hence there is significant relationship between experience and job satisfaction.

5.2 SUGGESTIONS

• The company should provide the challenging work environment to the

employee’s.

• The company should take steps to utilize skills of employees.

• The company should provide safe and comfortable working environment.

• The company should provide safe and comfortable working environment.

• Necessary training should be provided to upgrade the skills of the

employees

• The company should take the necessary step to reduce the physical strain

involved in their work of the employees

• Frequent counseling should be provided to the employees to overcome

their family related issues for maintaining the work life balance.

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5.3 CONCLUSION

Besides several other factors the economic development of a country depends

upon the effective functioning of employees. In order to achieve this, the
superiors and the state should take necessary steps for the satisfaction of
employees in their respective jobs.

One of the biggest impacts on a company’s productivity is the satisfaction of the

employees. If the high performing employees leave the company it is even more
difficult to attract new talent if your company is not satisfying your employees.
This survey provides valuable input which is directly given by employees; it
provides an understanding that how the employees perceive the organization. It
is a guide to help those who conduct an employee opinion survey.

From the analysis it was observed that majority of the respondents were overall
satisfied with their job and working conditions.

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BIBLOGRAPHY:

REFERENCE :

➢ Armstrong, M. (2006). A Handbook of Human resource Management

Practice, Tenth Edition, Kogan Page Publishing, London, , p. 264

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Satisfaksioningapunadhemotivimi punëtorëve, Tringa Design, Gostivar, , p.
46

➢ Ashwathappa. K Human resource management Tata McGraw Hill

publications

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publication, ninth edition.

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Organization

Behaviour, 7 edition,McGraw Hill, New York, p.109

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seventh edition.

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➢ Locke, E.A. and Latham, G.P. (1990). A theory of goal setting and task
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WEB SIES

➢ Wikipedia-http: //en.wikipedia.org/wiki/hr

➢ www.jobsatisfaction.com

➢ www.citehr.com

➢ www.managementparadise.com

➢ www.humanresourcemanagement.com

Dear Sir / Madam,

I am R. Dinesh kumar,IV semester M.B.A , A Student of S.MANIKANDAN ,

doing my project work entitiled “ Job satisfaction at NVH INDIA AUTO
PARTS PRIVATE LIMITED”

So I request you to give me your valuable feedback on questionnaire . the

information will be kept confidential and used for academic purpose only.

THANKING YOU,

R.DINESH KUMAR

74
 A STUDY ON JOB SATISIFICATION

QUESTIONNARIE

1.NAME:

2. Gender:

(a) Male (b) Female

3. Marital status:

(a) Single (b) Married

4. Age ( in years)

(a) below 20 years (b) 20-30 years (c) 30-40 years (d) 40 above

5. Educational qualification

(a) Diploma (b) Undergraduate (c) Postgraduate (d) ITI

6. Experience

(a) 1 year (b) 1 -5 years (c) 5 -10 years (d) 10-15 years e) Above 15
years.

7. Designation

(a) Subordinate (b) Supervisor (c) Manager (d) operator

HS- highly satisfied, S- satisfied, N- neutral, D- dissatisfied, HD- highly

dissatisfied.

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S.NO QUESTION HS S N D HD

8. Are you satisfy with your

present job

9. I have challenging work to

perform

10. Pay over time allowances

11. I feel satisfaction with my job

12. My skill is effectively used by

organization

13. Canteen facilities

14. Working hours satisfaction

15. Safe and comfortable work

environment

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