A STUDY ON EMPLOYEE SATISFACTION AT

VUTO HYUNDAI, KOHIMA

BY

Neilem Konyak

Roll No.:21BAD44

A PROJECT SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION

Supervisor

Assistant Professor, M.D Tabrej

DEPARTMENT OF BUSINESS ADMINISTRATION

St. Joseph’s College (Autonomous)

Jakhama, Kohima- 797005

Nagaland, India

2024
 A STUDY ON EMPLOYEE SATISFACTION AT

VUTO HYUNDAI, KOHIMA

BY

Neilem Konyak

Roll No.:21BAD44

A PROJECT SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS

FOR THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION

Supervisor

Assistant Professor, Md. Tabrej

DEPARTMENT OF BUSINESS ADMINISTRATION

St. Joseph’s College (Autonomous)

Jakhama, Kohima- 797005

Nagaland, India

2024
 DECLARATION

I, Ms Neilem konyak, hereby declare that the subject matter of the project report is the
record of work done by me, that the content of this project report did not form basis of the
award of any previous degree to me or to the best of my knowledge to anybody else, and that
the project report has not been submitted by me for nay research degree in any other
university/institute. This is being submitted to St. Joseph’s College (Autonomous) for the
award of degree of Bachelor of Business Administration (BBA) in the Department of Business
Administration.

Signature

(NEILEM KONYAK)
 ACKNOWLEDGEMENT

First of all, I sincerely thank God Almighty foe making this research a success, without his
immeasurable grace, the report would not have been a reality today.

My immense gratitude goes out to the following:

I am greatly indebted to Sir. Md. Tabrej, St. Joseph’s College (Autonomous), Jakhama, for his
able guidance and valuable supervision showered on during the course of my project report.
His infectious enthusiasm, effective and persistent encouragement made it possible for me to
undertake and complete my report on time.

I owe a debt to the Vuto Hyundai for providing me with the opportunity to complete my
internship. Their support and guidance helped me to understand the business world and gain
valuable experience in my field.

I also owe a debt to all the employees at Vuto Hyundai who provided me with clear direction
and expectation, and was always available to answer my question and provide valuable
feedback. Their expertise and guidance helped me to understand the inner working of the
industry, and without whose information and data, my report would not have been possible.

(MS.NEILEM KONYAK)

21BAD44

BBA 6th semester

Department of Business Administration

St. Joseph’s College (Autonomous), Jakhama

 EXECUTIVE SUMMARY

This internship report on “Employee Satisfaction at Vuto Hyundai” was supervised by

Sir.Md. Tabrej, Assistant Professor, Department of Business Administration, St. Joseph’s
College (Autonomous), Jakhama, Nagaland, for the partial fulfillment of the Degree of Bachelor
of Business Administration. The objective of this study is to study the opinion of employees
towards interpersonal relationship, appreciation of work and decision making, their engagement
and involvement in the automobile industry, level of satisfaction of respondents towards
working conditions, welfare facilities, the financial benefits, opportunities, career enhancement,
Work-Life balance and also to study the opinion/ suggestions of respondents to improve the
level of satisfaction, if any. Both primary and secondary data are used to prepare this report.

This report is divided into seven chapters. The first chapter of this study deals with the
introduction of the topic on employee satisfaction, the importance of employee satisfaction and
the factors affecting it. The second chapter gives a brief profile of the Vuto Hyundai including
their vision, mission and achievements. The third chapter contains the literature review which
gives an overview of previously published works on the topic of the study. The fourth chapter
is carried on to understand the present objectives, research design, data collection process
including the instruments used and the method for collecting the data. The fifth chapter is where
the different types of analysis and interpretation on level of satisfaction are assessed. The sixth
chapter includes the findings, recommendations and suggestions drawn from the study. The
seventh chapter comes to the conclusion of the study.

The main findings of the study are as follows:

➢ The employees are satisfied with the organization.

➢ The interpersonal relationship is fairly good within the organization.|
➢ There are no wellness policies for the employees.
➢ The organization has a strict time for work schedule affecting the worl-life balance of
the employees.
➢ There is a lack of compensation and benefits
 TABLE OF CONTENTS

Declaration……………………………………………………………………

Acknowledgement……………………………………………………………

Executive Summary…………………………………………………………

CHAPTER TITLE PAGE

NO. NO.
1 CHAPTER 1: INTRODUCTION
1.1: Introduction
1.1.1: Introduction to employee satisfaction
1.1.2: importance of employee satisfaction
1.1.3: Factor influencing employee satisfaction
2 CHAPTER 2: LITERATURE REVIEW
3 CHAPTER 3: PROFILE OF VUTO HYUNDAI
3.1:Profile of Vuto Hyundai
3.1.1: Vuto Hyundai vision
3.1.2: Vuto Hyundai objective
3.1.3: vuto Hyundai core value
4 CHAPTER 4: METHODOLOGY
4.1:Methodology
4.1.1: Research design
4.1.2: Objective of the study
4.1.3: Sample size and sampling method
4.1.4: Data collection
4.1.5: Statistical tools used for data analysis
4.1.6: Limitation of the study
5 CHAPTER 5: DATA ANALYSIS AND INTERPRETATION
6 CHAPTER 6: FINDINGS AND SUGGESTIONS
…………6.1: Finding and Suggestion
…………6.1.1: Major findings
7. 6.1.2: Recommendation and suggestion
CHAPTER 7: CONCLUSION
REFERENCE
ANNEXTURE
 CHAPTER 1

INTRODUCTION
1.1. INTRODUCTION

Satisfaction is a state of contentment or fulfillment derived from achieving one's desires,

needs, or expectations. It encompasses a feeling of pleasure or happiness resulting from a sense
of accomplishment, fulfillment of goals, or meeting of needs. Satisfaction can arise in various
aspects of life, including personal relationships, career, hobbies, and material possessions. It
plays a crucial role in overall well-being and can significantly impact one's quality of life.
Ensuring employee satisfaction is paramount for organizations for several compelling
reasons. Firstly, satisfied employees are more motivated, engaged, and productive, leading to
improved performance and higher quality output. When employees feel valued and fulfilled in
their roles, they are more likely to go above and beyond to contribute to the organization's
success. Additionally, satisfied employees tend to exhibit higher levels of loyalty, leading to
reduced turnover rates and lower recruitment and training costs. Moreover, a positive work
environment fosters creativity, innovation, and collaboration, driving organizational growth and
competitiveness. Finally, prioritizing employee satisfaction enhances the company's reputation
as an employer of choice, attracting top talent and enhancing its brand image in the marketplace.
Overall, investing in employee satisfaction yields numerous benefits, both for individuals and
for the organization as a whole.
Employee is an essential component in the process of achieving the mission and vision of a
business. Employees should meet the performance criteria set by the organization to ensure the
quality of their work. To meet the standards of organization, employees need a working
environment that allows them to work freely without problems that may restrain them from
performing up to the level of their full potential. The employees' satisfaction is conducted to
provide the information needed to improve various factors like productivity loyalty and job
satisfaction. With the employee’s views, organizations can identify the root causes and create
improvements. Organization just needs to discover what motivates the people, what drives
loyalty and what genuinely makes the employee happy and employee remain satisfied only
when they know their issued are being addressed.
1.1.2: INTRODUCTION TO EMPLOYEE SATISFACTION

Employee satisfaction encompasses a multifaceted perception of contentment and

fulfillment within the workplace. It reflects the extent to which employees feel valued,
respected, and fulfilled in their roles. This satisfaction is influenced by various factors, including
job security, compensation, opportunities for growth and advancement, supportive leadership,
work-life balance, organizational culture, and the meaningfulness of their work. Employees who
experience high levels of satisfaction tend to exhibit greater motivation, engagement, and
commitment to their jobs. They are more likely to contribute innovative ideas, collaborate
effectively with colleagues, and demonstrate higher levels of productivity and performance.
Furthermore, satisfied employees often have lower levels of absenteeism and turnover, leading
to increased stability and continuity within the organization. Therefore, fostering employee
satisfaction is not only beneficial for individual well-being but also essential for organizational
success and sustainability. It requires a holistic approach that prioritizes creating a positive work
environment, recognizing and rewarding achievements, providing opportunities for growth and
development, and fostering open communication and transparency between employees and
management.

1.1.3: IMPORTANCE OF EMPLOYEE SATISFACTION

1.1.3.1: RETENSION AND TURNOVER

Satisfied employees are less likely to leave their jobs voluntarily. High turnover can be
costly for organizations in terms of recruitment, training, and lost productivity. When
employees are satisfied, they are more likely to remain loyal to the company, reducing
turnover rates.
1.1.3.2: PRODUCTIVITY

Satisfied employees tend to be more productive. They are motivated to perform well, take
pride in their work, and are more likely to go the extra mile to achieve organizational goals.
Higher productivity levels contribute to increased efficiency and profitability for the
company.
1.1.3.3: EMPLOYEE ENGAGAEMENT

Employee satisfaction is closely linked to employee engagement, which refers to the

emotional commitment an employee has to their work and the organization. Engaged
employees are enthusiastic about their jobs, feel a sense of purpose, and are willing to
invest their time and effort to contribute to the company's success.

1.1.3.4: CUSTOMER SATISFACTION AND LOYALITY

Satisfied employees are more likely to deliver excellent customer service. They tend to be
more engaged and motivated in their interactions with customers, leading to higher levels
of customer satisfaction and loyalty. Positive customer experiences can enhance the
company's reputation and lead to repeat business and referrals.

1.1.3.5: INNOVATION AND CREATIVITY

A positive work environment, where employees feel valued and supported, fosters
innovation and creativity. Satisfied employees are more likely to share their ideas,
collaborate with colleagues, and take risks without fear of negative consequences. This can
lead to the development of new products, services, and processes that give the company a
competitive edge in the market.
1.1.3.6: HEALTH AND WELL-BEING

Employee satisfaction is also closely linked to their health and well-being. Satisfied
employees experience lower levels of stress, burnout, and absenteeism. A supportive work
environment that prioritizes employee satisfaction can help reduce health-related issues and
promote overall well-being.
1.1.4: FACTORS INFLUENCING EMPLOYEE SATISFACTION

1.1.4.1: WORK ENVIRONMENT

A positive work environment, characterized by factors such as supportive leadership,

collaborative teamwork, open communication, and a sense of camaraderie among
colleagues, contributes significantly to employee satisfaction. Employees who feel
comfortable and valued in their work environment are more likely to be satisfied with their
jobs.

1.1.4.2: JOB ROLE AND RESPONSIBILITY

Employee satisfaction is influenced by the nature of the job itself, including factors such as
the level of autonomy and responsibility, the variety and challenge of tasks, and the
opportunity for skill development and career growth. Jobs that provide meaningful work
and opportunities for personal and professional advancement tend to result in higher levels
of satisfaction.

1.1.4.3: RECOGNITION AND REWARDS

Employees value recognition and appreciation for their contributions. Recognition can take
various forms, including praise from supervisors, opportunities for advancement, bonuses,
and other rewards and incentives. When employees feel recognized and rewarded for their
efforts, they are more likely to feel satisfied and motivated to perform well.
1.1.4.4: COMPENSATION AND BENEFITS

Fair and competitive compensation, along with comprehensive benefits packages, are
important factors in employee satisfaction. Employees want to feel that they are being fairly
compensated for their work and that their employer values their contributions. Benefits
such as healthcare, retirement plans, paid time off, and flexible work arrangements also
play a significant role in overall satisfaction.

1.1.4.5: WORK-LIFE BALANCE

Maintaining a healthy work-life balance is crucial for employee satisfaction and well-being.
Employees appreciate employers who offer flexibility in scheduling, telecommuting
options, and policies that support family and personal time. Organizations that prioritize
work-life balance help employees manage stress and maintain a sense of fulfillment both
inside and outside of work.

1.1.4.6: OPPORTUNITIES FOR LEARNING AND DEVELOPMENT

Employees value opportunities for learning and skill development. Organizations that
invest in employee training and development programs demonstrate a commitment to their
employees' growth and career advancement. Providing access to resources, workshops,
mentorship, and opportunities for further education can enhance employee satisfaction and
engagement.
1.1.4.7: ORGANIZATIONAL CULTURE AND VALUES

The culture and values of an organization play a significant role in shaping employee
satisfaction. Employees want to work for organizations that align with their own values and
beliefs. A positive culture that promotes transparency, fairness, diversity, inclusion, and
ethical behavior fosters a sense of belonging and satisfaction among employees.

1.1.4.8: JOB SECURITY AND STABILITY

Job security and stability are important factors in employee satisfaction. Employees want to
feel confident that their jobs are secure and that they have opportunities for long-term
employment and career growth within the organization. Clear communication about the
company's stability and future prospects can help alleviate uncertainty and enhance
satisfaction.

1.1.4.9: MANAGERIAL SUPPORT AND LEADERSHIP:

Effective leadership and supportive management are critical for employee satisfaction.
Managers play a key role in providing guidance, feedback, and support to their teams, as
well as advocating for their needs and concerns within the organization. Employees who
feel supported by their managers are more likely to feel satisfied and engaged in their work.
 CHAPTER 2

LITERATURE REVIEW
2. LITERATURE REVIEW

Machewad Niranjana Uttamrao, 2014: In her study on “A study of job satisfaction among
the employees in selected private banks in Nanded city”. The Researcher study the level of job
satisfaction of bank employee the study examined that only small number of employees working
in the selected banks were satisfied with their job and large number of employees is not happy
with facilities provided to them by the banks and thus it can be concluded that 17 there is need
to banks provide the employees the level of job satisfaction that they want.

Natraj and Hafeez 1965: In their study on, “A study of job satisfaction among skilled workers”
investigated the level of job level of job satisfaction and found that skilled workers were more
highly satisfied than other categories of workers

Sinha and Nair, 1965: In their study entitled, “A study of job satisfaction in factory workers”,
have observed that a satisfied worker was usually more skilled and he was either fresh to the
organization or had put up many years in it with a few dependents to support it. Fried Lander
(1964)23 In his study, “Job characteristics and satisfiers and dissatisfies”, has stated that
achievement, challenging work, recognition, and work itself was the four most important job
characteristics both for satisfaction and dissatisfaction in any business.

Jayashri Desai, 1964: In her study, “Employees job satisfaction”, have found that job
satisfaction is related to the satisfaction of physiological needs, status needs and the need to
belongings, employee’s interest, work environment, interrelation and the employee’s
personality.

Sinha and Sharma, 1962: In their study entitled “Union attitudes and job satisfaction in Indian
workers”, have reported that there is a negative association between union and job satisfaction,
and at the same time, age and marital status were significantly associated with job satisfaction.
The study explored the relationship among various variable with job satisfaction.

Mukwakungu et al., 2018: To determine the level of employee empowerment and its effect on
employee happiness in a manufacturing environment. A mixed methods research approach was
taken. Through structured questionnaires and semi-structured interviews, eleven managers in
the flavors section provided quantitative and qualitative data, respectively. The findings of the
study indicate a substantial level of employee empowerment. However, the results indicate that
management must still address the factors affecting productivity and quality levels.
Management must adopt new empowerment-driving concepts and take the initiative to achieve
organizational objectives and remain competitive.

Akhtar & Malik, 2015: The purpose of the study is to assess the influence of empowerment on
employee performance, with motivation serving as a mediator. Even though employee
empowerment may be measured using a variety of techniques, the current study focuses on
autonomy, responsibility, access to information, and control span as the different characteristics
of employee empowerment. Due to the fact that nearly all FMCG companies are international,
the researcher decided to perform this survey. The majority of multinational FMCG companies
adhere to the same standards as their parent company, with minimal modifications. For this
objective, a quantitative method of study was utilized, which yielded a 96 percent response rate.
The study demonstrates a positive correlation between employee empowerment and employee
performance. In addition, the mediating influence of motivation has a substantial effect. This
study would assist in determining how a substantial effect of empowerment would help to
improve employee performance. Organizations are constantly seeking new ways to improve
employee performance; this study would help to determine how a substantial effect of
empowerment would help to improve employee performance.

Raza et al., 2015: Job happiness and employee empowerment have always been fascinating
research topics. Employee empowerment enables organizations to drive employees to work
harder and gain the benefits of their increased performance and happiness with the organization.
This study reveals that psychological empowerment has a considerable positive effect on the
job satisfaction of Pakistani bank personnel. The study population consisted of Pakistani bank
personnel. The study's sample size was determined using the technique of convenience
sampling. To obtain responses from banking staff regarding the study's constructs, survey
questionnaires were distributed to various branches of various banks in Pakistan. In addition,
personal visits will be conducted. Using descriptive analysis, reliability analysis, 32 correlation
analysis, and regression analysis, data were examined with SPSS. In addition, future
recommendations and study limitations will be provided
Hanaysha& Tahir, 2016: The investigation states that increasing job happiness is
unquestionably one of the goals of any firm. The purpose of this study is to examine the impact
of employee empowerment, teamwork, and training on job satisfaction in the higher education
sector. An online survey was used to collect data from 242 workers at public universities in
northern Malaysia. Using structural equation modeling in AMOS, the gathered data were
analyzed. According to the data, employee empowerment has a considerable beneficial effect
on job satisfaction. Additionally, it was discovered that teamwork had a substantial favorable
effect on job satisfaction. The data demonstrated, finally, that staff training has a strong positive
impact on job satisfaction.

Conger & Kanungo, 1988: that despite growing interest in the subject of empowerment, our
comprehension of the concept and its underlying processes remains restricted. This article
tackles these deficiencies by offering an analytic study of the concept and by unifying the many
approaches to empowerment found in the management and psychology literature. In addition,
the authors identify some conditions and practices theorized to empower subordinates that
precede weakness.

Fernandez &Moldogaziev, 2013: stated that public organizations throughout Europe, the
Pacific Rim, and North America have widely adopted employee empowerment techniques. In
this study, employee empowerment is defined as a complex approach consisting of a variety of
behaviors aiming at sharing information, resources, rewards, and authority with lower-level
employees. The Self-Determination Theory is employed to theorize the consequences of these
various empowerment practices on job satisfaction. The empirical analysis, based on data from
the 2010 Federal Employee Viewpoint Survey (FEVS), indicates that empowerment practices
that promote self-determination (i.e., sharing information about goals and performance,
providing access to job-related knowledge and skills, and granting discretion to change work
processes) have positive and substantial effects on job satisfaction. In contrast, empowering
methods that erode autonomy (e.g., contingent-based compensation) have no significant impact
on job satisfaction.

Rowlands, 1995: The phrase "empowerment" is frequently used in development work, but it is
rarely defined. This article examines the definition of empowerment in relation to its
etymological basis, power. Diverse conceptions of what constitutes power result in a number of
interpretations of empowerment and, consequently, a variety of ramifications for development
policy and practice. The notion of 'empowerment' makes it possible to analyze power,
inequality, and oppression; but, for the concept to be useful in illuminating development
practice, it requires clear and purposeful formulation and use.

Thomas &Velthouse, 1990: The article describes an intellectual model of empowerment. Our
subsequent model highlights four cognitions (task assessments) as the basis for worker
empowerment: a sense of effect, competence, meaningfulness, and choice. Adopting an
interpretive viewpoint, we have also used the model to illustrate the cognitive processes by
which workers arrive at these findings. Fundamental to the processes we describe are the
interpretive styles and global views of workers. Both preliminary evidence for the model and
general research implications are explored.

Laschinger et al., 2004: The study has designed a model relating changes in structural and psychological
empowerment to changes in job satisfaction that was evaluated using a longitudinal predictive approach.
Analyses using structural equation modeling found that the data from 185 randomly selected staff nurses
fit the hypothesized model well. Changing perceptions of structural empowerment had direct effects on
psychological empowerment and 43 work satisfaction. Changes in psychological empowerment did not
account for variance in job satisfaction beyond that which was explained by structural empowerment.
The findings imply that nurturing conditions that increase employees' feelings of autonomy can have
long-lasting favorable benefits for employees.
 CHAPTER 3

PROFILE OF VUTO HYUNDAI

3.1: PROFILE OF VUTO HYUNDAI

Hyundai Motor Company, a global automotive powerhouse, stands as one of the leading
manufacturers in the industry, renowned for its commitment to innovation, quality, and
sustainability. Established in 1967, Hyundai has rapidly expanded its presence worldwide, with
a diverse portfolio of vehicles catering to various market segments. Headquartered in Seoul,
South Korea, Hyundai operates manufacturing plants across the globe, including the United
States, India, China, and Europe.

Hyundai's success is rooted in its relentless pursuit of excellence in engineering and design. The
company invests heavily in research and development, fostering groundbreaking technologies
that redefine the driving experience. From fuel-efficient compact cars to luxurious sedans and
versatile SUVs, Hyundai offers a comprehensive range of vehicles tailored to meet the evolving
needs of consumers. Beyond its commitment to innovation, Hyundai places a strong emphasis
on quality and safety. Rigorous testing protocols ensure that each vehicle meets stringent
standards for performance, durability, and reliability. Moreover, Hyundai prioritizes
sustainability, integrating eco-friendly practices throughout its operations and promoting the
development of alternative propulsion systems, including electric and hydrogen fuel cell
technology.

3.1.2: VUTO HYUNDAI VISION

Hyundai vision is "Progress for Humanity", which is a global brand vision that aims to
create a sustainable future for future generations.
3.1.2: VUTO HYUNDAI OBJECTIVE

Hyundai's primary objective is to consolidate its position as a global leader in the

automotive industry by delivering innovative, high-quality vehicles that exceed customer
expectations. The company aims to achieve sustainable growth through continuous
improvement, technological advancement, and a commitment to environmental stewardship.
Hyundai strives to foster strong relationships with customers, partners, and communities while
maintaining integrity, transparency, and social responsibility in all its endeavors.

3.1.3: VUTO HYUNDAI CORE VALUE

• Customer centricity
• Innovation
• Integrity
• Sustainability
• Global citizenship
 CHAPTER 4

METHODOLOGY
4.1: METHODOLOGY

This chapter describes overview of the research methodology and design used for this
research. The research is to study employee satisfaction at Vuto Hyundai.

4.1.1: RESEARCH DESIGN

This study adopts a quantitative approach to gather numerical data on employee

satisfaction level of the Vuto hyundai. A random sampling technique will be utilized to ensure
representation across different departments or job roles within the organization. A structured
questionnaire will be the primary tool for data collection.

4.1.2: OBJECTIVE OF THE STUDY

The main objective for the study was to determine the satisfaction level of the employees
at the Vuto Hyundai and the following sub-objectives were used to determine the overall study:

➢ Evaluate overall employee well-being

➢ Identify key areas for improvement
➢ Enhance employee engagement
➢ Promote organizational effectiveness

4.1.3: SAMPLE SIZE AND SAMPLING METHOD

The population of interest will include all employees within the organization. The sampling
frame will be obtained from the organization's HR department, ensuring it includes all active
employees. The sample size will be determined using appropriate statistical methods to ensure
adequate representation and reliability of results. Samples of 20 employees were taken which
constitutes of about 40per cent of the total number of employees at the Vuto Hyundai. The
random sampling will be employed to ensure proportional representation of different
departments or job roles.

4.1.4: DATA COLLECTION

Both the primary and secondary data was used under this study where for primary data the
employee satisfaction survey was sent out to the employees where the questionnaire contained
a total of 27 questions as close-ended.

4.1.5: STATISTICAL TOOLS USED FOR DATA ANALYSIS

A structured questionnaire was used to collect the data where analysis was done using Pie Charts
to represent the data in percentage form. Each set of questions were grouped together under each
of the objectives mentioned above.

4.1.6: LIMITATIONS OF THE STUDY

The targeted number of respondents was initially 30 which would consist of at least 55per cent
of the population, while only 20 respondents took part in the online survey consisting only of
60per cent of the population size which may not reflect the general population concerned.
Majority of the employees were not keen on taking an active part at the online survey. There
was a limited access to data where interactions with the organization became limited due to the
hectic work schedules of the organization, unable to get more insights which were not available
on the website of the organization With the internship time frame limited only to one month,
observations and interviews with the employees were insufficient.
 CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

5.1: DATA ANALYSIS AND INTERPRETATION

Hyundai is known for offering a diverse range of benefits and initiatives aimed at enhancing
employee satisfaction. From competitive compensation packages to comprehensive healthcare
coverage, Hyundai prioritizes the well-being of its workforce. They typically provide health
insurance, including medical, dental, and vision plans, along with wellness programs to promote
employee health and fitness. Additionally, Hyundai often offers retirement savings plans like
401(k) options, ensuring employees can plan for their financial futures. Beyond traditional
benefits, Hyundai invests in employee development through training programs and
opportunities for advancement within the company. Employee assistance programs may also be
available to support individuals facing personal or professional challenges. Hyundai's
commitment to fostering a positive work environment is further evidenced by initiatives
promoting work-life balance, such as flexible scheduling and paid time off. Through these
comprehensive offerings, Hyundai strives to create a supportive and rewarding workplace for
its employees.

The valuable opinion of employees is displayed below through various statistical tables
and graphs that show their responses on the topic about importance of work environment for
employee job satisfaction. There are a total 45 employees under this organization and in this
data analysis there are total of 20 employees which have filled out the questionnaire.

DEMOGRAPHICS:

Age:
Criteria No. of responses percentage
18-25 4 20%
26-35 10 50%
36-45 4 20%
46- above 2 10%
Total 20 100%
Gender:
Response No. of responses percentage
Male 7 35%
Female 12 60%
Prefer not to say 1 5%
Total 20 100%

1. What are your role/ position at Hyundai?

NO. OF
LEVELS RESPONSES PERCENTAGE
Entry level 5 25%
Mid level 7 35%
Senior level 4 20%
Managerial 2 10%
Executive 2 10%
Total 20 100%

NO. OF RESPONSES

Entry level Mid level Senior level Managerial executive

10% 10%
25%

20%

35%
2. How many years have you been employed at Hyundai?

NO.OF
YEARS RESPONSES PERCENTAGE
1-2 Years 6 30%
3-5 Years 6 30%
5-7 Years 5 25%
7Years- Above 3 15%
Total 20 100%

NO. OF RESPONSES

15%
30%
1-2 Years
25% 3-5 Years
5-7 Years
7 Years- Above
30%
3. Which department do you work in?
NO.OF
DEPARTMENT RESPONSES PERCENTAGE
Finance 4 20%
Sales 8 40%
Marketing 4 20%
Service 4 20%
Total 20 100%

NO.OF RESPONSES

20% 20%
Finance
Sales
20%
Marketing
40%
Service
OBJECTIVE 1: Evaluate Overall Employee Well-Being

1.1.Are you satisfied with the physical workspace and facilities provided?

NO.OF
RESPONSE RESPONSES PERCENTAGE

Very satisfied 4 20%

Satisfied 11 55%

Neutral 5 25%

Dissatisfied 0 0%

Very dissatisfied 0 0%

Total 20 100

NO.OF RESPONSES

Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied

0% 0%

20%
25%

55%
1.2.How would you rate the effectiveness of leadership at Hyundai?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Highly effective 3 15%

Effective 10 50%

Neutral 7 35%

Ineffective 0 0%

Highly ineffective 0 0%
Total 20 100%

NO. OF RESPONSES

0% 0%

15%
Highly effective
35%
Effective
Neutral
Ineffective

50% Highly ineffective

1.3. How satisfied are you with the communication channels within the company?

NO.OF
RESPONSES RESPONSES PERCENTAGE

Very satisfied 2 10%

Satisfied 11 55%
Neutral 7 35%
Dissatisfied 0 0%
Very dissatisfied 0 0%
Total 20 100

NO.OF RESPONSES
0%
0%
10%
35%
Very satisfied
Satisfied
Neutral
55% Dissatisfied
Very dissatisfied
1.4.Are you satisfied with the opportunity for professional growth and career development at
Hyundai?
NO.OF
RESPONSES RESPONSES PERCENTAGE

Very satisfied 4 20%

Satisfied 7 35%
Neutral 9 45%
Dissatisfied 0 0%
Very dissatisfied 0 0%

Total 20 100%

NO.OF RESPONSES
0% 0%

20% Very satisfied

Satisfied
45%
Neutral
Dissatisfied
35% Very dissatisfied
1.5.How would you rate your work-life balance at Hyundai?

NO.OF
RESPONSE RESPONSES PERCENTAGE
Excellent 4 20%
Good 9 45%
Neutral 7 35%
Fair 0 0%
Poor 0 0%
Total 20 100%

NO.OF RESPONSES
0% 0%

20%
Excellent
35%
Good
Neutral
Fair
Poor
45%
1.6.Are you satisfied with your current compensation and benefits package?

NO.OF
RESPONSES RESPONSES PERCENTAGE

Very satisfied 4 20%

Satisfied 7 35%

Neutral 6 30%

Dissatisfied 3 15%

Very dissatisfied 0 0%

Total 20 100%

NO.OF RESPONSES

0%
15% 20%
Very satisfied
Satisfied
30%
Neutral
35%
Dissatisfied
Very dissatisfied
1.7.How secure do you feel in your current position at Hyundai?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Very secure 5 25%
secure 7 35%
Neutral 8 40%
Insecure 0 0%
Very insecure 0 0%
Total 20 100%

NO.OF RESPONSES
0% 0%

25% Very secure

40% secure
Neutral
Insecure
35% Very insecure
OBJECTIVE 2: Identify Key Areas for Improvement

2.1. How would you rate the level of collaboration among colleagues at Hyundai?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Excellent 6 30
Good 7 35
Neutral 5 25
Fair 2 10
Poor 0 0
Total 20 100

NO.OF RESPONSES
0%
10%
30%
Excellent
25%
Good
Neutral
Fair
35%
Poor
2.2.Do you feel your immediate supervisor/manager provide clear expectation and feedback?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Always 5 25%
Often 9 45%
Sometime 6 30%
Rarely 0 0%
Never 0 0%
Total 20 100

NO.OF RESPONSES
0% 0%

30% 25%
Always
Often
Sometime
Rarely
45%
Never
2.3 Do you feel well informed about company updates, changes, and decision?
NO.OF
RESPONSES RESPONSES PERCENTAGE
Always 8 40%
Often 7 35%
Sometime 5 25%
Rarely 0 0%
Never 0 0%
Total 20 100%

NO.OF RESPONSES
0%
0%

25%
40% Always
Often
Sometime

35% Rarely
Never
2.4 How would you rate the training and development programs provided by the company?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Excellent 3 15%
Good 11 55%
Neutral 5 25%
Fair 1 5%
Poor 0 0%
Total 20 100%

NO.OF RESPONSES
0%

5% 15%
25%
Excellent
Good
Neutral
Fair
55%
Poor
2.5 Do you feel supported in maintaining a healthy work-life balance?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Strongly agree 4 20%
Agree 8 40%
Neutral 8 40%
Disagree 0 0%
Strongly disagree 0 0%
Total 20 100%

NO.OF RESPONSES
0%
0%

20%
40% Strongly agree
Agree
Neutral
40% Disagree
Strongly disagree

]
2.6 Do you believe your compensation is competitive in comparison to industry standards?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Yes 11 55%
No 6 30%
Not sure 3 15%
Total 20 100%

NO.OF RESPONSES

15%

Yes
No
30% 55%
Not sure
2.7 On a scale of 1 to 10, how likely are you to recommend Hyundai as a great place to work.

NO.OF
SCALE RESPONSES PERCENTAGE
1 0 0%
2 0 0%
3 0 0%
4 0 0%
5 0 0%
6 4 20%
7 4 20%
8 3 15%
9 4 20%
10 5 25%
Total 20 100%

Chart Title
30

25
25
20
20 20 20 SCALE
15
15 NO.OF RESPONSES
10 PERCENTAGE

5
0 0 0 0 0
0
1 2 3 4 5 6 7 8 9 10
OBJECTIVE 3: Enhance Employee Engagement

3.1 How would you rate the effectiveness of meeting a discussion in facilitating communication
and problem solving at Hyundai?

NO. OF
RESPONSES RESPONSES PERCENTAGE
Very effective 9 45%
Effective 7 35%
Neutral 4 20%
Ineffective 0 0%
Very ineffective 0 0%
Total 20 100%

NO. OF RESPONSES
0%
0%

20%
45% Very effective
Effective
Neutral
35%
Ineffective
Very ineffective
3.2 How well does Hyundai recognize and reward employees for their contribution and
achievements in term of career development?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Very well 12 60%
Well 6 30%
Somewhat well 2 10%
Not very well 0 0%
Not well at all 0 0%
Total 20 100%

NO. OF RESPONSES
0%
0%
10%
Very well
30% Well
60% Somewhat well
Not very well
Not well at all
3.3 How often do you feel pressure to work overtime or take work home outside of regular
working hours at Hyundai?
NO.OF
RESPONSES RESPONSES PERCENTAGE
Rarely 14 70%
Occasionally 6 30%
Frequently 0 0%
sometimes 0 0%
Total 20 100%

NO.OF RESPONSES
Rarely Occasionally Frequently sometimes

0%

30%

70%
3.4 How often do you receive recognition or praise for your contribution at work?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Frequently 14 70%
Occasionally 3 15%
Rarely 3 15%
sometimes 0 0%
Total 20 100%

NO.OF RESPONSES
Frequently Occasionally Rarely sometimes

0%
15%

15%

70%
3.5 Are you satisfied with the employee recognition and rewards programs in place?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Very satisfied 5 25%
Satisfied 7 35%
Neutral 8 40%
Dissatisfied 0 0%
Very dissatisfied 0 0%
Total 20 100%

NO.OF RESPONSES
0%
0%

25%
40% Very satisfied
Satisfied
Neutral
35% Dissatisfied
Very dissatisfied
3.6 How confident are you in Hyundai commitment to employee retention and job stability?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Very confident 15 75%
Confident 3 15%
Neutral 2 10%
Not very Confident 0 0%
Not confident at all 0 0%
Total 20 100%

NO.OF RESPONSES
0%
0%
10%
15% Very confident
Confident
Neutral
75%
Not very Confident
Not confident at all
3.7 Do you feel supported by management in achieving your work goals at Hyundai?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Strongly supported 16 80%
Somewhat supported 2 10%
Neutral 2 10%
Not very supported 0 0%
Not supported at all 0 0%
Total 20 100%

NO.OF RESPONSES
0% 0%

10%
Strongly supported
10%
Somewhat supported
Neutral
Not very supported

80% Not supported at all

OBJECTIVE 4: Promote Organizational Effectiveness

4.1 How would you rate the overall work environment at Hyundai?

NO.OF
RESPONSES RESPONSES PERCENTAGE
Excellent 5 25%
Good 10 50%
Neutral 4 20%
Fair 1 5%
Poor 0 0%
Total 20 100%

NO.OF RESPONSES
Excellent Good Neutral Fair Poor

0%
5%
20% 25%

50%
4.2 On a scale of 1 to 10, how satisfied are you with your overall job at Hyundai?

NO.OF
SCALE RESPONSES PERCENTAGE
1 0 0%
2 0 0%
3 0 0%
4 0 0%
5 0 0%
6 3 15%
7 4 20%
8 2 10%
9 6 30%
10 5 25%
Total 20 100%

35

30

25

20 SCALE

15 NO.OF RESPONSES
PERCENTAGE
10

0
1 2 3 4 5 6 7 8 9 10

4.3 Please provide any additional comments or suggestions you have regarding your overall
satisfaction and experience working at Hyundai.

Some of the provided feedbacks received by the respondents mostly state are that Vuto
Hyundai is better than any other company and well managed with excellent place for the
employees.
 CHAPTER 7

FINDINGS AND SUGGESTIONS

6.1: FINDINGS ANG SUGGESTION

This chapter presents the findings and recommendations regarding the study of employee
satisfaction of Vuto Hyundai. These findings and recommendations are based on input from the
data collected through structured questionnaire forms. A total of 20 respondents take part in
filling the survey questionnaire.

6.1.1: Major findings

❖ It is found that the interpersonal relationship, especially relationship among the

colleagues of the organization was well maintained.
❖ Despite the interpersonal relationship being good, the communication within the
organization is good.
❖ Majority of the employees also claim Vuto Hyundai to be the “Best Places to Work”
❖ The employees within the organization are highly comfortable asking for help when
required.
❖ The respondents feel a lack of empowerment in the organization.
❖ There seems to be a lack of recognition for contributions made by the employees.
❖ There is a high level of positivity and motivation in the work environment with the
executive levels constantly working towards a positive work culture.
❖ The respondents are dissatisfied with the lack of wellness programs regarding their
physical and mental wellbeing.
❖ Some of the respondents also feel that they require a higher rate of compensation and
benefits.
❖ It is found that the management do pay much interest on their employee's career goals.
So , the study shows that the employees do believe the organization is a good place for
self-development and career enhancement.
❖ The study found that the employees are not stressed with deadlines and workloads and
their claims to get sufficient time to complete their assigned tasks.
❖ The respondents claim to have a proper work-life balance,
6.1.2: SUGGESTION

❖ The employees do not work permanently in one department. They are shifted
irrespective of their departments.
❖ The company should try to give more financial benefits to satisfy their employees.
❖ While taking into consideration the non-financial benefits is also suggested that
the company can concentrate more towards medical facilities, get together party
and educational facilities to satisfy their employees.
❖ More and more opportunities should be provided to employees to promote inter personal
relationships.
❖ The promotion policy should be time bound and uniform in order to keep the morale of
the employees high.
❖ The grievance handling system should be made more efficient and the company should
see that complaints are solved quickly.
❖ The employees should be given an opportunity to participate in decision-making. So that
the decisions can be smoothly implemented.
❖ The concern can create job satisfaction among their employees by providing more
facilities.
CHAPTER 7

CONCLUSION
7. CONCLUSION

In the present scenario, human relations is gaining its own importance and occupying a
noticeable position in all the organizations. It is also noted that human resource also plays a vital
role in all the organization. An importance should also be given to psychological feeling of the
employees, irrespective of the position they are occupying in any firm or industry or
organization. It is not only important for the employer to take care of the employees. They have
to retain the employees in the organization. Now a day’s relationship is becoming a critical
factor that serves as a basic platform in connection with relationship between employer and the
management. The relationship between the employer and employees and also between the
coworkers plays a major role in job satisfaction of the organization.

An employee’s assessment of how satisfied or dissatisfied he or she is with his or her

job is a complex summation of a number of discrete job elements. This job satisfaction study
was a procedure by which employees report their feelings towards their job and work
environment. It helped to a powerful diagnostic instrument for assessing employee problems.
Improved communication is another benefit of the study. Particularly beneficial to the company
is the upward communication when employees are encouraged to comment about what they
really have in their minds. This job satisfaction study revealed that grievance handling system,
promotion policy, job rotation; participation in decision making has to be improved. It helped
management, both to get a better handle on why employees are lagging and to plan better
solutions to problems and to assess training needs. Sooner or later, the measures can be adopted
for a better performance management system in the organizations and can be incorporated with
these specifics for future compliances.

The idea behind this study is to give organizations an insight about the significance of
job satisfaction with respect to the performance of its employees and how they can be leveraged
to obtain the desirable results. Thus the results of this study may be experimented in other types
of organizations also. Thus, the priceless value of human resources is revealed and there lies the
need to satisfy them.
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 ANNEXTURE

DEAR RESPONDENTS

My name is Neilem konyak, a student of st. joseph college (Autonomous), Jakhama, 6 th

semester. I am conduction a research on a topic “the study of employees satisfaction of vuto
Hyundai, kohima, Nagaland. I would be grateful if you could kindly fill up the questionnaire
given below.

Your information will be kept confidential and your personal details will remain anonymous.
The data collected will be used solely for research purpose.

Thank you for taking your time to complete this survey. Your valuable input is crucial for the
success of this research.

Sincerely yours,

Neilem Konyak

St. Joseph’s College (Autonomous), Jakhama

Objective 1: Evaluate Overall Employee Well-Being

1.1 Are you satisfied with the physical workspace and facilities provided?
o Very satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very dissatisfied
1.2 How would you rate the effectiveness of leadership at Hyundai?
o Highly effective
o Effective
o Neutral
o Ineffective
o Highly ineffective

1.3 How satisfied are you with the communication channels within the company?

o Very satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very dissatisfied
1.4 Are you satisfied with the opportunity for professional growth and career
development?
o Very satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very dissatisfied
1.5 How would you rate your work-life balance at Hyundai?

o Excellent
o Good
o Neutral
o Fair
o Poor
1.6 Are you satisfied with your current compensation and benefits package?

o Very satisfied
o Satisfied
o Neutral
 o Dissatisfied
o Very dissatisfied
1.7 How secure do you feel in your current position at Hyundai?

o Very Secure
o Secure
o Neutral
o Insecure
o Very insecure

OBJECTIVE 2: Identify Key Areas for Improvement

2.1 How would you rate the level of collaboration among colleagues at Hyundai?
o Excellent
o Good
o Average
o Poor
o Very poor
2.2 Do you feel your immediate supervisor/manager provide clear expectation and
feedback?
o Always
o Often
o Sometimes
o Rarely
o Never
2.3 Do you feel well informed about company updates, changes, and decision?
o Always
o Often
o Sometimes
o Rarely
o Never
2.4 How would you rate the training and development programs provided by the
company?
o Excellent
o Good
o Neutral
o Fair
o Poor
 2.5 Do you feel supported in maintaining a healthy work-life balance?
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

2.6 Do you believe your compensation is competitive in comparison to industry

standards?

o Yes
o No
o Not sure
o Employee Recognition:

2.7 On a scale of 1 to 10, how likely are you to recommend Hyundai as a great place to
work.

1 2 3 4 5 6 7 8 9 10

Objective 3: Enhance Employee Engagement

3.1 How would you rate the effectiveness of meeting a discussion in facilitating
communication and problem solving at Hyundai?
o Very effective
o Effective
o Neutral
o Ineffective
o Very effective
3.2 How well does Hyundai recognize and reward employees for their contribution and
achievements in term of career development?
o Very well
o Well
o Somewhat well
o Not very well
o Not well at all
3.3 How often do you feel pressure to work overtime or take work home outside of
regular working hours at Hyundai?
o Rarely
o Occasionally
o Frequently
o Sometime
3.4 How often do you receive recognition or praise for your contribution at work?
o Frequently
o Occasionally
o Rarely
o Never

3.5 Are you satisfied with the employee recognition and rewards programs in place?
o Very satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very dissatisfied
3.6 How confident are you in Hyundai commitment to employee retention and job
stability?
o Very confident
o Confident
o Neutral
o Not very confident
o Not confident at all
3.7Do you feel supported by management in achieving your work goals at Hyundai?

o Strongly supported
o Somewhat supported
o Neutral
o Not very supported
o Not supported at all
Objective 4: Promote Organizational Effectiveness

4.1 How would you rate the overall work environment at Hyundai?
o Excellent
o Good
o Neutral
o Fair
o Poor

4.2 On a scale of 1 to 10, how satisfied are you with your overall job at Hyundai?

1 2 3 4 5 6 7 8 9 10

4.3 Please provide any additional comments or suggestions you have regarding your
overall satisfaction and experience working at Hyundai.