Shah Report

EMPLOYEE RETENTION WITH REFERENCE TO SHAH HYUNDAI KALABURGI
CHAPTER-1
INTRODUCTION
Employee Retention
Employee retention is the ability of an organization to retain employees and ensure

sustainability. Employee retention can be represented by a simple statistic (for example, a
retention rate of 80% usually indicates that an organization kept 80% of its employees in a
given period). Employee retention is also the strategies employers use to try to retain the
employees in their workforce.
A distinction should be drawn between low-performing employees and top performers, and
efforts to retain employees should be targeted at valuable, contributing employees. Employee
Turnover is a sign of deeper issues that have not been resolved, which may include
low employee morale, absence of a clear career path, lack of recognition, poor employee-
manager relationships or many other issues. A lack of job satisfaction, and commitment to the
organization can also cause an employee to withdraw and begin looking for other
opportunities. Pay sometimes plays a smaller role in inducing turnover as is typically
believed.
In a business setting, the goal of employers is usually to decrease employee turnover, thereby
decreasing training costs, recruitment, costs and loss of talent and organizational knowledge.
By implementing lessons learned from key organizational behavior concepts, employers can
improve retention rates and decrease the associated costs of high turnover. Some employers
seek "positive turnover" whereby they aim to maintain only those employees whom they
consider to be high performers.
In today's environmental conscious behavior society, companies that are more responsible
towards environment and sustainability practices can attract and retain employees.
Employees like to be associated with companies that are environmentally friendly.
Human Resource Management
Human resource management (HRM or HR) is the strategic and coherent approach to the
effective and efficient management of people in a company or organization such that they
help their business gain a competitive advantage. It is designed to maximize employee
performance in service of an employer's strategic objectives. Human resource management is
primarily concerned with the management of people within organizations, focusing
on policies and systems. HR departments are responsible for overseeing employee-
benefits design, employee recruitment, training and development, performance appraisal,
and reward management, such as managing pay and employee benefits systems. HR also
concerns itself with organizational change and industrial relation, or the balancing of
organizational practices with requirements arising from collective bargaining and
governmental laws.
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The overall purpose of human resource (HR) is to ensure that the organization can achieve
success through people. HR professionals manage the human capita of an organization and
focus on implementing policies and processes. They can specialize in finding, recruiting,
selecting, training, and developing employees, as well as maintaining employee relations or
benefits. Training and development professionals ensure that employees are trained and have
continuous development. This is done through training programs, performance evaluations,
and reward programs. Employee relations deal with the concerns of employees when
policies are broken, such as in cases involving harassment or discrimination. Managing
employee benefits includes developing compensation structures, parental leave programs,
discounts, and other benefits. On the other side of the field are HR generalists or business
partners.
These HR professionals could work in all areas or be labor relations representatives working
with unionized employees.
HR is a product of the human relations moments of the early 20th century when researchers
began documenting ways of creating business value through the strategic management of the
workforce. It was initially dominated by transactional work, such as payroll and benefits
administration, but due to globalization, company consolidation, technological advances, and
further research, HR as of 2015 focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor relations,
and diversity and inclusion. In the current global work environment, most companies focus
on lowering employee turnover and on retaining the talent and knowledge held by their
workforce. New hiring not only entails a high cost but also increases the risk of a new
employee not being able to replace the position of the previous employee adequately. HR
departments strive to offer benefits that appeal to workers, thus reducing the risk of losing
employee commitment and psychological ownership.

1.2 OBJECTIVE OF THE STDUY

 Enhance Organizational Stability.
 Optimize Resource Allocation.
 Elevate Workplace Satisfaction.
 Maximize Workforce Productivity.
 Promote Positive Employee Experiences.
 Foster High Employee Engagement.
 Optimize Employee Involvement in Decision Making.
 Improve Organizational Communication.
 To Improve Employee Morale.
 Cultivate a Culture of Continuous Learning.

1.3 scope of the study

 Employee Well-Being and Organizational Connection.
 Strategies for Prolonged Employee Engagement.
 Employee Awareness Initiatives and Impact.
 In Depth Analysis of Workplace Dynamics.
 Employee Perspectives and Feedback Integration.
 Industry Comparative Insights.
 Continuous Improvement Strategies Implementation.
 Building Sustainable Employee Relationships.
 Enhance Communication Channels.

1.4 LIMITATIONS
 Scope Generalization: The study's findings may lack detailed information because it
did not specifically look at how employee retention varies across different parts of
the organization, such as different levels or departments.
 Communication Bias: By focusing mainly on challenges in communication within
the hierarchy of the organization, the study may have missed considering issues in
communication between employees that don't follow a strict hierarchy.
 Limited Sample Representativeness: The findings might not represent the entire
workforce accurately because the study relied on information from only a specific
number of employees.
 Subjective Reporting: Since the study gathered information based on what employees
reported about themselves, there's a chance that the information may be influenced
by their personal feelings or perceptions. This could introduce inaccuracies into the
study's results.
 Retention Strategy Omission: By focusing exclusively on certain retention
strategies, the study might have missed out on considering other effective
approaches. This
limitation could mean that the full range of methods for retaining employees was not
explored.
 Short-Term Snapshot: The study looked at employee retention within a specific
timeframe. This limited perspective might not capture long-term trends or changes in
how employees decide to stay with the organization over time.
 Neglect of External Influences: The study did not fully consider how external
factors, like economic conditions or industry trends, might impact employee
retention. This lack of consideration could limit the relevance of the study's findings
in different contexts.
 Lack of Comparative Insight: The study did not compare the organization's employee
retention to industry benchmarks or similar organizations. This absence of
comparison makes it challenging to gauge how well the organization is doing
compared to industry standards.

1.5 RESEARCH METHODOLOGY

RESEARCH:
Research is a process of systematic inquiry that entails collection of data; documentation of
critical information; and analysis and interpretation of that data/information, in accordance
with suitable methodologies set by specific professional fields and academic disciplines.
METHODOLOGY:
In project management, methodology is the guiding force. It's the structured framework of
principles and practices that steers projects from concept to completion, ensuring efficiency,
consistency, and desired outcomes. It's the compass and blueprint in one, directing tasks,
managing risks, and delivering success.
RESEARCH METHODOLOGY:
Research methodology serves as the roadmap for effectively tackling research problems. It
embodies the scientific principles and practices underlying rigorous research. By studying the
specific steps and their rationale, researchers acquire the tools and understanding necessary to
navigate their investigations and confidently reach valid conclusions.
SAMPLE METHOD:
The study utilizes a non-probabilistic convenience sampling method to guarantee an adequate
sample size.
SAMPLE SIZE:
The sample size of the survey was 20 respondents.
PRIMARY DATA:
Primary data was collected through the structural questionnaire, which was interviewed by
the employees of Shah Hyundai.
SECONDARY DATA:
Secondary data is the information that already exist and the information is collected through
company profile, website, books, projects etc.

CHAPTER-2
LITERATURE REVIEW
ACCORDING TO HOM and GRIFFETH (1995):

Described in a study that the process of encouraging employees to stay for a long period or
till the project completion is termed as retention Wysocki, B (1997) pointed out the view of
“THE SOCIETY OF HUMAN RESOURCE MANAGEMENT” that retention of employee is
the hottest topic in the current scenario.
ACCORDING TO DRUCKER (1999):

Explained that voluntarily quits their job is a potential retention issue. Trip, R, while
discussing turnover stated that for many organizations, voluntary turnover is a big challenge.
Turnover may be voluntary or involuntary and functional or dysfunctional. Voluntary
turnover refers to leaving of an employee in an organization voluntarily i.e. The employee
himself decides to leave/resign from the organization. In voluntarily turnover, the employer
expels the employee i.e. the employee leaves the organization unwillingly. It could be due to
low performance, conflict or due to employment at will. When a low performer leaves the
organization, it is referred as functional turnover.
ACCORDING TO TERENCE et al., (2001):

Stated that there are so many reasons for an employee to leave voluntarily. Some may be
personal and some may be influenced by organizational factor. Personal reasons such as
family situation, career growth and attractive job offers etc. Organization factors includes
lack of promotional opportunities, unfair treatment among employees and mismatch between
personal values etc., Overall turnover is a great problem for both organization and individual.
Further it is clearly discussed that occurrence of shock which is expected or unexpected leads
to serious thoughts to leave.
ACCORDING TO TRIPATHI et al. (2011):

Attempted to analyse the problems faced by the professional institutions i.e. private and
government institutions and the factors to overcome the difficulties faced by them. Analysis
with respect to private and government institutions foe level of job satisfaction, tenure
working, working environment, working hours, job switches and its reasons, faculty loyalty
and tenure of service and retention tools were suggested in this study. The study cited reasons
for faculties leaving in existing employment and what made them to stay in the current
employment.

THEORETICAL BACKGROUND
Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee.
Employee retention involves five major things:
RELATIONSHIP
SUPPORT

GROWTH
ENVIRONMENT
COMPENSATION

RELATIONSHIP
Sometimes the relationship with the management and the peers become reason for an
employee to leave the organization. The is sometimes not able to provide an employee a
supportive work culture and environment in terms of personal or professional relationship.
There are times when an employee starts feeling bitterness towards the management or peers.
This bitterness could be due to many reasons. This decreases employee interest and he
becomes de-motivated. It leads to less satisfaction and eventually attrition.
A supportive work culture helps grow employee professionally and boots employee
satisfaction. To enhance good professionally relationship at work, the management should
keep the following points in mind.
Respect for the individual:
Respect for the individual is the musts in the organization. One should feel that he is an asset
for the organization and proud for working in the organization.
Relationship with the immediate manager:

A manager plays the role of a mentor coach. He designs and plans work for each employee. It
is duty to involve the employee in the processes of the organization. So, an organization
should hire managers who can make and maintain good relation with their subordinates.
Relationship with colleagues:
Promote team work, not only among teams but in different departments as well. This will
induce competition as well as improve the relationship among colleagues.
Recruit whole heartedly:

An employee should be recruited if there is a proper place and duties for him to perform.
Otherwise, he’ll feel useless and will be dissatisfied. Employee should know what their
expectation from the organization is deliver what is promised.
Promote an employee-based culture:
The employee should know that the organization cares and hell show the same for the
organization. An employee-based culture may include decision making authority, availability
of resource, open door policy, etc.
Individual development:
Taking proper care of employee includes acknowledgement to the employee dreams and the
personal goals, create opportunities for their career growth by providing mentorship
programs, certification, educational courses, etc.
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Induce loyalty:
Organization should be loyal as well as they should promote loyalty amongst the employees,
try to make the current employees stay instead of recruiting new one.
SUPPORT
Luck of support from management can’t sometime serve as a reason for employee retention.
Supervisor should support his subordinates in a way so that each one of them is a success.
Management should try to focus on his employees and support them not only in their difficult
times but also through the times of personal crisis. Management can support employee by
providing them recognition and appreciation. Employers can also provide valuable feedback
to employees and make feel valued to the organization.
The feedback from supervisor helps the employee to feel more responsible, confident and
empowered. Top management can also support its employees in their personal crisis by
providing personal loans during emergencies, childcare services, employee assistance
programs, counselling services, etc. Employers can also support their employee value into
employees. Thus, employers can support their employees in a number of ways as follows.
 By providing feedback
 By giving recognition and rewards
 By counselling them
 By providing emotional support
GROWTH AND CAREER

Growth and development are the integral part of every individual's career. If an employee can
not foresee his path of career development in his current organization, there are chances that
he'll leave the organization as soon as he gets an opportunity.
The importance factors in employee growth that an employee looks for them self are:
Work profile:
The work profile on which the employee is working should be in sync with his capabilities.
The profile should not be too low or too high
Personal growth and dreams:

Employee responsibilities in the organization should help him achieve his personal goals
also. Organization cannot keep aside the individual goals of employee and foster organization
goals. Employee priority is to work for them self and later on comes the organization. Is he's
not satisfied with his growth. He'll not be able to contribute to the organizational growth.

Training and development:
Employee should be trained and given chance to improve and enhance their skills. Many
employers fear that if the employees are well trained. They'll leave the organization for better
job. Organization should not limit the resource on which organizations success depends.
These trainings can be given to improve many skills like:
• Communications skills
• Technical skills
• Customer satisfaction related skills
• Special project related skills
• In- house processes and procedures improvement related skills
Need for such trainings can't be recognized from individual performance reviews, individual
meetings, employee satisfaction surveys and by being in constant touch with the employee.
COMPENSATION
Compensation constitutes the largest part of the employee retention process. The employees
always have high expectations regarding their compensation packages. Compensation
packages vary from industry to industry. So, an attractive compensation package plays a
critical role in retaining the employees.
Compensation includes salary and wages, bonuses, benefits, prerequisites, stock options,
bonuses, vacations, etc. While setting up the packages, the following components should be
kept in mind:
Salary and monthly wage: it is the biggest component of the compensation packages. It is
also the most common factor of comparison among employees. It includes.
• Basic wage
• House rent allowance
• Dearness allowance
• City compensatory allowance
Salary and wages represent the level of skill and experience an individual has. Time to time
increase in the salary and wages of employee should be done. And this increase should be
based on the employee's performance and his contribution to organization.

Bonus:
Bonuses are usually given to the employees at the year or on a festival.
Economic benefits:
It includes paid holidays, leave travel concession, etc
Long-term incentives:
Long term incentives stock option or stock grants. These incentives help retain employees in
the organization’s startup stage.
Health insurance:
Health insurance is a great benefit to the employees. It saves employee money as well as
gives them a peace of mind that they have somebody to take care of them in bad times. It
also shows the employee that the organization cares about the employee and its family.
After retirement:
It includes payments that an employee gets he retires like (employee provident fund)
Miscellaneous compensation:
It may include employee assistance programs like psychological counselling, legal assistance
etc), discounts on company products, use of a company cars, etc.
ORGANISATION ENVIRONMENT
It is not about managing retention. It is about managing people. If an organization manages
people well, employee retention will take care of itself. Organization should focus on
managing the work environment to make better use of the available human assets.
People want to work for an organization which provides
• Appreciation for the work done
• Ample opportunities to grow
• A friendly and co-operative environment
• A feeling that the organization is second home to the employee
Organization environment includes
• Culture

• Values
• Company reputation
• Trust
• Risk taking
• Leading technologies
• Employee development and career growth
• Quality of people in the organization
Types of environments the employee needs in an organization
Learning environment:
It includes continuous learning and improvement of the individual, certifications and

provision for higher studies, etc.
Support environment:
Organization can provide support in the form of work-life balance. Work life balance
includes:
• Flexible hours
• Mentorship
• Alternate work schedules
• Vacation
• Wellnes
Work environment:
It includes efficient manager, supportive co-workers, challenging work, involvements in
decision-making, clarity of work and responsibility, and recognition.
Lack or absence of such environment pushes employees to look for new opportunities. The
environment should be such that the employee feels connected to the organization
in every respect.

IMPORTANCE OF EMPLOYEE RENTENTION
Now that so much is being done by organization to retain its employee, why is retention so
important? Is it just to reduce the turnover cots? Well, the answer is a definite of retaining
employees but also the need to retain talented employee from getting poached.
The process of employee retention will benefit an organization on the following way:
1 The cost of turnover:
The cost of employee turnover adds hundreds of thousands of monies to a company's

expenses. While it is difficult to fully calculate the cost of turnover (including hiring cost,
training costs and productivity loss), industry experts often quote 25% of the average
employee salary as a conservative estimate.
2 Loss of company knowledge:

When an employee leaves, he takes with him valuable knowledge about the company,
customer, current projects and past history (sometime to competitors). Often much time and
money has been spent on the employee in expectation of a future return. When the employee
leaves, the investment is not realized.
3 Interruption of customer service:

Customer and clients do business with a company in part because of the people. Relationships
are developed that encourage continued sponsorship of the business. When an employee
leaves, the relationships that employee built for company are severed, which could lead to
potential customer loss.
4 Turnover leads to more turnovers:
When an employee terminates, the effect is felt throughout the organization. Co-workers are
often requiring to pick up the slack. The unspoken negativity often intensifies for the
remaining staff.
5 Goodwill of the company:

The goodwill of a company is maintained when the attrition rates are low. Higher retention
rates motivate potential employees to join the organization.
6 Regaining efficiency:
If an employee resigns, then good amount of time is lost in hiring a new employee and then
training him/her and his goes to the loss of the company directly which many a time goes
unnoticed. And even after this you cannot assure us of the same efficiency from the new
employee.

EMPLOYEE RETENTION STRATEGIES
The basic practices which should be kept in mind in the employee retention strategies are:
1 Hire the right people in the first place.
2 empower the employees with the required authority to get the things done.
3 make employee realize that they are the most valuable asset of the
organization. 4 have faith in them, trust them, and respect them.
5 provide them information and knowledge.
6 keep providing them feedback on their
performance. 7 recognize and appreciate their
achievement.
8 keep their morale high.
9 create an environment where the employees want to work and have
fun. These practices can be categorized in levels:
• Low level.
• Medium level.
• High level.
LOW LEVEL EMPLOYEE RETENTION STRATEGIES
• Appreciating and recognizing a well-done job
• Personalized well done and thank you cards from supervisors

• Congratulations e-cards or cards sent to spouses/families

• Voicemails or messages from top management
• Periodic days off for good performance
• Rewards (gift, certificates, monetary and non-monetary rewards)
• Recognizing professional as well as personal significant events
• Wedding gifts
• Anniversary gifts
• New born baby gift
• Scholarships for employee’s children
• Get well cards/flower
• Birthday cards, celebrations and gifts
Providing benefits
• Home insurance plans
• Legal insurance
• Travel insurance/ Disability programs
Providing perks:
• It includes coupons, discounts, rebates, etc
• Discounts in cinema halls, museums, restaurants, etc.
• Retail store discounts
Computer peripherals purchase discounts
Providing workplace conveniences
• On-site ATM
• On-site facilities for which cost is paid by employees
 Laundry facility for bachelors

 Shipping services
Financial planning

assistance

• Casual dress policies
• Facilities for expectants mothers
 Parking
 Parenting guide
 Lactation rooms
 Flexi timings
Fun at work
 Assistance with tax calculations and submission of forms
 Celebrate birthdays, anniversaries, retirements, promotions, etc
 Holiday parties and holiday gift certification
 Occasional parties like Diwali, Holi, Dusshera, etc
 Organize picnics and trips for movies etc
 Organize get together for watching football, hockey, cricket matches
 Indoor games.
Occasional stress relievers

 "Casual dress" day
 "Green is the colour" day
 Handwriting analysis
 Tattoo, Mahanadi, hair braiding stalls on weekends
 Mini cricket in office
 Ice cream Friday
 Holiday breakfast
Employee support in tough time or personal crisis

 Personal loans for emergencies
 Childcare and eldercare services
 Employee assistance programs
 Emergency service
MEDIUM LEVEL EMPLOYEE RETENTION STRATEGIES

 Appreciating and recognizing a well-done job
 Special bonus for successfully completing firm-sponsored certifications
 Child adoption benefits
 Flexible benefits
• Dependents care assistance

• Benefit programs for family support
Medical care reimbursement

• Providing conveniences at workplace

• Gymnasiums
• Athletic membership program
• Providing training and development and personal growth opportunities
• Sabbatical programs
• Professional skills development
• Individualized career guidance
HIGH LEVEL STRATEGIES
• Promoting work/life effectiveness
• Develop flexible schedules
• Extended leaves of absence
• Develop support service
• On -site day care facility etc

.
• Understand employee needs: this can be done through proper management style
and culture
• Listen to the employee and show interest in ideas
 Appreciate new ideas and rewards in ideas

 Show support for individual initiative
 Encourage creativity
Encouraging professional training and development and/or personal growth opportunities: it

can be done through
• Mentoring programs
• Performance feedback programs
• Vocational counselling
• Higher study opportunities for employees
• Getting the most out of employee interests and talents
• Provide necessary tools to the employees to achievement their professional

and personal goals
• Offer personalized career guidance to employee

Provide an environment of trust: communication is the most important and effective way to
develop trust.
 Suggestion committees can be created

 Open door communication policy can be followed
 Regular feedback on Organizations goals and activities should be taken from
the employee by;
• Management communication
• Intranet and internet can be used as they provide 24 7 access to the information
• Newsletters, notice boards, etc.
Hire the right people from the beginning: employee retention is not a process that begins at
the end. The process of retention begins right from the start of the recruitment process.
 The new joiners should fit with the organizations culture. The personality, leadership
characteristics of the candidate should be in sync with the culture of the hiring
organization.
 Referral bonus should be given to the employees for successful hires. They are the
best source of networking.
 Proper training should be given to the managers on interview and management

techniques.
 An internship program can be followed to recruit the fresh graduation.
MANAGEMENT EMPLOYEE RETENTION
The task of management employee can be understood as a three-stage process:
1.Identify the cost of employee turnover
2. Understand why employees leave
3. Implement retention strategies
1. IDENTIFY THE COST OF EMPLOYEE TURNOVER:

The organization should start with identifying the employee turnover rates within a particular
time period and benchmark it with the competitor organization. This will help in assessing
the whether the employee retention rates are healthy in the company.

2.UNDERSTAND WHY EMPLOYEES LEAVE:
Why employee leave often puzzles top management. Exit interview are an ideal way of
recording and analysing the factors that have led employees to leave the organization. They
allow an organization to understand the reason for leaving response to the asked questions.
So, an impartial person should be appointed with whom the employees feel comfortable in
expressing their opinions.
3. IMPLEMENT RETENTION STRATEGY:
One the causes of attrition are found; a strategy is to be implemented so as to reduce

employee turnover. The most effective strategy is to adopt a holistic approach to dealing
with attrition. An effective retention strategy will seek to ensure:
• Attraction and recruitment strategies enable selection of the right candidate for
each role/organization
• New employee initial experiences of the organization are positive
• Appropriate development opportunities are available to employees and that they

are kept aware of their likely career path with the organization
• The organization rewards strategy reflects the employee drivers.

CHAPTER-3
COMPANY PROFILE
Hyundai operates the world's largest integrated automobile manufacturing facility in Ulsan,
South Korea, which has an annual production capacity of 1.6 million units. The company
employs about 75,000 people worldwide. Hyundai vehicles are sold in 193 countries through
some 5,000 dealerships and showrooms.
History
The world's largest automobile manufacturing plant in Ulsan, South Korea, produces over
1.6 million vehicles annually.
Chung Ju-Yung founded the Hyundai Engineering and Construction Company in

1947.Hyundai Motor Company was later established in 1967. The company's first model, the
Cortina, was released in cooperation with Ford Motor Company in 1968. When Hyundai
wanted to develop their own car, they hired George Turnbull in February 1974, the former
Managing Director of Austin Morris at British Leyland. He in turn hired five other top British
car engineers. They were Kenneth Barnett body design, engineers John Simpson and Edward
Chapman, John Crosthwaite ex-BRM as chassis engineer and Peter Slater as chief
development engineer. In 1975, the Pony, the first South Korean car, was released, with
styling by Giorgio Giugiaro of Ita Design and powertrain technology provided by Japan's
Mitsubishi Motors. Exports began in the following year to Ecuador and soon thereafter to the
Benelux countries.
1954, Hyundai exported the Pony to Canada, but not to the United States, because the pony
didn't pass emissions standards there. Canadian sales greatly exceeded expectations, and it
was at one point the top selling car on the Canadian market in 198, the one million, Hyundai
car was built.

in 1986, Hyundai began to sell cars in the United States, and the Excel was nominated
as*Best Product #10" by Fortune magazine, largely because of its affordability. The company
began 10 produce models with its own technology in 1988, beginning with the midsize
Sonata. In the spring of 1990, aggregate production of Hyundai automobiles reached the four
million marks. In 1991, the company succeeded in developing its first proprietary gasoline
engine, the four- cylinder Alpha, and also its own transmission, thus paving the way for
technological independence.
in 1996, Hyundai Motor India Limited was established with a production plant in
Irungattukottai near Chennai, India.!4)
In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class
brand. Chung Ju Yung transferred leadership of Hyundai Motor to his son, Chung Mong Koo,
in 1999. Hyundai's parent company, Hyundai Motor Group, invested heavily in the quality,
design, manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-
mile (160,000 km) warranty to cars sold in the United States and launched an aggressive
marketing campaign.
In 2004, Hyundai was ranked second in "initial quality" in a survey/study by J.D. Power and
Associates. Hyundai is now one of the top 100 most valuable brands worldwide Since 2002,
Hyundai has also been one of the worldwide official sponsors of the FIFA World Cup.
In 2006, the South Korean government initiated an investigation of Chung Mong Koo's
practices as head of Hyundai, suspecting him of corruption. On 28 April 2006, Chung was
arrested, and charged for embezzlement of 100 billion South Korean won (US$106 million).
As a result, Hyundai Vice Chairman and CEO, Kim Dong-jin, replaced him as head of the
company. On 30 September 2011, Yang Seung Suk announced his retirement as CEO of
Hyundai Motor Co. In the interim replacement period, Chung Mong-Koo and Kim Ewok-jo
will divide the duties of the CEO position.
Research and development
Hyundai has six research and development centres, located in South Korea (here the United
States’ Fos), Germany, Japan and India. Additionally, a centre in California develops designs
for the united state.
Hyundai has made an app with augmented reality, showing users how to operate and maintain
vehicles.
Business
In 1998, after a shake-up in the South Korean auto industry caused by overambitious
expansion and the Asian financial crisis, Hyundai acquired the majority of rival Kia Motors.
Hyundai owns 33.88% of Kia.

In 2000, the company established a strategic alliance with Daimler Chrysler and severed its
partnership with the Hyundai Group. In 2001, the Daimler-Hyundai Truck Corporation was
formed. In 2004, however, DaimlerChrysler divested its interest in the company by selling its
10.5% stake for $900 million.
Hyundai has invested in manufacturing plants in North America, India, the Czech Republic,
Russia, China and Turkey as well as research and development centres in Europe, Asia, North
America and the Pacific Rim. In 2004, Hyundai Motor Company had $57.2 billion in sales in
South Korea making it the country's second largest corporation, or chaebol. Worldwide sales
in 2005 reached 2,533,695 units, an 11 percent increase over the previous year. In 2011,
Hyundai sold 4.05 million cars worldwide and the Hyundai Motor Group was the world's
fourth largest automaker behind GM, Volkswagen and Toyota. Hyundai vehicles are sold in
193 countries through some 5,000 dealerships.
Design emphasis
In 2006, Hyundai hired Thomas Berklee as head of the company's design centre in
Russelsheim, Germany. Berklee had previously worked for BMW, having designed the
BMW 3 Series (E46), and the BMW 6 Series (E63). Hyundai's current design philosophy is
known as Fluidic Sculpture, which is heavily inspired by nature.
Regional operation
North America
The Hyundai Genesis, named the 2009 North America Car of the Year.
The 6th Generation Hyundai Sonata was awarded ‘Top Safety Pick’ from
Insurance Institute for Highway Safety (IIHS) IN THE United State.

The Hyundai Elantra was crowned North America Car of the Year at the 2012
Detroit Auto Show.
The Hyundai Tiburon, also known as the Tuscany in South Korea and as the
Coupe in Great Britain. it was discontinued in 2008
The 2012 Hyundai Veloster is a compact 3-door sports car first produced in
2011 as a replacement for the discontinued Hyundai Tiburon

The Hyundai Tucson, also known as ix35 in Europe and Brazil from second
generation.
Hyundai Santa Fe was awarded the Top Pick by Consumer Reports in 2008
Hyundai Motor America began selling cars in the United States on 20 February 1986, with a
single model, the Hyundai Excel, which was offered in a variety of trims and body styles.
That year, Hyundai set a record of selling the most automobiles in its first year of business in
the United States compared to any other car brand; total sales in 1986 were 168.882.
Initially well received, the Excels faults soon became apparent; cost-cutting measures cause
reliability to suffer. With an increasingly poor reputation for quality, Hyundai sales
plummeted, and many dealerships either earned their profits on repairs or abandoned the
product at one point, Hyundai became the butt of many jokes (i.e.). Hyundai stands for
"Hope you understand nothing's driveable and inexpensive") and even made David
Letterman's Top Ten Hilarious Mischief Night Pranks to Play in Space: No.8 - Paste a
"Hyundai" logo on the main control panel.
In response, Hyundai began investing heavily in the quality, design, manufacturing, and long-
term research of its vehicles. It added a 10-year or 100,000-mile (160,000 km) powertrain
warranty (known as the Hyundai Advantage) to its vehicles sold in the United States. By
2004, sales had dramatically increased, and the reputation of Hyundai cars improved. In2004,
Hyundai tied with Honda for initial brand quality in a survey/study from J.D. Power and
Associates, for having 102 problems per 1000 vehicles. This made Hyundai second in the
industry, only behind Toyota, for initial vehicle quality. The company continued this tradition
by placing third overall in J.D. Power's 2006 Initial Quality Survey, behind only Porsche and
Lexus 30) Hyundai is ranked number 4 in World's Most Admired Companies under the motor
vehicles section of CNN, after BMW (Bayerische Motoren Werke), Volkswagen and Daimler
in 2011.

Hyundai continues to invest heavily in its American operations as its cars grow in popularity.
In 1990, Hyundai established the Hyundai Design Centre in Fountain Valley, California. The
centre moved to a new $30 million facility in Irvine, California in 2003, and was renamed the
Hyundai Kia Motors Design and Technical Centre. Besides the design studio, the facility also
housed Hyundai America Technical Centre, Inc. (HATCI, established in 1986), a subsidiary
responsible for all engineering activities in the U.S. for Hyundai. Hyundai America Technical
Centre moved to its new 200,000-square-foot (19,000 m'), $117 million headquarters in
Superior Township, Michigan (near Ann Arbor) in 2005. Later that same year, HATCI
announced that it would be expanding its technical operations in Michigan and hiring 600
additional engineers and other technical employees over a period of five years. The centre
also has employees in California and Alabama.
Hyundai incorporated a new manufacturing facility, Hyundai Motor Manufacturing Alabama,

in April 2002. The new plant in Montgomery, Alabama was completed during 2004, at a cost
$ I. 7 billion. Production started in May 2005. It employed more than 3,000 workers in2012.
Currently, the plant assembles the Hyundai Elantra, the Hyundai Sonata, and the Hyundai
Theta engine. It is Hyundai's second attempt at producing cars in North America since
Hyundai Auto Canada Ine 5 plant in Quebec closed in 1993.
Hyundai America Technical Centre completed construction of its Hyundai/Kia proving

ground in California City, California in 2004. The 4,300-acre (17 km?) facility is located in
the Mojave Desert and features a 6.4-mile (10.3 km) oval track, a Vehicle Dynamics Area, a
vehicle - handling course inside the oval track, a paved hill road, and several special surface
roads. A 30,000-square-foot (2,800 m2) complex featuring offices and indoor testing areas is
located on the premises as well. The facility was built at a cost of $50 million.
In 2003, Consumer Reports, based on complaints about 2002 model new cars that in general
are less than one year usage, ranked Hyundai's reliability tied with Honda's; however, J.D.
Power and Associates put Hyundai's 2002 vehicles below the industry average according to is
annual Initial Quality Survey, which looks at problems in the first 90 days of ownership.
In 2006, J.D. Power and Associates' quality ranking, overall, the Hyundai brand ranked 3rd,
just behind Porsche and Lexus, and beating longtime rival Toyota. But Hyundai's ranking fell
to twelfth in 2007. However, in 2009, Hyundai was the Highest Ranked Non-Premium
Nameplate in the J.D. Power and Associates Initial Quality Study.
In the 2007 Strategic Vision Total Quality Awards, Hyundai Motor leads the most vehicle
segments in Strategic Vision's Total Quality Index, measuring the ownership experience.
They attempt to measure more than just the number of problems per vehicle. Hyundai tops in
Strategic Vision Total Quality Awards. For the first time ever, Hyundai has risen to share the
position of having the most models leading a segment. three models with the top Total
Quality Index (TQI score in their segments, including the Hyundai Azera, Entourage, Santa
In 2007 at the New York International Auto Show, Hyundai unveiled its V8 rear-drive luxury
sedan called the Concept Genesis to be slotted above the Azera in the Hyundai line-up. This
Concept made is Amencan debut in mid-2008. The Genesis reintroduced rear-wheel drive to
tie Hyundai range following a long period of only producing front wheel drive cars in 207 the
Los Angeles International Auto Show, Hyundai unveiled is second rear-drive Concept car, he
Concept Genesis Coupe, will be Hyundai s fist sports car due to make is debut in early 2009.

In 208, Hyundai Santa Fe and Hyundai Elantra were awarded 2008 Consumer Reports” top
picks”. The magazine's annual ratings, based on road tests and predicted safety and reliability
se considered highly influential among consumers. The Hyundai Elantra was Consumer
Reports top-ranked 2008 vehicle among 19 other compacts and small family cars, beating out
the Honda Civic, Toyota Corolla and Toyota Prius. In 2008, at the North American
International Auto Show, the production version of the luxury performance-oriented Hyundai
Genesis sedan made its debut, dealerships will have the Genesis as soon as summer 2008. In
2008, at the New York International Auto Show, Hyundai debuted its production version of
the performance-oriented rear-drive Hyundai Genesis Coupe, slated to hit dealerships in early
2009.
On 6 January, Hyundai reported sales of December 2008 fell to 24,037, from 46,487 in
previous year and sales for the year dropped 14%, a day after the company launched Hyundai
Assurance' in order to spark sales amid tough economic conditions.
In 2009, Hyundai announced the five-door hatchback variant of the Elantra compact sedan
will carry the name Elantra Touring when it goes on sale in the spring as a 2009 model.
In 2009, the Hyundai Genesis luxury sedan was named 2009 North American Car of the
Year, the first for Hyundai. The Genesis has received a number of well-recognized
automobile awards worldwide. It also won the 2009 Canadian Car of the Year after winning
its category of Best New Luxury Car under $50,000.[45] The Hyundai's V8 Tau engine in the
Genesis, which develops 375 hp (280 kW) on premium fuel and 368 hp (274 kW) on regular
fuel, received 2009 Ward's 10 Best Engines award.
In 2009, 4 models from Hyundai and two from Kia, earned the Top Safety Award by the
Insurance Institute for Highway Safety (IIHS).
In 2009, Hyundai/kia vehicles were named as "least expensive vehicles to insure".

Hyundai/Kia vehicles were the least expensive to insure and occupied the top five least
expensive slots, said Insure.com.
In 2009 according to a preliminary report from the Environmental Protection Agency

published in November 2009, which is based on 2009 pre-model year production projections
provided by automakers, Hyundai, at an average of 23.4 mpg us (10.1 /100 km; 28.mpg-imp)
he second most fuel-efficient automaker in America, after Honda's combined U.S. fleet of
Honda and Acura models at an average of23.6 mpg-us (10.0 /100 km; 28.3 mpg -imp).
In 2010, a Consumer Reports reliability survey ranked Hyundai (including Kia) as the fourth-
best automaker. The ratings reflect the performance, comfort, utility and reliability of more
than 280 vehicles that the magazine recently tested.
In 2010, the Hyundai Equus made its North American debut at the North American
International Auto Show
In January 2012, the Hyundai Elantra was named the North American Car of the Year at the
North American International Auto Show, selling more than 200,000 cars since the model's
redesigned debut.

Canada
Hyundai Auto Canada office in Markham

In 1989, Hyundai Auto Canada Inc. opened a stamping and assembly plant in Bromont,
Quebec, employing 800. The plant cost $387.7 million, with Quebec and Canadian federal
government subsidies of $131 million. The plant was designed to manufacture approximately
2000 Hyundai Sonatas per week. Subsequently, Chrysler and Hyundai considered a joint
venture that would have Chrysler rebranding the Sonata manufactured at Bromont - only to
later announce the deal had failed. The Bromont plant was operational for four years before it
Closed with Hyundai sales to unable to support the plat. With boost in sales in 2009, Hyundai
Auto Canada Inc, is currently planning to build a new plant in sales resume protection in
Canada. Hyundai subsequently sold the plant, which was eventually purchased by Olymbec
inc, a Quebec real estate developer. Hyundai is the No. import car brand in Caneda without a
local plant. Sales over 100,000 cars-per-year mark in 2012.
Mexico
Hyundai Motor México entered the Mexican market in 2014 with the Hyundai Grand i10, the
Hyundai Elantra, and the Hyundai ix35. Soon afterwards, the Hyundai Sonata joined the
lineup. Prior to the introduction of the Hyundai brand for non-commercial vehicles, Hyundai
passenger vehicles, light-duty cargo vans, and passenger vans were distributed by Chrysler de
México, branded as Dodge.
Panama & Dominican Republic
Hyundai is No. 1 sales car brand in Panama & Dominican Republic.
South America
Brazil
Hyundai has been a major presence in the Brazilian luxury car market for some time. In
October 2012, Hyundai launched a new small bi-fuel car, the HB20, designed specifically for
the Brazilian mass-market. This car, the first product of the new "Projeto HB" (Hyundai
Brazil), is built at a new Hyundai factory in Brazil, located in Piracicaba, São Paulo. The
HB20 is of very similar size to the Hyundai i20, launched in other parts of the world in
2008.

Hyundai vehicles have also been produced in Brazil at a plant located in Anápolis, Goiás.
Production here started with the HR model in 2007, and continued with the Tucson in 2010,
the HD78 truck in 2011, and the ix35 in 2013.
Asia
China
Unit sales and year-on-year rate in China. From March 2017, unit sales plummeted in
retaliation for the installation of THAAD.
Hyundai models sell well in China. Hyundai is currently working with its Chinese partner
Beijing Automobile Industry Holding Co. to develop an electric car for sale only in China. In
September 2011, it was announced that Korean celebrity Lee Min Ho, who is popular in
China, will promote Hyundai's new 'Veloster' in China.
Hyundai and its sister company, Kia, are losing market share because of their over-reliance
on sedans, poor brand images and local Chinese automakers compete with price competitive
SUVS.
Beijing Hyundai
A joint venture with Beijing Automotive Group, Beijing Hyundai Motor manufactures many
Hyundai vehicles, as well as a few models which are exclusive to the Chinese market. This
company sold 700,000 passenger cars in 2010. 855,995 car sales in 2012. Beijing Hyundai
has 3 assembly plants, each 300,000-unit annual capacity in NE Beijing outskirts. Beijing
Hyundai produces most of the taxies in Beijing of the year 2013.
Hawtai partnership
Between 2002-2010, Hawtai Motor made Chinese-market versions of the Hyundai Matrix,
the Hyundai Santa Fe and the Hyundai Terracan. The Santa Fe was the fifth most-purchased
SUV in China in 2010, and some of Hawtai's versions may greatly differ from those sold in
other markets.

Commercial vehicles
In October 2010, Hyundai signed agreement with Sichuan Nanjun Automobile on setting up
a commercial vehicle joint venture- Sichuan Hyundai Motor Co. Lt
India
Hyundai's manufacturing plant at Irungattukottai near Sriperumbudur, Chennai, India.
Hyundai Motor India Limited is currently the second largest auto exporter from India. It is
making India the global manufacturing base for small cars.
Hyundai sells several models in India, the most popular being the Santro Xing, 110, Hyundai
BON and the i20. On 3 September 2013, Hyundai launched its much-awaited car, Grand i10
in petrol and diesel variants. Other models include the Getz, Accent, Elantra, second
generation Verna, Santa Fe and the Sonata Transform. Hyundai has two manufacturing plants
in India located at Sriperumbudur in the Indian state of Tamil Nadu. Both plants have a
combined annual capacity of 600,000 units. In the year 2007, Hyundai opened its R&D
facility in Hyderabad, employing now nearly 450 engineers from different parts of the
country. Hyundai Motor India Engineering (HMIE) gives technical & engineering support in
vehicle development and CAD & CAE support to Hyundai's main R&D centre in Namyang,
Korea. In mid2014, Hyundai launched Xcent, a sedan based on successful Grand i lO.
Recently, on 11 August 2014, Hyundai India Motor Limited launched the Elite i20 in petrol
and diesel variants.
In 2007, Hyundai started its support engineering centre with CAD/CAE teams in Hyderabad,
India. Hyundai expanded its engineering activities in India with Vehicle Engineering team
in2010. In 2011, Hyundai started its design activities at Hyderabad R&D Centre with Styling,
Digital Design & Skin CAD Teams and Packaging team. Indian engineers are heavily
involved in making of Indian vehicles like Grand i10, Elite i20 along with other Global cars.
In an, 2017, The Competition Commission of India imposed • 87 crore (S136 million) penalty
for unfair business practices with respect to providing discounts for cars.
JAPAN
Despite having growing sales worldwide, Hyundai struggled in Japan, having sold only 45,00
passenger cars from 2001 to 2009 Following an announcement on November 2009, Hunda

pulled their passenger car division out of the Japanese market and focused on their
commercial vehicle division instead. The company said that it is possible for them to come
back to Japan fully if market conditions continue to improve. Currently the only Hyundai
vehicle available in Japan is the Hyundai Universe bus.
The reason for Hyundai's failure in the car market was due to failure to recognize the value of
small cars due to parking spaces. Its marketing failure was based on using mid-size cars.
Philippines
Hyundai is currently the third top selling automotive brand in the country. Hyundai's Getz, i,
Accent, SantaFe, Sonata and Grand Starex were among the models which brought Hyundai to
the third spot. Hyundai almost doubled its sales in 2010 with 11,086 in 2009 to 20,712.
Turkey
in September 1997, Hyundai opened a manufacturing plant in Turkey, located in Izmit,
Kocaeli Province. The facility, named Hyundai Assan Otomotiv, was built as a 50-50% joint
venture between the Hyundai Motor Company and the Kibar Holding of Turkey, the first
stage investment raising to US$180 million. It currently has an annual production capacity of
125,000 units and it manufactured the Accent, the H-100, the Starex, the Matrix and
since2010, the 120. In May 2013 Hyundai Turkey Izmit plant capacity increased up to
200,000 units with 470 million Euro investment. The new i10 and i20 is planned to be
produced here.
Germany
Hyundai has been operating an R&D centre in Frankfurt, Germany since 1994, that has been
responsible for monitoring technology developments in Europe and designing and
engineering new cars for the European market. In September 2003, the company opened its
new European headquarters in Russelsheim, after an investment worth 50. The site became
the new location for the R&D centre and for the world rally team of the company.
CZECH REPUBLIC
on November 2008, Hyundai opened its European plant in Nosovice, Czech Republic, doing
an investment of over 1 billion euros and over two years of construction. The plant, ait
mainly manufactures the 30, x20, x35 for the European market, has an annual capacity of
300,00 cars. The new Hyundai plant is 90 kilometres north of Kia Motors' Zilina Plant in
Slovakia
RUSSIA
In Russia, the production of the Hyundai Accent, Sonata, Elantra and Santa Fe models has
been taking place at the Tag AZ plant, located in Taganrog, since 2001, in the form of
complete knock-down kits assembly. Since 2006, the factory has also been assembling the
Hyundai Porter, County, Aero Town and the HD 500 commercial vehicles. la June 2008,
Hyundai started the construction of a new manufacturing plant in Saint Petersburg with a
planned yearly capacity of 100,000 cars, that will eventually be increased to 200,000 units. It
started mass production in January 2011, with two models: the Hyundai Solari’s and the Kia
Rio.

Africa
Southern Africa
In Botswana, the assembly of Hyundai Accent, Sonata, and Elantra models was undertaken
by the Motor Company of Botswana at their Gaborone plant, since February 1993, in the
form of complete knock-down kits. Almost all of the finished vehicles were exported across
Botswana's border to South Africa, where the vast majority of dealerships are situated.
Egypt
Hyundai cars are also manufactured in Egypt, the local manufacturer is the Ghabbour Group,
which is located in Cairo. They have a big model range and offers sports models of some car
models which are only offered on the Egypt market. Formerly, the company had assembled
vehicles such as the Verna.
Libya
Hyundai is placed at no. I for car sales in Libya in 2012.
Oceania
Australia
Hyundai sales increases Sharply ranking No, 4 position in Australia in 2012. No. 2 sales
maker without local plant.
New Zealand
A growing market for Hyundai's cars, sales in New Zealand were up 27% in late 2011,
compared
to 2010 sales.
Electric and hybrid vehicles

Hyundai Motor Company began developing flexible-fuel vehicles (FFVs) in 1988. The test
vehicle was 1991 MY Scoupe FFV. Since March, 1992, in Seoul, Korea, through at least
November 1993, field trialsof several FFVs had been performed over more than 30,000
miles.
The Hyundai Sonata Hybrid uses a lightweight lithium polymer battery.

The first pure electric car developed by Hyundai was the Sonata Electric Vehicle in
1991.The car started as a Sonata sedan-based model. Hyundai later produced electric vehicles
utilizing the Excel, Grace, Accent, Atos and Kia Sportage platforms.
Hyundai planned to have six electric vehicles available for testing by the end of 1992. The
company was using batteries from Ovonic Battery Company Inc. in Troy, MI. The Excel and
the Sonata were the two different models on which the electric vehicles were based. The
vehicles were scheduled to likely be tested in the United States and in Korea.
The new hybrid-electric FGV-1 was unveiled at the Seoul Motor Show in 1995. The car
featured full time electric drive technology. The 1995 Hyundai FGV-1 was the result of
Hyundai’s first experiments with hybrid propulsion systems in 1994.
Hyundai produced its second-generation hybrid-electric vehicle in 1999. The company is

doing to parallel' type design, which utilizes either the ICE or the electric motor. The FGV-2
was the second vehicle which were unveiled in 1999 and 2000, respectively.
The new hybrid electric Sonata made its debut at the Los Angeles International Auto Show in
November 2008. The car featured lithium polymer battery technology. The 2011 Hyundai
Sonata Hybrid sales in the U.S, began near the end of February 2011.
The Hyundai Bluen electric car (Hyundai 110 EV).
Hyundai began producing hybrid electric vehicles in 2009. The company is using Hybrid
Blue Drive, which includes lithium polymer batteries, as opposed to lithium-ion. The Avante
was the first vehicle to be produced. Other are the Santa Fe Hybrid, the Elantra, Sonata
Hybrid and the Hyundai i20, which will replace the Hyundai Getz.
Hyundai Elantra LPI Hybrid (or Avante in the local market) was launched in the South
Korean domestic market in July 2009. The Elantra LPI (Liquefied Petroleum Injected) is the
world's first hybrid electric vehicle to be powered by an internal combustion engine built to
run on liquefied petroleum gas (LPG) as a fuel. The Elantra PLI is a mild hybrid and the first
hybrid to adopt advanced lithium polymer (Li-Poly) batteries.
The Hyundai Blue Will plug-in hybrid has made its U.S. debut at the North American
International Auto Show in Detroit 2010.

At the 2010 Geneva Motor Show, Hyundai unveiled the I-flow, a concept car using a variant
of the BLUE-WILL hybrid system. The I-flow Concept uses a 1.7-liter twin-turbo diesel
engine along with electric batteries to achieve fuel economy of 3 litres per 100 kilometres (94
mpg imp; 78 mpg-us). Hyundai says a production car based on the in-flow's design will be in
production by 2011.The Hyundai Blue on is a subcompact five-door hatchback electric car
produced by Hyundai Motor Company. The prototype, an electric version of i10, was first
unveiled at the Frankfurt Motor Show in 2009. The pre-production testing model was
unveiled in Seoul in September 2010, when the first of 30 units were delivered to South
Korean government agencies for field testing. The carmaker planned to build 2,500 units by
the end of 2012. The Blue On is equipped with a LG 16.4 kWh lithium polymer (Li-Poly)
battery pack and charges in 6 hours with a 220 V power outlet and in 25 minutes to 80% with
three-phase electric power (in a 380 outlet). The maximum speed is 130 km/h (81 mph) and
0-100 km/h is achieved in13.1 seconds. According to Hyundai Motor Company, the total
investment to
develop the Blue On, its first production electric car, was around 40 billion won (US$34.3
million).
As of March 2014, cumulative global sales totalled 200 thousand hybrids, including both
Hyundai Motors and Kia Motors hybrid models.
Hyundai i20 WRC
Hyundai 120 WRC

The Hyundai i20 WRC is a World Rally Car built by Hyundai for use in the 2014 World
Rally Championship. It is based on the Hyundai 20 subcompact car, and was unveiled at
the 2012 Paris Motor Show. The launch of the i20 marks Hyundai's return to the World
Rally Championship after a ten-year absence. The car is scheduled to make its first
competitive appearance at the 2014 Rallye Monte Carlo, but may compete during the 2013
season to aid development.
The car will be operated by Hyundai's performance division, Hyundai Motorsport from a
base in Frankfurt, Germany.
Model lineup

Current
Sedans, hatchbacks and sports cars
• Accent/Verna
• Aslan
• Elantra/Avante/Lantra
• Eon
• i×20
• Grandeur/Azera/XG (Originally a joint project of Hyundai and Mitsubishi)
• i10/Grand ilO
• i20
• i30
• Hyundai 140
• Mistra (Joint project of BAG and Hyundai)
• Hyundai Sonata
• Veloster
• Xcent
Former
• Atos/Atoz/Santro
• Coupe/Tiburon/Tuscani
• Dynasty
• Excel
• Equus/Centennial (Originally a joint project of Hyundai and Mitsubishi)
• Scoupe
• Genesis
• Genesis Coupe
• Getz/Click/Getz Prime/TB
• 130/130cw//i30 Tourer/Elantra Touring

• Lavita/Matrix
• Marcia
• Pony
• Santamo (Rebadged Mitsubishi Chariot; originally produced by Hyundai
Precision Industry)
• Stellar
HYUNDAI EON
HYUNDAI ACCENT
HYUNDAI i20

HYUNDAI i40
HYUNDAI ELANTRA
HYUNDAI SONATA

HYUNDAI GRANDEUR
HYUNDAI VELOSTER TURBO
HYUNDAI GENESIS COUPE

HYUNDAI GENESIS
HYUNDAI EQUUS
SUVs and vans

Current
• H-1/iMax/iLoad/H300/i800/Satellite/Starex/Grand Starex
• Porter 2
• Santa Fe
• Santa Fe Sport/Santa Fe LWB
• Tucson
Former
• Entourage (Similar to the Kia Sedona)

• Galloper (Rebadged Mitsubishi Pajero; originally produced by Hyundai Precision Industry)

• Grace (1st generation was a rebadged Mitsubishi Delica)
• HD1000 (Minibus/Porter)
• H-1/Satellite/H200/Libero
• ix35
• Trajet
• Terracan
• Veracruz/ix55
HYUNDAI TUSCON

HYUNDAI SANTA Fe LWB
HYUNDAI STAREX
Commercial vehicles
• HM 1620 urban bus
• HM 1630 suburban bus

• Hyundai 4.5 to 3-ton truck (Rebadged Mitsubishi Fuso Fighter)

• Hyundai 8 10 25-ton truck (Rebadged Mitsubishi Fuso Super Great)
• Aero (Rebadged Mitsubishi Fuso Aero Bus)
• Aero City
• Aero Town (e-Aero Town)
• Bison & 3ton Truck
• Chorus
• County (e-County)
• Hyundai DQ-7
• e-Mighty
• Hyundai FB
• H350/Solati
• HD160
• HD170
• Mega Truck
• New Power Truck
• Nova (made by Ghabbour Group in Egypt)
• Mighty (Rebadged Mitsubishi Fuso Canter)
• Mighty II
• Hyundai RB
• Super Truck Medium
• Super Truck
• Trago
• Universe
• 0303 Benz Bus
• Xcient
Concept car
• MY Scoupe Flexible Fuel Vehicle
• Sonata Electric Vehicle

• Excel Electric Vehicle

• Clix
• FGV-1
• FGV-2
• HCD-1
• HCD-II
• HCD-III
• HCD-6
• HCD-7
• HCD-8
• HCD-9 Talus
• LZ450
• i-oniq
• TB Concept Car
• Vision G
Marketing
Live Brilliant
The Live Brilliant global brand campaign started in 2012. That campaign will be an extension
of the "Modern Premium" way of thinking that Hyundai adopted as part of their new brand
direction. The goal was to seek to deliver the company's aspiration to make each and every
moment a customer spends with Hyundai a moment of happiness, filled with brilliant
memories.
Corporate social responsibility

In 2008, Hyundai Motors established a committee to oversee its Corporate Social
Responsibility programme. Among the programme's initiatives have been the "Happy Move
Global Youth Volunteers Program".
The Hyundai Motors' India Foundation (HMIF) has invested more than 20 million rupees in
various corporate social responsibility programmes in India. In 2011, it started the "Go
Green" village adoption project in Tamil Nadu. Its aim was to promote environmentally
Friendly products, increase the forest cover in Tamil Nadu, and improve living and hygiene
conditions in the region's villages. A number of schools have been adopted for improvement
with the HAMIF donating around 450 benches to government schools and drilling 10 bore
wells.

Sports sponsorship
UEFA Euro 2012

• Jeonbuk Hyundai Motors FC
• FIFA
• International Cricket Council
• UEFA
• FIFA World Cup (since 2002)
• Cricket World Cup
• UEFA European Championship (since 2000)
• Korea Football Association
• A-League
• Inside the NBA
• National Football League
• Sun Bowl
• Hyundai Tournament of Champions
• Olympique Lyonnais
• PFC CSKA Moscow
• Millionaires Fútbol Club
• Club Universitario de Deportes
• Tampines Rovers FC
• Al-Fateh SC
• Moroka Swallows F
• Mandurah City FC

• Park United FC
Carlton Football Club
• Brisbane Lions
• Brisbane Broncos
• AS Cannes Volley-Ball
• Hyundai Hockey Helpers
• Rhys Millen
Popemobile
1. um 2015, the company: Santa Fe became the official Popemobile for Pope Francis of the
Catholic Church, who also used the vehicle for a visit to South Korea in August 2014, which
received international attention, along with the usage of the Kia Soul. The topless Sante Fe
replaces the prior bulletproof Mercedes-Benz.
Other sponsorships
• Academy Awards
• CNN Worldwide
• Hyundai Auto Club Philippines
Controversies
Inflated fuel economy numbers
After an investigation in 2012, the EPA found that 35% of all 2011-2013 Hyundai and Kia
vehicles had inflated fuel economy numbers; by as much as six miles per gallon. Currently,
Hyundai and Kia have started a reimbursement programme for the owners of the2011-2013
affected vehicles. Wrongly advertised engine and horsepower Several consumers complained
that the engine delivered with the Hyundai Veloster in Brazil was inferior to the one
advertised. Independent tests confirmed that it was not the same engine, and it
delivered only 121 CV (119 HP) instead of the advertised 140 CV (138 HP), with the car
earning derogatory nicknames like Slowster in the Brazilian market.
Marketing controversy
I April 2013, Hyundai Motors UK released a commercial depicting a man attempting to
commit suicide via carbon monoxide poisoning in an ix35, only to fail to do so because of the
vehicles non-toxic emissions. The advert, produced by Hyundais in-house agency to can
Worldwide, received widespread criticism for promoting suicide Blogger Holy Brock well
posted an open letter to Inn Ocean and Hyundai, reminding them that her father omitted
suicide in a similar manner. Hyundai has since taken down the video and issued a formal
apology.

INDUSTRIAL PROFILE
History of automobile industry- world scenario the word "car" is believed to originate from
the Latin word Carrus or Carrum ("wheeled vehicle"), or the Middle English word carre
(meaning cart, from Old North French). The first working steam-powered vehicle was
designed—and most likely built—by Ferdinand Verbiest, a Flemish member of a Jesuit
mission in China around 1672. It was a 65-cm-long scale-model toy for the Chinese Emperor
that was unable to carry a driver or a passenger.
Nicolas-Joseph Cugnot (26 February 1725 – 2 October 1804) was a French

inventor. He is known to have built the first working self-propelled mechanical vehicle,
the world's first automobile.
The year 1886 is regarded as the birth year of the modern car. In that year, German inventor
Karl Benz built the Benz Patent-Motorwagen at the cost of 1000$ which is equivalent to
26000$ of 2015.

Bertha Benz, married to Karl, chose to publicize the Patent-Motorwagen in a unique manner:
She took the Patent-Motorwagen No.3, supposedly without her husband's knowledge, and
drove it on the first long-distance automobile road trip to demonstrate its feasibility. that trip
occurred in early August 1888, as the entrepreneurial lady took her sons Eugen and Richard,
fifteen and fourteen years old, respectively, on a ride from Mannheim through Heidelberg,
and Wiesloch (where she took on ligroinas a fuel at the city pharmacy, making it the first
filling station in history), to her maternal hometown of Pforzheim as well as being the driver,
Benz acted as mechanic on the drive, cleaning the carburettor with her hat pin and using a
garter to insulate a wire. She refuelled at the local pharmacy in Wiesloch. As the brakes wore
down, Benz asked a local shoemaker to nail leather on the brake blocks, thereby inventing
brake linings. After sending a telegram to her husband of her arrival in Pforzheim, she spent
the night at her mother's house and returned home three days later. The trip covered 194 km
(121 mi) in total.
In Germany, a parade of antique automobiles celebrates this historic trip of Bertha Benz
every two years. In 2008, the Bertha Benz Memorial Route was officially approved as a route
of industrial heritage of mankind, because it follows Bertha Benz's tracks of the world's first
long-distance journey by automobile in 1888.
Official signpost of Bertha Benz Memorial Route

Now everybody can follow the 194 km (121 mi) of signposted route from Mannheim via
Heidelberg to Pforzheim (Black Forest) and back in just few hours.

The large-scale, production-line manufacturing of affordable cars was debuted by Ransom

Olds in 1901 at his Oldsmobile factory located in Lansing, Michigan and based upon
stationary assembly line techniques pioneered by Marc Isambard Brunel at the Portsmouth
Block Mills, England, in 1802. The assembly line style of mass production and
interchangeable parts had been pioneered in the U.S. by Thomas Blanchard in 1821, at the
Springfield Armory in Springfield, Massachusetts.[33] This concept was greatly expanded
by Henry Ford, beginning in 1913 with the world's first moving assembly line for cars at the
Highland Park Ford Plant.
Oldsmobile was a brand of American automobiles produced for most of its existence by
General Motors. Olds Motor Vehicle Co. was founded by Ransom E. Olds in 1897. In its
107- year history, it produced 35.2 million cars, including at least 14 million built at its
Lansing, Michigan factory.

One of the first cars that was accessible to the masses was the 1908 Model T, an American
car manufactured by the Ford Motor Company. Cars were rapidly adopted in the United
States of America, where they replaced
animal-drawn carriages and carts, but took much longer to be accepted in Western Europe
and other parts of the world. The large-scale, production-line manufacturing of affordable
cars was debuted by Ransom Olds in 1901 at his Oldsmobile factory located in Lansing,
Michigan and based upon stationary assembly line techniques pioneered by Marc Isambard
Brunel at the Portsmouth Block Mills, England, in 1802. The assembly line style of mass
production and interchangeable parts had been pioneered in the U.S. by Thomas Blanchard in
1821, at the Springfield Armory in Springfield, Massachusetts.[33] This concept was greatly
expanded by Henry Ford, beginning in 1913 with the world's first moving assembly line for
cars at the Highland Park Ford Plant.
Automobile Industry in India

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.[4] 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.

A pre-Independence car showroom in Secunderabad
Passenger Cars
• Hindustan Motors, Calcutta - technical collaboration with Morris Motors to manufacture
Morris Oxford models that would later become HM Ambassador.
• The 1949 Hindustan 10 built by Hindustan Motors under license from Morris Motors, UK

•-The Hindustan Ambassador dominated India's automotive market from the 1960s until
the mid-80s and was manufactured till 2014.
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

•Mahindra & Mahindra, Bombay - technical collaboration with Willys to manufacture
CJ Series Jeep.
•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

•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.
•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 till 80's.
Scooters, Mopeds and Motorcycles

•Many of the two-wheeler’s manufacturers were granted licenses in early 60's 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
bestselling 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 bestselling Moby Lette 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.
1970 to 1983
However, growth was relatively slow in the 1950s and 1960s, due to nationalization and the
license raj, hampered 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 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. Till early 70's Mahindra Jeeps were on Petrol and
Premier commercial vehicles had Petrol model options. The Défense sector too had most
trucks on Petrol engines.
1984 to 1992

First generation Maruti 800 launched in 1984

End of 70's and beginning of 80's saw no new models but the country continued with 2-
decade old designs forcing government to encourage and let more manufacturers into fray. 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 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
Tata Indica, launched in 1997

Mahindra Scorpio was launched in 2001

Maruti_Suzuki_Swift_Dzire and its hatchback version is the largest selling cars in

recent years in India
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 liberalize 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 Greely 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 tune with international standards to reduce vehicular pollution, the central
government unveiled standards titled "India 2000", with later, upgraded guidelines to be

known as Bharat stages. These standards are quite similar to the stringent European
standards, and have been implemented in a phased manner, with the latest upgrade being
implemented in 13 cities and, later, in the rest of the nation. Delhi (NCR), Mumbai, Kolkata,
Chennai, Bangalore, Hyderabad, Ahmedabad, Pune, Surat, Kanpur, Lucknow, Solapur, and
Agra are the 13 cities where Bharat Stage IV has been imposed while the rest of the nation
is still under Bharat Stage III.
Local manufacture encouraged

India levies an import tax of 125% on electric 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 units.
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 India operations of 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 have an SUV and engine assembly plant at Nashik.
General Motors, Tata Motors, Mercedes Benz, Land Rover, Jaguar Cars, Fiat, and Force
Motors have 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 manufacturer, Maruti Suzuki, is based.
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, and
Peugeot-Citroen plants are also planned for Gujarat.
Kolkata with Hindustan Motors (inactive), Noida with Honda, and Bengaluru with Toyota are
other automotive manufacturing regions around the country. Current Trends in Indian
Automobile sector
Electric vehicle and Hybrid vehicle (EV) industry

During April 2012, the Indian government planned to unveil the road map for the
development of domestic electric and hybrid vehicles (EV) in the country. A discussion
between the various
stakeholders, including Government, industry, and academia, was expected to take place
during 23–24 February. The final contours of the policy would have been formed after this
set of discussions. Ministries such as Petroleum, Finance, Road Transport, and Power are
involved in developing a broad framework for the sector. Along with these ministries, auto
industry executives, such as Anand Mahindra (Vice
Chairman and Managing Director, Mahindra & Mahindra) and Vikram Kirloskar (Vice-
Chairman, Toyota Kirloskar), were involved in this task.[197] The Government has also

proposed to set up a Rs 740 crore research and development fund for the sector in the 12th
five-year plan during 2012-17. The idea is to reduce the high cost of key imported.
components such as the battery and electric motor, and to develop such capabilities locally.
Electric car manufacturers in India

•Ajanta Group.
•Hero Electric.
•Mahindra.
•REVA now Mahindra Reva Electric Vehicles.
•Tara International.
•Tata Motors.
Current market updates

The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per
cent of the country's Gross Domestic Product (GDP).
As of FY 2014-15, around 31 per cent of small cars sold globally are manufactured in India.
The Two Wheelers segment with 81 per cent market share is the leader of the Indian
Automobile market 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. The overall Passenger Vehicle (PV) segment has 13 per cent market share.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. In April-January 2016, exports of Commercial Vehicles registered a growth of 18.36
per cent over April-January 2015. 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 (2W) and Four-Wheeler (4W) market in the world
by 2020.
Main features
•Largest Tractor manufacturer
•2nd largest two-wheeler manufacturer
•2nd largest bus manufacturer
•5th largest heavy truck manufacturer
•6th largest car manufacturer
•8th largest commercial vehicle manufacture
Source: ACMA

Market Size
Sales of passenger vehicles increased by 11.04 per cent to 242,060 units in April 2016 driven
by demand for utility vehicles. While sales of passenger cars went up by 1.87 per cent to
162,566 units in April 2016, those of utility vehicles grew by 43 per cent to 62,170 units.
Sales of commercial vehicles maintained its momentum on back of replacement demand and
grew by 17.36 per cent to 53,835 units.
The two-wheeler industry also performed well. While sales of scooters increased by 35.86
per cent to 468,368 units, the demand for motorcycles shot up by a strong 16.24 per cent to
1,024,926 units.
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$ 14.32 billion during the period April
2000 to December 2015, according to data released by Department of Industrial Policy and
Promotion (DIPP).
Some of the major investments and developments in the automobile sector in India are as
follows:
•MV Agusta, the Italy-based premium motorcycle manufacturer, has entered India through an
exclusive partnership with Pune-based Kinetic group with the launch of three luxury bikes,
which will be sold through the ‘Moto royale’ chain in Pune.
•Sweden-based electric vehicle maker Clean Motion plans to invest US$ 10 million in
India over the next three years in order to expand operations including setting up of an
assembly unit for its Zee three-wheelers in the country.
•Isuzu Motors, the Japan-based utility vehicle manufacturer, has inaugurated its
Greenfield manufacturing unit in Sri City, Andhra Pradesh, at a cost of Rs 3,000 crore
(US$ 450.94
million).
•Japanese two-wheeler manufacturer Honda Motorcycle and Scooter India (HMSI) has
opened its fourth and world’s largest scooter plant in Gujarat, set up to initially produce
600,000 scooters per annum to be scaled up to 1.2 million scooters per annum by mid-
2016.
•American car maker Ford has unveiled its iconic Ford Mustang in India and will make its
debut in second quarter of FY2016 within the price band of Rs 45 lakh (US$ 66,146) and
Rs 50 lakh (US$ 73,496) in the Indian market.
•Nissan Motor Co. Ltd is in discussion with Government of India to bring electric and
hybrid technologies to India as the government plans to reduce air pollution caused by
vehicles.
•Global auto major Ford plans to manufacture in India two families of engines by 2017, a
2.2 litre diesel engine codenamed Panther, and a

1.2 litre petrol engine codenamed Dragon, which are expected to power 270,000 Ford
vehicles globally.
•The world’s largest air bag suppliers AutolivInc, Takata Corp, TRW Automotive Inc
and Toyoda Gousei Co are setting up plants and increasing capacity in India.
•General Motors plans to invest US$ 1 billion in India by 2020, mainly to increase the
capacity at the Talegaon plant in Maharashtra from 130,000 units a year to 220,000 by
2025.
•US-based car maker Chrysler has planned to invest Rs 3,500 crore (US$ 513.5 million)
in Maharashtra, to manufacture Jeep Grand Cherokee model.
•Mercedes Benz has decided to manufacture the GLA entry SUV in India. The company has
doubled its India assembly capacity to 20,000 units per annum.
•Germany-based luxury car maker BayerischeMotorenWerke AG’s (BMW) local unit
has announced to procure components from seven India-based auto parts makers.
•Mahindra Two Wheelers Limited (MTWL) acquired 51 per cent shares in France-
based Peugeot Motorcycles (PMTC).
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 major initiatives taken by the Government of India are:
•Mr. Nitin Gadkari, Minister of Road Transport, Highways & Shipping has announced
plans to set up a separate independent Department for Transport, comprising of experts
from the automobile sector to resolve issues such as those related to fuel technology, motor
body specifications and fuel emissions, apart from exports.
•Government of India aims to make automobiles manufacturing the main driver of ‘Make in
India’ initiative, as it expects passenger vehicles market to triple to 9.4 million units by
2026, as highlighted in the Auto Mission Plan (AMP) 2016-26.
•In the Union budget of 2015-16, the Government has announced to provide credit of
Rs 850,000 crore (US$ 124.71 billion) to farmers, which is expected to boost the
tractors segment sales.
•The Government plans to promote eco-friendly cars in the country i.e. CNG based vehicle,
hybrid vehicle, and electric vehicle and also made mandatory of 5 per cent ethanol
blending in petrol.
•The government has formulated a Scheme for Faster Adoption and Manufacturing
of Electric
and Hybrid Vehicles in India, under the National Electric Mobility
•Mission 2020 to encourage the progressive induction of reliable, affordable and
efficient electric and hybrid vehicles in the country.

•The Automobile Mission Plan (AMP) for the period 2006–2016, designed by
the government is aimed at accelerating and sustaining
growth in this sector. Also, the well-established Regulatory Framework under the Ministry of
Shipping, Road Transport and Highways, plays a part in providing a boost to this sector.
Road Ahead
India’s automotive industry is one of the most competitive in the world. It does not cover 100
per cent of technology or components required to make a car but it is giving a good 97 per
cent, as highlighted by Mr Vicent Cobee, Corporate Vice-President, Nissan Motor’s Datsun.
Leading auto maker Maruti Suzuki expects Indian passenger car market to reach four million
units by 2020, up from 1.97 million units in 2014-15.
The Indian automotive sector has the potential to generate up to US$ 300 billion in annual
revenue by 2026, create 65 million additional jobs and contribute over 12 per cent to India’s
Gross Domestic Product.

ANALYSIS AND INTERPRETATION
Analysed Survey report

1. Educational Qualification?
[A] Graduate [B] Undergraduate [C] postgraduate
Table no. 4.1

Table showing qualification of the respondents
DATA ANALYSIS
Qualification NO of respondent Percent

Graduate 11 55%
Undergraduate 8 40%
Postgraduate 1 5%
Total 20 100%
INTERPRETATION: The above table says that, 55% of employees

are graduate 40% of employees are undergraduate and 5% of employees
are postgraduate.

Graph no.4.1
Graph showing qualification of the respondents.
EDUCATIONAL QUALIFICATIONS
5%
Graduate Undergraduate
Postgraduate
40%
55%

2. Age group
[A] 18-25 [B] 26-40 [C] 40-60
Table no. 4.2

Table showing age of the respondents
Particulars No of respondent Percent

18-25 3 15%
26-40 15 75%
40-60 2 10%
Total 20 100%
INTERPRETATION: The above table says that,15% of employees have

responded to 18-25 years and 75% of employees have responded to 26-40 years
and 10% of employees have responded to 40-60 years.

Graph no.4.2
Graph showing age of the respondents.
Series1Series2
15 75 10
3 15 2
18 - 25
A2 G6 - 4E0 GROUP 40 - 60

3. Gender?
[A] MALE [FEMALE]
Table no. 4.3

Table showing gender of the respondents
DATA ANALYSIS
Gender No of respondent Percent

Male 16 80%
Female 4 20%
Total 20 100%
INTERPRETATION: The above table says that, 80% of employees Are males
and 20% of employees are females.

Graph no.4.3
Graph showing gender of the respondents.
GENDER
18
16
16
14
12
10
4 4
2
80% 20%
0
1 2
malefemale

4. Since how long you have been working with this organization?
[A] Less than 1 year [B] 1 to 5 years [C] 5 to 10 years [D] Above 10 years
Table no. 4.4

Table showing working time period of the respondents
Particulars NO of respondent Percent

Less than 1 year 0 0
1 to 5 years 14 70%
5 to 10 years 6 30%
Above 10 years 0 0
Total 20 100%
INTERPERTATION: The above table says that, 70% of employees are 1-5
years of work experiences and 30% of employees are 5-10 years of work
experience.

Graph no.4.4
Graph showing working time period of the respondents.
16
14
working time period
70%
12
10
14
6 30%
4
6
2
0
0 0
less than 1 year 1 to 5 years 5 to 10 years above 10 years
Series1Series2

5. How do you rate the training/learning opportunities given by the organization?

[A] Excellent [B] Good [C] Average [D] Poor
Table no. 4.5

Table showing training/learning of the respondents

Excellent 4 20%
Good 15 75%
Average 1 5%
Poor 0 0
Total 20 100%
INTERPRETATION: The above table says that, 20% of employees have

responded to excellent and 75% of employees have responded to good and 5%
of employee’s have respondent to poor.

Graph no.4.5
Graph showing training/learning of the respondents.
TRAINING AND LEARNING
75%
15
20%
4
5%
1 00%
EXCELLENT GOOD AVERAGE POOR
Series1Series2

6.How satisfied with your overall job at shah Hyundai?

[A] Dissatisfied [B] Satisfied [C] Extremely satisfied [D] Neutral
Table no. 4.6

Table showing overall job satisfaction of the respondents
DATA ANALYSIS

Dissatisfied 0 0
Satisfied 15 75%
Extremely satisfied 0 0
Neutral 5 25%
Total 20 100%
INTERPRETATION: The above Table says that, 75% of employees are

satisfied and 25% of employees are neutral.

Graph no.4.6
Graph showing overall job satisfaction of the respondents.
OVERALL JOB SATISFACTION

Series1Series2
16
14
12
10
Dissatisfied Satisfied Extremely satisfied Neutral

7. How well do your current job responsibilities match your skills and interests?
[A] Not at all well [B] Not very well [C] Neutral [D] Very well
Table no. 4.7

Table showing job responsibility of the respondents
DATA ANALYSIS
Not at all well 0 0
Not very well 0 0
Neutral 16 80%
Very well 4 20%
Total 20 100%

respondent neutral and 20% of employees have respondent very well.

Graph no.4.7
Graph showing job responsibility of the respondents
JOB RESPONSIBILITY
Series1Series2
18
16
14
12
10
2
Not at all well Not very well Neutral Very well
0

8. Do you feel your work is valuable and contributes to the company’s success?
[A] Yes [B] No
Table no. 4.8

Table showing work is valuable of the respondents
DATA ANALYSIS

Yes 17 85%
No 3 15%
Total 20 100%
INTERPRETATION: The above table says that, 85% of employees are

yes and 15 % of employees are no.

Graph no.4.8
Graph showing work is valuable of the respondents
yesno
1
1
1 2

9. How effective is you manager is providing support and guidance?

[A] Not very effective [B [ Effective [C] Very much effective
Table no. 4.9

Table showing manager is providing support and guidance of
the Respondents
DATA ANALYSIS

Not very effective 0 0
Effective 18 90%
Very much effective 2 10%
Total 20 100%

responded effective and 10% of employees have responded very much effective.

Graph no. 4.9

Graph showing manager is providing support and guidance of the
respondents
PROVIDING SUPPORT AND GUIDENCE

not very effectiveeffectivevery much effective
0%
10%
90%

10. How often do you receive constructive feedback from your manager and colleagues?
[A] Not very frequently [B] Frequently [C] Very frequently
Table no. 4.10

Table showing feedback of the respondents
DATA ANALYSIS

Not very frequently 2 10%
Frequently 16 80%
Very frequently 2 10%
Total 20 100%
INTERPRETATION: The above table says that, 10% of employees are not
very frequently and 80% of employees are frequently and 10%of employees are
very frequently.

Graph no. 4.10

Graph showing feedback of the respondents
FEEDBACK
Series1Series2
1
2
2
8
1
1
NOT VERY FREQUENTLY FREQUENTLY VERY FREQUENTLY

11. How well does your current workload and work wife balance meet your need?
[A] Not well balanced [B] Well balanced [C] Very well balanced
Table no. 4.11

Table showing work life balance of the respondents
DATA ANALYSIS

Not well balanced 0 0
Well balanced 14 70%
Very well balanced 6 30%

Total 20 100%
INTERPRETATION: The above table shows that, 70% of employee are well
balanced and 30% of employee are very well balanced.

Graph no. 4.11

Graph showing work life balance of the respondents
work life balance
0%
30%
not well balanced well balanced
very well balanced
70%

12. Do you feel your compensation package is fair and competitive to similar roles in
the market?
[A] Yes [B] No
Table no. 4.12

Table showing compensation package of the respondents
DATA ANALYSIS

Yes 15 75%
No 5 25%
Total 20 100%
INTERPRETATION: The above table shows that, 75% of employee are yes
and 25% of employees are no.

Graph no. 4.12

Graph showing compensation package of the respondents
COMPENSATION PACKAGE
yesno
1
1 2

13. Are there any additional benefits you could find valuable that are not
currently offered?
[A] Yes [B [ No
Table no. 4.13
Table showing additional benefits of the respondents
DATA ANALYSIS

Yes 12 60%
No 8 40%
Total 20 100%
INTERPRETATION: The above table says that, 60% of employees are yes

Graph no. 4.13

Graph showing additional benefits of the respondents
12
60% 40%
1 2
yesno

14. Dose the company offer opportunities for professional development and training?
[A] Yes [B] No
Table no. 4.14
Table showing opportunity for professional development of the
respondents
DATA ANALYSIS

Yes 13 65%
No 7 35%
Total 20 100%

responded yes and 35% of employees are responded no.

Graph no. 4.14

Graph showing opportunity for professional development of the
Respondents
YesNo
1
1 2

15. Are you satisfied with the training program offered by the company?
[A] Yes [B] No
Table no. 4.15

Table showing training program of the respondents
DATA ANALYSIS

Yes 18 90%
No 2 10%
Total 20 100%
INTERPRETATION: The above table shows that, 90% of employee

responded yes and 10% of employee responded no.

Graph no. 4.15

Graph showing training program of the Respondents
TRINING PROGRAM
YESNO
1
1 2

16. How well you feel your collages treat each other and work together as team?
[A] Good [B] Bad [C] Excellent [D] Poor
Table no. 4.16

Table showing work together as team of the respondents
DATA ANALYSIS
Particulars No of respondent percent

Good 12 60%
Bad 1 5%
Excellent 7 35%
Poor 0 0
Total 20 100%
INTERPRETATION: The above table shows that, 60% of employees are good
and 5% of employees are bad and 35% of employees are excellent.

Graph no. 4.16

Graph showing work together as team of the Respondents
WORK TOGETHER AS TEAM
GoodBadExcellentPoor

17. How well do you think the current resource allocation strategies contribute
to employee Retention and overall organizational stability?
[A] Significantly Contributes [B] Moderately Contributes [C] Minimally Contributes
[D] Does Not Contributes
Table no. 4.17

Table showing current resource allocation of the respondents
DATA ANALYSIS

Significantly Contributes 6 30%
Moderately Contributes 7 35%
Minimally Contributes 7 35%

0 0
Does Not Contributes
Total 20 100%
INTERPRETATION: The above table shows that, 30% of employees are

significantly contributes and 35% of employees are moderately contributes and
35% of employees are minimally contributes.

Graph no. 4.17

Graph showing current resource allocation of the Respondents
Series1Series2
7
6
3
3
0
SIGNIFICANTLY MODERATELY MINIMALLY DOES NOT CONTRIBUTES
CONTRIBUTES CONTRIBUTES CONTRIBUTES

18. How open and transparent is the company’s communication from leadership?
[A] Not very transparent [B] Transparent [C] Very transparent [D] Neutral
Table no. 4.18

Table showing company’s communication of the respondents
DATA ANALYSIS

Not very transparent 0 0
Transparent 9 45%
Very transparent 1 5%
10 50%
Neutral
Total 20 100%

transparent and 5% of employees are very transparent and 50% of employees
are neutral.

Graph no. 4.18

Graph showing company’s communication of the Respondents
CPMPANY'S COMMUNICATION
Series1Series2
1
9
5
4
5
0
NOT VERY TRANSPARENT VERY TRANSPARENT NEUTRAL

TRANSPARENT
GURUKUL DEGREE COLLEGE, 100 | P a g

19. Do you think that employee retention helps in the development of organization?
[A] Yes [B] No
Table no. 4.19
Table showing development of organization of the respondents
DATA ANALYSIS

Yes 19 95%
No 1 5%
Total 20 100%
INTERPREATATION: The above table shows that 95% of employees are yes

Graph no. 4.19

Graph showing development of organization of the Respondents
YESNO
5%
95%

20. How effective do you think the current employee development program are
in retaining employees and ensuring organizational stability?
[A] Highly Effective [B] Effective [C] Ineffective [D] Highly Ineffective
Table no. 4.20
Table showing employee development of the respondents
DATA ANALYSIS

Highly Effective 3 15%
Effective 15 75%
Ineffective 2 10%
0 0
Highly Ineffective
Total 20 100%
INTERPRETATION: The above table shows that, 15 % of employees are

highly effective and 75% of employees are effective and 10% of employees are
ineffective.

Graph no. 4.20

Graph showing employee development of the Respondents
EMPLOYEE DEVELOPMENT
Series1Series2
1
3
2
7
1
0
HIGHLY EFFECTIVE EFFECTIVE INEFFECTIVE HIGHLY INEFFECTIVE

21. Does your management come forward to support when you are facing with
criticalsituation?
[A] Strongly disagree [B] Disagree [C] Neutral [D] Agree [E] Strongly agree
Table no. 4.21

Table showing facing with critical situation of the respondents
DATA ANALYSIS

Strongly disagree 0 0
Disagree 1 5%
Neutral 6 30%
Agree 13 65%
Strongly agree 0 0
Total 20 100%

disagree and 30% of employees are neutral and 65% of employees are agree.

Graph no. 4.21

Graph showing facing with critical situation of the Respondents
Series1Series2
1
6
1
6
3
5
0
STRONGLY DISAGREE NEUTRAL AGREE 0

STRONGLY
DISAGREE AGREE

22. Do you feel information is shared openly and communication is encouraged?

[A] Yes [B] No
Table no. 4.22
Table showing information is shared openly of the respondents
DATA ANALYSIS

Yes 18 90%
No 2 10%
Total 20 100%
INTERPREATATION: The above table shows that, 90% of employees are

yes and 10% of employees are no.

Graph no. 4.22

Graph showing information shared openly of the respondend
yesno

23. How do you describe the overall company culture?

[A] Innovative [B] Collaborative [C] Friendly [D] Etc.
Table no. 4.23

Table showing company culture of the respondents
DATA ANALYSIS

Innovative 4 20%
Collaborative 7 35%
Friendly 8 40%
Etc 1 5%
Total 20 100%
INTERPRETATION: The above table shows that, 20 % of employees are

innovative and 35% of employees are collaborative and 40% of employees are
friendly and 5% of employees are etc.

Graph no. 4.23

Graph showing company culture of the respondents
5%
20%
40%
35%
InnovativeCollaborativeFriendlyEtc

24. What is your salary?
[A] Bellow 10000 [B] 10000 – 15000 [C] 15000 – 25000 [D] 25000 – 30000
Table no. 4.24

Table showing salary of the respondents
DATA ANALYSIS

Below 10000 0 0
10000-15000 9 45%
15000-25000 11 55%
25000-30000 0 0
Total 20 100%
INTERPRETATION: The above table shows that 45 % of employees

are 10000-15000 and 55% of employees are 15000-25000.

Graph no. 4.24

Graph showing salary of the respondents
SALARY
12
10
0
Below 10000 10000-15000 15000-25000 25000-30000
Series1Series2

25. Do you have rewards and recognition for your achievement?

[A] Yes [B] No
Table no. 4.25

Table showing rewards and recognition of the respondents
DATA ANALYSIS

Yes 16 80%
No 4 20%
Total 20 100%
INTERPRETATION: The above table shows that 80% of employees are yes

Graph no. 4.25

Graph showing rewards and recognition of the respondents
REWARDS AND RECOGNITION
yesno

26. Do you feel comfortable expressing your opinions and ideas in the work place?
[A] Yes [B] No
Table no. 4.26

Table showing opinions and ideas of the respondents
DATA ANALYSIS
Particular No of respondent Percent

Yes 9 45%
No 11 55%
Total 20 100%
INTERPERTATION: The above table says that 45% of employees are yes and
55% of employees are no.

Graph no. 4.26

Graph showing opinions and ideas of the respondent
OPINIONS AND IDEAS

Series1Series2
1
9
5
4
YES NO

27. Would you like to plan your further career in the organization?
[A] Yes [B] NO
Table no. 4.27

Table showing further career of the respondents
DATA ANALYSIS
Particular No of respondent Percent

Yes 15 75%
No 5 25%
Total 20 100%
INTERPRETATION: The above tables says that, 75% of employees are yes

Graph no. 4.27

Graph showing further career of the respondent
FURTHER CAREER
yesno

28. Does your company pay more attention to incentive and perks offered to you?
[A] Yes [B] No
Table no. 4.28

Table showing company pay attention of the respondents
DATA ANALYSIS

Yes 8 40%
No 12 60%
Total 20 100%
INTERPRETATION: The above table says that, 40% are yes and 60% of
employees are no.

Graph no. 4.28

Graph showing company pay attention of the respondent
COMPANY PAY ATTENTION
yesno

FINDINGS
 55% of employee are graduate and 40% of employee are undergraduate.
 75% employee belong to an age group of 26 to 40 years, 15% were between 18 to 25

years and 10% belonged to age group of up to 40 to 60 years respectively.
 80% respondent were male and 20% were female working in the organization.
 70% of respondents has experience of 1-5 years, 30% of respondents have

experience of 5-10 years.
 The respondent of training/learning opportunity was good in organization.
 Most of the employee were satisfied with overall job at SHAH HYUNDAI.
 The major current job responsibilities match your skills and interest were neutral.
 85% employee feel their work is valuable and contributes to the company’s success.
 90% of manager is providing support and guidance.
 80% of employee were receiving constructive feedback from manager and colleague.
 70% of employee said that their current workload and work life is well balanced
to meet their needs.
 The major respondents feel their comfortable package is fair and competitive to
similar roles in the market.
 60% of employee find valuable that are not currently offered.
 Most of the respondent company offer opportunity for professional development

and training.
 Most of the respondent were satisfied with training programme.

 Most of the respondent given by employees that they feel their colleagues treat each
other and work together as team.
 90% of employee think that employee retention helps in the development of

organization.
 65% of employee respondents that they got good support while facing critical
situation.
 55% of employee salary was in between 15000-2500 .55% of employee feel

comfortable expressing their opinions and ideas in the work place.

SUGGESTIONS
 As it is the work load in servicing department is high. So it is suggestable to have

few more technicians on contract basis.
 The employees in salary group of 5000-10000 and10000-20000 need ESI and PF.
SO some financial benefits from Dealer can surely motivate and increase the morale
of employees
 Timing should be reduced by allowing women employees leave showroom an
hour before in evening
 The basic infra like roads, Street lights need to be developed in Kapnoor industrial
area road. The urge by the local members to authorities is needed.
 According to me there are so many male working in Hyundai. So, I suggest that they
should give opportunities to female to work at Hyundai and bring them into its
customer base.

CONCLUSION
 From the Study it is clear that Employees of Shah Hyundai are satisfied with the
work environment, pay and perks. Its market share is steadily increasing in
Gulbarga's Car market. Future prospects for Hyundai Company are also lucrative in
India.
 The dealership is professionally administered by Dealer Principal Anand Shah, who
is coming up with one more Hyundai Car Showroom in Bidar Shortly.
 The affluence and desire for a car in Indian families is increasing scope
for Automobile Industry in general and Hyundai Motors in particular.
 The study helped to closely observe the corporate culture, organizational

BIBLIOGRAPHY
1. www.quantum work place .com

2. www.culture monkey.io/employee – engagement survey.
3. Employee retention.com
4.wikipedia and Hyundai official website

ANNEXURE
Name:
Gender:
a) Male b) Female
Age:
a) 18-25 b) 26-40 c) 40-60
Education qualifications:
a) Graduate
b) Undergraduate
c) Postgraduate
1. Since how long you have been working with this organization?
a) Less than 1 year
b) 1 to 5 years
c) 5 to 10 years
d) Above 10 years
2. How do you rate the training/ learning opportunities given by the organization?
a) Excellent
b) Good
c) Average
d) Poor
3. How satisfied are you with your overall job at Shah Hyundai?
a) Dissatisfied
b) Satisfied
c) Extremely satisfied
d) Neutral
4. How well do your current job responsibilities match your skills and interests?
a) Not at all well
b) Not very well
c) Neutral
d) Very well
5. Do you feel your work is valuable and contributes to the company’s success?
a) Yes

b) No
6. How effective is your manager is providing support and guidance?

a) Not very effective
b) Effective
c) Very much effective
7. How often do you receive constructive feedback from your manager and colleagues?
a) Not very frequently

b) Frequently
c) Very frequently
8. How well does your current workload and work wife balance meet your need?
a) Not well balanced
b) Well balanced
c) Very well balanced
9. Do you feel your compensation package is fair and competitive to similar roles in
themarket?
a) Yes
b) No
10. Are there any additional benefits you could find valuable that are not currently offered?
a) Yes
b) No
11. Dose the company offer opportunities for professional development and training?
a) Yes
b) No
12. Are you satisfied with the training program offered by the company?
a) Yes
b) No
13. How well you feel your collages treat each other and work together as team?
a) Good
b) Bad
c) Excellent
d) Poor
14. How well do you think the current resource allocation strategies contribute
to employee Retention and overall organizational stability?

a) Significantly Contributes
b) Moderately Contributes
c) Minimally Contributes
d) Does Not Contributes
15. How open and transparent is the company’s communication from leadership?
a) Not very transparent
b) Transparent
c) Very transparent
d) Neutral
16. Do you think that employee retention helps in the development of organization?
a) Yes
b) No
17. How effective do you think the current employee development program are in
retaining employees and ensuring organizational stability?
a) Highly Effective
b) Effective
c) Ineffective
d) Highly Ineffective
18. Does your management come forward to support when you are facing with
criticalsituation?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
19. Do you feel information is shared openly and communication is encouraged?
a) Yes
b) No
20. How do you describe the overall company culture?
a) Innovative
b) Collaborative
c) Friendly
d) Etc.
21. What is your salary?

a) Bellow 10000
b) 10000 – 15000
c) 15000 – 25000
d) 25000 – 30000
22. Do you have rewards and recognition for your achievement?
a) Yes
b) No
23. Do you feel comfortable expressing your opinions and ideas in the work place?
a) Yes
b) No
24. Would you like to plan your further career in the organization
a) Yes
b) No
25. Does your company pay more attention to incentive and perks offered to you?
a) Yes
b) No
Any suggestions:

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EMPLOYEE RETENTION WITH REFERENCE TO SHAH HYUNDAI KALABURGI

Employee retention is the ability of an organization to retain employees and ensure

Human Resource Management

GURUKUL DEGREE COLLEGE, 1|Page

GURUKUL DEGREE COLLEGE, 2|Page

1.2 OBJECTIVE OF THE STDUY

 Optimize Resource Allocation.

 Elevate Workplace Satisfaction.

 Maximize Workforce Productivity.

 Promote Positive Employee Experiences.

 Foster High Employee Engagement.

 Optimize Employee Involvement in Decision Making.

 Improve Organizational Communication.

 To Improve Employee Morale.

 Cultivate a Culture of Continuous Learning.

GURUKUL DEGREE COLLEGE, 3|Page

1.3 scope of the study

GURUKUL DEGREE COLLEGE, 4|Page

GURUKUL DEGREE COLLEGE, 5|Page

1.5 RESEARCH METHODOLOGY

GURUKUL DEGREE COLLEGE, 6|Page

ACCORDING TO HOM and GRIFFETH (1995):

ACCORDING TO DRUCKER (1999):

ACCORDING TO TERENCE et al., (2001):

ACCORDING TO TRIPATHI et al. (2011):

GURUKUL DEGREE COLLEGE, 7|Page

GURUKUL DEGREE COLLEGE, 8|Page

GURUKUL DEGREE COLLEGE, 9|Page

Respect for the individual:

Relationship with the immediate manager:

Relationship with colleagues:

Recruit whole heartedly:

Promote an employee-based culture:

GURUKUL DEGREE COLLEGE, 10 | P a g e

GROWTH AND CAREER

The profile should not be too low or too high

Personal growth and dreams:

GURUKUL DEGREE COLLEGE, 11 | P a g e

Training and development:

These trainings can be given to improve many skills like:

• Customer satisfaction related skills

• Special project related skills

• In- house processes and procedures improvement related skills

• House rent allowance

• City compensatory allowance

GURUKUL DEGREE COLLEGE, 12 | P a g e

Bonuses are usually given to the employees at the year or on a festival.

It includes paid holidays, leave travel concession, etc

People want to work for an organization which provides

• Appreciation for the work done

• Ample opportunities to grow

• A friendly and co-operative environment

• A feeling that the organization is second home to the employee

Organization environment includes

GURUKUL DEGREE COLLEGE, 13 | P a g e

• Employee development and career growth

• Quality of people in the organization

Types of environments the employee needs in an organization

It includes continuous learning and improvement of the individual, certifications and

• Alternate work schedules

GURUKUL DEGREE COLLEGE, 14 | P a g e

IMPORTANCE OF EMPLOYEE RENTENTION

1 The cost of turnover: