A Study on

“EMPLOYEE SATISFACTION”
With reference to

RENAULT

VISWARUPA AUTOMOTIVES PVT. LTD

VISAKHAPATNAM [A.P]
A project report submitted in partial fulfillment for the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

Submitted by

GUNTI SIRISHA

(Reg. no. 22NM1E0030)

Under the guidance of

DR.S.RAMESH
Associative professor

DEPARTMENT OF MANAGEMENT STUDIES

VIGNAN’S INSTITUTE OF ENGINEERING FOR WOMEN (AUTONOMOUS)

(Approved by AICTE and Affiliated to JNTU-GV, Vizianagaram)

(Accredited by NACC with A+)

Kapujaggarajupeta, VSEZ (post), Visakhapatnam-530049, A.P (2022-20224)

 ACKNOWLEDGEMENT
I would like to thank all the people whose constant support helped me to bring the project into
its existence, I take this opportunity to express my gratitude to Dr.B. ARUNDHATHI
Principal of VIGNAN INSTITUTE OF ENGINEERING FOR WOMEN’S
Visakhapatnam.

I also take this opportunity to express my deepest gratitude to Dr.S. RAMESH, Associate
professor & Head of the department of Management Studies, vignan institute of
engineering for women’s Visakhapatnam for giving me permission to do my project.

I profoundly thank Dr.S.RAMESH, Associate professor, Dept. of Management , vignan

institute of engineering for women’s Visakhapatnam, for his co-operation and guidance in
materialization of my project work.

I express my sincere thanks for giving me an opportunity to carry out my project work and his
guidance and support extended throughout the period of study.

I am greatly indebted to Mr. PRAVEEN KUMAR, HR MANAGER who provided me an

opportunity to conduct a study in RENAULT MOTORS. I extend my sincere thanks to him
for guiding me so much during the period of my project and have showed me how the Auto
Mobile industry works. I also thank all the employees of the branch who have given their
support and help in the completion of this project.

Lastly and importantly I would like to thank my family and friends for their extended co-
operation and support

G.SIRISHA
 VIGNAN’s INSTITUTE OF ENGINEERING FOR WOMEN

(Approved by AICTE and Affiliated to JNTU-GV, Vizianagaram)

Accredited by NAAC-A+ Kapujaggarajupeta, VSEZ (Post), Visakhapatnam-
530049, A.P

CERTIFICATE

This is to certify that this project entitled topic “EMPLOYEE SATISFACTION ” in

VISWA RUPA AUTOMOTORS PVT(RENAULT MOTORS) is a genuine and bonafide
work done and submitted by G.SIRISHA (Reg no:22NM1E0030) a student of Bachelor of
Business Administration , Visakhapatnam for the award of the degree from Andhra University
under my guidance and supervision.

Signature of the HOD Signature of the guide

Dr.S.RAMESH Dr.S.RAMESH
 DECLARATION
I hereby declare that the project work entitled topic “EMPLOYEE JOB
SATISFACTION” submitted to Vignan Institute Of Engineering For Women’s as a part
of the MBA Curriculum, is a record of an original work done by me under the guidance of
Associative Prof Dr.S.Ramesh (Faculty and Guide, Department of Management Studies) and
this project work is submitted in the partial fulfillment of requirement for the award of the
degree of Bachelor of Business Administration. The result embodied in this project has not
been submitted to any other university or company for the award of any degree or diploma.

DATE: GUNTI SIRISHA

PLACE: VISAKHAPATNAM REG.NO.22NM1E0030

 PREFACE

MBA is stepping stone to management career. In order to achieve practical,

positive and concrete results the classroom learning need to be effectively needed
to the realities of the situation existing outside the classroom. This is particularly true of
management.

As per my specialization namely HUMAN RESOURCE MANAGEMENT. I got a

chance to have exposure in either. When I was permitted to do my project work in
RENAULT, VISAKAHAPTNAM, I felt I got a right platform to enhance my
knowledge.

To develop healthy managerial and administrative skill in potential managers, it is

necessary that theoretical knowledge must be supplemented with exposure to a real
environment. Actually, it is a life for management itself realized. It removes hesitation.
The objective of the project is to make the student to go into the deep of the particular
situation and to realize how difficult the scenario is. It gives the practical understanding
to researcher about the situation. Research is always very important in every field.

This project contains 5 chapters. Chapter-1 includes the Introduction of recruitment and
selection, need, objectives, methodology and limitations. Chapter-2 explains the
industry profile, and company profile. Chapter-3 covers the theoretical frame work of
the recruitment and selection, Chapter-4 Presents the analytical study and interpretation
of the project. Chapter-5 includes summary, findings and suggestions and conclusion.

I am extremely grateful to my parents and friends for their full cooperation and valuable
help to complete this work. Last but not the least. I thank one and all that rendered help
to me directly and indirectly of this project work. I thank all the those who contributed
directly and indirectly in successful carrying out this work.
 INDEX

CONTENTS Pg. No.

CHAPTER 1: A.INTRODUCTION
B.NEED FOR THE STUDY

C.OBJECTIVES

D.METHODOLOGY

E. LIMITATIONS

CHAPTER 2: INDUSTRY PROFILE

COMPANY PROFILE

CHAPTER 3: THEORITICAL FRAMEWORK

CHAPTER 4: DATA ANALYSIS AND INTREPRETATION

CHAPTER 5: A.FINDINGS
B.SUMMARY

C.SUGGESTIONS

D.CONCLUSION

E.ANNEXTURE

F.BIBLIOGRAPHY

6
CHAPTER 1

7
 INTRODUCTION

 INTRODUCTION
 NEED FOR THE STUDY
 OBJECTIVES OF THE STUDY
 METHODOLOGY
 LIMITATIONS OF THE STUDY

8
 INTRODUCTION

Human Resource Management: It is the process of recruitment and selecting

employee, providing orientation and induction, training and development,
assessment of employee (performance of appraisal), providing compensation and
benefits, motivating, maintaining proper relations with employees and with trade
unions, maintaining employees safety, welfare and healthy measures in compliance
with labour laws of the land.

Even though the machines and technology are replacing human resources, still the
company needs qualified professionals to further develop technology and to control
them most effectively and to bring out maximum productivity.

Human: refers to the skilled workforce in the organization.

Resource: refers to limited availability or scarceness.

Management: refers How to optimize and make best use of such limited and a scarce
resource so as to meet the ordination goals and objectives.

Altogether, human resource management is the process of proper and maximizes

utilization of available limited skilled workforce. The core purpose of the human
resource management is to make efficient use of existing human resource in the
organization. The Best example at present situation is, construction industry has
been facing serious shortage of skilled workforce. It is expected to triple in the next
decade from the present 30 per cent, will negatively impact the overall productivity
of the sector, warn industry experts. Every organization’s desire is to have skilled
and competent people to make their organization more effective than their
competitors. Humans are very important assets for the organization rather than land
and buildings, without employees (humans) no activity in the organisation can be
done. Machines are meant to produce more goods with good quality but they should
get operated by the human only.

9
Many great scholars had defined human resource management in different ways
and with different words, but the core meaning of the human resource management
deals with how to manage the people and how to handle the situations.

Flippo defines- HRM as “planning, organizing, directing, controlling of

procurement, development, compensation, integration, maintenance and separation
of human resources to the end that individual, organizational and social objectives
are achieved.”

The National Institute of Personal Management (NIPM) of India has defined

human resources – personal management as “that part of management which is
concerned with people at work and with their relationship within an enterprise. Its
aim is to bring together and develop into an effective organization of the men and
women who make up enterprise and having regard for the well – being of the
individuals and of working groups, to enable them to make their best contribution
to its success”.

According to DeCenzo and Robbins, “HRM is concerned with the people

dimension” in management. Since every organization is made up of people,
acquiring their services, developing their skills, motivating them to higher levels of
performance and ensuring that they continue to maintain their commitment to the
organization is essential to achieve organsational objectives. This is true, regardless
of the type of organization – government, business, education, health or social
action”.

JOB SATISFACTION

Job satisfaction is defined as the level of contentment employees feel with their
job. This goes beyond their daily duties to cover satisfaction with team
members/managers, satisfaction with organizational policies, and the impact of
their job on employees' personal lives.

10
Job satisfaction refers to employees' overall feelings about their jobs. It is the state
of well-being and happiness of a person concerning performance in the workspace
and its environment. It can be an excellent determinant of productivity within a
company.

The term “job satisfaction” refers to an employee general attitude towards his job.
Job satisfaction is how content an individual is with his or her job. The employees
can be think that the organisation can be fulfil their requirements such as pay,
pension arrangement, working hours.

It is useful to highlight its important aspects. There are three important dimensions
to employee job satisfaction.

1. Employee job satisfaction refers to ones feeling towards ones job. It can only be
inferred but not seen

2. Employee job satisfaction is often determined by how well Outcomes meet or

exceed expectations satisfaction in one’s job Means increased commitment in the
fulfilment of formal Requirements. There is greater willingness to invest
personal Energy and time in job performance

3. The terms of employee job satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientation. On the part of individuals
towards their work roles, which they are presently occupying. Positive attitude
towards the job are conceptually equivalent to employee job satisfaction and
negative attitudes towards the job indicate employee dissatisfaction.

Though the terms employee job satisfaction and attitudes are used interchangeably,
there are difference between the two. Attitudes, as was mentioned earlier, refer to
predisposition to respond. Employee job satisfaction, on the other hand, relates to
performance factors. Attitudes reflect ones feeling towards individuals,
organizations and objects. But satisfaction refers to ones attitudes to a job.
Employee job satisfaction is, therefore, a specific subset of attitudes

11
 Attitudes endure generally, but employee job satisfaction is dynamic, it can
decline even more quickly that it developed. Managers, therefore, cannot establish
the conditions leading to high satisfaction now and then neglect it, for employee
satisfaction constantly.

IMPORTANCE OF JOB SATISFACTION

Purpose/benefits of employee satisfaction include as follows:

 Importance of employee satisfaction for organizationEnhance employee retention

 Increase productivity
 Increase customer satisfaction
 Reduce turnover, recruiting, and training cost
 Enhance customer satisfaction and loyalty
 More energetic employees.
 Improve teamwork
 Higher quality products and/or services due to more compute, energized employees.

OBJECTIVES OF JOB SATISFACTION

 Work Environment: A comfortable, safe, and stimulating work environment goes a

long way in enhancing satisfaction levels among employees. A prime example of
this objective in action is a company that transformed its traditional office space
into a vibrant, open, and collaborative hub. The employees felt more connected,
creative, and satisfied with their working conditions, ultimately resulting in
increased productivity and retention.
 Recognition and Rewards: Employees crave recognition for their hard
work and achievements. By implementing a robust recognition and

12
 reward system, you can boost employee satisfaction and motivation.
One noteworthy case is a small business that started a monthly
"Employee Spotlight" program, featuring outstanding performers on the
company website and rewarding them with personalized gifts. This gesture made
the employees feel valued and appreciated, leading to higher satisfaction and
loyalty.
 Work-Life Balance: Helping employees achieve a healthy work-life balance is
essential for their overall well-being and job satisfaction. A successful example is
an organization that introduced flexible working hours and encouraged employees
to pursue personal interests outside work. This initiative led to a significant decrease
in burnout and an increase in employee satisfaction.
 +development can make employees feel more invested in their roles and the
organization. Take the case of a company that provided skill-enhancement
workshops and mentorship programs for its staff. The employees felt empowered
and motivated to grow within the organization, fostering a sense of satisfaction and
pride in their work.
 Honest Feedback and Open Communication: Encouraging honest feedback and
open communication between management and employees can foster a sense of
trust and improve satisfaction. An inspiring example is a company that adopted
regular "town hall" meetings, allowing employees to voice their concerns and ideas
directly to management. This open dialogue improved employees' perception of the
company and led to higher satisfaction.

13
 OBJECTIVES

The study was conducted in keeping the following objectives in mind:

a) To study the level of satisfaction of respondents towards working conditions

and welfare facilities.

b) To study the level of satisfaction of respondents towards financial benefits,

opportunities for promotion and training.

c) To study the opinion of respondents towards interpersonal relationship,

appreciation of work and decision making.

d) To study the level of satisfaction of respondents towards standing rules,

grievances redressal system and disciplinary action, interest and boredom.

e) To find out over all level job satisfaction among the executives.

f) To give suggestions to improve the level of job satisfaction, if required

14
 NEED FOR THE STUDY

Employee satisfaction is of utmost importance for employees to remain

happy and also deliver their level best. Satisfied employees are the ones who are
extremely loyal towards their organization and stick to it even in the worst scenario.
They do not work out of any compulsion but because they dream of taking their
organization to a new level. Employees need to be passionate towards their work
and passion comes only when employees are satisfied with their job and
organization on the whole. Employee satisfaction leads to a positive ambience at
the workplace. People seldom crib or complain and concentrate more on their work.

The first benefit of employee satisfaction is that individuals hardly think of leaving
their current jobs. Employee satisfaction in a way is essential for employee
retention. Organizations need to retain deserving and talented employees for long
term growth and guaranteed success.

Employee satisfaction is essential to ensure higher revenues for the organization.

No amount of trainings or motivation would help, unless and until individuals
develop a feeling of attachment and loyalty towards their organization. Employees
waste half of their time fighting with their counter parts or sorting out issues with
them. Trust me; employees who are satisfied with their jobs seldom have the time
to indulge in nasty office politics. They tend to ignore things and do not even have
the time to crib or fight with others. Satisfied employees are the happy employees
who willingly help their fellow workers and cooperate with the organization even
during emergency situations. Such employees do not think of leaving their jobs
during crisis but work hard together as a single unit to overcome challenges and
come out of the situation as soon as possible.

15
 METHODOLOGY

It is the data needed for the study is collected from the employees, through
questionnaire. Analysis and interpretation has been done by using the statistical
tools and data presented through tables and charts.The study was based on survey
method. The aim of the study is to find satisfaction levels of employees.

DATA COLLECTION

The data collected for the study consists of both primary and secondary data.

PRIMARY DATA

In this study primary data were collected through personnel interview using
questionnaire. The data collected is analyzed to know the satisfaction levels of
different levels of employees and their contribution towards the organization

Sample size: 100

SAMPLING TECHNQE:

No. of Respondents

Percentage = ________________ x 100

Total Respondents

16
SECONDARY DATA

Secondary data is collected from company profile and internet regarding the
industry and also, from books.

17
 LIMITATIONS

Though having job satisfaction is vital in order to help you have a happy
professional life, one of the chief limitations of job satisfaction is that you are so
content with what you do, that you will eventually refuse to leave your comfort
zone.

And people who have immense job satisfaction will never be willing to challenge
themselves with a daunting task.

After going through the points it is clear that those who are satisfied with their jobs
not only give up a better quality of work, but are also more content and happy. What
many people do not realize is that when choosing your career path or job, you need
not make your decision based on what others tell you to do.

On the contrary, you must follow your own heart and think about your own wants
and dreams. If you wish to be successful in your professional life it is vital that you
take decisions keeping your own interests in mind.

18
CHAPTER 2

19
 INDUSTRIAL PROFILE

 AN OVERVIEW OF AUTOMOBILE INDUSTRY

 MARKET SIZE
 EVOLUTION OF AUTOMOBILE INDUSTRY IN INDIA
 MAJOR PLAYERS IN THE INDUSTRY
 GOVERNMENT INITIATIVES
 ROAD AHEAD
 CONCLUSION

20
 HISTORY OF AUTOMOBLIES IN INDIA

The Indian automobile market is one of the largest in the world, both in terms
of sales volume and production. Talking about historical roots of the car market in
India, the first time that a vehicle came on road was in 1897. Till 1930, India did
not have any manufacturing facility and cars were imported directly from other
countries. The landmark decade in the manufacturing process was that of 1940s, in
which Indian companies like Hindustan Motors and Premier started to manufacture
cars of other firms. During the same decade, Mahindra & Mahindra also started to
produce utility vehicles.

Soon after independence 1947, Government of India tried to create an automotive

component manufacturing industry in order to supplement the automobile
fraternity. From 1960 to 1980s, the Indian market was dominated by Hindustan
Motors, which gathered a large amount of share due to its ambassador model.
However, during 1950s till 1960s, the overall industry moved at a slow pace due to
trade restrictions set on imports. Soon after this repressive phase, demand surged
but to a smaller extent, which was mainly seen in the tractor and commercial
vehicles segment.

It was in 1980s that the two firms, Hindustan Motors and Premier, were challenged
by a new entrant, Maruti Udyog Limited. Soon after liberalization period, car
makers that were previously not allowed to invest in Indian market due to stringent
policies arrived in the country. Post liberalization, the alliance between Maruti and
Suzuki was the first joint venture between an Indian company and foreign one.
Slowly and steadily, the economic reforms brought in the led to the entry of major
foreign companies like Hyundai and Honda, which expanded their bases to the
country. From 2000 to 2010, almost every major car company expanded its
presence to India by establishing manufacturing facilities across different parts of
the country.
21
Over the years, the car market in India has evolved by leaps and bounds as almost
all major companies are present in the country. India has now become a hub for
auto makers to set up their plants for manufacturing vehicles intended for domestic
and international markets. The three prominent regions in which the majority of
Indian car industry is concentrated lies in south, west and north. In the southern
region, Chennai is the hub for manufacturing vehicles while Mumbai and Pune belt
comes in second place. For the north, the NCR holds a fair share as far as
concentration of production facilities is concerned.

To list a few commendable feats of the Indian car industry, it emerged as the fourth
largest exporter of passenger cars behind Japan, South Korea, and Thailand in 2009.
While in 2010, India emulated its previous year's performance to become the third
largest exporter of cars in Asia. The biggest reward came for the Indian car market
in 2011 as it became the sixth largest country in the world in terms of production.

AN OVERVIEW OF AUTOMOBILE INDUSTRY

The Indian automobile industry is one of the biggest markets in the world,
both in terms of usages of vehicles and production of the vehicles. Speaking of the
historical roots of the automobile market in India, the first time a vehicle entered
the road was in 1897. The Indian Automobile industry includes two-wheelers,
trucks, cars, buses and three wheelers which play a crucial role in growth of the
Indian economy. India has emerged as Asia's fourth largest exporter of automobiles,
behind Japan, South Korea and Thailand. The country is expected to top the world
in car volumes with approximately 611 million vehicles on the nation's roads by
2050. The Economic progress of this industry is indicated by the amount of goods
and services produced which give the capacity for transportation and boost the sale

22
of vehicles. There is a huge increase in automobile production with a catalyst effect
by indirectly increasing the demand for a number of raw materials like steel, rubber,
plastics, glass, paint, electronics and services

Until 1930, India had no manufacturing facilities, and automobiles were imported
directly from other countries. The historical decade in the manufacturing process
was that of the 1940s, in which Indian companies such as Hindustan Motors and
Premier began manufacturing cars from other firms. The first car launched in the
Indian market after 1940. During the same decade, Mahindra & Mahindra also
began to produce utility vehicle.

Hindustan Motors is the first automobile company in India.

Shortly after independence in 1947, the government of India tried to create an

automotive component manufacturing industry to complement the car fraternity.
From 1960 to the 1980s, the Indian market was dominated by Hindustan Motors,
which accumulated a large amount of participation due to its Ambassador model.

However, from 1950 to 1960, the industry grows at a slow rate due to the trade
restrictions imposed on imports. Shortly after this repressive phase, demand
increased, but to a lesser extent, what was observed mainly in the segment of
tractors and commercial vehicles.

It was in the 1980s that the two firms, Hindustan Motors and Premier, were
challenged by a new participant, Maruti Udyog Limited. Shortly after the
liberalization period, carmakers who were previously not allowed to invest in the
Indian market due to strict policies arrived in the country.

23
MARKET SIZE
For the calendar year (CY) 2021, all segments showed growth, and total sales
increased by 5.8% to 18.49 million units, compared to 17.47 million units in
January-December 2020.

In CY21, passenger vehicles sales increased by 26.6% to 3.08 million units, up

from 2.43 million units in CY20. The total number of commercial cars sold was
677,119, up 34% from 505,102 in the previous year.

In FY21, the total passenger vehicles production reached 22.65 million vehicles.

Two wheelers and passenger vehicles dominate the domestic Indian auto market.
Passenger car sales are dominated by small and mid-sized cars. Two wheelers and
passenger cars accounted for 81.21% and 14.56% market share, respectively,
accounting for a combined sale of over 17.8 million vehicles in FY21.

In January 2022, totals production of passenger vehicles*, three-wheelers, two-

wheelers and quadricycles reached 1,860,809 units.

24
In December 2021, the luxury car market registered sales of 2,259 units, a YoY
growth of 19.7%, with Mercedes Benz being the highest-selling luxury car
manufacturer.

Passenger vehicle sales stood at 761,124 units for Q3 FY22.

Automobile exports reached 4.13 million vehicles in FY21, growing at a CAGR of

3.47% during FY16-FY21. Two wheelers (79.38%), passenger vehicles (9.79%)
and three wheelers (9.52%) made up the majority of exports from India. 3680
premium motorcycles were sold in India in the year 2021. This was a 21% increase
over the 2020 numbers.

In Q3 FY22, electric vehicle (EV) sales reached a new high of 5,592 units. Overall,
in 2021, 329,190 EVs were sold in India, indicating a 168% YoY growth over last
year’s sales of 122,607 units.

According to NITI Aayog and Rocky Mountain Institute (RMI), India's EV finance
industry is likely to reach Rs. 3.7 lakh crore (US$ 50 billion) by 2030. A report by
India Energy Storage Alliance estimated that the EV market in India is likely to
increase at a CAGR of 36% until 2026. In addition, projection for the EV battery
market is expected to expand at a CAGR of 30% during the same period.

25
EVOLUTION AUTOMOBILE INDUSTRY IN INDIA

In India, since the early 1940s when the auto industry rolled out first
passenger car, its significance in the economy has progressively increased.
However, from its early days until the mid-1980s for two-wheelers and LCVs, and
until the early 1990s for passenger cars, the focus of development of the
automotive industry has been on import substitution. The current low penetration
levels in India in all three segments of the industry, namely commercial vehicles,
passenger cars and two wheelers and under-exploitation of the potential of this
industry to foster.

The growth of the economy have resulted in the auto industry contributing
a relatively low (nearly 5 per cent) share of industrial output in India compared to
the 8-10 per cent range in other developing countries such as Mexico and Brazil
and much higher (15-17 per cent range) in developed countries such as the United
States and Germany. Even the share of employment is low at 2.5 per cent for the
auto industry in India compared to 3-7 per cent in developing countries and around
15 per cent in mature economies.

The economic liberalization that dawned in India in the year 1991 has
succeeded in bringing about a sustained growth in the automotive production sector
triggered by enhanced competitiveness and relaxed restrictions prevailing in the
India soil.l A number of Indian automobile manufacturers including Tata Motors,
Maruti Suzuki, Mahindra and Mahindra, and TVS motors have dramatically and
internationally to attain its rightful place in the world trade. A global recession for
last two year not with standing, the industry has shown appreciable resilience and
adjusted to the challenges of the environment.

There are at present 13 manufacturers of passenger cars and multi utility

vehicles, 7 manufacturers of commercial vehicles, 11 of 2 or 3 wheelers and 10
tractors Besides 4 manufacturers of engines. The industry has an investment of a
sum exceeding US$ 10 billion. During 1999-2000 the turnover of the automotive
industry as a whole was US$ 12.5 billion approximately. The industry employs

26
500,000 people directly and more than 10 million people indirectly and is noT
inhabited by global majors in keen competition.

The Automobile industry in India is the seventh largest in the world with an
annual production of over 2.6 million units in 2009. In 2009, India emerged as
Asia's fourth largest exporter of automobiles, behind Japan, South Korea and
Thailand. By 2050, the country is expected to top the world in car volume with
approximately 611 million vehicles on the nation's roads. Indian automobile
industry has matured in last few years and offers differentiated products for
different segments of the society. It is currently making inroads into the rural middle
class market after its inroads into the urban markets and rural rich.

In the recent years Indian automobile sector has witnessed a slew of investments.
India is on every major automobile player's radar. Indian automobile industry is
also fast becoming an outsourcing hub for automobile companies worldwide, as
indicated by the zooming automobile exports from the country. Due to rapid
economic growth and higher disposable income it is believed that the success
story of the Indian automobile industry is not going to end soon. Automobile
industry in India also received an unintended boost from stringent government
auto emission regulations over the past few years. This ensured that vehicles
produced in India conformed to the standards of the developed world.

27
MAJOR PLAYERS IN THE INDUSTRY

With an increase in income levels and an enhancement in lifestyles, four-

wheelers are fast becoming the preferred mode of transportation for Indians. Gone
are the days when owning a four-wheeler seemed like a far-fetched dream in an
average Indian household. Nowadays, almost every Indian family in the middle-
income group and the high-income group owns at least one, if not more, car.

Here are the top car manufacturing companies in India

Maruti Suzuki

Maruti Suzuki is the largest automotive manufacturing company in India. As of

September 2021, the automobile giant has a 49 per share in the passenger car
segment of the Indian automobile market. With a proud history of thirty years, the
company offers a wide array of vehicles in different segments, including
commercial vehicles and passenger vehicles.

Some of the popular Maruti Suzuki products in the passenger car segment are:

Maruti Suzuki Wagon R

Maruti Suzuki Alto

Maruti Suzuki Swift

Maruti Suzuki Baleno

In the financial year 2019-20, the company recorded a revenue of ₹78,994 crores
and a net income of ₹5,559 crores. With a brand name recognised in almost every
Indian household and a focus on product development and customer satisfaction,
Maruti Suzuki is one of the leading automobile manufacturers in India.

28
Tata Motors

The name Tata has always been synonymous with trust and faith and Tata
Motors is a company that is committed to honouring those values. Whether it is the
development and launch of India's first car that cost ₹1 lakh or the diversification
of their automobile portfolio, Tata Motors has always put the expectations of
customers at the centre of their product strategy.

Tata Motors has an extensive range of passenger cars, ranging from hatchbacks to
SUVs. Some of the popular passenger cars of the company include the Tata Safari,
Tata Tiago, and Tata Altroz. In the commercial vehicles segment, the company
offers popular products such as the Tata Ace and the Tata Starbus. In the financial
year 2020-21, the company registered a total revenue to the tune of ₹3, 19,247
crores. By virtue of its revenue, Tata Motors is often considered the richest car
manufacturing company in India.

Mahindra and Mahindra

Think tractors and Mahindra and Mahindra is one of the first names that comes to
mind. Established in the year 1945, the company manufactures lightweight
commercial vehicles, SUVs, bikes, and tractors. With a global presence,
particularly in the tractors segment, Mahindra and Mahindra is a household name
in India. The company manufactures, amongst other products, the Mahindra Bolero,
Mahindra Thar, and Mahindra Scorpio. In the financial year 2020-21, the company
had a total revenue amounting to ₹74,277.78 crores and a net income of ₹3,347.41
crores. Mahindra and Mahindra is one of the leading automotive manufacturing
companies in India in the SUV segment.

29
Hyundai Motors India

Hyundai Motors is considered to be the first company that challenged the

long-standing monopoly of Maruti Suzuki in the passenger car segment in India.
With access to advanced technologies and a distinct product focus, Hyundai has
become one of the most popular automobile brands in India in the past two decades.
According to the data pertaining to February 2019, the company is the second-
largest manufacturer of automobiles in India. The launch of the iconic Hyundai
Santro in September 1998 drastically shifted the landscape of the Indian automobile
sector. With the massive success of the Santro, the company quickly became the
biggest car exporter in India. Some of the popular cars manufactured by Hyundai
Motors India include:

Hyundai i10

Hyundai Verna

Hyundai Eon

Honda Cars

Established in the year 1995 as a joint venture named Honda Siel Cars India, Honda
Cars is a subsidiary of the Japanese automobile giant, Honda Motors Company
Limited. With the launch of the iconic Honda City in 1998, the company made its
presence felt in India and soon gained popularity.

Some of the other flagship cars of the company are the Honda Jazz and the Honda
Amaze. The company has been developing new products that follow its traditions
of advanced design, technology, durability, and fuel efficiency. In the financial year
2018-19, the company had a total revenue of ₹16,593.87 crores.

30
 GOVERNMENT INITIATIVES

The Government of India encourages foreign investment in the automobile sector

and has allowed 100% FDI under the automatic route.

Some of the recent initiatives taken by the Government of India are –

 In February 2022, Mr. Nitin Gadkari, Minister of Road Transport and Highways,
revealed plans to roll out Bharat NCAP, India’s own vehicle safety assessment
program.
 In February 2022, 20 carmakers, including Tata Motors Ltd, Suzuki Motor Gujarat,
Mahindra and Mahindra, Hyundai and Kia India Pvt. Ltd, were chosen to receive
production-linked incentives (PLI) as part of the government's plan to increase local
vehicle manufacturing and attract new investment. The 20 automobile companies
have proposed a total investment of around Rs. 45,000 crore (US$ 5.95 billion).
 In the Union Budget 2022-23, the government laid out the following initiatives:
- The government introduced a battery-swapping policy, which will allow drained
batteries to be swapped with charged ones at designated charging stations, thus
making EV’s more viable for potential customers.
- India’s National Highways would be expanded by 25,000 km in 2022-23 under the
Prime Minister’s Gati Shakti Plan.
 In November 2021, the Union Government added >100 advanced technologies,
including alternate fuel systems such as compressed natural gas (CNG), Bharat
Stage VI compliant flex fuel engines, electronic control units (ECU) for safety,
advanced driver assist systems and e-quadricycles, under the PLI scheme for
automobiles.
 In September 2021, the Union Minister for Road, Transport and Highways, Mr.
Nitin Gadkari announced that government is planning to make it mandatory for car
manufacturers to produce flex-fuel engines after getting the required permissions
from the Supreme Court of India.
 In September 2021, the Indian government issued notification regarding a PLI
scheme for automobile and auto components worth Rs. 25,938 crore (US$ 3.49

31
 billion). This scheme is expected to bring investments of over Rs. 42,500 (US$ 5.74
billion) by 2026, and create 7.5 lakh jobs in India.
 In August 2021, Prime Minister Mr. Narendra Modi launched the Vehicle
Scrappage Policy, which aims to phase out old polluting vehicles in an
environmentally-safe manner.
 The Indian government has planned US$ 3.5 billion in incentives over a five-year
period until 2026 under a revamped scheme to encourage production and export of
clean technology vehicles.
 As of June 2021, Rs. 871 crore (US$ 117 million) has been spent under the FAME-
II scheme, 87,659 electric vehicles have been supported through incentives and
6,265 electric buses have been sanctioned to various state/city transportation
undertakings

ROAD AHEAD

The automobile industry is dependent on various factors such as availability of

skilled labour at low cost, robust R&D centres, and low-cost steel production. The
industry also provides great opportunities for investment and direct and indirect
employment to skilled and unskilled labour.

Indian automotive industry (including component manufacturing) is expected to

reach Rs. 16.16-18.18 trillion (US$ 251.4-282.8 billion) by 2026.

The Indian auto industry is expected to record strong growth in 2022-23, post
recovering from effects of COVID-19 pandemic. Electric vehicles, especially two-
wheelers, are likely to witness positive sales in 2022-23

32
 CONCLUSION

Easier and faster mobility of people and goods across the regions, countries and
continents are a cherished yearning of mankind. The automobile industry's potential
for facilitating this mobility s enormous. Wheels of development across the globe
would have to be powered by this industry. However, a seamless development of
this industry across countries and continents alone will help in realization of this
objective. For such seamless and barrier-free development of the sector, countries
Will have to come together and develop better understanding. Industry across
countries will have to meet challenges of newer technologies, alternative fuels and
affordability of automobiles by people at large through constructive cooperation.
The earlier we are able to achieve this the better it would be for the world
development.

33
 COMPANY PROFILE

 History
 Operations and sale
 Marketing and branding
 Milestones
 Associations
 Mission vision and goal of the company
 Core values of the company

34
Renault Group is a French multinational automobile manufacturer established in
1899. The company produces a range of cars and vans, and in the past has
manufactured trucks, tractors, tanks, buses/coaches, aircraft and aircraft engines
and auto rail vehicles.

According to the Organisation International des Constructers automobiles in 2016

Renault was the ninth biggest automaker in the world by production volume. By
2017, the Renault–Nissan–Mitsubishi Alliance had become the world's biggest
seller of light vehicles.

Renault Vehicles Industries, has been part of Volvo since 2001. Renault
Agriculture became 100% owned by German agricultural equipment
manufacturer CLAAS in 2008. Renault's shareholding in Auto is being divested to
the Government of Russian Federation as an effect of on-going Russian invasion of
Ukraine

Together Renault and Nissan invested €4 billion (US$5.16 billion) in eight electric
vehicles over three to four years beginning in 2011. Since the launch of the Renault
electric program, the group has sold more than 273,000 electric vehicles worldwide
through December 2019.

Renault is known for its role in motor sport, particularly rallying, Formula 1
and Formula E. Its early work on mathematical curve modelling for car bodies is
important in the history of computer graphics.

Renault India Private Limited is a wholly owned subsidiary of Renault, France

and currently offers four models in the Indian market: the SUV Duster, the compact
MPV Triber, the compact SUV Kiger and budget car Kwid. Renault India also
exports the Duster to a growing number of right-hand drive markets.

Renault cars are manufactured at the manufacturing facility located in Or

agadam, Chennai, with a capacity of 480,000 units’ pa with 3 shifts per day.

35
 HISTORY

In February 2008, Renault-Nissan Alliance signed Memorandum of

Understanding with Government of Tamil Nadu to set up a manufacturing plant in
Oragadam near Chennai. Work on the plant began in June later that year and was
completed in a record 21 months. Renault Design India, the first vehicle design
studio set up by a foreign manufacturer in India, was established in Mumbai in
September 2008. The design house is integral to Renault's success in India as one
of its functions is to monitor customer trends and customise global products for
India. At the end of 2015, Renault has approximately 200 dealerships across India,
from only 14 in 2012.Renault Duster named 2013 Indian Car of the Year (ICOTY),
got a total of 29 awards

Renault received more awards in one year than any of its market competitors.
Since 2012, the Renault Duster received 29 awards in India and the Renault
company 34 awards.

Indian Car of the Year (ICOTY): Duster, Car of the Year

 Auto car and Bloomberg TV: Duster, Car of the Year, Viewers' Choice, and SUV of the Year

 NDTV: Duster, Car of the Year and Compact SUV of the Year; Scala, Creative TV

Commercial of the Year; Pulse, Premium Hatch of the Year; and Renault India, Car
Manufacturer of the Year
 Top Gear: Duster, Compact SUV of the Year and Readers' Choice for the BBC and Times of

India
 Car India: Duster, SUV of the Year

 Overdrive and CNBC-TV 18: Duster, Compact SUV of the Year

 Vicky.in, Motor Vikatan (Chennai) and Team BHP: Duster, Car of the Year

 Zig wheels and Economic Times: Duster, Car of the Year, Readers' Choice and entry-level
SUV of the Year
 AutoJunction.in: Duster, Car of the Year and Utility Vehicle of the Year; Renault Pulse,

Supermini of the Year; Renault Scala, Mid-size Sedan of the Year

36
Operations & Sales

In September 2008, Renault India opened its fifth global vehicle design studio in
Mumbai.

In March 2010, Renault India and Nissan India opened a production facility in
Chennai. Established with an initial investment of Rs 45 billion (US$990 million),
the plant has a combined annual capacity to produce 400,000 vehicles.

As of September 2015, Renault India has 175 dealerships in 16 cities across

9 states and 2 Territories, targeting 210 outlets at the end of 2015. It quickly
expanded to 190 dealerships in December 2015, thanks to the Renault Kwid
success. Renault has also developed an innovative approach with some virtual
showrooms and some specific phone App. Renault currently has 270 dealerships
across India.

37
CALANDER SALES
2013 1406
2014 35157
2015 64368
2016 44849
2017 53419
2018 132235
2019 112489
2020 23868
2021 88869
442022 89534

MODELS

RENAULT KIGER

38
 RENAULT KWID

RENAULT DUSTER

Current Models Manufactured and imported by Renault India

Renault Kwid (2015–present)

Renault Triber (2019–present)

Renault Kiger (2021–present)

39
The Kwid is Renault’s first sub Rs 4 lakh segment car (earlier codenamed XBA).
It was fully developed in India by Gérard Detourbet and his French and Indian
team. The press called it “the best in class “and it sold well.

Imports

Renault Arkana (202?-present)

Renault Mégane E-Tech Electric (202?-present)

Former Models Manufactured by Renault India

Renault Fluence

Renault Fluence (2011–2017)

Renault Koleos (2011–2017)

Renault Pulse (2012–2018)

Renault Scala (2012–2018)

Renault Lodgy (2015–2020)

Renault Captur (2017–2020)

Renault Duster (2012–2022)

Marketing and branding

Renault is taking the brand in a new direction. The company has adopted a Nouvelle
Vague strategy targeting to maximise its number of electrified vehicles by 2030 in
a bid to move towards sustainable development. The brand identity refresh comes
with a new logo that is more modern and vibrant, and it serves a key purpose: to
portray the Renault brand

40
 The company has adopted a comprehensive
marketing policy and has decided to take advantage of every marketing tool at its
disposal to create greater brand visibility. It has launched its ad campaigns via
magazines, billboards, hoardings, motor shows, rallies and public displays. The
brand is aware of the importance of social media platform and hence displays all
product details, advertisements, and relevant information via its official website.

It has been a major promoter and sponsor of rally events and racing. Renault has
been the winner of European Rally Championship in the years 2005, 2004,, 1999
and 1970. Its cars have been the winner of European Car of the Year award in years
2006, 2003, 1997, 1991, 1982 and 1966. It has been the winner of national-level
awards in places like Denmark, United States, Ireland, Australia, and Spain. Renault
has been the winner of Auto best Car of the year awards for its models Symbol,
Logan, and Duster.

It has entered into several sponsorship deals. It has a three year deal in Australian
Football League as sponsors of Port Adelaide Football Club. Renault has been a
sponsor of BFI London Film Festival, Marrakech Film Festival, Venice Film
Festival and Cannes Film Festival. It has been actively participating in CSR
activities by campaigning for road safety and education via scholarships.

41
 Milestones

 2008

Renault-Nissan Alliance signs Memorandum of Understanding with Government

of Tamil Nadu to set up a manufacturing plant in Oragadam near Chennai

The Renault Design Studio opened in Mumbai. It is one of the 5 satellite global
design studios for Renault, monitoring customer trends and helping customize
global products for India.

Launch of International Logistics Network (ILN) in Pune handling components

sourced from Indian suppliers for all Renault-Nissan Alliance production plants
worldwide, in particular South Africa & Brazil.

 2010

Inauguration of the Renault-Nissan Alliance manufacturing facility in Chennai

(investment of Rs. 4500 crores with a capacity to produce 480,000 cars per year).

 2011

Renault launches its first car in India, the Fluence.

Renault – Nissan Alliance manufacturing facility rolls out its 100,000 th car.

All new Koleos global launch in India.

Announcement of localization of the Renault K9K diesel engine.

K9K powered Renault Pulse unveiled at the 2011 Indian Grand Prix by Formula1
drivers Mark Webber and Karun Chandok.

42
 2012

Renault launches the Pulse and unveils the Duster at the New Delhi Auto Expo
2012.[15] Renault Scala launched in New Delhi.

Renault encourages employee engagement, wins the ‘Inter-corporate competition

RED 2012’ along with team of partners Nissan, RNAIPL & RNTBCI.

 2013

Inauguration of the new warehouse for the Renault Alliance International Parts
Center (IPC) in Pune, earlier working since 2008 as ILN (see above).

Renault launched the Gang of Dusters, the official community for Duster owners.

Since the launch of the brand in early 2011, Renault has won over 43 awards till
date. The Renault Duster alone receiving 29 awards, and as previously envisaged
it was a game-changer for Renault & pioneered a new segment of crossover SUV
at low-to-medium cost in the Indian auto sector.

Inauguration of the new warehouse for the Renault Alliance International Parts
Centre (IPC) in Chennai as a part of expansion.

 2014

Renault reaches landmark of 100,000 cars on Indian roads in less than 3 years of
operation in India.

 2015

Looking to make its mark in the hatchback segment, Renault India on Thursday 24
September 2015 launched the Kwid at a starting price of Rs 2.56 lakh (ex-
showroom Delhi). The most expensive variant of the car costs Rs. 3.53 lakh (ex-
showroom). The Renault Kwid has better features than any of its competitors.

43
 The Kwid, based on the CMF-A platform, measures 3,679 mm in length, 1,579 mm
in width, 1,478 mm in height and 2,422 mm in wheelbase. It has a ground clearance
of 180 mm and a fuel tank capacity of 28-litre.

Features seen on the top-end variant include power steering, AC, front power
windows, fog lights, keyless entry and central locking, a 7-inch touchscreen
MediaNAV system with Bluetooth, USB, AUX-in, an optional driver airbag and
some design customisations.

An updated version of the Duster is launched in October 2015.

 2016

Renault India, one of the fastest growing automotive brands in India, crossed the 1
lakh sales mark in 2016.

With cumulative sales of 1,11,387 units for the period Jan-Oct 2016 the company
sold 35,736 units in the corresponding period last year, thereby posting a growth of
211.7%.

The Renault Kwid has been the best-selling model for the French car maker and
has been selling over 10,000 units for the last 4-5 months.

Renault India registered the monthly sales of 12,409 units in October 2016 as
against 7,396 units in the corresponding month last year, thereby registering a
growth of 67.8%.

 2017
While the French manufacturer is leaving production of full-hybrid vehicles to its
Japan-based partner Nissan, Renault says it plans to employ a range of new fuel-
saving features to get the most out of its conventional internal combustion engines.

44
 While Renault did not reveal specific details of its plans during the
announcement at the Diesel Powertrain Congress in France, World Car Fans reports
the drivertrain technology will incorporate a small battery, an electric motor and a
reverse alternator, and will capture and store energy through regenerative braking.

The mild hybrid components will be compatible with both petrol and diesel
engines, and will initially be rolled out into Renault’s small and medium cars from
2017.

Renault focusing on mild hybrid technology for 2017

 2018
Renault India recently crossed the 5,00,000 sales milestone, becoming one of the
fastest automobile brands to achieve this accomplishment. India is a key market
for Renault and the company has a clear long-term ‘India strategy’.

Commenting on the achievement, Sumit Sawhney, Country CEO and MD,

Renault India Operations said, “India is a strategic market for the success of
Renault’s medium-term plan. Being local in India is very important and that's why
we have a state-of-the-art manufacturing facility, a world-class technology centre
and we are the only global …

 2019
Renault India has surpassed the 10 lakh units production milestone in India. The 1
millionth model was a Kiger painted in Radiant red that rolled out from the brand’s
facility in Chennai. The manufacturing plant has an annual production capacity of
4,80,000 units, which helped the brand in achieving this feat.
 2020
After almost 18 years of operations in India, the French carmaker Renault has
reached the production milestone of 10 lakh cars in the country. The 10,00,000th
unit which completed this milestone was the Renault Kiger. Just two weeks prior to
this, the carmaker achieved a milestone of sales of 9 lakh units in India

45
 2021
Mumbai, India – French automaker Renault celebrated a significant milestone in
the Indian market as it announced surpassing 900,000 cumulative sales in the
country. Despite facing challenges from the ongoing pandemic and supply
constraints, Renault deemed 2021 a remarkable year for its operations.03-July
 2022
“Achieving the production of 1 million vehicles in India is a significant milestone
for Renault. It demonstrates our unwavering commitment to the Indian market and
showcases the trust our customers have placed in us. We are deeply grateful to our
customers, dealer partners, employees, and all stakeholders who have contributed
to this remarkable journey,” said Mamillapalle. Renault, in 2022, produced around
84,000 vehicles and exported 28,000 and expects it to be around the same lines in
2023 as well. The company's manufacturing localisation level is around 92 per cent.
 2023

RENAULT INDIA ACHIEVES 10,00,000 PRODUCTION MILESTONE

➢ The accomplishment highlights Renault's manufacturing prowess and

commitment to

delivering high-quality vehicles

➢ Renault's product range in India prioritizes advanced safety features under the

Human First Program, ensuring enhanced safety for occupants and pedestrians

➢ The company currently exports to 14 countries from India and focusing on

making

India a global manufacturing hub

➢ The Renault-Nissan alliance has committed major investment of INR 5,300 crore
to

46
support development of six products

New Delhi; June 14, 2023: Renault, the leading European brand in India, is proud
to announce a

production milestone of 10,00,000 vehicles in India. This remarkable achievement

showcases the

Renault's manufacturing prowess and underlines its commitment to delivering high-

quality vehicles to

Indian customers.

Renault's state-of-the-art manufacturing plant in Chennai has played a pivotal role

in this remarkable

accomplishment. With a production capacity of 480,000 units per annum, the

facility stands as a

testament to Renault's relentless pursuit of excellence and innovation. The company

has made

substantial investments in manufacturing, technology, and talent, creating a robust

production

infrastructure that ensures the highest standards of quality and efficiency. The
Renault-Nissan

alliance has committed major investment of INR 5,300 crore to support

development of six products.

Renault’s manufacturing facility along-with its vast ecosystem of multi-tier

suppliers and dealers,

47
contributed significantly to the economy, society and nation building. Aligned to
the Government of

India’s Make-in-India vision, the Company has over the years, strengthened its
exports. Currently,

Renault India offers three passenger vehicle models, including the popular KWID,
KIGER and

TRIBER for its customers in India and exports to 14 countries across SAARC, Asia
Pacific, Indian

Oceanic Region, South Africa and East Africa region.

According to Venkat ram Mamillapalle, Country CEO & Managing Director,

Renault India

Operations, “Achieving the production of 10,00,000 vehicles in India is a

significant milestone for

Renault. It demonstrates our unwavering commitment to the Indian market and

showcases the trust

our customers have placed in us. We are deeply grateful to our customers, dealer
partners,

employees, and all stakeholders who have contributed to this remarkable journey.
We will continue to

strive for excellence and introduce exciting products that exceed our customers'
expectations”.

The complete range of Renault KWID, KIGER and TRIBER come with innovative
and advanced

48
safety features as part of the Human First Program which is designed to minimize
the risk of

accidents and improve overall safety for occupants and pedestrians alike. As part of
this program,

Renault has upgraded and introduced new and enhanced safety features across all
its product range

in India, that are designed to minimize the risk of accidents and improve overall
safety. Under the

Human First Program, Renault India’s product line-up boasts of innovative and
class leading safety

features such as Electronic Stability Program (ESP) for enhanced control on curvy
roads, catering

to both amateur and experienced drivers, Hill Start Assist (HSA) which prevents
car roll-back when

starting uphill after braking, Traction Control System (TCS) that identifies wheel
speed

irregularities, automatically reducing spins to maintain grip on slippery surfaces and

prevent

accidents and Tyre Pressure Monitoring System (TPMS) which provides real-time
alerts for underinflated or punctured tyres in the vehicle.

As Renault India celebrates this remarkable milestone, it reaffirms its commitment

to delivering high quality vehicles and exceptional customer experiences. All the
models in the Renault range today are

49
not only equipped with high tech features & safety but also offer exciting customer
benefits on

purchase. Renault as a brand is also offering to its existing owners an outstanding

loyalty program

which motivates current Renault vehicle owners a never-before opportunity to

upgrade to or own a

new Renault vehicle with enhanced benefits, designed specifically for them. With
a strong foundation,

an expanding network, and a customer-centric approach, Renault is poised for

continued success

and growth in the Indian automotive market.

ABOUT RENAULT

Renault India Pvt. Ltd. is a fully owned subsidiary of Renault S.A.S. France.
Renault India cars are manufactured

in the manufacturing facility located in Oragadam, Chennai, with a capacity of

480,000 units per annum. Renault

India also has a widespread presence of 450+ sales and 530 service touchpoints,
which include 250+ Workshop

on Wheels locations across the country, with benchmark sales and service quality.

50
 ASSOCIATIONS

 ICICI Bank

Renault has partnered with ICICI Bank in a major marketing led cross promotional
campaign that will allow the bank's database to interact with Renault and its cars.

 Spellinc

Renault India' Corporate Social Responsibility (CSR) program commenced in 2013,

focussing on education and road safety. It partnered with Linc Pen & Plastics Ltd for
SPELLINC. The program started in September 2013 and ran until December across 8
cities (Delhi, Mumbai, Kolkata, Chennai, Bangalore, Ahmadabad, Jamshedpur and
Ranchi) with a total of 1000 schools participating. The training module on road safety has
been developed to be fun and interactive. It involved stage acts, singing and discussions
with the students.The whole point of the operation is not only to reach students but to
convert them into Road Safety ambassadors spreading the message to their schoolmates,
friends and relatives.

 Tour De India

Renault India supported the Tour De India 2013, a cycling event held for the first time in
2012. The organizers are also strongly committed to promoting cycling as an alternative
mobility solution to reduce carbon footprint. Tour de India 2013 was held in December
with 3 races involving both competitive and entertaining cycling. Renault India was the
Official Automobile Partner for the event, providing cars for the lead convoy, for the
cycling teams and the Tour de India fleet in charge of recording the even

 Cricket

Renault sponsored a cricket series between India and Sri Lanka (2012) and Virat Kohli
won the Man of the Series Award – a Renault Duster. The Indian cricket team was taken
for a victory lap around the stadium with Mahendra Singh Dhoni behind the wheel of the

51
 Renault Duster. The entire cricket team was seen on the SUV while taking the victory
lap.

 Madras Café with John Abraham

Renault India formed a partnership with Renault Duster and John Abraham's movie
'Madras Café'.

 MRF Challenge

Renault cars compete in the Formula 2000 category of the MRF Challenge. The 20 cars
of the category are also powered by Renault Sport 2-litre engines. These 16-valve, 4-
cylinder, 1998cc F4R 832 engines can produce a maximum power of 210 bhp at
6,500rpm and maximum torque of 220 Nm at 5500rpm.

 F1 Cater ham Paint Shop

The Renault workshop at Noida received a special assignment during the 2013 Airtel
Indian Grand Prix, painting two Caterham F1® chassis before the Grand Prix. This
routine procedure is usually completed in Europe but logistical challenges made it easier
for it to be carried out in India instead.

 Auto car Performance Show

Renault India participated in the Auto car Performance Show held at the MMRDA
Grounds, Bandra Kurla Complex, and Mumbai. It is the third time that the Renault brand
was represented in the show. This event is organized by the leading Automobile
magazine Auto car and features the most powerful and expensive cars and bikes available
in the country as well as accessories and performance enhancing parts.

52
 Limca Record – Renault Scala’s Mileage Run

The Renault Scala broke the Limca record for the highest fuel economy achieved in India
using a stock car by achieving a real world economy of 54.15 km/l in an un-modified
Renault Scala diesel sedan. The car covered the 62.28 km distance using only 1.24 litres,
achieving a fuel economy of 54.15 km/l, which is 250.26% over ARAI certified figure.
The distance was covered in 76 minutes

MISSION, VISION & GOAL OF THE COMPANY

MISSION - THE REASON FOR OUR EXISTENCE

Our mission is to enrich the lives of our customers through our people, products and
services by setting best practices in everything we do.

To meet the major technological challenges of the future and continue its strategy
of growth, the Group is harnessing its international development and the
complementary fit of its 3 brands, Renault, Dacia and Renault Samsung Motors,
together with electric vehicles, the Alliance with Nissan & its partnerships with
Avtovaz and Daimler. With 12 world championship titles in Formula 1 and a
participation in Formula E, Renault sees motorsport as a vector of innovation, image
and awareness

VISION 2020 - WHERE WE WANT TO GO

TO be a world class organization To be a USD 2 billion organization Ever

since 1898, passion has been the driver in Renault’s desire to develop mobility
solutions for everyone. Joining Groupe Renault means joining a community of

53
passionate men and women inspired by innovative products, technologies and
business models. It means choosing an international environment embodied by the
Renault-Nissan Alliance. With us, you will have your part to play in perfecting the
vehicles of the future, which will be autonomous, connected and more
environmentally friendly.

GOALS - WHAT WE WANT TO ACHIEVE

The AWR Automotive vision is based on its relentless pursuit for

continuous improvement and operational excellence that will lead us to:

1. Be among the leaders in each of our business

2. Be an employer of choice
3. Be a preferred partner of our Principals
4. Develop win-win relationships with our customers
5. Have modern and convenient infrastructure

CORE VALUES OF THE COMPANY WITH PASSION I CAN:

INTEGRITY
Honesty, transparency, morality and high ethical standards are key principles of our
business. We accept responsibility for our actions.

COMMITMENT
We passionately implement strategies to the best of our abilities and deliver
expected results focusing on priorities with complete involvement and dedication.

54
ADDING VALUE

We develop a positive relationship with our customers, business partners,

stakeholders, employees as well as the community by adding value through the
effective functioning of our processes.

NEVER BEING SATISFIED

We continuously work on improving every aspect of our existing operations making

it efficient and aligning with the dynamic environment to achieve world-class
quality

55
CHAPTER 3

56
 THEORITICAL FRAMEWORK

 Meaning and concept of employees job satisfaction

 History
 Theories
 Types of employee job satisfaction
 Job satisfaction factors
 Ways to improve job satisfaction
 Conclusion

57
MEANING AND CONCEPT OF EMPLOYEE JOB
SATISFACTION
Job satisfaction is a general pleasurable or positive emotional state of an
individual which can be said to result from a self appraisal of various dimensions
of his or her job. As a matter of fact, by working on a job, most people qualify
many of their needs. So in this regard to want is a potent source of necessitate,
gratification of all types such as physical, security, social and ego need etc.

Job satisfaction can be described as a process in which the employees feel

themselves contended or satisfied with their work which they do informally
organized sectors to accomplish the purpose of the organisation. This is the end
feeling of an individual after performing a job. The feeling would be positive or
negative depending on whether the need is satisfied or not. If a person’s job
fulfills his/her basic needs and is consistent with his or her expectation and
morals, the job will be satisfying.

Job satisfaction also relates to working conditions like good infrastructure

and working conditions, proper working hours, lighting, ventilation, drinking
water and urinal facilities, healthy relationship with seniors, subordinates and peer
group and salary packages. All these facilities motivate the employees to do better
work for his association. As if the employee is satisfied it develops a right type of
attitude, high morale and enthusiasm for work job satisfaction is a generalized
attitude resulting from many specific attitudes in three areas Specific job factor
Individual adjustment Group relationship

58
HISTORY
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers’ productivity. These studies ultimately showed that novel
changes in work conditions temporarily increase productivity (called the
Hawthorne Effect).
It was later found that this increase resulted, not from the new conditions, but from
the knowledge of being observed. This finding provided strong evidence that people
work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (as known as Taylorism) also had a significant impact on
the study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform any
given work task. It contributed to a change in industrial production philosophies,
causing a shift from skilled labour and piecework towards the more modern
approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding job satisfaction. It should also be noted that the work of W.L. Bryan,
Walter Dill Scott and Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life-physiological needs, safety needs, social needs,
self-esteem needs and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual’s experience of work, or their quality of working life.

59
Job satisfaction can be understood in terms of its relationships with other key
factors, such as general well- being, stress at work, control at work, home-work
interface and working conditions.

THEORIES

There are numerous theories attempting to explain job satisfaction, but three
conceptual frameworks seem to be more prominent.
The first is content theory, which suggests that job satisfaction occurs when one’s
need for growth and self-actualization are met by the individual’s job. The second
conceptual framework is often referred to as process theory, which attempts to
explain job satisfaction by looking at how well the job meets one’s expectations and
values. The third conceptual group includes situational theories, which proposes
that job satisfaction is a product of how well an individual’s personal characteristics
interact or mesh with the organizational characteristics.

1. Content Theories:

The earliest content theory was Abraham Maslow’s “hierarchy of needs”. Maslow’s
(1954) traditionalist views of job satisfaction were based on his five-tier model of
human needs. At the lowest tier, basic life sustaining needs such as water, food, and
shelter were identified. The next level consisted of physical and financial security,
while the third tier included needs of social acceptance, belonging, and love.
The fourth tier incorporated self-esteem needs and recognition by one’s peers and
at the top of the pyramid was reserved for self-actualization needs such as personal
autonomy and self-direction. According to Maslow, the needs of an individual exist
in a logical order and that the basic lower level needs must be satisfied before those
at higher levels. Then, once the basic needs are fulfilled, they no longer serve as
motivators for the individual.
The more a job allows for growth and acquisition of higher level needs, the more
likely the individual is to report satisfaction with his or her job. Furthermore, the

60
success of motivating people depends on recognizing the needs that are unsatisfied
and helping the individual to meet those needs.
Building on the theories of Maslow, Frederick Hertzberg (1974) suggested that the
work itself could serve as a principal source of job satisfaction. His approach led to
the two- continuum model of job satisfaction where job satisfaction was placed on
one continuum and job dissatisfaction was placed on a second. Hertzberg’s theory
recognized that work characteristics generated by dissatisfaction were quite
different from those created by satisfaction.
He identified the factors that contribute to each dimension as “motivators” and
“hygiene”. The motivators are intrinsic factors that influence satisfaction based on
fulfillment of higher level needs such as achievement, recognition, and opportunity
for growth. The hygiene factors are extrinsic variables that such as work conditions,
pay, and interpersonal relationships that must be met to prevent dissatisfaction.
When hygiene factors are poor, work will be dissatisfying.
However, simply removing the poor hygiene does not equate to satisfaction.
Similarly, when people are satisfied with their job, motivators are present, but
removing the motivators does not automatically lead to dissatisfaction. Essentially,
job satisfaction depends on the extrinsic characteristics of the job, in relation to the
job’s ability to fulfill ones higher level needs of self-actualization. Hence the two
continuum model of Hertzberg’s Motivator-Hygiene theory.

2. Process Theories:

Process theories attempt to explain job satisfaction by looking at expectancies and

values. This theory of job satisfaction suggests that workers’ select their behaviours
in order to meet their needs. Within this framework, Adams’ (1963) and Vroom
(1982) have become the most prominent theorists. J. Stacy Adams’ suggested that
people perceive their job as a series of inputs and outcomes.
Inputs are factors such as experience, ability, and effort, while outcomes include
things like salary, recognition, and opportunity. The theory is based on the premise
that job satisfaction is a direct result of individuals’ perceptions of how fairly they

61
are treated in comparison to others. This “equity theory” proposes that people seek
social equity in the rewards they expect for performance. In other words, people
feel satisfied at work when the input or contribution to a job and the resulting
outcome are commensurate to that of their co-workers.
According to Milkovich and Newman (1990), this social equity is not limited to
others within the same workplace, and the equity comparisons often reach into other
organizations that are viewed as similar places of employment.
Vroom’s (1964) theory of job satisfaction was similar in that it looked at the
interaction between personal and workplace variables; however, he also
incorporated the element of workers’ expectations into his theory. The essence of
this theory is that if workers put forth more effort and perform better at work, then
they will be compensated accordingly. Discrepancies that occur between expected
compensation and actual outcome lead to dissatisfaction.
If employees receive less than they expect or otherwise feel as if they have been
treated unfairly, then dissatisfaction may occur. Conversely, overcompensation
may also lead to dissatisfaction and the employee may experience feelings of guilt.
The compensation does not have to be monetary, but pay is typically the most
visible and most easily modified element of outcome. Salary also has significance
beyond monetary value and the potential to acquire material items, and Gruenberg
(1979) notes that it is also an indication of personal achievement, organizational
status, and recognition.
Vroom’s theory also goes one step further to incorporate an individual’s personal
decision making within the work-place. Vroom (1982) explained that employees
would choose to do or not do job tasks based on their perceived ability to carry out
the task and earn fair compensation. To illustrate and clarify his ideas, Vroom
generated a three- variable equation for scientifically determining job satisfaction.
Expectancy is the first variable, and this is the individual’s perception of how well
he or she can carry out the given task. Instrumentality is the second variable of the
equation, and this refers to the individual’s confidence that he or she will be
compensated fairly for performing the task. Valence is the third variable, which
considers the value of the expected reward to the employee.

62
In Vroom’s formula each variable is given a probability value, and when all three
factors are high, workers will be more satisfied and have more motivation. If any
of the factors are low, work performance and employee motivation will decline
.
3. Situational Theories:

The situational occurrences theory emerged in 1992, when Quarstein, McAfee, and
Glassman stated that job satisfaction is determined by two factors: situational
characteristics and situational occurrences. Situational characteristics are things
such as pay, supervision, working conditions, promotional opportunities, and
company policies that typically are considered by the employee before accepting
the job.
The situational occurrences are things that occur after taking a job that may be
tangible or intangible, positive or negative. Positive occurrences might include extra
vacation time, while negative occurrences might entail faulty equipment or strained
co-worker relationships. Within this theoretical framework, job satisfaction is a
product of both situational factors and situational occurrences.

63
TYPES OF EMPLOYEE JOB SATISFACTION

Overall job satisfaction is actually a combination of intrinsic and extrinsic job

satisfaction:

INTRINSIC JOB SATISFACTION

It refers to satisfaction that is driven by an interest or enjoyment in the task
itself, and exists within the individual—often resulting from an individual’s need to
be competent and self-determining. It implies that the work itself is interesting,
engaging, and in some way satisfying. Intrinsically satisfying task are those that are
interesting and enjoyable to perform irrespective of possible external rewards.

The clearest example of intrinsic satisfaction is related to psychological rewards

such as opportunity to use one’s ability, a sense of challenge and achievement,
receiving appreciation, positive recognition, and being treated in caring and
considerate matter Intrinsic satisfaction involves engaging a behavior because it is
personally rewarding rather than the desire for external reward.

EXTRINSIC JOB SATISFACTION

Extrinsic job satisfaction is energized by external factors such as an expectation of

keeping a job, advancing or getting a promotion, being well paid, keeping one’s
boss happy, gaining some recognition, or being praised for a job well done.

64
 In other words, extrinsic satisfaction occurs when individuals are motivated to
perform a behavior or engage in an activity in order to earn a reward or avoid
punishment.

This kind of satisfaction works in coercive systems in which compliance is

expected, where the vision is espoused from the top down, expecting people to
“buy-into” it or at least accept it.

IMPORTANCE

Job satisfaction is a frequently studied subject in work and organizational literature.

This is mainly due to the fact that many experts believe that job satisfaction trends
can affect labour market behaviour and influence work productivity, work effort,
employee absenteeism and staff turnover. Moreover, job satisfaction is considered
a strong predictor of overall individual well-being, as well as a good predictor of
intentions or decisions of employees to leave a job.
Job satisfaction is also important in everyday life. Organizations have significant
effects on the people who work for them and some of those effects are reflected in
how people feel about their work. This makes job satisfaction an issue of substantial
importance for both employers and employees.
As many studies suggest, employers benefit from satisfied employees as they are
more likely to profit from lower staff turnover and higher productivity if their
employees experience a high level of job satisfaction. However, employees should
also ‘be happy in their work, given the amount of time they have to devote to it
throughout their working lives’.
As a result, we can understand that Job satisfaction is an important job attitude. As
an attitude like all others, Job satisfaction has 3 elements: affective, cognitive and
behavioural.
1. Affective component-
 It is the emotional response to the job situation.

65
 For example “I feel good about my job”.

2. Cognitive component –
 It is the appraisal on the extent to which the job fulfills important needs associated

with one’s work.

 For example “My job helps me to achieve my goals”.

3. Behavioral component –
 It is the intention to engage in specific behaviours as manifested in productivity,

absenteeism, turnover and forms of organisational citizenship.

 For example “I want to give my best on the job”.

Job Satisfaction Factors

Job satisfaction is related to the psychology of an employee. A happy & content

employee at a job is always motivated to contribute more. On the other hand, a
dissatisfied employee is lethargic, makes mistakes & becomes a burden to the
company. The elements & factors which contribute to job satisfaction are:

1. Compensation & Working conditions

One of the biggest factors of job satisfaction are the compensation and benefits
given to an employee. An employee with a good salary, incentives, bonuses,
healthcare options etc. is happier with their job as compared to someone who
doesn’t have the same. A healthy workplace environment also adds value to an
employee.

2. Work life balance

Every individual wants to have a good workplace which allows them time to spend
with their family & friends.

Job satisfaction for employees is often due a good work life balance policy, which
ensures that an employee spends quality time with their family along with doing
their work. This improves the employee's quality of work life.

66
3. Respect & Recognition

Any individual appreciates and feels motivated if they are respected at their
workplace. Also, if they are awarded for their hard work, it further motivates
employees. Hence recognition is one of the job satisfaction factors.

4. Job security

If an employee is assured that the company would retain them even if the market is
turbulent, it gives them immense confidence. Job security is one of the main reasons
for job satisfaction for employees.

5. Challenges

Monotonous work activities can lead to dissatisfied employees. Hence, things like
job rotation, job enrichment etc can help in job satisfaction of employees as well.

6. Career Growth

Employees always keep their career growth part as a high priority in their life.
Hence, if a company helps groom employees and gives them newer job roles, it
enhances the job satisfaction as they know they would get a boost in their career.

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Ways to Improve Job Satisfaction

1. Rewards and Recognition:

Always be quick to reward excellent work. Timely recognition of a worker's efforts

will boost their confidence and make them happy and satisfaction. Here, you must
deliver proper rewards and recognition in place beforehand to further sweeten the
deal.

2. Employee Retention:

Be sure to keep the workers for the long-term instead of the short term. It means
reassuring workers that they can rely on a future with the company. Make your
workers understand that they are there to be a part of the family and not a project.
In making them stay, you should have better employee development opportunities
like promotion, training, etc.

3. Encourage Employee Health:

Employee health is a big deal in the workplace today. Nowadays, millennials want
to work in an office where they care about their workforce. In his regard, you must
have good corporate health programs in order.

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4. Offer Constructive Feedback:

Every employer must understand that they need constructive feedback to grow as a
unit. In this regard, you should give importance to your employee's opinions. When
you act on your worker's view, they feel valued. It makes them feel great about the
company and themselves, which results in better satisfaction.

5. Respond better to Employees' feedback:

Most employers disregard any criticism they get from their employees. It is an
unfair practice that diminishes job satisfaction. You must respond well
to constructive criticism and work on developing yourself.

6. Don't Micromanage:

For better job satisfaction, you must avoid micromanagement at all costs. It shows
that you don't trust your workforce's ability, which hurts their work and attitude. In
the end, it is sure to bite into your workforce's satisfaction levels.

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 CONCLUSION

That marks the end of the list—a few facets of job satisfaction for you to know.
You must know here that there are no definite elements of overall job satisfaction.

As managers, you must go the extra mile to meet max employee satisfaction in your
workforce and go beyond the myths. The days where it was perceived that only a
big salary is much more important than job satisfaction are over.

To avoid job dissatisfaction in work-life today, you must know your employees
first. You can do this through means of employee engagement survey. When you
understand them, only then can you know the important factors influencing
satisfaction.

Research shows that 8 out of 10 workers are unsatisfied with work. You must make
sure that this fact doesn’t apply to your organization. Make sure that your human
resource management department works hard to ensure job satisfaction at all levels.

As human beings, we spend most of our time either preparing for or engaging in
employment.

So, to be truly happy, we must be one with our job satisfaction. It is not only
necessary from an employer’s point of view but also for a healthy life.

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CHAPTER 4

71
 DATA ANALYSIS AND INTERPRETATION

1. Respondents Age Group Distribution

TAB LE 1:

S.NO AGE No. of respondents PERCENTAG

E
1 Below 20 5 5%

2 20-25 years 18 18 %

3 26-35 years 41 41 %

4 36-50 years 23 23 %

5 Above 50 year 13 13 %

6 TOTAL 100 100 %

Respondents Age Group Distribution

5%
13%
26 -35 YEARS
41% 36-50 YEARS
20-25YEARS
18% ABOVE 50YEARS

23%

INTERPRETATION:
From the above data 5% of the respondents are below 20 years and 18% of the
respondents are between 20 to 25 years and 41% of the respondents are between 26 to
35 years and 23% of the respondents are between 36 to 50 years and 13% of
respondents are above 50 years.

72
2.How many years have you been with the company?

TABLE NO: 2

S.NO. AGE No. of respondents PERCENTAGE

1 Less than a year 3 3%

2 1-3 years 25 25 %

3 4-6years 27 27 %

4 6-10 years 32 32 %

5 More than 10 years 13 13 %

6 TOTAL 100 100 %

Respondents experience distribution

3%
13%

25% Less than a year

1-3 years
4-6 years
6-1o years
32%
More than 10 years

27%

INTERPRETATION

From the above data 3% of the respondents are less than a year and 25% of the
respondents are between 1 to 3 years and 25% of the respondents are between 4 to
6 years and 27% of the respondents are between 6 to 10 years and 13% of
respondents are above 10 years.

73
3.Do you enjoy your company’s culture?

TABLE NO: 3

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 27 27 %
2 Agree 38 38 %

3 Neutral
25 25 %

4 Disagree 10 10 %
5 Strongly disagree
0 0%

6 TOTAL 100 100 %

Opinion on company’s culture distribution

10%
27% strongly agree
agree
25%
neutral
disagree
highly disagree
38%

INTERPRETATION

From the above given data, 27% of the respondents strongly agree with the
company’s culture, while only 38% agree and 25% are neutral in their opinion, and
10% disagree to it.

74
4.Does the company clearly convey its mission to its employees?

TABLE NO: 4
S.NO. OPINION No. of respondents PERCENTAGE
1 Strongly agree 44 44 %
2 Agree
24 24 %
3 Neutral
21 21 %
4 Disagree 9 9%
5 Strongly disagree
2 2%

6 TOTAL 100 100 %

Respondents opinion on company’s mission

2%

9%

STRONGLY AGREE

44% AGREE
21%
NEUTRAL
DISAGREE
STRONGLY DISAGREE

24%

INTERPRETATION

From the above given data, 44% of the respondents strongly agree on the concept
of understand the company’s mission, while 24% agree and 21% are neutral in their
opinion, and 9% disagree while 2% strongly disagree to it.

75
5.Is there is good communication from managers to employees

TABLE NO: 5

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 13 13%
2 Agree 33 33%

3 Neutral 20 20%

4 Disagree 23 23%
5 Strongly disagree 11 11%

6 TOTAL 100 100 %

Respondents opinion on communication from

managers to employees

11% 13%
Strongly agree
Agree
23%
neutral
33% Disagree
Strongly disagree
20%

INTERPRETATION
From the above given data, 13% of the respondents strongly agree, with their
opinion on communication from managers to employees, while 33% agree and 20%
are neutral in their opinion, and 23% disagree and 11% strongly disagree to it.

76
6.Do you have all of the tools and materials you needed t o do your job effectively?

TABLE NO: 6

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 17 17%
2 Agree 48 48%

3 Neutral 20 20%

4 Disagree 10 10%
5 Strongly disagree 5 5%

6 TOTAL 100 100 %

Respondents opinion on the tools and materials

provided

5%
10% 17%
Strongly agree
Agree
20% Neutral
Disagree
Strongly disagree
48%

INTERPRETATION
From the above given data, 17% of the respondents strongly agree, with their
opinion on the tools and materials provided by the company, while 48% agree and
20% are neutral in their opinion, and 10% disagree and 5% strongly disagree to it.

77
7.Do you get enough time to do your job well?

TABLE NO: 7

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 28 28%
2 Agree 32 32%

3 Neutral 15 15%

4 Disagree 18 18%
5 Strongly disagree 7
7%

6 TOTAL 100 100 %

Respondents opinion on their time management

of job

7%

28%
18% Strongly agree
Agree
Neutral
Disagree
15% Strongly disagree

32%

INTERPRETATION
From the above given data, 28% of the respondents strongly agree, with their
opinion on doing their job in the given time, while 32% agree and 15% are neutral
in their opinion, and 18% disagree and 7% strongly disagree to it.

78
8. Do you often end up performing on weekends and holidays?

TABLE NO: 8

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 43 43%
2 Agree 36 36%

3 Neutral 11 11%

4 Disagree 10 10%
5 Strongly disagree 0
0%

6 TOTAL 100 100 %

Respondents opinion on performing

work during weekend
0%

10%

Strongly agree
11%
43% Agree
Neutral
Disagree
Strongly disagree
36%

INTERPRETATION
From the above given data, 43% of the respondents strongly agree, with their
opinion on performing their job during weekend, while 36% agree and 11% are
neutral in their opinion, and 10% disagree to it.

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9.Do you feel underutilized for your job?

TABLE NO: 9

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 0 0%
2 Agree 4 4%

3 Neutral 11 11%

4 Disagree 39 39%
5 Strongly disagree 46
46%

6 TOTAL 100 100 %

Respondents opinion regarding their job

0%
4%
11%

Strongly agree
Agree
46%
Neutral
Disagree
Strongly disagree
39%

INTERPRETATION
From the above given data, none of the respondents strongly agreed, with their
opinion on being underutilized in their job, while 4% agreed and 11% are neutral
in their opinion, and 39% disagreed and 46% strongly disagreed to it.

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10.Is the amount of work excepted from you is reasonable

TABLE NO: 10

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 19 19%
2 Agree 40 40%

3 Neutral 12 12%

4 Disagree 20 20%
5 Strongly disagree 13
13%

6 TOTAL 100 100 %

Respondents opinion on amount of work

excepted from them

13%
19%
Strongly agree
Agree
20%
Neutral
Disagree
Strongly disagree
12% 40%

INTERPRETATION
From the above given data, 19% of the respondents strongly agree, with their
opinion on the amount of work excepted from them, while 40% agree and 12% are
neutral in their opinion, and 20% disagree and 13% strongly disagree to it.

81
11.Is it easy to get along with your colleagues?

TABLE NO: 11

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 49 49%
2 Agree 32 32%

3 Neutral 11 11%

4 Disagree 8 8%
5 Strongly disagree 0
0%

6 TOTAL 100 100 %

Respondents opinion in relation with other

colleagues
0%

8%

11% Strongly agree

Agree
49%
Neutral
Disagree

32% Strongly disagree

INTERPRETATION
From the above given data, 49% of the respondents strongly agree, with their
opinion in getting along with their colleagues, while 32% agree and 11% are neutral
in their opinion, and 8% disagree to it.

82
12. Do you feel comfortable asking for help if you need it?

TABLE NO: 12

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 19 19%
2 Agree 38 38%

3 Neutral 22 22%

4 Disagree 16 16%
5 Strongly disagree 5
5%

6 TOTAL 100 100 %

Respondents opinion on asking help

5%
19% Strongly agree
16%
Agree
Neutral

22% Disagree
38% Strongly disagree

INTERPRETATION
From the above given data, 19% of the respondents strongly agree, with their
opinion on asking help when needed from their colleagues, while 38% agree and
22% are neutral in their opinion, and 16% disagree and 5% strongly disagree to it
as they feel uncomfortable.

83
13.Is the morale in your department is high

TABLE NO: 13

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 32 32%
2 Agree 56 56%

3 Neutral 9 9%

4 Disagree 3 3%
5 Strongly disagree 0
0%

6 TOTAL 100 100 %

Respondents opinion regarding the morale in

their department
3% 0%

9% Strongly agree
Agree
32%
Neutral
Disagree
Strongly disagree

56%

INTERPRETATION
From the above given data, 32% of the respondents strongly agree, with their
opinion regarding the morale in their respective departments, while 56% agree and
9% are neutral in their opinion, and 3% disagree to it.

84
14.Do you trust in the approach taken by the leaders to achieve the company
objectives?

TABLE NO: 14

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 49 49%
2 Agree 35 35%

3 Neutral 10 10%

4 Disagree 4 4%
5 Strongly disagree 2
2%

6 TOTAL 100 100 %

Respondents opinion on the decisions taken by

their leaders
4% 2%

Strongly agree
10%
Agree
49% Neutral
Disagree
35% Strongly disagree

INTERPRETATION
From the above given data, 49% of the respondents strongly agree, with their
opinion on the decisions taken by their leaders to achieve the company’s objectives,
while 35% agree and 10% are neutral in their opinion, and 4% disagree and 2%
strongly disagree to it.

85
15.Does your supervisor promotes an atmosphere of teamwork

TABLE NO: 15

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 52 52%
2 Agree 18 18%
3 Neutral 13 13%

4 Disagree 10 10%
5 Strongly disagree 7 7%
6 TOTAL 100 100 %

Respondents opinion on teamwork promoted

by their superior

7%
10% Strongly agree

Agree
13%
52% Neutral

Disagree
18%
Strongly disagree

INTERPRETATION
From the above given data, 52% of the respondents strongly agree, with their
opinion on teamwork promoted by their superior, while 18% agree and 13% are
neutral in their opinion, and 10% disagree and 7% strongly disagree to it.

86
16.Does your supervisor provides you with actionable suggestions on what you can
do to improve

TABLE NO: 16

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 33 33%
2 Agree 47 47%

3 Neutral 7 7%

4 Disagree 11 11%
5 Strongly disagree 6
6%

6 TOTAL 100 100 %

Respondents opinion on suggestions provided by

the supervisor to improve

6% Strongly agree
11%
33% Agree
7%
Neutral
Disagree
47% Strongly disagree

INTERPRETATION
From the above given data, 33% of the respondents strongly agree, with their
opinion on suggestions provided by their superior to improve, while 47% agree and
7% are neutral in their opinion, and 11% disagree and 6% strongly disagree to it.

87
17.Do you like the process of contribution of your ideas and opinions in your
work place

TABLE NO: 17

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 60 60%
2 Agree 15 15%

3 Neutral 10 10%
4 Disagree 9 9%
5 Strongly disagree 6
6%

6 TOTAL 100 100 %

Respondents opinion on contribution of their

ideas and opinions

6% Strongly agree
9%
Agree
10%
Neutral
15% 60% Disagree
Strongly disagree

INTERPRETATION
From the above given data, 60% of the respondents strongly agree, with their
opinion of contributing ideas and suggestions in their workplace, while 15% agree
and 10% are neutral in their opinion, and 9% disagree and 6% strongly disagree to
it.

88
18.Are you satisfied with the present benefits that the corporate offers, above your
salary?

TABLE NO: 18

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 19 19%
2 Agree 30 30%

3 Neutral 20 20%
4 Disagree 18 18%
5 Strongly disagree 13
13%

6 TOTAL 100 100 %

Respondents opinion on corporate offers

13%
19% Strongly agree
Agree
18%
Neutral
Disagree
30%
Strongly disagree
20%

INTERPRETATION
From the above given data, 19% of the respondents strongly agree, with their
opinion on the corporate offers offered by the company, while 30% agree and 20%
are neutral in their opinion, and 18% disagree and 13% strongly disagree to it.

89
19.Are you satisfied together with your current compensation and benefits

TABLE NO: 19

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 26 26%
2 Agree 32 32%

3 Neutral 16 16%
4 Disagree 17 17%
5 Strongly disagree 9
9%

6 TOTAL 100 100 %

Respondents opinion on current benefits and

compensation

9%
26% Strongly agree
17% Agree
Neutral
Disagree
16%
Strongly disagree
32%

INTERPRETATION
From the above given data, 26% of the respondents strongly agree, with their
opinion that they are satisfied with the current compensation and benefits provided
by the company, while 32% agree and 16% are neutral in their opinion, and 17%
disagree and 9% strongly disagree to it.

90
20.Do you feel your company may be a good place for your self-development and
your career enhancement?

TABLE NO: 20

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 42 42%
2 Agree 23 23%
3 Neutral 20 20%
4 Disagree 10 10%
5 Strongly disagree 0 0%

6 TOTAL 100 100 %

Respondents opinion on the self development and

career enhancement in the company
0%

10%
Strongly agree

42% Agree
20%
Neutral
Disagree
Strongly disagree
23%

INTERPRETATION
From the above given data, 42% of the respondents strongly agree, with their
opinion that their company is good place for self-development and career
enhancement, while 23% agree and 20% are neutral in their opinion, and 10%
disagree to it.

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21.Do you like your work environment?

TABLE NO: 21

S.NO. OPINION No. of respondents PERCENTAGE

1 Strongly agree 58 58%
2 Agree 22 22%
3 Neutral 12 12%
4 Disagree 8 8%
5 Strongly disagree 0 0%

6 TOTAL 100 100 %

Respondents opinion on company’swork

environment
0%
8%

12% Strongly agree

Agree
Neutral
22% 58%
Disagree
Strongly disagree

INTERPRETATION
From the above given data, 58% of the respondents strongly agree with their
opinion, on company’s work environment, while 22% agree and 12% are neutral in
their opinion, and 8% disagree to it.

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CHAPTER 5

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 FINDINGS
It has been found that majority of employees are highly satisfied with the working
condition of the organization.

✓Most of the employees are satisfied with the company HR policies.

✓It has been found that employees dissatisfaction level is negligible.

✓It is evident from the data that most of the employees are able to get benefits by
the training methodology of the company which has been the reason for
satisfaction.

✓Most of the employees are satisfied with the company culture.

✓It is observed that the satisfaction level of the employees is reasonably high at

lower cadre when compared to higher cadre.

✓It is evident that most of employees are happy due to the recognition in the

company

✓The employees may dis satisfy in these organization through training and

development mostly they don't have much training process.

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 SUMMARY
The purpose of this study is to determine the efficiency and effectiveness of the
EMPLOYEE SATISFACTION in RENAULT VISHAKAPATANAM to enhance
quality of HR department.

The project entitled “A study on Employee Satisfaction with reference to

RENAULT” is divided into 6 chapters; chapter wise summary is given below.

For that I conduct research on Employee Satisfaction with considering a primary

data through observations, direct interview, past data etc.; and secondary data
through internet, books, records, indirect observations etc.; in RENAULT

Finally, I analyze and interpretation the total data and prepare a report on findings
in RENAULT So that the report details are furnished below.

In Chapter 1 includes the Introduction, Need of the study, Objectives of the study
and limitation of the study. Through this chapter we can understand the opinion of
the investigator on that project and the interest she paid on the project. From this
chapter we can know the overview of the automobile industry and the recruitment
and selection overview in a very detail manner. In the “introduction” the details of
the automobile industry i.e., origin of the automobile industry, growth of the
industry and the major players of the industry and the total details of the automobile
industry and the automobile industry in India and some other details pertaining of
the company has been given. After giving details of the company, the topic
introduction was given like the definition of topic collected from different sources
and the analysis of those definitions were explained. After the explanation of the
definition of the, the importance of the study and the use of the study to the company
were clearly explained.

After the introduction the need of the study has been explained briefly. In
this, why the investigator has chosen the topic and can get from the study and the
use of the study will not be conducted. After explaining the need of the study, the

95
objective of the study was given. In this part, what information the investigator
wanted collected and why he wanted to do the project in the particular company
and what those he wanted to do this project was clearly explained.

In chapter 2, we discuss on industrial profile n company profile introduction that

fifth largest commercial vehicle manufacture n export compact cars to Europe.
Global and Indian manufactures are focusing their efforts to develop innovative
products, technologies and supply chains. Automobile industry, different names of
the automobile and then industrial scenario and government policy of automobile
industry and major players of automobile industry are Tata motors, Maruti Suzuki
India limited, Renault motor India limited, Mahindra & Mahindra limited and hero
Moto corporation limited, Bajaj auto, Honda cars India limited and Hindustan
motors and future focus.

In company profile, genes and growth it explains about mission and vision. The
history of Renault motor company in the Indian market and product rolling out of
Renault motors India limited, ideology and environment at Renault. Organizational
structure and production function and financial functions of Renault, personal
functions it has the recruitment process it include steps they are application,
application-selection, assessment-center, interview and decision and then
marketing functions and their achievements of Renault and future plans then swot
analysis it explains the strength and weakness, opportunity and threats of the
organization.

In chapter 3 total theoretical analysis and framework is discussed about topic of the
project. The performance of an organization heavily depends upon the people who
works inside it. If the organization has right people on right jobs, the work proceeds
smoothly and efficiently

In chapter 4 is Data analysis and Interpretation of the collected data from the
company. I analyze total data and interpret where I have done different tasks that
are conduct by the Employee Satisfaction under Human Resource division in
RENAULT.

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Those were descriptions of the job, Basis of selection in the organization
,Awareness of the Employee Satisfaction, period of Employee Satisfaction ,
Improvement in the response to the Employee Satisfaction ,Importance of
Employee Satisfaction in employees career, convey opinion of employees of utility
of Employee Satisfaction, according to employees opinion(preference), Identifying
the areas of improvements through Employee Satisfaction, Improvement of
communication through Employee Satisfaction, opinion on RENAULT selecting a
right person, process of , Identification of job responsibilities of the employees,
satisfaction on last year Employee Satisfaction .

In chapter 5 consists of summary which is short brief about total project, findings
which are I found in my total project period in RENAULT and finally conclusion
&recommendations which are necessary to enhance effectiveness of Employee
Satisfaction in company respectively.

97
 SUGGESTIONS
It is suggested that the company can make the employees happier by designing HR
policies in a attractive way.

✓It is suggested to provide more facilities to retain the employees for long time

✓It is also suggested to attract the blue-collar employees by framing incentive

scheme at work place.

✓The performance appraisal of the company can be redesigned by framing in the

best possible manner.

✓ Management should provide proper leaves to the employees.

✓Management should provide the opportunity to employees in order to participate

in decision making.

✓Management should provide proper safety measures in the organization.

✓Proper guidance should be given to the employees in order to reach the objectives

of the organization.

98
 CONCLUSION
To conclude we can say that employee’s job satisfaction is very important part of
organization. Most of the employees are satisfied with the working condition.
Employees are satisfied with the training and development programme which help
the employees to improve working skills and help them to achieve organization
goals which are benefited for both Respondent and company gives priority to the
employee’s welfare.

Overall, the Employees are satisfied with the working conditions. It is found that
the Renault Company is adopting best possible methodology to satisfy overall
employees.

The success of the company is employee motivations at senior level. Majority of

employees are happy due to the HR policies framed by the company and time to
time increments given by the company.

99
 ANNEXURE

I am GUNTI SIRISHA pursing my MBA with human resource management as my

specialization.Presently, I am doing internship in Renault, Visakhapatnam on the
topic titled “EMPLOYEE SATISFACTION “providing by RENAULT,
VISAKHAPATNAM as a part of our academic curriculum.

Hence, I request you to kindly spare few minutes from your busy schedule & fill
the form. I assure that the information collected by way of questionnaire will be
used solely for the fulfillment of my academic curriculum.

1. Respondents Age Group Distribution

1. Below 20

2. 20-25 years

3. 26-35 years

4. 36-50 years

5. above 50 years

2. How many years have you been with the company?

1. Less than a year

2. 1-3 years

3.4-6years

4.6-10 years

5. More than 10 years

100
3. Do you enjoy your company’s culture?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

4.Does the company clearly convey its mission to its employees?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

5. Is there is good communication from managers to employees?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

6. Do you have all of the tools and materials you needed to do your job
effectively?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

101
7. Do you get enough time to do your job well?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

8. Do you often end up performing on weekends and holidays?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

9. Do you feel underutilized for your job?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

10. Is the amount of work excepted from you is reasonable?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

102
11. Is it easy to get along with your colleagues?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

12. Do you feel comfortable asking for help if you need it?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

13. Is the morale in your department is high?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

14. Do you trust in the approach taken by the leaders to achieve the company
objectives?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

103
15. Does your supervisor promote an atmosphere of teamwork?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

16. Does your supervisor provide you with actionable suggestions on what you
can do to improve?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

17. Do you like the process of contribution of your ideas and opinions in your
work place?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

18. Are you satisfied with the present benefits that the corporate offers, above
your salary?

1. Strongly agree

2. Agree

3. Neutral l

4. Disagree

104
5. Strongly disagree

19. Are you satisfied together with your current compensation and benefits?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

20. Do you feel your company may be a good place for your self-development
and your career enhancement?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

21. Do you like your work environment?

1. Strongly agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

105
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