sangeeth maruthi suzuki 2

Chapter-1

EXECUTIVE SUMMARY

In partial fulfillment of MBA program of Bangalore University, a study was

undertaken during the month of Februarary - March 2008, at Mandovi Motors Pvt

Ltd, leading dealer of Maruti Suzuki vehicles.

The study titled “EMPLOYEE SATISFACTION AT MANDOVI MOTORS”,

focuses on knowing the employees perception with regard to implementation of

HR practices in the company. The study also focuses on finding out the perception

gap between the top management and middle management with regard to the

implementation of the HR practices.

A survey was conducted with the help of a structured questionnaire. The

respondents included employees from both the top management and middle

management.

The sample size was 75.

The data was collected with the help of structured questionnaires and depth

interviews. The secondary data was gathered with the help of in-house journals and

also through the company websites. Data gathered was analyzed in order to draft

suggestions and to know the implications of the study.

The analysis of the data revealed that some more improvements are needed in the

feedback system, reward system and compensation paid by the company.

1

INTRODUCTION TO THE STUDY

For the effective running of any organization, a HR department plays a major role.

This is because the HR department lays down the policies and procedures that

decide the working of the employees. These policies or procedures consist of

various facilities and benefits that keep the employees happy, satisfied and

motivate them to work better.

MANDOVI MOTORS PVT LTD has established a HR department recently. This

study is undertaken with a main objective of identifying the Employee Stisfaction

at Mandovi Motors. This study also attempts to find out the perception gap

between the top management and the middle management, with regard to the

implementation of these HR practices.

2

INDUSTRY PROFILE

Indian Automobile Industry

Following India’s growing openness, the arrival of new and existing models, easy

availability of finance at relatively low rate of interest and price discounts offered

by the dealers and manufacturers, all these have stirred the demand for vehicles and

a strong growth of the Indian automobile industry.

The data obtained from ministry of commerce and industry, shows a high growth

observed since 2001-02 in automobile production, continuing in the first three

quarters of the 2004-05. Annual growth was 16.0 percent in April-December 2004;

the growth rate in 2003-04 was 15.1 percent. The automobile industry grew at a

compound annual growth rate (CAGR) of 22 percent between 1992 and 1997.

Automobile Dealers Network in India

In terms of car dealer networks and authorized service stations, Maruti leads the

pack with dealer networks and workshops across the country. The other leading

automobile manufactures are also trying to cope up and are opening their service

stations and dealer workshops in all the metros and major cities of the country.

Dealers offer varying kinds of discount of finances who in turn pass it on to the

customers in the form of reduced interest rates.

Major Manufacturers of Automobiles in India

Following are the major automobile manufacturing companies in India

Toyota motors

Ford motors

Hyundai motors

Honda motors

Tata motors

Maruti Suzuki motors

General motors

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Government of India has liberalized the norms for foreign investment and import

of technology which appears to have benefited the automobile sector. The

production of total vehicles increased from 4.2 million in 1998-1999 to 7.3 million

in 2003-2004. It is likely that the production of such vehicles will exceed 10

million in the couple of years to come. The industry has adopted the global

standards and this was manifested in the increasing exports in the sector.

The Key Factors behind This Upswing

Sales incentives, introduction of new models as well as variants coupled with easy

availability of low cost finance with comfortable repayment options continued to

drive the demand and sales of automobiles during the first two quarters of the

current year. The risk of an increase in the interest rates, the impact of delayed

monsoons on rural demand and increase in the costs of inputs such as steel are the

key concerns for the players in the industry.

As the players continue to introduce new models and variants, the competition may

intensify further. The ability of the players to contain costs and focus on exports

will be critical for the performance of their respective companies.

4

COMPANY PROFILE

Mandovi Motors Pvt. Ltd. is the First and Largest Dealership of Maruti Suzuki

Cars in Karnataka. Its parent company has nearly 75 years of experience in the

Automotive Industry.

The company has a strong culture of excellence in everything that it does. This has

helped the company earn tremendous loyalty from Customers, resulting in a large

percentage of its business coming through references from the existing Customers.

This has also enabled Mandovi to become the

First Automobile dealer in South India to cross a sale of 50,000 cars in 1997.

First Dealer in Karnataka to cross a sale of 100,000 cars.

Only Dealer in Karnataka to service more than 12,000 cars every month. It is

testimony of the trust the Customers place in the company, by patronizing its

workshops because of high quality service and personalized attention they get.

First Autodealership to get ISO Certification in Karnataka.

First Maruti dealer in India to get Top position in JD Power customer

satisfaction study (Non Metro), three times in a row.

Today, Mandovi boasts of the largest network among all the Maruti dealers in

Karnataka, with 12 Showrooms and Sales Information Centers, 15 Workshops and

4 Showrooms for Used Car Sale (True Value). It has a team of over 1200 dedicated

professionals committed to provide the best possible service to its customers.

VISION STATEMENT

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“To be the market leaders in the passenger car market in Karnataka”

Following is the quality policy of Mandovi Motors

''Mandovi pledges to make Quality a

way of life through commitment to

continuous improvement in Customer

Satisfaction and adhering to Quality

Management Systems''

The foundation of Mandovi is based on hard work, sincerity, integrity and

commitment of its team. It nurtures a culture of excellence and innovation. The

company is continuously striving to create a “One Stop Shop” for our Customers.

The aim of the company is to become “The Preferred Destination” for purchase

and service of Maruti Cars, as well as for allied services like Vehicle Insurance and

Pre-Owned Cars, in the cities the company operates.

The Founder

Mandovi is considered as one of the most professionally

managed Maruti Dealerships.

It is guided by the high standards set by its founder

(Late) Shri Aroor Sripathi Rao, its Managing Director

and other Directors who have lead the organisation from

the front. These standards ensure that the goals of

achieving excellence in every area of its operations are

realized by Mandovi.

Every member of Mandovi’s team of over 1200 people works jointly as a single

unit to consistently achieve record performances in all the fields like Sale of new

cars, used cars, Service, Body repair and Insurance.

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Showrooms and Workshops in Bangalore

Location: J P Nagar

No.70, Sarakki Industrial Estate, Bannerghatta Main Road,

J.P.Nagar, 3rd Phase, Bangalore - 560 078

Timings: 9:00am-7:00pm

Location: Vijayanagar

No.2/106, 17th Cross, Magadi Chord road,

Vijayanagar, Bangalore - 560 040


Location: Wilson Garden

No.24/4, 7th Main, Wilson Garden, Bangalore - 560 027


Location: Yeshwantpura

No.17/a, 2 and 3, Gorgunte Palya Industrial Suburb,

2nd Stage, Tumkur Road, Yeshwanthpura, Bangalore-560 022


Mandovi has the largest network of High Quality Workshops for Service and

Repair of Maruti Cars, in - Bangalore, Mangalore and Mysore.

Bangalore

Location: Lavelle Road

No.40/4, Lavelle Road, Bangalore - 560 001


Location: Wheeler Road

No .132, Wheeler Road, Cox Town, Bangalore - 560 005

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Mandovi offers a wide range of accessories for the Maruti Car. Maruti Genuine

Accessories (MGA) is a new initiative to offer the customer high quality

accessories at competitive prices. The company follows world Class engineering

and design processes to develop each and every item of MGA.

With more of its Customers purchasing Cars by

financing them, Mandovi, offers to its Customers,

multiple Financing options, through multiple

finance companies. This ensures that Customers get

the most competitive financing options possible.

About Maruti Finance

Mandovi has launched Maruti Finance products from Maruti, at all its Showrooms

at Bangalore, Mangalore and Mysore. Maruti has tied up with 8 finance companies

to form a consortium. This consortium comprises Citicorp Maruti, ICICI Bank,

HDFC Bank, Kotak Mahindra, Sundaram Finance, Magma Leasing Ltd,

Cholamandalam Finance and Mahindra and Mahindra financial Services limited.

Maruti Finance offers the best rates of interest. The instalment schemes are

designed to suit customers’ convenience and other requirements.

Value Added Services

Extended warranty

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Maruti Finance gives the customer the privilege of extended warranty that goes up

to four years! This means four years of hassle-free maintenance.

Loans for Insurance and Accessories

Loans for insurance and accessories are built into the EMI's, keeping the whole

deal simple and hassle free.

In its effort to offer the best of services to the

Customers, Mandovi is now providing the complete

range of Automobile Insurance products. It offers

the benefits of a simple, efficient and faster renewal

process for Car Insurance Policy. The customer can now renew his Car Insurance

policy either by calling Mandovi’s dedicated “Call Center” for Insurance at –

9880912423, or can even renew it any time, by visiting any of our Workshops or

Showroom.

To ensure that this process is seamless, the customers are able to renew the

Insurance Policy from the comforts of their home -

Mandovi has setup a dedicated “Call Center” for servicing Customers at,

Bangalore, Mangalore and Mysore.

Through this “Call Center”, it reminds the Customers to renew their Car

Insurance Policy well in advance, before it expires.

The Customer Care Executive re-confirms the complete details of customer’s

Car and existing policy over the phone itself.

Based on the information provided, in-case no confirmation is required; the

Customer Care Executive computes the Premium amount. This amount is collected

from the customer and the Insurance Policy is delivered to his home.

About Maruti Insurance

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Mandovi is providing Car Insurance, through Maruti Insurance: Maruti

Insurance has tied up with National Insurance Company, Bajaj Allianz, New India

Assurance and Royal Sundaram to bring this service for all its customers.

At Maruti Insurance, the customer can get the advantage of a 'One Stop Shop' for

all his car insurance needs. From identifying the most suitable car coverage to

virtually hassle-free claim assistance provided by Mandovi.

Benefits of Maruti Insurance

Near Cash-less accident repairs: Mandovi provides its customers with near cash-

less repairs in their claim settlement. This means that, the Customer, would not

have to pay for the repair charges to the extent it is payable by Insurance Co. He

will just pay for the compulsory excess (fixed as per tariff according to the cubic

capacity (cc) of the car) and applicable depreciation, which varies depending on the

age of the vehicle and the type of the replaced parts. Rest of the amount will be

settled directly between Mandovi and the Insurance Company.

Seamless services across all our Workshops: The customer will get all the

services like buying new policy, effecting renewals, endorsements and claims at all

Mandovi’s Showrooms and Workshops in Bangalore, Mangalore and Mysore. The

services cover right from policy issuance to emergency assistance to post accident

repairs and claim settlement.

Faster and Fair Claim settlement: With Maruti Insurance there are no hassles

like Insurance Co. is not giving fair claim settlement. Whatever is payable by

standards is admissible by Insurance Co. The customer is not forced to bear the

undue differential cost of repair/ replacement.

Easy settlement of claims with no follow-ups: There would not be any need of

the customer's personal involvement with the surveyor or Insurance Company, nor

would the customer have to worry about salvage disposal in the process of

settlement of claims. All this will be taken care by the company.

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Repairs at Authorized Dealer workshops across India: After an accident, the

damaged vehicles may be repaired at any Maruti Authorized Dealer workshops that

are equipped with the best facilities and infrastructure. This would lead to quality

repairs with Maruti genuine spare parts and trained mechanics with Maruti

Insurance the customer need not compromise on the quality of repairs and thus

health of the car, by going to smaller roadside workshops.

Towing facility: Towing assistance would be provided, for getting the vehicle to

the workshops in Bangalore, Mangalore or Mysore, in case of accidents where the

vehicle has been rendered immobile. This facility is available free of cost up-to

Rs.1500/-. If the cost incurred for towing is more than Rs.1500/- then the excess

amount will be borne by the customer.

Easy transfer of No claim bonus: No matter which Insurance Company the

customer's vehicle was previously insured with, his no claim bonus earned on

previous policy will be easily transferred to Maruti Insurance policy that a

customer is buying at the time of renewal.

Instant Policy issuance: No longer would the customer need to wait for the policy

document, which sometimes takes months to get delivered from the Insurance

Company. With Maruti Insurance, the policy is issued through Internet and it is

instantaneous.

Faster refunds and cancellations and Policy Verification: Maruti Insurance is

completely driven by IT systems and thus it is possible to have a faster response

time for cancellations and refunds compared to other Insurance companies. At the

time of payment of claims also, the policy and premium credit verification is

instant. This adds to both Dealer and Customer comfort 'Insurance is a subject

matter of solicitation'

ORGANIZATION STRUCTURE

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Chief Executive Officer

Management representative

HR managerSGM (sales) SGM (work)Manager (systems)

Sr Exe (Admin) Sr Exe (systems)

Exe (stockyard)

Supervisor PDI

HR Executive

Cust. Care Exe.

Delivery controller

Team managers

washing Mechanic System operator

Sales executive

Sr exe( sales-del)

Sr manager (sales)

Asst. supervisor

Asst. stockyard

Cust. Care

manager

WORKSHOP AND SPARES

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Chief Executive

Officer

Management representativ

e

SGM (works)

Manager (systems)

Manager (spares)

Manager works Manager WG/NV/IP

Executive (systems)

Service advisor

SupervisorFinal inspection

Sup

Cust. Care Manager

SupervisorMaruti on Road service

Cust. Care Exe

System Executive

Counter sales Executive

Quick repair

Mechanics Front office Executive

Organisation Structure, Responsibilities and Authority

The responsibilities are defined in a broad base manner and the authority is

commensurate with the responsibilities assigned.

Chief Executive Officer

Shall be responsible for the overall policy of the company.

Shall liaison with the Maruti Officials.

Shall be involved in Strategic Planning of the company.

Shall look into overall and budgeting.

Shall chair the Management Review Meetings.

Shall review customer complain?

Shall ensure that all employees are trained.

Shall liaison with the government bodies.

Shall focus on future planning and growth of the company.

Shall motivate the departmental heads to achieve targets and customer satisfaction.

Shall plan cost control, budgeting and company policy decision.

Sr. General Manager (Sales)

Shall be responsible for the overall activities of Marketing, Sales, Service and

Spares.

Shall be responsible Market planning and Sales Promotional activities.

Shall be responsible for the recruitment and training of the Sales Force Personnel.

Shall involve in new initiatives of the company.

Shall organize the performance review meetings.

Shall attend Management review meetings.

Shall involve in Maruti meetings.

Shall put forward continual improvement suggestions to CEO.

Shall monitor customer satisfaction in Sales.

Shall communicate to down the line with regard to improvements.

Quality Management Representative

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Shall be responsible for effective implementation of the Quality Management

System.

Shall report to the Top Management at regular intervals on the performance of the

Quality Management System

Shall be responsible for conducting the Management Review Meetings as per

schedule and maintenance of records for the same.

Shall be responsible for planning, conducting and co-ordinating Internal Quality

Audits and the follow-up audits of the entire quality system.

Shall take corrective and preventive action as deemed necessary.

Shall maintain all the records concerned with Internal Quality Audits.

Shall responsible for the control of documents, data and quality records.

Shall be responsible for implementing asnd maintaining the system for analysis of

data.

Shall be responsible for promoting customer requirements throughout the

organization.

Shall be responsible for implementing corrective actions based on analysis of data.

Shall be responsible to liaison with external parties on Quality Management System

matters.

Manager (Sales)

Shall ensure the smooth functioning of the marketing, sales and delivery operations.

Shall be responsible for the activities of Sr.General Manager (Operations) in his

absence.

Shall interact with MUL in matters concerning colour, dispatch and monthly

reports.

Shall in consultation of the Sr.General Manager (Operations) interact with the

accounts department to arrange for payments to MUL.

Shall ensure MUL issued Sales Policy and Marketing Bulletins are adhered to.

Shall ensure a corrective action on customer complains.

Shall involve in new initiatives of the company.

HR Manager

Shall be responsible for Recruitment and Training

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Shall ensure Consultation with HOD’s, Manpower Planning, Incentive Schemes and

Motivational Programs

Shall ensure exit meeting and other HR activities.

HR Executive

Shall assist HR manager in HR activities

Delivery Controller

Shall ensure that the allotment of the vehicles is done as per the priority list.

Shall co-ordinate with the stockyard and the PDI and ensure that all the vehicles

dispatched from MUL are received and the same are invoiced.

Shall ensure that the customer is informed about the arrival of his vehicle.

Shall interact with the Pre-Delivery Inspection and Delivery Sections to ensure the

smooth delivery of the vehicles.

Shall monitor the operations at the enquiry and payment counters.

Shall compile Customer Feedback Data on a monthly basis and shall handle

customer complains sin coordination with General Manager.

Shall ensure that all the formalities have been completed and that the vehicle is kept

ready for delivery on the day of the delivery.

Sales Executives

Shall follow the Pre-Sales process, Vehicle Booking and pre-delivery procedures.

Field Executives

Shall follow the procedures pertaining to the Marketing to both the individual and

Corporate Customers.

Shall attend the Daily Marketing Brief.

Shall be responsible for the physical delivery of the vehicles during the peak hours.

Manager (Systems)

Shall be responsible for the smooth operations of the network and shall maintain a

supervision security for it.

Shall be responsible for all the software modifications and additions.

Shall approve all these modifications and additions.

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Shall have accessibility to source codes of the soft ware.

Shall be responsible for all changes in the Master File.

Shall compile statistical data on payments and enquiry once a month.

Shall prepare Sales Invoice.

Shall daily take print out of e-mail and give it to the concerned person.

Shall prepare Interest Refund Cheques as per the Invoice Balance.

Shall maintain the Sales Invoice Register.


supervision security for it in the absence of the Assistant Manager Systems.



Sr. Executive Systems

Shall have an overall control over the systems operations in the Control Room, the

Front Office and the SubStores.

Shall in consultation with Manager Spares prepare the Order Draft?


supervision security for it.


Shall approve all these modifications and additions.


Shall be responsible for all changes in the Master File.

Executive Systems

Shall be in charge in case the Sr.Executive Systems is absent.

Shall maintain the Adjustment Book.

Shall change price of spares in the Master File.

Shall prepare the Discrepancy Report.

Shall prepare VOR.

Shall enter Inward Parts into the computer.


supervision security for it in the absence of the Assistant Manager Systems.


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Lobby Manager

Greet Customers upon their arrival.

Shall look after showroom décor and house keeping.

Shall enter the Job Card and Gate Pass details.

Shall raise invoices once the vehicle repair/servicing is completed after checking the

spare part details entered.

Shall enter the Spare Part Code Number into the computer and give an issue

voucher when a Spare Part is issued to the Work Station against an Internal Part

Order.

Shall enter the labour details and update the vehicle history.

Shall raise the Counter Sale Invoice.

Shall raise an Issue Voucher while giving a part from the Sub Store to Work Shop.

Shall prepare Warranty Reports.

At the various Work Stations shall login only after entering their respective

passwords.

Only the Software applicable to a particular Work Station shall be available to that

System operator for data entry.

Sr. General Manager (Works)

Shall be responsible for the overall activities of the work shop.

Shall be responsible for the recruitment and training of the Work Shop Personnel.

Shall be responsible for the overall activities of Spare Parts.

Shall be responsible Spare Parts Market planning and Sales Promotional activities?

Shall be responsible for the recruitment and training of the Work Shop Personnel.

Shall be responsible for implementing and maintaining the system for Statistical

Techniques.

Shall be responsible for the identification and implementation of statistical

techniques.

Shall be responsible for implementing corrective actions based on statistical

analysis.

Shall be monitoring the overall Systems Operations in the Work Shop.

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Shall have an overall control over the Work Station operations in the Control Room,

the Front Office, the Work Shop and the Washing Bay.

Shall in consultation of General Manager (Works) do the Man Power and Training

Planning.

Shall handle customer complains.

Shall do the load planning.

Service Advisor

Shall attend to customer enquiries coming to the Front Office and shall conduct road

tests when required.

Shall take inventory of vehicle.

Shall deliver the cat to the customer.

Shall co-ordinate between the workshop and the front office and follow-up on the

status of the vehicle.

Shall enter labour rates on completion of job, on the job card.

Shall subcontract the required vendors when need arises.

Shall answer customer enquiries on status of vehicle by consulting mechanic/

supervisor/ job control card.

Sr. Manager Shop floor

Shall be responsible for the activities of workshop shop floor in his absence.

Manager Works

Shall have an overall control over the work station operations in the control room,

the front office, the work shop and the washing bay.

Shall in consultation of General Manager (works) do the man power and training

planning.

Shall handle customer complaints.

Shall do the load planning.

Telephone Operator

Shall take appointment of vehicle for repairs/ servicing.

Shall attend to all incoming calls from both internal and external customers.

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Shall record all the telephonic customer complaints inform the same to the

GM/DGM and the front office.

Verifies Job Control Sheet to call respective Service Advisor/ Supervisor to attend

to the customer queries regarding repair work on his car left at workshop.

Warranty Coordinator

Shall issue and account for the parts placed under warranty.

Shall raise the warranty claim to MUL once in a fortnight.

Shall interact with the local vendors for warranty replacements.

Supervisor

Shall take inventory of vehicle.

Shall conduct road tests as part of Final Inspection.

Shall be responsible for Time Control of the mechanics.

Shall follow-up the work in progress and shall carry out in-process inspection at

random.

Shall deliver the vehicle to the customer and shall attend to the customer queries.

Mechanic

Shall carry out the work as per the Job Order Card or the Checklist.

Service Mechanic

Shall attend to all the Job Order Cards that require Special Service.

Final Inspection Supervisor

Shall inspect all vehicles after the job is complete to verify the job done and shall

stamp ` Final Inspection Complete’ on the Job Order Card.

Executive Service Reception

Shall open the Job Order Cards and the Quick Service Cards.

Shall generate vehicle history.

Customer Care Manager

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Shall be responsible for daily Post Service Follow-up.

Shall keep the Senior Manager (Works) inform about the Post Service Follow-ups

and Customer complaints.

Shall be responsible for handling the customer complaints.

Supervisor (Washing and Cleaning)

Shall ensure that Washing and Cleaning of vehicles are carried out by his team.

Shall be responsible for the daily upkeep of the equipments in the Washing Section.

Shall ensure availability of all necessary cleaning materials.

House Keeping Cell (I/C)

Shall monitor the functioning the functioning of office-boys and cleaning personnel.

Shall ensure cleanliness of the workshop premises at all times.

Manager Spares

Along with the Systems Manager and an assistant from the Spares Department shall

review and approve the indent sent to MUL.

Shall approve the invoice pertaining to the purchase of proprietary spares from

approved suppliers forwarded to him by the Asst. Manager for payment clearance.

Shall review, approve and send the Discrepancy Report prepared by the Counter

Sales Staff to MUL within 15 days from the date of receipt of the consignment

from MUL.

Assistant Manager

Shall indent and procure necessary proprietary spares from authorized vendors.

Shall allot the running inward serial No. (RC No.) To the invoice and shall make

entry into the RC Ledger.

Shall acknowledge the consignment as per LR on the LR.

Shall make arrangements to acquire parts from alternate but approved source in case

a requisition is raised from Sub-stores.

Counter Sales Man (Main Store)

Shall collect the Lorry Receipt (LR), MUL Invoices, and Pick Tickets from the

truck driver and verify the documents.

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Shall unload the consignment from the trucks to the unloading bay.

Shall verify the consignment against the Lorry Receipt and report to the Assistant

Manager if there is any discrepancy.

Takes the Inward Inspection Checklist from the Executive (Systems) for inward

inspection.

Shall prepare a Discrepancy Report (DR) in case any discrepancy is found during

inspection.

Shall collect invoices from the suppliers, check quantity as per invoice and check

for damages when the consignment is delivered from the local suppliers.

Check the bin locations as per the part no. and part names and shall bin the spare

parts.

Pick the parts from the bin and shall raise an invoice when sales are being made to

customer.

Counter Sales Man (Sub Store)

Shall check the stock of the item in the Sub store and the Main store.

In case the item is not available, the Counter Sales Man shall enter the same into the

Nil Stock Register

In case the item is available the Counter Sales Man shall raise an Issue Voucher.

Shall physically verify the items issued and collect the mechanic’s signature.

Shall transfer and update stocks for use at sub stores received from Main Store.

Supervisor Oil Crib

Shall indent the Oil Crib requirement with the Management Spares.

Shall be responsible for the storage, issue and maintenance of lubricants and

consumable.

Sales Executive

Shall collect the outstanding payments.

Shall introduce new customers.

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Shall collect market feedback.

Shall follow up with regular customer.

Driver

Shall deliver spares to the customers.

Shall book and collect outstation consignments.

Shall collect local purchase items.

Delivery Man

Shall physically verify and approve the parts invoiced by the Counter Sales Man

(Main Store).

Shall file the Invoices and the Purchase Order.

Shall assist in consignment clearance.

Attender

Shall keep the warehouse clean.

Shall pack all the parts that are to be dispatched.

Shall assist in other sundry works.

Stockyard Executive

The Executive Stockyard shall ensure the proper unloading of the vehicles.

The Executive Stockyard shall confirm that all the vehicles have been washed and

then carry out the visual inspection.

The Executive Stockyard shall co-ordinate with Body Repair WorkShop in case of

transit damages.

The Executive Stockyard shall procure the short supply spares from the sub-store

and give the same to the PDI section for fitment.

The Executive Stockyard shall ensure the timely completion of PDI and Despatch

the vehicles to the showroom.

On receipt of delivery challan from the showroom Stockyard Executive shall ensure

that the vehicles scheduled for despatch are washed.

Stockyard Assistant

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The Stockyard Assistant shall assist the Stockyard executive and in his absence

monitor the overall operations of the stockyard.

PDI Supervisor

PDI Supervisor shall monitor the PDI operations.

PDI Supervisor shall conduct a road test on all the vehicle on completion of PDI.

PDI Supervisor shall give the PDI details to the systems operator sub-stores to

generate the PDI report.

Assistant Supervisor

The Assistant Supervisor shall assist the PDI supervisor and in his absence shall

monitor the PDI operations.

Mechanic

The mechanic shall carry out the PDI as per the checklist.

Systems Operator

The systems operator shall feed the PDI details into the computer and shall generate

a report on the same.

Management Representative

Purpose

To establish, implement and maintain Quality System effectively.

The Management has appointed General Manager as the Management

Representative and defined the responsibility and authority as under, in addition to

his own responsibility as General Manager.

The Person

The Management Representative of Mandovi Motors, Mysore is General Manager.

Responsibility and Authority

Shall ensure the Quality Management Systems are established, implemented and

maintained as per the procedure.

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Shall report to the Top Management at regular intervals on the performance of

Quality System.

Shall be responsible for conducting the Management Review Meetings as per the

schedule and maintenance of records for the same.

Shall be responsible for planning, conducting and coordinating with the Audit team

for the Internal Quality Audits and follow-up audits of the entire Quality system.

Shall be responsible to promote the customer requirements awareness, quality

policy and objective awareness throughout thse organization.

Shall liaison with the external agencies like Certification bodies.

Shall be responsible for the control of documents, data and quality records through

Internal Audit.

MANDOVI MOTORS HAS THE FOLLOWING SLOGAN FOR ITS HR

PRACTICES

“DESERVE BEFORE YOU DESIRE”

MONDOVI MOTORS – HR PRACTICES

Salary and Benefits

Includes the following amenities

Basic Salary

DA

HRA

Conveyance

PF Family Pension (As per Statutory)

ESI (as applicable)

Company Car (as applicable)

Telephone (as applicable)

Casual Leave

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Earned Leave

Sick Leave

Bonus

Leave Encashment

Paid Outing

Performance incentives

Group Insurance for Field Staff

Transport Facility

Job Security

Necessary confidence, Training and Support is provided to every employee to take

the

Best out of out of him and feel him competitive and secured.

Office Life

Motivational outings, get-together and counseling are periodically organized

inorder to enhance interpersonal relationship.

Working condition

Work place layout as per MUL CI with all amenities

Working hours (8 hours) and extra allowance for more than 8 hours

Equipments, Tools, Security, Environment and safety as per policy and the law are

undertaken.

Company Policy

Rules and regulations, discipline like attendance, uniforms inter personal

relationship, is communicated through appointment letter and circulars

(periodically)

Status

Well defined designations for each employee, photo visiting cards, authority

suitable for designation is given

Supervision and autonomy

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Responsibilities and Activities are well defined as each employee knows what has

to be done, when it will be supervised complete support and independence is given

to employee for execution of job.

Recognition and Advancement

Top management, always acknowledge and appreciates performers in open

meeting, by main, by circular, by promotion, by special incentives, periodically.

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SATISFYING BASIC NEEDS AND ENSURING MOTIVATION ARE

IMPORTANT IN HR PRACTICES

BASIC NEEDES

FACTORS DEFINITION

Salary and Benefits These include basic income, fringe

benefits, bonuses, holidays, company

car etc

Working condition These includes working hours, work

place layout, facilities and equipment,

provided for job

Company policy This is rules and regulations-formal

and informal – that govern employers

and employees.

Status A person’s status is determined by

their rank, authority and relationship to

others, reflecting a level of acceptance.

Job Security This is the degree of confidence that

the employee has regarding

employment.

Supervision autonomy This factor concerns the extent of

control that an individual has over the

content and execution of job.

Office Life This is the level and type of

interpersonal relations within the

individuals working environment.

Personal Life An individuals personal life is the time

spent on family, friends and interests-

restricted by times and spent at work.

28

MOTIVATORS

MOTIVATORS WHY THEY WORK

Achievement Achieving objective is a great source

of satisfaction which motivates self.

Recognition The achievement acknowledged by

senior staff members/ management

will be viewed as reward in itself.

Job interest The job that provides positive,

satisfying pleasure to individuals i.e.

responsibilities should be matched to

individual’s interest.

Responsibility The opportunity to exercise authority

and power which demands leadership

skills, risk taking, decision making

and self direction all of these rise self

esteem

Advancement Promotion, progress and rising

rewards for achievement are

important. This is the main motivator

should be honest about promotion and

the likely time scale.

Mandovi Motors Pvt ltd.

Has listed the following as demotivated signs

Depressed appearance and body language

Lack of enthusiasm at work

Monotonous tone of voice without life

High level of absenteeism

Casual attitude to customers

Non-cooperation to colleagues

29

Spreading unwanted rumours

Spoiling company image

Letting out company secrets

The following criteria are used for understanding motivation in

persons

They freely volunteer effort and ideas as well as other contributions.

They always react well to requests and new ideas

They work to achieve, not “to rule”

They seem to be happy at work

They always respond frankly to question

Managing Under performance

Under performance are the most common phenomena in organisations. Most

organisations react to under performance in ways that only worsen the problem.

They blame the people for not being able to deliver without bothering to find the

reasons behind the fall performance. There may be several reasons for employee

under performance. Most of them have to do with lack of motivation from the side

of the organizations or due to employee’s own personal reasons.

Organizational reasons for lack of motivation: Reasons for under performance can

be due to appreciation for efforts put in by the employees. It is mostly a result of

faulty appraisal system that measures the output rather than the effort. Also a

rumor creates a sense of uncertainty and fear. An interesting job can be

demotivating mostly because of faulty job design or a mismatch between the skills

and the job requirements. The other two reasons can be because of no help from

superiors and peers, largely because of an opaque culture and organizational

politics that is a result of a culture.

Employee under performance is a chronic handicap that cripples many

organizations. Many human Resource consultants and researchers have diagnosed

30

under performance. The reasons for under performance are mainly personal

problems, burnout, lack of competency, fear of failure in trying something new,

quality of life choice, lack of desire to contribute ore energy or time to the

business, externally driven reasons such as the loss of a client recently or economic

downturn, failure to keep up in their field, struggling because of poor time

management inefficiencies and lastly lack of knowledge about what they should be

doing to succeed.

The leaders have to exercise extreme caution while dealing with an

underperforming employee. They should steer clear of biases such as the halo-

harn effect. Hence the leaders have to keep in mind that way one judges under

performance depends a whole lot on how one measure performance and what

variable one uses in the organisation

From the collection of Mr. Balakrishna B.V Sr

GM-Operation.

MANDOVI MOTORS PVT. LTS

PERSONAL GROWTH OPPORTUNITIES

SALES SERVICE SPARES

GM (Sales) GM (Works) GM (Spares)

AGM (Sales) AGM (Works) AGM (Spares)

DGM (Sales) DGM (Works) DGM (Spares)

Sr. Mgr (Sales) Sr. Mgr (Service) Sr. Mgr (Spares)

Mgr (Sales)Mgr (Service) (Works

Mgr)Mgr (Spares)

Asst. Mgr (Sales) Asst. Mgr (Service) Asst. Mgr (Spares)

Team Leader Service Adviser Sr. Exe (Spares)

Sr. Exe (Sales) Supervisor Exe (Spares)

Exe (Sales)

DESIGN OF THE STUDY

STATEMENT OF THE PROBLEM:

31

The rotation of man power at Mandovi Motors is too high. The company is

investing money on training the man power and there is loss of productivity and

cost incurred if trained man power leaves the organization (with reference to sales

executives at Mandovi Motors).

OBJECTIVES OF THE STUDY:

To understand HR practices at Mandovi Motors.

To access the employee satisfaction at Mandovi Motors.

To understand employee perception & satisfaction level with regard to HR systems.

To understand management perception of HR system being practiced.

RESEARCH METHODOLOGY

Based on the understanding of HR system at Mandovi, questionnaire designed to

understand employee satisfaction by one to one talk and collect the information as

accurately as possible.

RESEARCH DESIGN

Sources of Data Collection

Primary data : Interaction with Chief General Manager Operations, HR

Department and understand the facts and data with regard to man power

competency training in-house, motivational methods and best practices. Interaction

with employee by way of structured questionnaire and other perception with regard

to Mandovi in the market.

32

Secondary data:

The secondary data was collected by the following sources

Journals – Mandovi happening

Website – www.mandovimotors.net

Mandovi’s Annual Report

SAMPLING PLAN

Random sampling is applied and Sample Size is 75.

LIMITATIONS OF THE STUDY

The perception of the employees may change over a period of time.

The data and information obtained are assumed to be objective and

accurate.

Study could not cover the perception of all the employees.

The study is restricted to Mandovi Motors Pvt Ltd., J P Nagar Branch.

33

http://www.mandovimotors.net/

DATA ANALYSIS & INTERPRETATION

1. Table showing employees working in this company.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 < 1 year 2 8

2 2-5 years 11 44

3 5-10 years 8 32

4 < 10 years 4 16

.

Interpretation:

From the above table it is found that 11 respondents constituting 44% of the total

like 2-5 years employee working in this company, followed by 8 respondents

constituting 32% of the total like 5-10 years working in this company.

34

2. Table showing employee satisfaction with their current job.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 strongly satisfied 5 20

2 Satisfied 19 76

3 less satisfied - -

4 not satisfied 1 4

.

4 not satisfied

00.5

11.5

22.5

33.5

44.5

- -

19 76

5 20

No of respondents %

4 not satisfied

Interpretation:


like satisfied with their current job, followed by 5 respondents constituting 20% of

the total like strongly satisfied

35

3. Table showing satisfaction of employees regarding personal

accomplishment.

Sl. No Particulars

No of

Respondents

Percentage

%

1 very good 10 40

2 good 14 56

3 average 1 4

4 poor 0 0

0

10

20

30

40

50

60

70

80

verygood

good average poor

1 2 3 4

%

No of respondents

Interpretation:

From the above table it is found that 14 respondents constituting 56% of the

total like good satisfaction of employees regarding personal accomplishment,

followed by 10 respondents constituting 40% of the total like very good.

36

4. Table showing that the employees are satisfied with the recognition receive

from the company for their contributions.

Sl.

No Particulars

No of

Respondents

Percentage

%


2 Satisfied 18 72

3 less satisfied 1 4

4 not satisfied 0 0

0102030405060708090

100

stro

ngly

satis

fied

satis

fied

less

satis

fied

not

satis

fied

1 2 3 4

%No of respondents

Interpretation:


like satisfied with the recognition receive from the company, followed by 6

respondents constituting 24% of the total like strongly satisfied

37

5. Table showing that the employees are satisfied with the compensation plans

based on their job responsibilities.

Sl.

No Particulars

No of

Respondents

Percentage

%


2 Satisfied 20 80


4 not satisfied 0 0

0

20

40

60

80

100

120

stro

ngly

satis

fied

satis

fied

less

satis

fied

not

satis

fied

1 2 3 4

%No of respondents

Interpretation:

From the above table it is found that 20 respondents constituting 80% of the

employees are satisfied with the compensation plans, followed by 4 respondents

constituting 16% are strongly satisfied.

38

6. Table showing that the employees are satisfied with their competency to

handle their roles & responsibilities in the organization.

Sl. No Particulars

No of

Respondents

Percentage

%

1 strongly matches 7 28

2

sometime

matches 8 32

3 Matches 10 40

4 not matches 0 0

0

10

20

30

40

50

60

stro

ngly

mat

ches

som

etim

em

atch

es

mat

ches

not

mat

ches

1 2 3 4

%

No of respondents

Interpretation:


like matches with their competency handled their roles in the organization,

followed by 8 respondents constituting 32% of the total like sometime matches.

7. Table showing that the employees are satisfied with the management

empowering for utilizing their abilities & skills.

39

Sl. No Particulars

No of

Respondents

Percentage

%

1

strongly

satisfied 6 24

2 Satisfied 17 68


4 dissatisfied 1 4

0102030405060708090

stro

ngly

satis

fied

satis

fied

less

satis

fied

diss

atis

fied

1 2 3 4

%

No of respondents

Interpretation:


like satisfied with the management empowering the skills, followed by 6

respondents constituting 24% of the total like strongly satisfied.

40

8. Table showing that the employees are satisfied with the workload v/s time

ratio pertaining to their responsibilities.

Sl.

No Particulars

No of

Respondents

Percentage

%


2 Satisfied 19 76


4 dissatisfied 1 4

0102030405060708090

100

stro

ngly

satis

fied

satis

fied

less

satis

fied

diss

atis

fied

1 2 3 4

%

No of respondents

Interpretation:


like satisfied with the work over time ratio, followed by 3 respondents constituting

12% of the total like strongly satisfied.

41

9. Table showing that the employees are satisfied with the company

ambience/work environment.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 highly satisfied 8 32

2 Satisfied 16 64


4 dissatisfied 0 0

0102030405060708090

high

lysa

tisfie

d

satis

fied

less

satis

fied

diss

atis

fied

1 2 3 4

%

No of respondents

Interpretation:


like satisfied with the company work environment, followed by 8 respondents

constituting 32% of the total like highly satisfied.

42

10. Table showing that the employees are satisfied with their overall job

security.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 highly satisfied 9 36

2 Satisfied 15 60


4 dissatisfied 0 0

01020304050607080

high

lysa

tisfie

d

satis

fied

less

satis

fied

diss

atis

fied

1 2 3 4

%

No of respondents

Interpretation:


like satisfied with their overall job security, followed by 9 respondents constituting

36% of the total like highly satisfied.

43

11. Table showing that the employees are satisfied with the company’s in-house

training they needed to carryout your responsibilities efficiently & effectively.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 strongly agree 7 28

2 Agree 17 68

3 Disagree 1 4

4 strongly disagree 0 0

0102030405060708090

stro

ngly

agre

e

agre

e

disa

gree

stro

ngly

disa

gree

1 2 3 4

%

No of respondents

Interpretation:


like agree with the company in-house training, followed by 7 respondents

constituting 28% of the total like strongly agree.

44

12. Table showing that the employees are satisfied with the company’s

personality development / grooming training.

Sl.

No Particulars

No of

Respondents

Percentage

%


2 Satisfied 16 64


4 not satisfied 0 0

0102030405060708090

stro

ngly

satis

fied

satis

fied

less

satis

fied

not

satis

fied

1 2 3 4

%No of respondents

Interpretation:


like satisfied with the company’s personality development, followed by 8

respondents constituting 32% of the total like strongly satisfied.

45

13. Table showing that the employees are satisfied with the induction training

in the company.

Sl.

No Particulars

No of

Respondents

Percentage

%


2 Satisfied 17 68


4 dissatisfied 0 0

0102030405060708090

stro

ngly

satis

fied

satis

fied

less

satis

fied

diss

atis

fied

1 2 3 4

%

No of respondents

Interpretation:


like satisfied with the induction training, followed by 6 respondents constituting

24% of the total like strongly satisfied.

46

14. Table showing that the employees are work in teams to solve problems

& get the job done.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Yes 25 100

2 No 0 0

0

20

40

60

80

100

120

No of respondents %

2 No1 Yes

Interpretation:

From the above table it is found that total no. of respondents constituting 100% of

the total like satisfied with the problem solving with the team work.

47

15. Table showing that the employees are involved in decision making that

affects positively for your job.

Sl. No Particulars

No of

Respondents

Percentage

%

1 Yes 18 72

2 No 7 28

0

20

40

60

80

100

120

No of respondents %

2 No1 Yes

Interpretation:


like satisfied with the decision making, followed by 7 respondents constituting

28% of the total like not satisfied.

48

16. Table showing that the employees are technical/product training provided

in the company.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Excellent 5 20

2 Very good 8 32

3 Good 12 48

4 Poor 0 0

Interpretation:


like good that are technical training provided in the company, followed by 8

respondents constituting 32% of the total like very good.

49

17. Table showing that the management flexible & understands the importance

of balancing your works and personal life (QWL).

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Excellent 4 16

2 Very good 9 36

3 Good 10 40

4 Poor 2 8

Interpretation:


like good with the flexible management, followed by 9 respondents constituting

36% of the total like very good.

50

18. Table showing that the employees are encouraged to develop new & more

efficient ways to do your work.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Yes 25 100

2 No 00 00

Interpretation:

From the above table it is found that overall respondents constituting 100% of the

total likes satisfied with the new development to do work.

51

19. Table showing that the employees are treated with respect by the

management & the people you work with.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Yes 24 96

2 No 1 4

Interpretation:


like treated with respect by the management, followed by only 1 respondent

constituting 4% of the total like not.

52

20. Table showing that the employees are satisfied with the HR policies of the

company.

Sl.

No Particulars

No of

Respondents

Percentage

%

1

Strongly

Satisfied 4 16

2 Satisfied 16 64

3 Less Satisfied 5 20

4 Dissatisfied 0 0

Interpertation:

From the above table it is found that 64% of the employees are satisfied with the

HR policies of the company, 16% are strongly satisfied & 20% are less satisfied.

53

21. Table showing that the employees are satisfied with the reasonableness of

their work responsibilities.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Yes 23 92

2 No 2 8

Interpretation:


reasonableness of their work responsibilities & 8% are less satisfied.

54

22. Table showing that the employees are satisfied with the welfare facilities

provided by the company.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Yes 23 92

2 No 2 8

Interpretation:


welfare facilities provided by the company & 8% are less satisfied.

55

23. Table showing that the employees are satisfied with the team spirit in

their work environment.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Excellent 7 28

2 Very good 9 36

3 Good 9 36

4 Poor 0 0

Interpretation:

From the above table it is found that 28% of the employees say excellent with the

team spirit in their work environment, 36% says yery good & remaining says good.

56

24. Table showing that the employees recommend others to work for this

company.

Sl.

No Particulars

No of

Respondents

Percentage

%

1 Yes 21 84

2 No 04 16

Interpretation:

From the above table it is found that 84% of the employees says yes to recommend

others to work for this company & 16% says no.

57

FINDINGS:

Employees appear to be dissatisfied with the annual increase in the

compensation.

Fewer employees are satisfied with the compensation plans based on their job

responsibilities.

20% of the employees are strongly satisfied with their current jobs.

There is a huge gap in perception between the top management and middle

management with regard to compensation.

The employees are not clear that the current pay system has a positive effect on

their productivity.

The employees are not clear that they can progress with the company’s system.

The employees feel that there are no well defined promotion opportunities in

the company.

Table 15 shows there are about 28% of the people shows that employee

participation have a negative impact.

Table 20 shows about 20% of the employees are not/less satisfied with HR

policies of the company.

Table 24 shows that about 84% of the people recommend others to join this

company.

SUGGESTIONS

58

Promotion opportunities can be increased to motivate the employees

Job analysis and job evaluation can be done to fix up the right compensation for

the right job.

Annual increase in compensation can be taken care to satisfy the employees and

motivate them to perform better.

The management can put more efforts in making the employees understand their

progress with the company’s system.

It is suggested to implement innovative ideas in the reward system. Other than

cash incentives, hall of fame, paid trip to other country bonus, gifts and such other

ideas can be implemented,

It is suggested that the management takes necessary steps to improve the feedback

system which will help the employees to know where they stand with regard to

their performance and what is expected from them in the future.

Management has to encourage employee participation more & see that they take

it positively. Otherwise it tends to have a negative impact for the whole division,

department & the whole organisation.

The company should make aware the HR policies to every emlpoyee & frequent

surveys lessen this dissatisfaction.

The company should aim to get 100% satisfaction of their employees for making

others to join this organisation.

59

Bibilography:

Author Name Book Name Publications

k. Ashwatappa HR & Personal

Management

TATA Mc Graw- Hill

Publishing Co. Ltd

P. Subba Rao HRM Himalaya Publications

House

Journals – Mondovi Happenings

Web Site: www.mondovimotors.net

www.google.com

Annual Report:

Mandovi’ss Annual Report.

60

http://www.google.com/

http://www.mondovimotors.net/

sangeeth maruthi suzuki 2

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