Description
In todays competitive business environment, employees can "make or break" anenterprise when it comes to intellectual property (IP) protection. While there are severallegal and technical mechanisms that can be put in place for protecting IP assets of enterprises, employee loyalty remains one of the biggest challenges faced by enterprisesin protecting their IP
Introduction
Talented men leave. Dead wood doesn't. In today’s competitive business environment, employees can “make or break” an enterprise when it comes to intellectual property (IP) protection. While there are several legal and technical mechanisms that can be put in place for protecting IP assets of enterprises, employee loyalty remains one of the biggest challenges faced by enterprises in protecting their IP. This project describes the need for enterprises like TATA MOTORS to build strong employee loyalty as a key element in their strategy for protecting trade secrets. The project draws attention to the principle ways that could be followed to obtain trust and commitment from employees, thus discouraging them from unauthorized disclosing the trade secrets of an enterprise. Philosophically, employee retention is important; in almost all cases, it is senseless to allow good people to leave your organization. When they leave, they take with them intellectual property, relationships, investments (in both time and money), an occasional employee or two, and a chunk of your future. Employee Retention Strategies helps organizations provide effective employee communication to improve commitment and enhance workforce support for key corporate initiatives. We also provide full support for your marketing-communication efforts by helping you build customer loyalty by distinguishing and positioning your organization’s unique products and services in today’s crowded marketplace. In this project I m trying to evaluate Employee Loyalty in TATA MOTORS and measures taken by TATA MOTORS for Employee Retention.
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OBJECTIVES OF STUDY Primary Objective
• The primary objective of the study is to identify the Employee Loyalty in TATA Motors.
Secondary Objective
The secondary objectives are, ? To identify the support working conditions in Tata Motors ? To know the welfare measures ? To study the organisational policy ? To analyze the organizational culture in TATA MOTORS ? To analyze the employee engagement in TATA MOTORS ? To study and understand the job satisfaction among the employees. ? To study the relationship between the personal factors of the employee (Income, Designation, Educational qualification, Gender, etc…) ? To study the various factors which influence job satisfaction and satisfaction from the company.
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SCOPE OF STUDY
Tata Motors Limited Overview
Tata
Motors
Limited, formerly known as TELCO (TATA Engineering and Locomotive Company), is a multinational corporation headquartered in Mumbai, India. It is India's largest passenger automobile and commercial vehicle manufacturing company. Part of the Tata Group, and one of the world's largest manufacturers of commercial vehicles. The OICA ranked it as the world's 20th largest automaker, based on figures for 2006. Tata Motors was established in 1945, when the company began manufacturing locomotives. The company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969 Tata Motors was listed on the NYSE in 2004, and in 2005 it was ranked among the top 10 corporations in India with an annual revenue exceeding INR 320 billion. In 2004, it bought Daewoo's truck manufacturing unit, now known as Tata Daewoo Commercial Vehicle, in South Korea. It also, acquired a 21% stake in Hispano Carrocera SA, giving it controlling rights in the company. Tata Motors launched the Tata Nano, noted for its Rs 100,000 price-tag, in January 2008.
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In March 2008, it finalised a deal with Ford Motor Company to acquire their British Jaguar Land Rover (JLR) business, which also includes the Rover, Daimler and Lanchester brand names.The purchase was completed on 2 June 2008 Tata Motors has its manufacturing base in Jamshedpur, Pantnagar, Lucknow, Ahmedabad and Pune.
1. History
Tata Motors launches its first truck in collaboration with Mercedes-Benz Tata Motors is a part of the Tata and Sons Group, founded by Jamshedji Nussarwanji Tata and J. Baker. The company was established in 1945 as a locomotive manufacturing unit and later expanded its operations to commercial vehicle sector in 1954 after forming a joint venture with Daimler-Benz AG of Germany. 2.Cars
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Tata Indica After years of dominating the commercial vehicle market in India, Tata Motors entered the passenger vehicle market in 1992 by launching the Tata Sierra, a multi utility vehicle. After the launch of three more vehicles, namely, Tata Estate (1992, a stationwagon design based on the earlier 'TataMobile' [1989] a light commercial vehicle which some people may still think of as Tata's first passenger car), Tata Sumo (LCV, 1994) and Tata Safari (1998, India's first sports utility vehicle); In 1998 Tata launched the Indica, the first fully indigenous passenger car of India. Though the car was initially panned by auto-analysts, the car's excellent fuel economy, powerful engine and aggressive marketing strategy made it one of the best selling cars in the history of the Indian automobile industry. A newer version of the car, named Indica V2, was a major improvement over the previous version and quickly became a mass-favorite. A badge engineered version of the car was sold in the United Kingdom as the Rover CityRover. Tata Motors also successfully exported large quantities of the car to South Africa. The success of Indica in many ways marked the rise of Tata Motors. Note: In 1996-97 Tata launched the Tata Sumo Deluxe and the Tata Sierra Turbo variants respectively. 3.Daewoo acquisition
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Tata Novus is one of the best selling commercial trucks in South Korea. With the success of Tata Indica, Tata Motors aimed to increase its presence worldwide. In 2004, it acquired the Daewoo Commercial Vehicle Company of South Korea. The reasons behind the acquisition were:
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Company’s global plans to reduce domestic exposure. The domestic commercial vehicle market is highly cyclical in nature and prone to fluctuations in the domestic economy. Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the light commercial vehicle (LCV) segment. Since the domestic commercial vehicle sales of the company are at the mercy of the structural economic factors, it is increasingly looking at the international markets. The company plans to diversify into various markets across the world in both MHCV as well as LCV segments.
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To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce products in India at an appropriate time. This was mainly to cater to the international market and also to cater to the domestic market where a major improvement in the Road infrastructure was done through the National Highway Development Project
On its journey to make an international foot print, it continued its expansion through the introduction of new products into the market range of buses (Starbus & Globus).
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4. Joint ventures
Tata MarcoPolo NON-AC City Bus in Delhi.The NON-AC version is only used in Delhi while AC versions are used in Bangalore, Mumbai and Delhi alike In 2005, sensing the huge opportunity in the fully built bus segment, Tata Motors acquired 21% stake in Hispano Carrocera SA , Aragonese bus manufacturing company and introduced its high-end inter-city buses in the country. Tata Motors has also formed a 51:49 joint venture with Marcopolo S.A., a Brazil-based global leader, lead by Brian Behrle, in bus body building. This joint venture is to manufacture and assemble fully-built buses and coaches targeted at developing mass rapid transportation systems. The joint venture will absorb technology and expertise in chassis and aggregates from Tata Motors, and Marcopolo will provide know-how in processes and systems for bodybuilding and bus body design.
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5. Tata Ace
Tata Ace was India's first mini truck Tata Ace, India's first indigenously developed sub-one ton mini-truck, was launched in May 2005. The mini-truck was a huge success in India with auto-analysts claiming that Ace had changed the dynamics of the light commercial vehicle (LCV) market in the country by creating a new market segment termed the small commercial vehicle (SCV) segment. Ace rapidly emerged as the first choice for transporters and single truck owners for city and rural transport. By October 2005, LCV sales of Tata Motors had grown by 36.6 percent to 28,537 units due to the rising demand for Ace. The Ace was built with a load body produced by Autoline Industries.By 2005, Autoline was producing 300 load bodies per day for Tata Motors. Ace is still one of the number maker for TML, TML sold the 2,00,000th Ace in August 2008, within 4 years since its introduction. Tata Ace has also been exported to several European, South American and African countries. Electric-versions of Tata Ace are sold through Chrysler's Global Electric Motorcars division.
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6. 2007
Tata Pick Up, unveiled in 2007, is expected to enter European and American market by 2009. In 2007, Tata Motors generated revenues of Rs 31,884.69 crore. In 2007, Tata Motors launched several concept models and future designs of existing models. It also formed joint ventures with various local companies in several countries to assemble Tata cars. Tata Motors launched a re-designed version of Tata Xenon TL during Motor Show Bologna which would be assembled in Thailand and Argentina. A pick-up variant of Tata Sumo was also launched under the program 'Global Pick-Up'. The company plans to launch the new pick-up model in India, Southeast Asia, Europe, South Africa, Turkey and Saudi Arabia. Tata Motors also unveiled newer model of Tata Indigo and Tata Elegante concept-car during the Geneva Auto Show. Tata Motors also formed a joint venture with Fiat and gained access to Fiat’s diesel engine technology.Tata Motors is looking to extend its relationship with Fiat and Iveco to other segments like the 'Global Pick-Up' program. The launch of the 'Global Pick-Up' will mark the entry of the company into developed markets like Europe and the United States. The project was initially a collaboration between Tata Motors and its subsidiary Tata Daewoo
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Commercial Vehicles, but later Tata Motors decided to work with Iveco as Daewoo’s design was not in sync with the needs of sophisticated European customers. The company has formed a joint venture with Thailand’s Thonburi Company, an independent auto assembler, in which Tata Motors will hold a 70% stake. 7.2008 onwards 8. Compressed air car Motor Development International of Luxembourg has developed the world's first prototype of a compressed air car, named OneCAT.In 2007, MDI owner Guy Negre was reported to have "the backing of Tata" It has airtanks that can be filled in 4 hours by plugging the car into a standard electrical plug. In 2008 MDI planned to also design a gas station compressor, which would fill the tanks in 3 minutes.There are no gasoline costs and no fossil fuel emissions from the vehicle when run in town, but "the compressed air driving the pistons can be boosted by a fuel burner". OneCAT is a five seat vehicle with a 200-litre (7.1 cu ft) trunk. With full tanks it will run at 100 km/h (62 mph) for 90 kilometres (56 mi) range in urban cycle. It is actually a dual fuel car but it is more efficient than any present Hybrid cars.
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9. Tata Nano
Tata Nano Tata has developed a car, named Tata Nano, that aims to sell in 2008. It is the least expensive production car in the world: the price is about Rs. 1,00,000 (USD $2,000)The company unveiled the supermini car during the Auto Expo 2008 exhibition in Pragati Maidan, New Delhi. Bajaj Auto and Mahindra-Renault have[when?] plans to launch cars in this price range. Tata has faced controversy over developing the Nano. Some environmentalists are concerned that the launch of such a low-price car could lead to mass motorization in India with adverse effects on pollution and global warming. There was also strong opposition to the compulsory acquisition of land for the proposed car factory in Singur West Bengal. NowTata Motors Limited plan to set up the Nano factory in Sanand, Gujarat, because of the problems faced in West Bengal. To solve this, Tata is goingto produce the E-Nano, an electric version, in partnership with Miljøbil Grenland AS
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10. Global operations
The purchase of Jaguar Cars is expected to help give Tata Motors a foothold in European and American markets.
With the unveiling of Tata Elegante during Geneva Motor Show, Tata Motors revealed its intention to enter the sedan and sports car markets.
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Tata Indica during an auto exhibition in Bangkok, Thailand. Indica and Xenon TL will be assembled in Thailand and Argentina.
Tata Prima was unveiled during the Geneva Motor Show in 2009. The Luxury Sedan was designed by Pininfrina and has marked the entry of Tata into the international sedan market. The car is to be sold in India by 2013 and around the world by 2015 Tata Motors has expanded its production and assembly operations to several other countries including South Korea, Thailand, South Africa and Argentina and is planning to set up plants in Turkey, Indonesia and Eastern Europe.
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11.Future challenges
Tata Xover Plastic Car Production- Tata plans on producing a car that is made of nearly 100% plastic.
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Mahindra and Mahindra: JV with ITEC, North American leader in heavy trucks. M&M has formed a 51:49 JV called Mahindra International with ITEC, USA (parent Navistar International), to manufacture commercial vehicles and to bolster its position in the CV business. ITEC is the leader in medium and heavy trucks and buses in North America, and is the world's largest manufacturer of medium-duty diesel engines. Mahindra International aims to have a presence across the CV market (6-35 tonnes GVW) with variants of passenger transport, cargo and specialised load applications and is likely to start producing medium/heavy commercial vehicles from FY09.
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Force Motors Ltd: JV with MAN for manufacturing high-tonnage vehicles Force Motors has paired up with MAN in a 70:30 JV to manufacture high-tonnage and specialty vehicles, such as long-haul trucks, tippers, tractor trailers and multi-axle 14
vehicles in the 16-32 tonne range at its Pithampur plant, with an initial capacity of 24,000 units per annum and at an investment of Rs7bn. The JV plans to sell nearly half of its production in the domestic market, while the rest is to be exported to the Middle East, Turkey, Russia, Asia and Africa. Further, the two companies have formed another JV to manufacture buses in India from end-2007.
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Ashok Leyland: Acquisition of Czech Republic-based Avia. Ashok Leyland (ALL) recently acquired the truck unit of Czech Republic-based Avia for US$35m. Avia manufactures 6-9 tonne LCVs and has a capacity of 20,000 units per annum. The acquisition has given ALL direct access to an entire range of Avia trucks, Avia’s press shop with dies and tools, welding lines, state-of-the-art paint shop and R&D facilities. ALL has also entered into technology agreements with Hino Motors of Japan and ZF of Germany to complement its in-house R&D efforts and developing complementary components and aggregates.
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Other Tata services:
1) Tata Insurance:
Tata AIG Life Insurance Company Limited and Tata AIG General Insurance Company Limited (collectively 'Tata AIG') are joint ventures of the Tata Group and American International Group, Inc. (AIG). Tata AIG combines the strength and integrity of the Tata Group with AIG's international expertise and financial strength,
2) Tata motor finance:
Tata Motors is the largest automobile company in this part of Asia. The company has grown in a big way in recent years and has embarked on expansion and acquisition programs. As part of it, Tata Motors has also strengthened and expanded on its finance wing Tata Motor Finance that provides for loan and financing options to the customers buying Tata Motors automobiles.Tata Motorfinance (TMF) is the automobile financing wing of Tata Motors. It was launched in June 2003 and provides for loans on various segments of company automobiles like passenger cars, utility and commercial vehicles along with construction equipments. The company that has grown into most of the Indian cities along with a significant presence in some of the foreign markets too, today boasts of 109 branches in 22 Indian states.
Some of the terms associated with the Tata Motor finance are as follows:
• Car financing/loan options available for customers belonging to different categories • The repayment period varies to the tune of 36 months-84 months 16
• The interest paid on the loans are on the lower end • Finance on passenger and commercial vehicles on all Tata vehicles and Fiat models Palio and Adventure include top up loans, used vehicle finance, loan takeover and refinancing
• The paperwork is limited and the financing company's representative can be called
even at home to complete the formalities, including calculating the likely Equated Monthly Instalment (EMI) that the customer might have to pay.
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Review of Literature
The review of the related literature on the title unanimously acknowledges that successful organizations share a fundamental philosophy of valuing and investing in their employees (Maguire, 1995; Annand, 1997) and managing retention of promising employees’ is considered as fundamental of mean of achieving competitive advantage amongst organization (walker, 2001). Aliya and Fariduddin (2003), found the findings tend to prove the hypothesis that the factors leading to positive attitude and those leading to negative attitudes are different. It could also be said that the categories mentioned by the content analysis technique are mostly applicable in our environment. The major drift is seen in low feelings where some categories were added to record the responses. Only one part of the original research has been replicated for the study; the extension of this study is also possible were the responses could be coded as the sequences mentioned in the original research. The study makes an original contribution to the study of retention among Pakistani Professionals. It is hoped that it will lead to similar works in future, particularly with respect to research areas identified herein. Kehr (2004), explains that the implicit retention factors in spontaneous, expressive and pleasurable behavior and can be divided into three variables; power, achievement and affiliation. Power refers to dominance and social control. Achievement is when personal standards of excellence are to be met or exceeded and affiliation refers to social relationships which are established and intensified. Implicit and explicit retention factors relate to different aspects of the person, but both are important determinants of behavior. Previous researches suggested several factors which play pivotal role in employee retention Cappelli (2000). The factors which are considered and have direct affect are; 18
career opportunities, work environment, work life balance, Organizational justice, and existing leave policy and organization image. Employees are stay and loyal with such organization where employee have value, sense of pride and work to their full potential Cole (2000). The reasons to stay employee in organization are organization reward system, growth and development, pay package and work life balance. Employees retaining is the most imperative target for the organization because hiring of qualified candidate is essential for organization but their retention is more important than hiring, because a huge amount is spending on the orientation and training of the new indicated employees. Research finds that the cost of replacing of old employees with new is estimated up to twice the employee annual salary. When Employee leaves the job, organization lost not only employee, but also lost the customers & client who ware loyal with the employee, knowledge of production, current projects, competitor and past history of the organization Organizations make enormous efforts to attract handfuls of employees and sustain them in the organization. In today’s business scenario only high salary and designation is not significant for employees to retain them in the organization, but others factors also play important role in their retention. The intent of this research is to how the organizations retain the talented employees in the organization focusing on the factors i.e. career development, leave policy, leadership style, work environment, remuneration & rewards, Organization Justice, and performance appraisal, and this research also helpful to know the determent that why employees leave the organization.
Conceptual Review Loyalty
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Loyalty is Willingness to make an investment or sacrifice to strengthen a relationship.
personal
Fred Reichheld
Loyalty is faithfulness or a devotion to a person, country, group, or cause. (Philosophers disagree as to what things one can be loyal to. Some, as explained in more detail below, argue that one can be loyal to a broad range of things, whilst others argue that it is only possible for loyalty to be to another person and that it is strictly interpersonal.) There are many aspects to loyalty. John Kleinig, professor of Philosophy at City University of New York, observes that over the years the idea has been treated by creative writers from Aeschylus through John Galsworthy to Conrad, by psychologists,
psychiatrists, sociologists, scholars of religion, political economists, scholars of business and marketing, and — most particularly — by political theorists, who deal with it in terms of loyalty oaths and patriotism. As a philosophical concept, loyalty was largely untreated by philosophers until the work of Josiah Royce, the "grand exception" in Kleinig's words John Ladd, professor of Philosophy at Brown Universitywriting in the
Macmillan Encyclopaedia of Philosophy in 1967, observes that by that time the subject had received "scant attention in philosophical literature". This he attributed to "odious" associations that the subject had with nationalism, including the nationalism of Nazism, and with the metaphysics of idealism, which he characterized as "obsolete". He argued that such associations were, however, faulty, and that the notion of loyalty is "an essential ingredient in any civilized and humane system of morals" Kleinig observes that from the 1980s onwards, the subject gained attention, with philosophers variously relating it to (amongst other things) professional ethics, whistleblowing, friendship, and virtue theory.
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What is an Organization?
A set up where individuals come together and work in unison to achieve a common goal is called as organization. Individuals working together in an organization to earn their bread and butter as well as make profits are called employees. Employees are the lifeline of an organization and contribute effectively to its successful running and profit making. An organization can’t survive if the employees are not serious about it and are more concerned about their personal interests.
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Employee Loyalty
Employee loyalty can be defined as employees being committed to the success of the organization and believing that working for this organization is their best option. Not only do they plan to remain with the organization, but they do not actively search for alternative employment and are not responsive to offers. Employee loyalty as defined above is more than just tenure with the same organization. It is about wanting to be there too. Said in this way, the leap from employee loyalty to customer loyalty and ultimately, business success should no longer be a stretch.
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Importance of Employee Loyalty
Employees are a vital resource for nearly all organizations, especially since they represent a significant investment in terms of locating, recruiting, and training let alone salaries, healthcare plans, bonuses, etc. There is considerable expense for replacing an employee whether it is the shoe salesman who sold you your last pair of cross trainers or the lawyer who wrote your will. Most managers do not realize how expensive losing workers can be. Of course, we’re talking about the expense of losing ‘good’ workers, those who do their jobs well and are productive. Anything less than a loyal, productive worker will cost a company; which is why performance goal setting and review are so important for weeding out the ‘bad’ ones; or for providing additional training and support to those who can be developed or rehabilitated.
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But there is more than just the replacement expense when a desirable employee leaves. Employees are pivotal in creating and delivering value to the customer, especially when doing so by effectively implementing the organization’s business model. In fact, for many customers, the employee is the organization!!
Consider all the ways in which employees can affect the customer’s experience, internal process and operations, and, ultimately, organizational performance. Here are just a few examples of the choices and decisions made by employees: • Should I recommend my employer to prospective employees as a good place to work? • Would I enthusiastically recommend our products/services to potential or existing customers? • • • Do I take pride in my work and give it my best effort? Do I follow established processes to work efficiently and effectively? Do I look for ways to increase product/service quality and organizational efficiency? Employees affect their employer’s costs and revenues, in both direct and indirect ways. Clearly, it is in the employer’s best business interests when employees answer any of the above in favor of the organization. We know from the many quantitative studies conducted by the Loyalty Research Center, employee commitment and loyalty to the organization will impact how they answer. It is important that organizations take actions to manage the strength of their relationships with employees, actions that increase
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organizational commitment and loyalty. But how does an employer know what actions to take or even where their employees stand today?
Conducting Employee Loyalty Analysis
Similar to customer loyalty, employee loyalty cannot be determined through direct questioning. Nor can it be assumed by whether or not the employee is today an active employee. We know that loyalty is more than simply behavior…just as it is with customer loyalty. Although challenging, measuring employee loyalty is possible. By using valid measurement techniques and a model that has been tested and proven to explain loyalty, an organization can determine whether there is an employee loyalty problem. The model, developed by the Loyalty Research Center, not only includes information that identifies loyalty levels, but also contains specifics about the employee relationship that can be used to identify actions to take to improve current loyalty levels. The three components to employee loyalty analysis include: • • Constructing the employee loyalty profile Understanding employees’ perspectives and perceptions of the relationship with their employer • Determining the extent to which the organization can enhance relationships with their employees and ‘migrate’ them to higher levels of loyalty
A loyalty profile assigns each employee to a segment based on the strength of their relationship with the organization. The Loyalty Research Center applies a tested 25
segmentation scheme which categorizes employees into any one of three groups: Loyal, Neutral, or Vulnerable. Employees in the Loyal segment exhibit behaviors that every organization values. It isn’t difficult to convince an employer that Loyal employees are desirable. Of course, it must be added that these loyal employees must also be ‘desirable’. They must perform and be productive. Performance targets and measurement systems that are consistently and regularly implemented can support an organization’s efforts to maintain a highly productive and committed workforce that is focused on the customer. Employees who fall in the Neutral category are what they sound like – middle of the road with respect to their commitment to the employer. It is with these employees, that the company will want to do what it takes (within business reason) to migrate them to the loyal segment, if they are deemed ‘desirable.’ On the other hand, Vulnerable employees are likely to leave the organization, at some future point, and in the meantime may ‘poison’ those around them – including the customers they touch. Most organizations will want to migrate or terminate Vulnerable employees as soon as possible. Depending on the degree of anonymity promised and/or the follow-up agreements that may take place, the organization will need to carefully think through its options. Minimizing the percentage of Vulnerable employees should be a strategy for improving overall employee satisfaction and productivity. Not only will other employees benefit from their departure, but the customers’ experiences are likely to improve as well.
What is Employee Retention?
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Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Every organization invests time and money to groom a new joinee, make him a corporate ready material and bring him at par with the existing employees. The organization is completely at loss when the employees leave their job once they are fully trained. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time.
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ERC's Retention Model
Employee Retention Connection's decades of applied organizational experience indicate three primary drivers of employee retention: 1: Stimulating Work
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Variety of assignments Autonomy to make decisions Resources and support provided to do good work
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Opportunity to learn Feedback on results Understanding the significance of one's
personal contributions 2: Motivational Leadership Champion change and are open to new ideas Inspire a share vision of organization direction Motivate and recognize contributions Develop the capabilities of others Model behavior that reflects organization values
1. 2. 3. 4. 5.
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3: Recognition & Reward
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Say "Thank you" for a job well done Reinforce desired behaviors Create an emphasis and focus on recognition Celebrate successes Build self-esteem Enhance camaraderie and teamwork
Integrated System for Retaining Employees
The Employee Retention Connection transforms your organization culture and enhances your competitive edge through the following fivephased approach: Phase 1: ERC begins by analyzing your
organization's motivation and retention culture through surveys and focus groups. What are the motivating and demotivating aspects of your culture? Phase 2: ERC next designs high-involvement job and work assignments that include:
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Wide variety of tasks and skills
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• • • •
Opportunities to learn Authority to make decisions Feedback on results Resources and support to be successful
Phase 3: ERC trains supervisors and managers in proven methods of motivational leadership:
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Inspiring a shared vision and direction Developing the capabilities of others Promoting organizational change Recognizing and appreciating employee contributions Serving as a role model
Phase 4: ERC delivers a plan for employee career paths and skill building:
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Designing career paths, not necessarily up the organizational chart Identifying core competencies for different career paths Planning training and other opportunities to build competencies Mentoring for employee direction
Phase 5: ERC builds a tailored reward and recognition system to fit your organization's culture:
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Identifying activities, attitudes and contributions to be recognized and rewarded Matching reward and recognition options to performance contributions Establishing specific motivational approaches for retaining employees
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RESEARCH METHODOLOGY
Research Problem
Research problem is backbone of a research. Without knowing the problem solutions can not be opted.. The research statement describes the research problem. The research statement of this research is “Employee Loyalty in Tata Motors “ Now knowing the questions fields on which answer are seek must be known. The question arises on this research statement are:• • • Is it true that Employee are no more loyal to their Company? What are the factors dealing this? How this can be resolved?
For the above questions a good research methodology is required to seek answers which is described blow.
METHODOLOGY
The procedures by which researchers go about their work of describing, explaining and predicting phenomena are called methodology. Methods comprise the procedures used for generating, collecting and evaluating data. Methods are ways of obtaining information useful for assessing explanations.
Geographical Area Covered
The survey was conducted in TATA MOTORS, LUCKNOW .
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Method of Data Collection
Sources used for collecting the data are Primary Data Information obtained directly from the mechanics and during the course of action is termed as primary data. Secondary Data Secondary data was collected with the help of company records.
Research Design
The type of research used in this project is descriptive in nature. Descriptive studies aim at portraying accurately the characteristics of a particular group or situation.
Sampling Design
Sample size The sample size for the study is 100 respondents
Sampling procedure The sampling techniques used in the study is non-probability convenience sampling adapted and used for the study Convenience sampling Convenience sampling as the name implies is based on the convenience of the researcher who is to select a sample. This type of sampling is also called accidental sampling as the respondent in the sample are included into merely on account of their being
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available and the spot where the survey is in progress. Many times the researcher is work under certain constraints.
Period of study
The period of the study is 40 days
Research Instrument
The instrument used by the researcher to collect the information is through the questionnaire method. Questionnaire method The form of the question may be either closed (i.e. ‘Yes’ or ‘No’ type) or open (i.e., inviting free response) but should be stated in advance and not constructed during questioning. I have prepared a questionnaire with both closed and open structure.
TOOLS
• • Percentage analysis chi-square test as a non-parametric test
Percentage analysis
The expression of date in terms of percentages is one of the simplest statistical devices used in the interpretation of business and economic statistics percentage is useful chiefly for the purpose of aiding comparison. A percent is the number of hundred parts on number is of another. Using the algebraic notation in which
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P% represent the number of parts of 100, i.e. percentage to represent the base used for comparison, b1 represents given data to be compared with the base then the percentage of the given number in the base may be defined as P% = b1/b0*100 Generally percentages are recorded to one decimal place, sometimes to grasp the relationships. Whole percentages should not be calculated if the absolute number is small, especially if the base is appreciably less than 100.
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DATA ANALYSIS & INTERPRETATIONS 1age
TABLE 1: AGE OF THE RESPONDENTS Scale FIGURE 1: AGE OF Below 30 31 to 40 Above 40 No. of Respondents 45 40 15 THE RESPONDENTS Percentage 45% 40% 15%
Table-2
INTERPRETATION The table shows that 45% of the respondents’ age is below 30, 40% of them are between 31 and 40 years of age and the remaining 15% are above 40 years of age.
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2 Monthly Income
TABLE- 2: MONTHLY INCOME Scale FIGURE 2: MONTHLY INCOME Below Rs.10000 10000-15000 15000-25000 No. of Respondents 20 45 35 Percentage 20% 45% 35%
INTERPRETATION: The table shows that the 20% of the respondents’ monthly income is below 10000, 45% of the respondents’ monthly income ranges from 10000 to15000 and remaining 35% of respondents’ income ranges from 15000 to 25000.
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3 Education Level
TABLE 3: EDUCATION LEVEL Scale Degree PG Others No of Respondents 35 45 20 Percentage 35% 45% 20%
FIGURE 3: EDUCATIONAL LEVEL
INTERPRETATION: The table shows that 35% of the respondents’ educational level is degree, 45% of the respondents’ educational level is PG and remaining 20% of the respondents have other educational qualifications.
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4 Working Level
TABLE 4: WORKING LEVEL Scale Admin Team leader Developers No. of Respondents 45 35 20 Percentage 45% 35% 20%
FIGURE 4: WORKING LEVEL
INTERPRETATION: The table shows that the 45% of the respondents’ working level is admin, 35% of the respondents are team leaders and remaining 20% of the respondents are developers.
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5 Relationship with Supervisor
TABLE 5: RELATIONSHIP WITH SUPERVISOR Scale Cordial Moderate Not moderate No. of Respondents 55 20 25 Percentage 55% 20% 25%
FIGURE 5: RELATIONSHIP WITH SUPERVISOR
INTERPRETATION: The table shows that 55% of the respondents have cordial relationship with the supervisors, 20% of the respondents have moderate relationship and remaining 25% of the respondents do not have a cordial relationship.
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6Satisfaction on Target Related Incentives
TABLE 6: SATISFACTION ON TARGET RELATED INCENTIVES Scale No. of. Respondents Percentage Satisfactory 54 54% Neutral 36 36% Not Satisfactory 10 10% FIGURE 6: SATISFACTION ON TARGET RELATED INCENTIVES
INTERPRETATION: The table indicates the respondents’ satisfaction on target related incentives. The above table shows that 54% of the respondents are satisfactory with the incentives, 36% of the respondents are neutral and remaining 10% of the respondents are not satisfied with the incentives.
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7Grievance handling system
TABLE 7: GRIEVANCE HANDLING SYSTEM Scale Yes No No. of Respondents 54 46 Percentage 54% 46%
FIGURE 7: GRIEVANCE HANDLING SYSTEM
INTERPRETATION: This table indicates the response of the respondents regarding grievance handling system. From the table, 54% of the respondents have said that there is a grievance handling system and 46% of the respondents have said ‘No’
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8Responsibility for Job
TABLE 8: RESPONSIBILITY FOR JOB Scale No. of. Respondents Percentage Yes 86 86% No 14 14% FIGURE 8: RESPONSIBILITY FOR JOB
INTERPRETATION: This table indicates the respondents’ responsibility for job. The above table shows that 86% of the respondents have said ‘Yes’ and 14% of the respondents have said ‘No’.
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9Relationship with Co-workers
TABLE 9: RELATIONSHIP WITH CO-WORKERS Scale No. of Respondents Percentage Good 45 45% Cordial 25 25% Co-operative 15 15% Not co-operative 15 15% Figure 9: RELATIONSHIP WITH CO-WORKERS
INTERPREATION: This table indicates the respondents’ co-works. The above table shows that 45% of the respondents have said ‘good’, 25% of the respondents have said ‘cordial’, 15% of the respondents have said ‘co-operative’, 15% of the respondents have said ‘not co-operative’.
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10Accident Compensation Paid
TABLE 10: ACCIDENT COMPENSATION PAID Scale Yes No No. of Respondents 88 12 Percentage 88% 12%
FIGURE 10: ACCIDENT COMPENSATION PAID
INTERPRETATION: This table indicates the respondents accident compensation paid. The above table shows that 88% of the respondents have said ‘yes’, 12% of the respondents have said ‘No’
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11Welfare Measures Available
TABLE 11: WELFARE MEASURES AVAILABLE Scale No. of. Respondents Percentage Yes 90 90% No 10 10% FIGURE 11: WELFARE MEASURES AVAILABLE
INTERPRETATION:
This table indicates the respondents’ welfare measures available. The above table shows that 90% of the respondents have said ‘yes’, 10% of the respondents have said ‘No’.
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12 Pay Package
TABLE 12: PAY PACKAGE Scale Good Satisfactory Adequate Not adequate No. of Respondents 32 22 28 18 Percentage 32% 22% 28% 18%
FIGURE 12: PAY PACKAGE
INTERPRETATION: This table indicates the respondents pay package. The above table shows that 32% of the respondents have good,22% of the respondents have satisfactory, 28% of the respondents have adequate, 18% of the respondents have not adequate
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13 Participation in Decision Making
TABLE 14: PARTICIPATION IN DECISION MAKING Scale Yes No No. of Respondents 75 Percentage 75%
25 25% FIGURE 13: PARTICIPATION IN DECISION MAKING
INTERPRETATION: This table indicates the respondents are you views in decision making. The above table shows that 75% of the respondents have said ‘Yes’, 25% of the respondents have said ‘No’.
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14 Employees Suggestion Scheme Available
TABLE 14: EMPLOYEES SUGGESTION SCHEME AVAILABLE Scale Yes No No. of Respondents 55 45 Percentage 55% 45%
FIGURE 14: EMPLOYEES SUGGESTION SCHEME AVAILABLE
INTERPRETATION: This table indicates the respondents’ employee’s suggestion scheme available. The above table shows that 55% of the respondents have said ‘yes’, 45% of the respondents have said ‘No’.
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15 Level of Satisfaction on promotional Policy
TABLE 15: LEVEL OF SATIFISFACTION ON PROMOTIONAL POLICY Scale Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied No. of Respondents 40 25 13 12 10 Percentage 40% 25% 13% 12% 10%
FIGURE 15: LEVEL OF SATISFISFACTION ON PROMOTIONAL POLICY INTERPRETATION: This table indicates the respondents’ level of satisfaction on promotional policy. The above table shows that 40% of the respondents have said highly satisfied, 25% of the respondents have said satisfied, 13% of the respondents have said moderate, 12% of the respondents have said dissatisfied, 10% of the respondents have said highly dissatisfied
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Findings
• 45% of the respondents’ age is below 30, 40% of them are between 31 and 40 years of age and the remaining 15% are above 40 years of age • 20% of the respondents’ monthly income is below 10000, 45% of the respondents’ monthly income ranges from 10000 to15000 and remaining 35% of respondents’ income ranges from 15000 to 25000. • 35% of the respondents’ educational level is degree, 45% of the respondents’ educational level is PG and remaining 20% of the respondents have other educational qualifications. • 45% of the respondents’ working level is admin, 35% of the respondents are team leaders and remaining 20% of the respondents are developers • 55% of the respondents have cordial relationship with the supervisors, 20% of the respondents have moderate relationship and remaining 25% of the respondents do not have a cordial relationship. • 54% of the respondents are satisfactory with the incentives, 36% of the respondents are neutral and remaining 10% of the respondents are not satisfied with the incentives. • 54% of the respondents have said that there is a grievance handling system and 46% of the respondents have said ‘No’ • Respondents’ responsibility for job have said ‘Yes’ and 14% of the respondents have said ‘No’.
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•
45% of the respondents have said ‘good’, 25% of the respondents have said ‘cordial’, 15% of the respondents have said ‘co-operative’, 15% of the respondents have said ‘not co-operative’.
•
88% of the respondents have said ‘yes’, 12% of the respondents have said ‘No’ for accidental compensation paid.
•
For welfare measures availability, 90% of the respondents have said ‘yes’, 10% of the respondents have said ‘No’.
•
32% of the respondents have good,22% of the respondents have satisfactory, 28% of the respondents have adequate, 18% of the respondents have not adequate pakage Salary
•
Views in decision making, 75% of the respondents have said ‘Yes’, 25% of the respondents have said ‘No’.
•
For suggestion scheme available, 55% of the respondents have said ‘yes’, 45% of the respondents have said ‘No’.
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Conclusion
On analyzing the data from finding it can be found that Employees are not fully satisfied with Company so measures should be taken to increase Employee welfare. It is high time to look into Employee satisfaction as unsatisfied and good Employees will flee the company causing loss to Assets of the Company, also hindering Business of the Company. This study helped the researcher and the management to identify
•
The entire study started with a through knowledge about the job satisfaction and Loyalty of employees with respect to TATA MOTORS, LUCKNOW.
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Study was conducted to assess the feedback level in the firm using a self administered questionnaire and statistical tools to analyse the responses.
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Suggestions
• • • • • • Provide a positive working environment Reward and recognition Involve and increase employee engagement Develop the skills and potential of your workforce Evaluate and measure job satisfaction Young energetic qualified and middle-aged qualified and experienced people to be recruited for better quality. • Organisation should try to adopt certain measures to enhance the team spirit and coordination among employees. • Employees performance should be appraisal from time to time so that organisation can come to know about the efficiency of the organisation. • The working environment can be improved which helps to increase the efficiency of the workers
Ask employees The easiest way to get in touch with your employees and know them and their needs better is to simply call a monthly casual meeting where everyone is free to voice his or her opinion regarding all aspects of the office. Be patient and hear everyone out before addressing each topic accordingly. There is no compulsion for you to act upon each complaint according to what your workers want it to be. But if you are willing to listen to them, it shows that you at least care.
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Set up a suggestion box Sometimes employees may find it uncomfortable to say what they think about certain things in front of colleagues or their seniors. The best way to solve this problem without ignoring the issue is to have a suggestion box where people can throw in a chit to express what they feel regarding anything.
Maintain flexibility Everyone likes flexibility in the work place. It gives them the sense of freedom that may be lacking otherwise. Most working people are on a tight leash as far as completion of projects and submission deadlines are concerned. Working hours and payment flexibility somewhat compensates for this.
Don't be afraid to be personal If you as a boss take an (healthy) interest in the personal lives of your employees then this will make it easier for them to approach you without hesitation. Therefore, if one of your employees had a child recently, award him a cog, or send him a card and flowers expressing your congratulations. Similarly allow an employee a few days of leave if a tragedy has struck in his or her personal life.
Reward Success When an employee goes above and beyond to successfully complete a project or task, it should be recognized by the employer. This creates a feeling among employees that the management is engaged in their daily activities as well as appreciative of their efforts.
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As soon as your workers realize that you care about them more than their work efforts they will also feel a sense of loyalty to your company. Word of mouth works best in the market as far as the reputation of a company is concerned. New young workers will be keen to work for your organization. And old efficient ones will be ready to stick around for as long as they can work.
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Reference
1) Organisational Behaviour Textbook-ICMR 2) Is employee loyalty dead? By Ray Williams Jul 6, 2011-5:45 PM ET Last Updated: Jul 6, 2011 5:57 PM ET 3) C.R. Kothari – Research Methodology 4) L.M. Prasad - Human Resource Management
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QUESTIONNAIRE
A STUDY ON JOB STISFACTION OF EMPLOYEES a) b) Name ………………………………………………… Gender: a) c) Male [ ] b) Female [ ]
Marital status a) Married [ ] b) Unmarried [ ]
1)
Age a) c) Below 30 yrs Above 40 yrs [ ] [ ] b) 31 to 40 [ ]
2)
Monthly income a) c) Below Rs.10000 15000 – 25000 [ ] [ ] b) 10000 – 15000 [ ]
3)
Education Level a) c) Degree Others [ ] [ ] d) PG [ ]
4)
Working level a) c) Admin Developers [ ] [ ] b) Team Leader [ ]
5)
How is your relationship with supervisor? (a) (c) Cordial Not Cordial [ ] [ ] (b) Moderate [ ]
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6)
Your level of satisfaction on target related incentives (a) (c) Satisfactory Not Satisfactory [ ] [ ] (b) Neutral [ ]
7)
Are there any grievance handling system? (a) Yes [ ] (b) No [ ]
If yes grievance are solved. (a) 8) Immediately [ ] (b) Not immediately [ ]
Are you’re given enough responsibility for your job (a) Yes [ ] (b) No [ ]
9).
How are your co-workers? (a) (c) Good Co-operative [ ] [ ] (b) (b) Cordial Not Co-operative [ ] [ ]
10).
Are you satisfied with accident compensation paid? (a) Yes [ ] (b) No [ ]
11).
Are there welfare measures available? (a) Yes [ ] (b) No [ ]
If yes are you satisfied with it? (a) 12). Satisfied [ ] (b) Not Satisfied [ ]
What do you feel about pay package? (a) (c) Good Adequate [ ] [ ] (b) (d) Satisfactory Not Adequate [ ] [ ]
13).
Are you views asked in decision making? (a) Yes [ ] (b) No [ ]
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If yes to what extent your opinion is considered. (a) (c) 14). Often Not at all [ ] [ ] (b) Sometimes [ ]
Is there any employee’s suggestion scheme available? (a) Yes [ ] (b) No [ ]
15).
Your Level of satisfaction on promotional policy of your company (a) (c) (e) Highly Satisfied Moderate Highly dissatisfied [ ] [ ] [ ] (b) (d) Satisfied Dissatisfied [ ] [ ]
16.
General Suggestion if any,
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doc_221759728.doc
In todays competitive business environment, employees can "make or break" anenterprise when it comes to intellectual property (IP) protection. While there are severallegal and technical mechanisms that can be put in place for protecting IP assets of enterprises, employee loyalty remains one of the biggest challenges faced by enterprisesin protecting their IP
Introduction
Talented men leave. Dead wood doesn't. In today’s competitive business environment, employees can “make or break” an enterprise when it comes to intellectual property (IP) protection. While there are several legal and technical mechanisms that can be put in place for protecting IP assets of enterprises, employee loyalty remains one of the biggest challenges faced by enterprises in protecting their IP. This project describes the need for enterprises like TATA MOTORS to build strong employee loyalty as a key element in their strategy for protecting trade secrets. The project draws attention to the principle ways that could be followed to obtain trust and commitment from employees, thus discouraging them from unauthorized disclosing the trade secrets of an enterprise. Philosophically, employee retention is important; in almost all cases, it is senseless to allow good people to leave your organization. When they leave, they take with them intellectual property, relationships, investments (in both time and money), an occasional employee or two, and a chunk of your future. Employee Retention Strategies helps organizations provide effective employee communication to improve commitment and enhance workforce support for key corporate initiatives. We also provide full support for your marketing-communication efforts by helping you build customer loyalty by distinguishing and positioning your organization’s unique products and services in today’s crowded marketplace. In this project I m trying to evaluate Employee Loyalty in TATA MOTORS and measures taken by TATA MOTORS for Employee Retention.
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OBJECTIVES OF STUDY Primary Objective
• The primary objective of the study is to identify the Employee Loyalty in TATA Motors.
Secondary Objective
The secondary objectives are, ? To identify the support working conditions in Tata Motors ? To know the welfare measures ? To study the organisational policy ? To analyze the organizational culture in TATA MOTORS ? To analyze the employee engagement in TATA MOTORS ? To study and understand the job satisfaction among the employees. ? To study the relationship between the personal factors of the employee (Income, Designation, Educational qualification, Gender, etc…) ? To study the various factors which influence job satisfaction and satisfaction from the company.
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SCOPE OF STUDY
Tata Motors Limited Overview
Tata
Motors
Limited, formerly known as TELCO (TATA Engineering and Locomotive Company), is a multinational corporation headquartered in Mumbai, India. It is India's largest passenger automobile and commercial vehicle manufacturing company. Part of the Tata Group, and one of the world's largest manufacturers of commercial vehicles. The OICA ranked it as the world's 20th largest automaker, based on figures for 2006. Tata Motors was established in 1945, when the company began manufacturing locomotives. The company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969 Tata Motors was listed on the NYSE in 2004, and in 2005 it was ranked among the top 10 corporations in India with an annual revenue exceeding INR 320 billion. In 2004, it bought Daewoo's truck manufacturing unit, now known as Tata Daewoo Commercial Vehicle, in South Korea. It also, acquired a 21% stake in Hispano Carrocera SA, giving it controlling rights in the company. Tata Motors launched the Tata Nano, noted for its Rs 100,000 price-tag, in January 2008.
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In March 2008, it finalised a deal with Ford Motor Company to acquire their British Jaguar Land Rover (JLR) business, which also includes the Rover, Daimler and Lanchester brand names.The purchase was completed on 2 June 2008 Tata Motors has its manufacturing base in Jamshedpur, Pantnagar, Lucknow, Ahmedabad and Pune.
1. History
Tata Motors launches its first truck in collaboration with Mercedes-Benz Tata Motors is a part of the Tata and Sons Group, founded by Jamshedji Nussarwanji Tata and J. Baker. The company was established in 1945 as a locomotive manufacturing unit and later expanded its operations to commercial vehicle sector in 1954 after forming a joint venture with Daimler-Benz AG of Germany. 2.Cars
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Tata Indica After years of dominating the commercial vehicle market in India, Tata Motors entered the passenger vehicle market in 1992 by launching the Tata Sierra, a multi utility vehicle. After the launch of three more vehicles, namely, Tata Estate (1992, a stationwagon design based on the earlier 'TataMobile' [1989] a light commercial vehicle which some people may still think of as Tata's first passenger car), Tata Sumo (LCV, 1994) and Tata Safari (1998, India's first sports utility vehicle); In 1998 Tata launched the Indica, the first fully indigenous passenger car of India. Though the car was initially panned by auto-analysts, the car's excellent fuel economy, powerful engine and aggressive marketing strategy made it one of the best selling cars in the history of the Indian automobile industry. A newer version of the car, named Indica V2, was a major improvement over the previous version and quickly became a mass-favorite. A badge engineered version of the car was sold in the United Kingdom as the Rover CityRover. Tata Motors also successfully exported large quantities of the car to South Africa. The success of Indica in many ways marked the rise of Tata Motors. Note: In 1996-97 Tata launched the Tata Sumo Deluxe and the Tata Sierra Turbo variants respectively. 3.Daewoo acquisition
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Tata Novus is one of the best selling commercial trucks in South Korea. With the success of Tata Indica, Tata Motors aimed to increase its presence worldwide. In 2004, it acquired the Daewoo Commercial Vehicle Company of South Korea. The reasons behind the acquisition were:
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Company’s global plans to reduce domestic exposure. The domestic commercial vehicle market is highly cyclical in nature and prone to fluctuations in the domestic economy. Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the light commercial vehicle (LCV) segment. Since the domestic commercial vehicle sales of the company are at the mercy of the structural economic factors, it is increasingly looking at the international markets. The company plans to diversify into various markets across the world in both MHCV as well as LCV segments.
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To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce products in India at an appropriate time. This was mainly to cater to the international market and also to cater to the domestic market where a major improvement in the Road infrastructure was done through the National Highway Development Project
On its journey to make an international foot print, it continued its expansion through the introduction of new products into the market range of buses (Starbus & Globus).
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4. Joint ventures
Tata MarcoPolo NON-AC City Bus in Delhi.The NON-AC version is only used in Delhi while AC versions are used in Bangalore, Mumbai and Delhi alike In 2005, sensing the huge opportunity in the fully built bus segment, Tata Motors acquired 21% stake in Hispano Carrocera SA , Aragonese bus manufacturing company and introduced its high-end inter-city buses in the country. Tata Motors has also formed a 51:49 joint venture with Marcopolo S.A., a Brazil-based global leader, lead by Brian Behrle, in bus body building. This joint venture is to manufacture and assemble fully-built buses and coaches targeted at developing mass rapid transportation systems. The joint venture will absorb technology and expertise in chassis and aggregates from Tata Motors, and Marcopolo will provide know-how in processes and systems for bodybuilding and bus body design.
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5. Tata Ace
Tata Ace was India's first mini truck Tata Ace, India's first indigenously developed sub-one ton mini-truck, was launched in May 2005. The mini-truck was a huge success in India with auto-analysts claiming that Ace had changed the dynamics of the light commercial vehicle (LCV) market in the country by creating a new market segment termed the small commercial vehicle (SCV) segment. Ace rapidly emerged as the first choice for transporters and single truck owners for city and rural transport. By October 2005, LCV sales of Tata Motors had grown by 36.6 percent to 28,537 units due to the rising demand for Ace. The Ace was built with a load body produced by Autoline Industries.By 2005, Autoline was producing 300 load bodies per day for Tata Motors. Ace is still one of the number maker for TML, TML sold the 2,00,000th Ace in August 2008, within 4 years since its introduction. Tata Ace has also been exported to several European, South American and African countries. Electric-versions of Tata Ace are sold through Chrysler's Global Electric Motorcars division.
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6. 2007
Tata Pick Up, unveiled in 2007, is expected to enter European and American market by 2009. In 2007, Tata Motors generated revenues of Rs 31,884.69 crore. In 2007, Tata Motors launched several concept models and future designs of existing models. It also formed joint ventures with various local companies in several countries to assemble Tata cars. Tata Motors launched a re-designed version of Tata Xenon TL during Motor Show Bologna which would be assembled in Thailand and Argentina. A pick-up variant of Tata Sumo was also launched under the program 'Global Pick-Up'. The company plans to launch the new pick-up model in India, Southeast Asia, Europe, South Africa, Turkey and Saudi Arabia. Tata Motors also unveiled newer model of Tata Indigo and Tata Elegante concept-car during the Geneva Auto Show. Tata Motors also formed a joint venture with Fiat and gained access to Fiat’s diesel engine technology.Tata Motors is looking to extend its relationship with Fiat and Iveco to other segments like the 'Global Pick-Up' program. The launch of the 'Global Pick-Up' will mark the entry of the company into developed markets like Europe and the United States. The project was initially a collaboration between Tata Motors and its subsidiary Tata Daewoo
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Commercial Vehicles, but later Tata Motors decided to work with Iveco as Daewoo’s design was not in sync with the needs of sophisticated European customers. The company has formed a joint venture with Thailand’s Thonburi Company, an independent auto assembler, in which Tata Motors will hold a 70% stake. 7.2008 onwards 8. Compressed air car Motor Development International of Luxembourg has developed the world's first prototype of a compressed air car, named OneCAT.In 2007, MDI owner Guy Negre was reported to have "the backing of Tata" It has airtanks that can be filled in 4 hours by plugging the car into a standard electrical plug. In 2008 MDI planned to also design a gas station compressor, which would fill the tanks in 3 minutes.There are no gasoline costs and no fossil fuel emissions from the vehicle when run in town, but "the compressed air driving the pistons can be boosted by a fuel burner". OneCAT is a five seat vehicle with a 200-litre (7.1 cu ft) trunk. With full tanks it will run at 100 km/h (62 mph) for 90 kilometres (56 mi) range in urban cycle. It is actually a dual fuel car but it is more efficient than any present Hybrid cars.
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9. Tata Nano
Tata Nano Tata has developed a car, named Tata Nano, that aims to sell in 2008. It is the least expensive production car in the world: the price is about Rs. 1,00,000 (USD $2,000)The company unveiled the supermini car during the Auto Expo 2008 exhibition in Pragati Maidan, New Delhi. Bajaj Auto and Mahindra-Renault have[when?] plans to launch cars in this price range. Tata has faced controversy over developing the Nano. Some environmentalists are concerned that the launch of such a low-price car could lead to mass motorization in India with adverse effects on pollution and global warming. There was also strong opposition to the compulsory acquisition of land for the proposed car factory in Singur West Bengal. NowTata Motors Limited plan to set up the Nano factory in Sanand, Gujarat, because of the problems faced in West Bengal. To solve this, Tata is goingto produce the E-Nano, an electric version, in partnership with Miljøbil Grenland AS
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10. Global operations
The purchase of Jaguar Cars is expected to help give Tata Motors a foothold in European and American markets.
With the unveiling of Tata Elegante during Geneva Motor Show, Tata Motors revealed its intention to enter the sedan and sports car markets.
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Tata Indica during an auto exhibition in Bangkok, Thailand. Indica and Xenon TL will be assembled in Thailand and Argentina.
Tata Prima was unveiled during the Geneva Motor Show in 2009. The Luxury Sedan was designed by Pininfrina and has marked the entry of Tata into the international sedan market. The car is to be sold in India by 2013 and around the world by 2015 Tata Motors has expanded its production and assembly operations to several other countries including South Korea, Thailand, South Africa and Argentina and is planning to set up plants in Turkey, Indonesia and Eastern Europe.
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11.Future challenges
Tata Xover Plastic Car Production- Tata plans on producing a car that is made of nearly 100% plastic.
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Mahindra and Mahindra: JV with ITEC, North American leader in heavy trucks. M&M has formed a 51:49 JV called Mahindra International with ITEC, USA (parent Navistar International), to manufacture commercial vehicles and to bolster its position in the CV business. ITEC is the leader in medium and heavy trucks and buses in North America, and is the world's largest manufacturer of medium-duty diesel engines. Mahindra International aims to have a presence across the CV market (6-35 tonnes GVW) with variants of passenger transport, cargo and specialised load applications and is likely to start producing medium/heavy commercial vehicles from FY09.
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Force Motors Ltd: JV with MAN for manufacturing high-tonnage vehicles Force Motors has paired up with MAN in a 70:30 JV to manufacture high-tonnage and specialty vehicles, such as long-haul trucks, tippers, tractor trailers and multi-axle 14
vehicles in the 16-32 tonne range at its Pithampur plant, with an initial capacity of 24,000 units per annum and at an investment of Rs7bn. The JV plans to sell nearly half of its production in the domestic market, while the rest is to be exported to the Middle East, Turkey, Russia, Asia and Africa. Further, the two companies have formed another JV to manufacture buses in India from end-2007.
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Ashok Leyland: Acquisition of Czech Republic-based Avia. Ashok Leyland (ALL) recently acquired the truck unit of Czech Republic-based Avia for US$35m. Avia manufactures 6-9 tonne LCVs and has a capacity of 20,000 units per annum. The acquisition has given ALL direct access to an entire range of Avia trucks, Avia’s press shop with dies and tools, welding lines, state-of-the-art paint shop and R&D facilities. ALL has also entered into technology agreements with Hino Motors of Japan and ZF of Germany to complement its in-house R&D efforts and developing complementary components and aggregates.
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Other Tata services:
1) Tata Insurance:
Tata AIG Life Insurance Company Limited and Tata AIG General Insurance Company Limited (collectively 'Tata AIG') are joint ventures of the Tata Group and American International Group, Inc. (AIG). Tata AIG combines the strength and integrity of the Tata Group with AIG's international expertise and financial strength,
2) Tata motor finance:
Tata Motors is the largest automobile company in this part of Asia. The company has grown in a big way in recent years and has embarked on expansion and acquisition programs. As part of it, Tata Motors has also strengthened and expanded on its finance wing Tata Motor Finance that provides for loan and financing options to the customers buying Tata Motors automobiles.Tata Motorfinance (TMF) is the automobile financing wing of Tata Motors. It was launched in June 2003 and provides for loans on various segments of company automobiles like passenger cars, utility and commercial vehicles along with construction equipments. The company that has grown into most of the Indian cities along with a significant presence in some of the foreign markets too, today boasts of 109 branches in 22 Indian states.
Some of the terms associated with the Tata Motor finance are as follows:
• Car financing/loan options available for customers belonging to different categories • The repayment period varies to the tune of 36 months-84 months 16
• The interest paid on the loans are on the lower end • Finance on passenger and commercial vehicles on all Tata vehicles and Fiat models Palio and Adventure include top up loans, used vehicle finance, loan takeover and refinancing
• The paperwork is limited and the financing company's representative can be called
even at home to complete the formalities, including calculating the likely Equated Monthly Instalment (EMI) that the customer might have to pay.
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Review of Literature
The review of the related literature on the title unanimously acknowledges that successful organizations share a fundamental philosophy of valuing and investing in their employees (Maguire, 1995; Annand, 1997) and managing retention of promising employees’ is considered as fundamental of mean of achieving competitive advantage amongst organization (walker, 2001). Aliya and Fariduddin (2003), found the findings tend to prove the hypothesis that the factors leading to positive attitude and those leading to negative attitudes are different. It could also be said that the categories mentioned by the content analysis technique are mostly applicable in our environment. The major drift is seen in low feelings where some categories were added to record the responses. Only one part of the original research has been replicated for the study; the extension of this study is also possible were the responses could be coded as the sequences mentioned in the original research. The study makes an original contribution to the study of retention among Pakistani Professionals. It is hoped that it will lead to similar works in future, particularly with respect to research areas identified herein. Kehr (2004), explains that the implicit retention factors in spontaneous, expressive and pleasurable behavior and can be divided into three variables; power, achievement and affiliation. Power refers to dominance and social control. Achievement is when personal standards of excellence are to be met or exceeded and affiliation refers to social relationships which are established and intensified. Implicit and explicit retention factors relate to different aspects of the person, but both are important determinants of behavior. Previous researches suggested several factors which play pivotal role in employee retention Cappelli (2000). The factors which are considered and have direct affect are; 18
career opportunities, work environment, work life balance, Organizational justice, and existing leave policy and organization image. Employees are stay and loyal with such organization where employee have value, sense of pride and work to their full potential Cole (2000). The reasons to stay employee in organization are organization reward system, growth and development, pay package and work life balance. Employees retaining is the most imperative target for the organization because hiring of qualified candidate is essential for organization but their retention is more important than hiring, because a huge amount is spending on the orientation and training of the new indicated employees. Research finds that the cost of replacing of old employees with new is estimated up to twice the employee annual salary. When Employee leaves the job, organization lost not only employee, but also lost the customers & client who ware loyal with the employee, knowledge of production, current projects, competitor and past history of the organization Organizations make enormous efforts to attract handfuls of employees and sustain them in the organization. In today’s business scenario only high salary and designation is not significant for employees to retain them in the organization, but others factors also play important role in their retention. The intent of this research is to how the organizations retain the talented employees in the organization focusing on the factors i.e. career development, leave policy, leadership style, work environment, remuneration & rewards, Organization Justice, and performance appraisal, and this research also helpful to know the determent that why employees leave the organization.
Conceptual Review Loyalty
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Loyalty is Willingness to make an investment or sacrifice to strengthen a relationship.
personal
Fred Reichheld
Loyalty is faithfulness or a devotion to a person, country, group, or cause. (Philosophers disagree as to what things one can be loyal to. Some, as explained in more detail below, argue that one can be loyal to a broad range of things, whilst others argue that it is only possible for loyalty to be to another person and that it is strictly interpersonal.) There are many aspects to loyalty. John Kleinig, professor of Philosophy at City University of New York, observes that over the years the idea has been treated by creative writers from Aeschylus through John Galsworthy to Conrad, by psychologists,
psychiatrists, sociologists, scholars of religion, political economists, scholars of business and marketing, and — most particularly — by political theorists, who deal with it in terms of loyalty oaths and patriotism. As a philosophical concept, loyalty was largely untreated by philosophers until the work of Josiah Royce, the "grand exception" in Kleinig's words John Ladd, professor of Philosophy at Brown Universitywriting in the
Macmillan Encyclopaedia of Philosophy in 1967, observes that by that time the subject had received "scant attention in philosophical literature". This he attributed to "odious" associations that the subject had with nationalism, including the nationalism of Nazism, and with the metaphysics of idealism, which he characterized as "obsolete". He argued that such associations were, however, faulty, and that the notion of loyalty is "an essential ingredient in any civilized and humane system of morals" Kleinig observes that from the 1980s onwards, the subject gained attention, with philosophers variously relating it to (amongst other things) professional ethics, whistleblowing, friendship, and virtue theory.
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What is an Organization?
A set up where individuals come together and work in unison to achieve a common goal is called as organization. Individuals working together in an organization to earn their bread and butter as well as make profits are called employees. Employees are the lifeline of an organization and contribute effectively to its successful running and profit making. An organization can’t survive if the employees are not serious about it and are more concerned about their personal interests.
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Employee Loyalty
Employee loyalty can be defined as employees being committed to the success of the organization and believing that working for this organization is their best option. Not only do they plan to remain with the organization, but they do not actively search for alternative employment and are not responsive to offers. Employee loyalty as defined above is more than just tenure with the same organization. It is about wanting to be there too. Said in this way, the leap from employee loyalty to customer loyalty and ultimately, business success should no longer be a stretch.
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Importance of Employee Loyalty
Employees are a vital resource for nearly all organizations, especially since they represent a significant investment in terms of locating, recruiting, and training let alone salaries, healthcare plans, bonuses, etc. There is considerable expense for replacing an employee whether it is the shoe salesman who sold you your last pair of cross trainers or the lawyer who wrote your will. Most managers do not realize how expensive losing workers can be. Of course, we’re talking about the expense of losing ‘good’ workers, those who do their jobs well and are productive. Anything less than a loyal, productive worker will cost a company; which is why performance goal setting and review are so important for weeding out the ‘bad’ ones; or for providing additional training and support to those who can be developed or rehabilitated.
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But there is more than just the replacement expense when a desirable employee leaves. Employees are pivotal in creating and delivering value to the customer, especially when doing so by effectively implementing the organization’s business model. In fact, for many customers, the employee is the organization!!
Consider all the ways in which employees can affect the customer’s experience, internal process and operations, and, ultimately, organizational performance. Here are just a few examples of the choices and decisions made by employees: • Should I recommend my employer to prospective employees as a good place to work? • Would I enthusiastically recommend our products/services to potential or existing customers? • • • Do I take pride in my work and give it my best effort? Do I follow established processes to work efficiently and effectively? Do I look for ways to increase product/service quality and organizational efficiency? Employees affect their employer’s costs and revenues, in both direct and indirect ways. Clearly, it is in the employer’s best business interests when employees answer any of the above in favor of the organization. We know from the many quantitative studies conducted by the Loyalty Research Center, employee commitment and loyalty to the organization will impact how they answer. It is important that organizations take actions to manage the strength of their relationships with employees, actions that increase
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organizational commitment and loyalty. But how does an employer know what actions to take or even where their employees stand today?
Conducting Employee Loyalty Analysis
Similar to customer loyalty, employee loyalty cannot be determined through direct questioning. Nor can it be assumed by whether or not the employee is today an active employee. We know that loyalty is more than simply behavior…just as it is with customer loyalty. Although challenging, measuring employee loyalty is possible. By using valid measurement techniques and a model that has been tested and proven to explain loyalty, an organization can determine whether there is an employee loyalty problem. The model, developed by the Loyalty Research Center, not only includes information that identifies loyalty levels, but also contains specifics about the employee relationship that can be used to identify actions to take to improve current loyalty levels. The three components to employee loyalty analysis include: • • Constructing the employee loyalty profile Understanding employees’ perspectives and perceptions of the relationship with their employer • Determining the extent to which the organization can enhance relationships with their employees and ‘migrate’ them to higher levels of loyalty
A loyalty profile assigns each employee to a segment based on the strength of their relationship with the organization. The Loyalty Research Center applies a tested 25
segmentation scheme which categorizes employees into any one of three groups: Loyal, Neutral, or Vulnerable. Employees in the Loyal segment exhibit behaviors that every organization values. It isn’t difficult to convince an employer that Loyal employees are desirable. Of course, it must be added that these loyal employees must also be ‘desirable’. They must perform and be productive. Performance targets and measurement systems that are consistently and regularly implemented can support an organization’s efforts to maintain a highly productive and committed workforce that is focused on the customer. Employees who fall in the Neutral category are what they sound like – middle of the road with respect to their commitment to the employer. It is with these employees, that the company will want to do what it takes (within business reason) to migrate them to the loyal segment, if they are deemed ‘desirable.’ On the other hand, Vulnerable employees are likely to leave the organization, at some future point, and in the meantime may ‘poison’ those around them – including the customers they touch. Most organizations will want to migrate or terminate Vulnerable employees as soon as possible. Depending on the degree of anonymity promised and/or the follow-up agreements that may take place, the organization will need to carefully think through its options. Minimizing the percentage of Vulnerable employees should be a strategy for improving overall employee satisfaction and productivity. Not only will other employees benefit from their departure, but the customers’ experiences are likely to improve as well.
What is Employee Retention?
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Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Every organization invests time and money to groom a new joinee, make him a corporate ready material and bring him at par with the existing employees. The organization is completely at loss when the employees leave their job once they are fully trained. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time.
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ERC's Retention Model
Employee Retention Connection's decades of applied organizational experience indicate three primary drivers of employee retention: 1: Stimulating Work
• • •
Variety of assignments Autonomy to make decisions Resources and support provided to do good work
• • •
Opportunity to learn Feedback on results Understanding the significance of one's
personal contributions 2: Motivational Leadership Champion change and are open to new ideas Inspire a share vision of organization direction Motivate and recognize contributions Develop the capabilities of others Model behavior that reflects organization values
1. 2. 3. 4. 5.
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3: Recognition & Reward
• • • • • •
Say "Thank you" for a job well done Reinforce desired behaviors Create an emphasis and focus on recognition Celebrate successes Build self-esteem Enhance camaraderie and teamwork
Integrated System for Retaining Employees
The Employee Retention Connection transforms your organization culture and enhances your competitive edge through the following fivephased approach: Phase 1: ERC begins by analyzing your
organization's motivation and retention culture through surveys and focus groups. What are the motivating and demotivating aspects of your culture? Phase 2: ERC next designs high-involvement job and work assignments that include:
•
Wide variety of tasks and skills
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• • • •
Opportunities to learn Authority to make decisions Feedback on results Resources and support to be successful
Phase 3: ERC trains supervisors and managers in proven methods of motivational leadership:
• • • • •
Inspiring a shared vision and direction Developing the capabilities of others Promoting organizational change Recognizing and appreciating employee contributions Serving as a role model
Phase 4: ERC delivers a plan for employee career paths and skill building:
• • • •
Designing career paths, not necessarily up the organizational chart Identifying core competencies for different career paths Planning training and other opportunities to build competencies Mentoring for employee direction
Phase 5: ERC builds a tailored reward and recognition system to fit your organization's culture:
• • •
Identifying activities, attitudes and contributions to be recognized and rewarded Matching reward and recognition options to performance contributions Establishing specific motivational approaches for retaining employees
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RESEARCH METHODOLOGY
Research Problem
Research problem is backbone of a research. Without knowing the problem solutions can not be opted.. The research statement describes the research problem. The research statement of this research is “Employee Loyalty in Tata Motors “ Now knowing the questions fields on which answer are seek must be known. The question arises on this research statement are:• • • Is it true that Employee are no more loyal to their Company? What are the factors dealing this? How this can be resolved?
For the above questions a good research methodology is required to seek answers which is described blow.
METHODOLOGY
The procedures by which researchers go about their work of describing, explaining and predicting phenomena are called methodology. Methods comprise the procedures used for generating, collecting and evaluating data. Methods are ways of obtaining information useful for assessing explanations.
Geographical Area Covered
The survey was conducted in TATA MOTORS, LUCKNOW .
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Method of Data Collection
Sources used for collecting the data are Primary Data Information obtained directly from the mechanics and during the course of action is termed as primary data. Secondary Data Secondary data was collected with the help of company records.
Research Design
The type of research used in this project is descriptive in nature. Descriptive studies aim at portraying accurately the characteristics of a particular group or situation.
Sampling Design
Sample size The sample size for the study is 100 respondents
Sampling procedure The sampling techniques used in the study is non-probability convenience sampling adapted and used for the study Convenience sampling Convenience sampling as the name implies is based on the convenience of the researcher who is to select a sample. This type of sampling is also called accidental sampling as the respondent in the sample are included into merely on account of their being
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available and the spot where the survey is in progress. Many times the researcher is work under certain constraints.
Period of study
The period of the study is 40 days
Research Instrument
The instrument used by the researcher to collect the information is through the questionnaire method. Questionnaire method The form of the question may be either closed (i.e. ‘Yes’ or ‘No’ type) or open (i.e., inviting free response) but should be stated in advance and not constructed during questioning. I have prepared a questionnaire with both closed and open structure.
TOOLS
• • Percentage analysis chi-square test as a non-parametric test
Percentage analysis
The expression of date in terms of percentages is one of the simplest statistical devices used in the interpretation of business and economic statistics percentage is useful chiefly for the purpose of aiding comparison. A percent is the number of hundred parts on number is of another. Using the algebraic notation in which
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P% represent the number of parts of 100, i.e. percentage to represent the base used for comparison, b1 represents given data to be compared with the base then the percentage of the given number in the base may be defined as P% = b1/b0*100 Generally percentages are recorded to one decimal place, sometimes to grasp the relationships. Whole percentages should not be calculated if the absolute number is small, especially if the base is appreciably less than 100.
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DATA ANALYSIS & INTERPRETATIONS 1age
TABLE 1: AGE OF THE RESPONDENTS Scale FIGURE 1: AGE OF Below 30 31 to 40 Above 40 No. of Respondents 45 40 15 THE RESPONDENTS Percentage 45% 40% 15%
Table-2
INTERPRETATION The table shows that 45% of the respondents’ age is below 30, 40% of them are between 31 and 40 years of age and the remaining 15% are above 40 years of age.
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2 Monthly Income
TABLE- 2: MONTHLY INCOME Scale FIGURE 2: MONTHLY INCOME Below Rs.10000 10000-15000 15000-25000 No. of Respondents 20 45 35 Percentage 20% 45% 35%
INTERPRETATION: The table shows that the 20% of the respondents’ monthly income is below 10000, 45% of the respondents’ monthly income ranges from 10000 to15000 and remaining 35% of respondents’ income ranges from 15000 to 25000.
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3 Education Level
TABLE 3: EDUCATION LEVEL Scale Degree PG Others No of Respondents 35 45 20 Percentage 35% 45% 20%
FIGURE 3: EDUCATIONAL LEVEL
INTERPRETATION: The table shows that 35% of the respondents’ educational level is degree, 45% of the respondents’ educational level is PG and remaining 20% of the respondents have other educational qualifications.
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4 Working Level
TABLE 4: WORKING LEVEL Scale Admin Team leader Developers No. of Respondents 45 35 20 Percentage 45% 35% 20%
FIGURE 4: WORKING LEVEL
INTERPRETATION: The table shows that the 45% of the respondents’ working level is admin, 35% of the respondents are team leaders and remaining 20% of the respondents are developers.
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5 Relationship with Supervisor
TABLE 5: RELATIONSHIP WITH SUPERVISOR Scale Cordial Moderate Not moderate No. of Respondents 55 20 25 Percentage 55% 20% 25%
FIGURE 5: RELATIONSHIP WITH SUPERVISOR
INTERPRETATION: The table shows that 55% of the respondents have cordial relationship with the supervisors, 20% of the respondents have moderate relationship and remaining 25% of the respondents do not have a cordial relationship.
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6Satisfaction on Target Related Incentives
TABLE 6: SATISFACTION ON TARGET RELATED INCENTIVES Scale No. of. Respondents Percentage Satisfactory 54 54% Neutral 36 36% Not Satisfactory 10 10% FIGURE 6: SATISFACTION ON TARGET RELATED INCENTIVES
INTERPRETATION: The table indicates the respondents’ satisfaction on target related incentives. The above table shows that 54% of the respondents are satisfactory with the incentives, 36% of the respondents are neutral and remaining 10% of the respondents are not satisfied with the incentives.
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7Grievance handling system
TABLE 7: GRIEVANCE HANDLING SYSTEM Scale Yes No No. of Respondents 54 46 Percentage 54% 46%
FIGURE 7: GRIEVANCE HANDLING SYSTEM
INTERPRETATION: This table indicates the response of the respondents regarding grievance handling system. From the table, 54% of the respondents have said that there is a grievance handling system and 46% of the respondents have said ‘No’
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8Responsibility for Job
TABLE 8: RESPONSIBILITY FOR JOB Scale No. of. Respondents Percentage Yes 86 86% No 14 14% FIGURE 8: RESPONSIBILITY FOR JOB
INTERPRETATION: This table indicates the respondents’ responsibility for job. The above table shows that 86% of the respondents have said ‘Yes’ and 14% of the respondents have said ‘No’.
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9Relationship with Co-workers
TABLE 9: RELATIONSHIP WITH CO-WORKERS Scale No. of Respondents Percentage Good 45 45% Cordial 25 25% Co-operative 15 15% Not co-operative 15 15% Figure 9: RELATIONSHIP WITH CO-WORKERS
INTERPREATION: This table indicates the respondents’ co-works. The above table shows that 45% of the respondents have said ‘good’, 25% of the respondents have said ‘cordial’, 15% of the respondents have said ‘co-operative’, 15% of the respondents have said ‘not co-operative’.
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10Accident Compensation Paid
TABLE 10: ACCIDENT COMPENSATION PAID Scale Yes No No. of Respondents 88 12 Percentage 88% 12%
FIGURE 10: ACCIDENT COMPENSATION PAID
INTERPRETATION: This table indicates the respondents accident compensation paid. The above table shows that 88% of the respondents have said ‘yes’, 12% of the respondents have said ‘No’
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11Welfare Measures Available
TABLE 11: WELFARE MEASURES AVAILABLE Scale No. of. Respondents Percentage Yes 90 90% No 10 10% FIGURE 11: WELFARE MEASURES AVAILABLE
INTERPRETATION:
This table indicates the respondents’ welfare measures available. The above table shows that 90% of the respondents have said ‘yes’, 10% of the respondents have said ‘No’.
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12 Pay Package
TABLE 12: PAY PACKAGE Scale Good Satisfactory Adequate Not adequate No. of Respondents 32 22 28 18 Percentage 32% 22% 28% 18%
FIGURE 12: PAY PACKAGE
INTERPRETATION: This table indicates the respondents pay package. The above table shows that 32% of the respondents have good,22% of the respondents have satisfactory, 28% of the respondents have adequate, 18% of the respondents have not adequate
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13 Participation in Decision Making
TABLE 14: PARTICIPATION IN DECISION MAKING Scale Yes No No. of Respondents 75 Percentage 75%
25 25% FIGURE 13: PARTICIPATION IN DECISION MAKING
INTERPRETATION: This table indicates the respondents are you views in decision making. The above table shows that 75% of the respondents have said ‘Yes’, 25% of the respondents have said ‘No’.
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14 Employees Suggestion Scheme Available
TABLE 14: EMPLOYEES SUGGESTION SCHEME AVAILABLE Scale Yes No No. of Respondents 55 45 Percentage 55% 45%
FIGURE 14: EMPLOYEES SUGGESTION SCHEME AVAILABLE
INTERPRETATION: This table indicates the respondents’ employee’s suggestion scheme available. The above table shows that 55% of the respondents have said ‘yes’, 45% of the respondents have said ‘No’.
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15 Level of Satisfaction on promotional Policy
TABLE 15: LEVEL OF SATIFISFACTION ON PROMOTIONAL POLICY Scale Highly satisfied Satisfied Moderate Dissatisfied Highly dissatisfied No. of Respondents 40 25 13 12 10 Percentage 40% 25% 13% 12% 10%
FIGURE 15: LEVEL OF SATISFISFACTION ON PROMOTIONAL POLICY INTERPRETATION: This table indicates the respondents’ level of satisfaction on promotional policy. The above table shows that 40% of the respondents have said highly satisfied, 25% of the respondents have said satisfied, 13% of the respondents have said moderate, 12% of the respondents have said dissatisfied, 10% of the respondents have said highly dissatisfied
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Findings
• 45% of the respondents’ age is below 30, 40% of them are between 31 and 40 years of age and the remaining 15% are above 40 years of age • 20% of the respondents’ monthly income is below 10000, 45% of the respondents’ monthly income ranges from 10000 to15000 and remaining 35% of respondents’ income ranges from 15000 to 25000. • 35% of the respondents’ educational level is degree, 45% of the respondents’ educational level is PG and remaining 20% of the respondents have other educational qualifications. • 45% of the respondents’ working level is admin, 35% of the respondents are team leaders and remaining 20% of the respondents are developers • 55% of the respondents have cordial relationship with the supervisors, 20% of the respondents have moderate relationship and remaining 25% of the respondents do not have a cordial relationship. • 54% of the respondents are satisfactory with the incentives, 36% of the respondents are neutral and remaining 10% of the respondents are not satisfied with the incentives. • 54% of the respondents have said that there is a grievance handling system and 46% of the respondents have said ‘No’ • Respondents’ responsibility for job have said ‘Yes’ and 14% of the respondents have said ‘No’.
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•
45% of the respondents have said ‘good’, 25% of the respondents have said ‘cordial’, 15% of the respondents have said ‘co-operative’, 15% of the respondents have said ‘not co-operative’.
•
88% of the respondents have said ‘yes’, 12% of the respondents have said ‘No’ for accidental compensation paid.
•
For welfare measures availability, 90% of the respondents have said ‘yes’, 10% of the respondents have said ‘No’.
•
32% of the respondents have good,22% of the respondents have satisfactory, 28% of the respondents have adequate, 18% of the respondents have not adequate pakage Salary
•
Views in decision making, 75% of the respondents have said ‘Yes’, 25% of the respondents have said ‘No’.
•
For suggestion scheme available, 55% of the respondents have said ‘yes’, 45% of the respondents have said ‘No’.
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Conclusion
On analyzing the data from finding it can be found that Employees are not fully satisfied with Company so measures should be taken to increase Employee welfare. It is high time to look into Employee satisfaction as unsatisfied and good Employees will flee the company causing loss to Assets of the Company, also hindering Business of the Company. This study helped the researcher and the management to identify
•
The entire study started with a through knowledge about the job satisfaction and Loyalty of employees with respect to TATA MOTORS, LUCKNOW.
•
Study was conducted to assess the feedback level in the firm using a self administered questionnaire and statistical tools to analyse the responses.
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Suggestions
• • • • • • Provide a positive working environment Reward and recognition Involve and increase employee engagement Develop the skills and potential of your workforce Evaluate and measure job satisfaction Young energetic qualified and middle-aged qualified and experienced people to be recruited for better quality. • Organisation should try to adopt certain measures to enhance the team spirit and coordination among employees. • Employees performance should be appraisal from time to time so that organisation can come to know about the efficiency of the organisation. • The working environment can be improved which helps to increase the efficiency of the workers
Ask employees The easiest way to get in touch with your employees and know them and their needs better is to simply call a monthly casual meeting where everyone is free to voice his or her opinion regarding all aspects of the office. Be patient and hear everyone out before addressing each topic accordingly. There is no compulsion for you to act upon each complaint according to what your workers want it to be. But if you are willing to listen to them, it shows that you at least care.
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Set up a suggestion box Sometimes employees may find it uncomfortable to say what they think about certain things in front of colleagues or their seniors. The best way to solve this problem without ignoring the issue is to have a suggestion box where people can throw in a chit to express what they feel regarding anything.
Maintain flexibility Everyone likes flexibility in the work place. It gives them the sense of freedom that may be lacking otherwise. Most working people are on a tight leash as far as completion of projects and submission deadlines are concerned. Working hours and payment flexibility somewhat compensates for this.
Don't be afraid to be personal If you as a boss take an (healthy) interest in the personal lives of your employees then this will make it easier for them to approach you without hesitation. Therefore, if one of your employees had a child recently, award him a cog, or send him a card and flowers expressing your congratulations. Similarly allow an employee a few days of leave if a tragedy has struck in his or her personal life.
Reward Success When an employee goes above and beyond to successfully complete a project or task, it should be recognized by the employer. This creates a feeling among employees that the management is engaged in their daily activities as well as appreciative of their efforts.
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As soon as your workers realize that you care about them more than their work efforts they will also feel a sense of loyalty to your company. Word of mouth works best in the market as far as the reputation of a company is concerned. New young workers will be keen to work for your organization. And old efficient ones will be ready to stick around for as long as they can work.
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Reference
1) Organisational Behaviour Textbook-ICMR 2) Is employee loyalty dead? By Ray Williams Jul 6, 2011-5:45 PM ET Last Updated: Jul 6, 2011 5:57 PM ET 3) C.R. Kothari – Research Methodology 4) L.M. Prasad - Human Resource Management
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QUESTIONNAIRE
A STUDY ON JOB STISFACTION OF EMPLOYEES a) b) Name ………………………………………………… Gender: a) c) Male [ ] b) Female [ ]
Marital status a) Married [ ] b) Unmarried [ ]
1)
Age a) c) Below 30 yrs Above 40 yrs [ ] [ ] b) 31 to 40 [ ]
2)
Monthly income a) c) Below Rs.10000 15000 – 25000 [ ] [ ] b) 10000 – 15000 [ ]
3)
Education Level a) c) Degree Others [ ] [ ] d) PG [ ]
4)
Working level a) c) Admin Developers [ ] [ ] b) Team Leader [ ]
5)
How is your relationship with supervisor? (a) (c) Cordial Not Cordial [ ] [ ] (b) Moderate [ ]
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6)
Your level of satisfaction on target related incentives (a) (c) Satisfactory Not Satisfactory [ ] [ ] (b) Neutral [ ]
7)
Are there any grievance handling system? (a) Yes [ ] (b) No [ ]
If yes grievance are solved. (a) 8) Immediately [ ] (b) Not immediately [ ]
Are you’re given enough responsibility for your job (a) Yes [ ] (b) No [ ]
9).
How are your co-workers? (a) (c) Good Co-operative [ ] [ ] (b) (b) Cordial Not Co-operative [ ] [ ]
10).
Are you satisfied with accident compensation paid? (a) Yes [ ] (b) No [ ]
11).
Are there welfare measures available? (a) Yes [ ] (b) No [ ]
If yes are you satisfied with it? (a) 12). Satisfied [ ] (b) Not Satisfied [ ]
What do you feel about pay package? (a) (c) Good Adequate [ ] [ ] (b) (d) Satisfactory Not Adequate [ ] [ ]
13).
Are you views asked in decision making? (a) Yes [ ] (b) No [ ]
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If yes to what extent your opinion is considered. (a) (c) 14). Often Not at all [ ] [ ] (b) Sometimes [ ]
Is there any employee’s suggestion scheme available? (a) Yes [ ] (b) No [ ]
15).
Your Level of satisfaction on promotional policy of your company (a) (c) (e) Highly Satisfied Moderate Highly dissatisfied [ ] [ ] [ ] (b) (d) Satisfied Dissatisfied [ ] [ ]
16.
General Suggestion if any,
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