A

Project Report
On
Organisational Culture & It’s Impact on Employees Behaviour
At
Hyundai Motors India Ltd.
 ABSTRACT

The topic of the project is ‘A Study on Organizational Culture & It’s Impact on
Employees Behavior. It brings out the behavioral aspect of the employees working in
Hyundai Motors India Ltd. The main objective of the study is to find the overall
performance of the employees.

The research design used in this study is descriptive research design. Data from 100
people were collected as population study. Data was collected by survey method
through structured questionnaire with close ended questions. The primary data was
obtained through questionnaire and secondary data from the company records and
through internet.

The purpose of the survey process is to provide a more accurate assessment of the
existing culture from the employees’ point-of-view and also to assess their behaviours
with respect to that of the existing culture.

The culture of an organization consists of the values and beliefs of the people in an
organization. The organizational culture usually has values and beliefs that support
the organizational goals. Organizational culture has an impact on employee’s
satisfaction.

The analysis was done through simple percentage analysis and weighted average
method. From the analysis it was found that the employees of HMIL were much
satisfied with their interpersonal relationships, co-ordination and integration between
various departments of the organization, and also the rewards & incentives given by
their management. But the management has to provide more practical sessions in
training programmes to improve their performance in their respective fields. Such
training programmes will help them to enhance their knowledge in the respective
fields.
 INDEX

ABSTRACT

CHAPTER-1: INTRODUCTION

1.1 Introduction of Project

1.2 Objectives of the Study

1.3 Need of the Study

1.4 Scope of the Study

1.5 Limitations of the Study

1.6 Research Methodology

CHAPTER-2: REVIEW OF LITERATURE

2.1 Literature Review

2.2 Theoretical Frome Work

CHAPTER-3: INDUSTRY& COMPANY PROFILE

3.1 Industry Profile

3.2 Company Profile

CHAPTER-4: DATA ANALYSIS AND INTERPRETATION

CHAPTER-5: FINDINGS & SUGGESTIONS

5.1 Findings

5.2 Suggestions

CONCLUSIONS

REFERENCES

APPENDIX
 CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION OF PROJECT

What is organizational culture?

Culture is one of those terms that is difficult to express distinctively, but everyone
knows it when they sense it. The word “culture” is used with many different meanings
in everyday spoken language and in scholarly literature. Social anthropologists in the
late nineteenth and early twentieth century studies of primitive societies used the term
“culture” originally. It was used to describe the primitive societies’ ways of life that
were not only different from the more industrialized parts of America and Europe, but
were often very different among themselves (Kotter & Heskett, 1992). Formerly, the
American Heritage Dictionary defines “culture” as “the arts, beliefs, customs,
institutions, and all other products of human work and thought created by a people or
group at a particular time.” Organizational culture evolves from the social practices of
members of the organization, therefore, it’s a socially created reality that exists in the
heads and minds of members of the organization as well as in the formal rules,
policies, and procedures of organizational structures. Culture is an ongoing process of
reality construction, providing a pattern of understanding that helps members of
organizations to interpret Impact of organizational culture 6 events and to give
meaning to their working worlds. Thus, culture is an evolutionary and dynamic
process that incorporates changing values, beliefs, and underlying assumptions
regarding the organization (Kropp, 2000). Others (Kotter & Heskett, 1992) see
organizational culture as a two-level process, which differ in terms of their visibility
and their resistance to change. At the less visible level, organizational culture refers to
values that are shared by the people in a group. These values tend to persist over time
despite changes in the group membership. For example, the notion of what is
important in life can vary in different organizations. In some settings, people may care
deeply about money, in others about technological innovations or employee well
being. Culture at this level is very difficult to change, partly because group members
are often unaware of many of the values that bind them together. At the more visible
level, organizational culture represents the behavior patterns or style of an
organization that persist because new employees are automatically encouraged to
adopt them by their fellow employees. Those that fit in are rewarded and those that
don’t are sanctioned. Corporate culture can also be viewed as a system. The inputs to
this system include feedback from the society, professions, laws, stories, heroes,
values on competition or Impact of organizational culture 7 service, etc. The process
is based on the organization’s assumptions, values and norms. For example, the
company’s values on money, time, facilities, space and people. The outputs or effects
of culture are organizational behaviors, technologies, strategies, image, products,
services, appearance, etc.

Cultural Influences on Behavior and Attitude

Organizational members are intentionally acculturated into the assumptions and belief
systems of their companies’ culture. One method of transmitting cultural values and
beliefs is through group norms. Norms help to shape the behavior of group members
so that it is in accordance with the values and beliefs of the organization's culture.
Culture, acting through institutionalized belief systems and group norms, can be a
very effective means of directing the behavior of organizational members toward
activities deemed important to the goals of the organization. Incidentally, it appears
that there is a life cycle to the four cultures described by the Double S Cube (Goffee
& Jones, 1998). Companies often migrate from one culture to the next based on the
size and complexity of the organization. Initially, they start out as communal, which is
not surprising given their size and the likelihood that the owner and founder is around
to create a sense of high energy, clear vision, and deep commitment. In most start-up
companies, employees work closely in a fluid, exciting, and often intense Impact of
organizational culture 22 return to their homes, only to see each other again on the
weekends for softball and more talk, often about work. But, as companies grow, they
gravitate from the communal to the networked quadrant. This is mainly because of the
difficulty in maintaining a balance of sociability and solidarity in groups of more than
a fifty individuals. As reporting structure and relationships increase and roles
differentiate, the solidaristic aspect of the communal culture weakens. Another culture
where a lot of things happen because of relationships, replaces the communal one.
The high sociability is reinforced by the fact that communal cultures leave behind an
attitudinal legacy (Goffee & Jones, 1998). Because people assume they are going to
be friends with their co-workers, they continue to socialize in the old ways. What ends
up diminishing is the shared sense of goals, which is the defining hallmark of
solidarity. Some examples of organizational cultural impact on behavior are briefly
described below. These are all based on the existing research on the subject of effect
of culture on performance and behavior, as well as on the direct observation and
experience of the author. Some details have been modified to protect the identities of
the organizations and individuals involved.

1.2 OBJECTIVES OF THE STUDY

This study is undertaken with the following objectives.

 To assess the existing culture of the organization and to find its impact on
employees’ behaviour.
 To analyse the overall performance of the employees.
 To learn the employees relationship with their peers.
 To study the employees feel about the management.
 To understand how the employer encourages participation in decision making.
 To find out the employees motivational factor.

1.2 NEED OF THE STUDY

People are affected by the culture in which they live. Similarly, an individual working
for any organization with a firmly established culture will be taught the values,
beliefs, and expected behaviors of that organization. There is at least some sound
evidence that variations in cultural values may have a significant impact on employee
turnover and possibly employees‟ job performance. Hence the study of organizational
culture is important for the understanding and practice of organizational behavior.
1.4 SCOPE OF THE STUDY

1. It helps the management

 To understand the causes of performance problems.
 To understand how to assess the effectiveness of motivational practices in the
organization.
2 This study focuses on today's turbulent, often chaotic, environment, commercial
success depends on employees making use of their talents in full.
3 The management can create the work environment in which their employees will
thrive.
4 The management can
 Enhance the professional perception of the employees
 Foster a team oriented cooperative environment
 Enhance employee relationship
 Provide constructive feedback to their performance
 Encourage the resolve of the employees to change the negative behavior
pattern

1.5 LIMITATIONS OF THE STUDY

 It is difficult to elicit responses from employees who do night shifts.

 The attitude of the worker changes from time to time. Hence the result of the
project may be applicable only at present.
 We cannot get exact information because some of the employees are reluctant to
share the information.

1.6 RESEARCH METHODOLOGY

RESEARCH DESIGN
A research design is an arrangement of condition for collection and analysis of the
data in a manner that aims to combine relevance to the research purpose with
economy in procedure. The study is descriptive in nature i.e., descriptive research.
Descriptive research is concerned with describing the characteristics of a particular
individual or group. This includes surveys and fact-finding enquiries of different
kinds. The main characteristic of this method is that the researcher has no control over
the variables; one can only report what has happened or what is happening. Thus, the
research design in case of descriptive study is a comparative design throwing light on
all the areas and must be prepared keeping the objectives of the study and the
resources available. This study involves collection of data from Junior level
Executives.

POPULATION SIZE

The universe of the study consists of employees (Junior level Executives) of Hyundai
with a total number of 105. Out of the total population data could be collected from
100 persons.

DATA SOURCE

This study involves collection of primary data from the employees of Hyundai. This
survey method is used considering the size of the universe and time factor. Data are
collected through structured Questionnaire. Questionnaire has been designed and
personally administered.

ANALYSIS

As the questions generate direct information the data were analyzed using Statistical
tools such as,

1. Simple percentage
2. Weighted average
 CHAPTER-2
REVIEW OF LITERATURE
2.1 LITERATURE REVIEW

Collins and Porras, 2000 identified that organizational culture always refers to a
system of shared meaning held by members of the society that distinguish one
organization from other organizations. The members believe that these shared
meanings are a set of key n characteristics, and that the organization values and the
essence of an organization’s culture can be captured indifferent basic characteristics.

According to Herzberg, F. (1968) and Hackman J. R., & Oldham, G. R., 1976) Job
security, salary, fringe benefits, work conditions) that do not give positive
satisfaction, though dissatisfaction results from their absence. These are extrinsic to
the work itself, and include aspects such as company policies, supervisory practices,
or wages/salary.

Locke (1969) defined job satisfaction as an emotional state related to the positive or
negative appraisal of job experiences.

Kreis and Brockopp (1986) suggested that job satisfaction is related to self-
perception of needs fulfillment through work.

Valentine et al.,(2002) revealed Employees who are committed to their organizations

may easily accept and adhere to the organizational objectives andgoals Culture
historian Raymond Williams (1992) defined culture as whole way of life, or structure
of feeling. It is a set of signs and rules for their use that signal how we might differ
from another. And it is also a set of signs and rules about rubbing along or not
depending on the particular cultural convention of that place and time. Some cultures
affirm their existence by thumping anyone who breaks its rules.

Mckenzie (1994) defined culture as the use of artifacts and rituals to pass on notions
of identity. These resources of identity sustain structures of feeling that organize and
make sense of everyday life. It has to do so under the extra ordinary pressure of the
modern division of labour, which fragments people’s experience, such that people are
always having to negotiate with each other a cultural politics that allow different bits
of identity to co-exist sounds impossible, but it gets even harder when culture finds
itself circulated and negotiate not just through media that can simultaneously reach
millions.
Schein (1983), believes that an organization’s current customs, traditions, and general
ways of doing things are largely due to what it has done before and the degree of
success it has had with those endeavors. This leads us to the ultimate source of an
organization’s culture: its founders. The founders of an organization traditionally have
a major impact on that organization’s early culture. They have a vision of what the
organization should be. They are unconstrained by previous customs or ideologies.
The small size founders imposition of their vision on all organizational members.

According to a 1994 study of employee stock ownership plan (ESOP) companies in

the state of Washington (OwnershipAssociates, 1998), it was found that the higher
rates of employment and sales growth rates associated with ownership culture and
participation were statistically significant. The study further concluded that such
companies tended to outperform both non-participative employee-ownership
companies and participative non-employee-ownership companies. In another study by
the General Accounting Office (GAO) of the United States Government using tax
data not available to non-government sources, the effect of ESOPs on corporate
performance was conducted.

The GAO study concluded that employee participation showed a statistically

significant relationship with changes in either profitability or productivity of an ESOP
firm’s performance (GAO, 1987). A strong ownership culture can Impact of
organizational culture 19 increase employees’ satisfaction with their jobs, improve
labormanagement relations, and encourage commitment to the company. The
conclusion of (Ownership-Associates, 1998) is that there exists an array of
mechanisms through which employee-ownership can influence company
performance. According to them, organizational culture is a mediating factor between
the legal fact of ownership and performance results. There has also been a number of
studies on the impact of organizational culture on behavior. Carrol (1982) observed
that culture, like morals, laws, and customs, shape behavior and is something that
older generations hand down to younger ones (Carrol, 1982). Holfstede (1991)
expressed culture as a collective programming of the minds of one group that
differentiates them from other groups. He believes that this programming of the minds
is derived from one’s social culture (Hofstede, 1991). Hall & Hall (1987) used the
computer metaphor to explain the impact of culture on individuals. He likened culture
to a large complex computer that programs the responses and actions of people. They
contend that individuals must learn the programs of their organization’s culture in
order to make the system work (Hall & Hall, 1987). In another survey of 103 human
resource professionals at major U.S. based organizations in which they were asked to
identify the most important factors influencing the management development
programs in their Impact of organizational culture 20 organization, two-thirds of the
respondents mentioned four factors. The four factors identified by over two-thirds of
the respondents included the Chief Operating Officer’s vision and values, the
organization’s strategic plan, the operating needs of the line organizations, and the
organization’s culture (TheConference-Board, 1996). It is evident that existing
research from organizational culture point of view has identified positive associations
between culture and performance, and a relationship between culture and behavior.
Despite the identification of these relationships, however, there has been little effort to
connect organizational culture to employee behavior and attitude. This paper will now
consider a “missing link” in the study of culture – the influence that organizational
culture might have on employee behavior and attitude.

2.2 THEORETICAL FROME WORK

An Overview of Organizational Culture

Organizational culture has assumed importance since the 21st century, because of its
impact on employee performance and job satisfaction. It is imperative on every
organization to understand its own dynamic culture so that mangers can capitalize on
the insights generated by the cultural perspective to wield greater control over their
organizations. The culture of an organization has an important on its performance.
Organizational culture can be described as a thought or scheme in the field of
management and organizational studies which depicts and describes the psychology,
behaviors, experiences, beliefs and values of an organization. These morals, values,
ethics and ideals could be personal as well as cultural (Harrison & Stokes, 1992,
p.23).
Organizational culture has the potential to affect a range of organizationally and
individually desired outcomes. According to Ritchie (2000), organizational culture
affects such outcomes as productivity, performance, commitment, self confidence,
satisfaction and ethical behavior. Similarly, more recent writers have stated that
organizational culture impacts on any organization, its employee performance and job
satisfaction and ultimately its financial performance. Furthermore, it has also been
noted that organizational culture helps management to find out the suitable strategies
and policies which can drive employees to contribute themselves and lead to
organizational performance. With the ever changing technology and fast paced
business arena, organizations today are grappling to find new and innovative ways of
improving performance with the minimal addition of cost. Many organizations have
now turned to explore the sociological aspect of the business in order to improve
profitability. Culture is one aspect that is not tangible, yet it plays a very important
role to the success of any organization.

What Is Organizational Culture?

There is no single definition for organizational culture. The topic has been studied
from a variety of perspectives, ranging from disciplines such as anthropology and
sociology, to the applied discipline of organizational behavior, management sciences
to organizational commitment. In the course of this research, we are going to look at
some definitions given by some authors from the applied sciences discipline.

Moorhead and Griffin (1995, p.628), authors of books on organizational culture, feel
compelled to develop their own definitions of culture. These may vary from the very
broad definitions to the highly specific. Most definitions refer to some sort of values,
beliefs, and attitudes that are held by individuals and the organization.

Schein (1999, p.200) defines culture as a pattern of shared basic assumptions that the
group learned as it solved problems of external adaptation and internal integration that
has worked well enough to be considered valid and, therefore, to be taught to new
members as the correct way to perceive, think, and feel in relation to those problems.
In the last decade, it has been used by some organizational researchers and managers
to indicate the climate and practices that organizations develop around their handling
of people or to refer to the espoused values and credo of an organization.

Mullins (1999, p.53) defines organizational culture as the collection of traditions,

values, beliefs, policies, and attitudes that constitute a pervasive context for
everything one does and thinks in an organization.

Collins and Porras (2000, p.338) state that organizational culture refers to a system of
shared meaning held by members that distinguish one organization from other
organizations. They believe that these shared meanings are a set of key characteristics,
and that the organization values and the essence of an organization’s culture can be
captured in seven primary characteristics. These characteristics are:

 Innovation and risk – taking: This has to do with the degree to which employees
are encouraged to be innovative and take risks;
 Attention to detail: The degree to which employees are expected to exhibit
precision analysis and attention to detail;
 Outcome orientation: The degree to which management focuses on results or
outcomes rather than on the techniques and processes used to achieve those
outcomes;
 People orientation: The degree to which management decisions takes into
consideration the effect of outcomes on people within the organization;
 Team orientation: The degree to which work activities are organized around
teams rather than individuals;
 Aggressiveness: The degree to which people are aggressive and competitive rather
than easygoing;
 Stability: The degree to which organizational activities emphasize maintaining the
status quo in contrast to growth.
 Each of these characteristics exists on a continuum from low to high. Appraising
the organization on these seven characteristics gives a composite picture of the
organizations culture.
Levels of Organizational Culture

Organizational culture exists on several levels, which differ in terms of visibility and
resistance to change. When it comes to changing the culture of the organization, it
becomes difficult to determine which the more are, and which are the less important
elements that help shape an organizations culture. Hofstede (1990) developed a four-
layered hierarchical model of culture which helps to identify and categories the
constituent elements of culture.

 Shared assumptions: This is the least visible or deepest level is that of basic,
which represents beliefs about reliability and human nature that are taken for
granted.
 cultural values: This is the next level of culture is that of, which represent
collective beliefs, assumptions, and feelings about what things are good, normal,
rational, and valuable. Cultural values might be very different in different
organizations; in some, employees may care deeply about money, but, in others,
they may care more about technological innovation or employee well-being.
 Shared behaviours: These are more are more visible and somewhat easier to
change than values. The reason is that people may be unaware of the values that
bind them together.
 Cultural symbols: The most superficial level of organizational culture consists of
symbols; these are words (jargon or slang), gestures, and pictures or other physical
objects that carry a particular meaning within a culture.

Although there are various other hierarchical models of culture, it is important to note
that actual organizational cultures are not as neat and tidy as the models seem to
imply. Where there are cultures, there are also usually sub cultures, where there is
agreement about cultures, there can also be disagreements and counter cultures; and
there can also be significant differences between espoused culture and culture in
practice (Burnes, 2004, p.172).

The Impact of Organizational Culture on Employee Performance

Early studies have indicated that there exists a relationship between organizational
culture and employee performance. Organizational culture is inherently connected to
organizational practice; therefore employee performance is conditional on
organizational culture. According Hellriegel and Slocum (2009), organizational
culture can enhance performance in a large scale. According to them, the culture of an
organization allows the employees to be acquainted with both the firm’s history as
well as current methods of operation and this specific direction endows the employees
with guidance about expected and accepted future organizational behaviours and
norms.

Furnham and Gunter (1993), states that organizational culture functions as the internal
integration and coordination between firm’s operations and its employees. Internal
integration has to do with the societal interaction of new members with the existing
ones, creating boundaries of the organization feelings of identity among personal and
commitment to the organization. A strong organizational culture supports adaptation
and develops employee performance by motivating employees towards a shared goal
and objective, and finally shaping and channeling employees’ behavior to that specific
direction. Although, there are certain parameters that are taken into consideration to
understand the impact of organizational culture on employee performance, which
includes: employee participation, innovation and risk-taking, reward systems,
openness to communication, customer service orientation. An organizational culture
that supports these factors motivates the employees to put more effort in their jobs,
which helps increases their performance level. Some theoretical model asserts that the
effective human resource system of an organization based on supporting values
creates a positive impact on employee attitude and behavior, which facilitates their
performance.

Furthermore, the type of organizational culture created in an organization determines

the impact it can have on employee performance. It can have either a negative or a
positive impact. For instance, an organizational culture was employees are considered
an integral part of the growth process of the organization fosters employee
performance. This is so because the employees align their goals and objectives with
those of the organization and feel responsible for the overall well being of the
organization. As their efforts are in turn appreciated by the management and suitable
rewards are given, they perform effectively and efficiently. In such organizational
culture, the employees are committed to achieving their goals and thus it has a
positive effect on the overall performance of the organization. Organizational culture
to a large extent determines the performance of employees. Therefore, it is in the
interest of organizations to eliminate negative factors that slow down employee
performance in order to foster a positive work place environment or a positive
organizational culture.
 CHAPTER-3
INDUSTRY& COMPANY PROFILE
3.1 INDUSTRY PROFILE

AUTOMOBILE INDUSTRY

The automobile industry is one of the most important industries in the world, affecting
not only the economy but also the cultures of the world. It provides jobs for millions
of people, generates billions of dollars in worldwide revenues, and provides the basis
for a multitude of related service and support industries. Automobiles revolutionized
transportation in the 20th century, changing forever the way people live, travel, and
do business.

The automobile has enabled people to travel and transport goods farther and faster,
and has opened wider market areas for business and commerce. The auto industry has
also reduced the overall cost of transportation by using methods such as mass
production (making several products at once, rather than one at a time), mass
marketing (selling products nationally rather than locally), and globalization of
production (assembling products with parts made worldwide). Between 1886 and
1898, about 300 automobiles were built, but there was no real established industry. A
century later, with automakers and auto buyers expanding globally, auto making
became the world's largest manufacturing activity, with nearly 58 million new
vehicles built each year worldwide.

As a result of easier and faster transportation, the United States and world economies
have become dependent on the mobility that automobiles, trucks, and buses provide.
This mobility allowed remote populations to interact with one another, which
increased commerce. The transportation of goods to consumers and consumers to
goods has become an industry in itself. The automobile has also brought related
problems, such as air pollution, congested traffic, and highway fatalities.
Nevertheless, the automobile industry continues to be an important source of
employment and transportation for millions of people worldwide.
INDIA AUTOMOBILE INDUSTRY

Following India's growing openness, the arrival of new and existing models, easy
availability of finance at relatively low rate of interest and price discounts offered by
the dealers and manufacturers all have stirred the demand for vehicles and a strong
growth of the Indian automobile industry.

The data obtained from ministry of commerce and industry, shows high growth
obtained since 2001- 02 in automobile production continuing in the first three quarters
of the 2004-05. Annual growth was 16.0 per cent in April-December, 2004; the
growth rate in 2003-04 was 15.1 per cent the automobile industry grew at a compound
annual growth rate (CAGR) of 22 per cent between 1992 and 1997. With investment
exceeding Rs. 50,000 crore, the turnover of the automobile industry exceeded Rs.
59,518 crore in 2002-03. Including turnover of the auto-component sector, the
automotive industry's turnover, which was above Rs. 84,000 crore in 2002-03, is
estimated to have exceeded Rs.1,00,000 crore ( USD 22. 74 billion) in 2003-04.

Automobile Dealers Network in India

In terms of Car dealer networks and authorized service stations, Maruti leads the pack
with Dealer networks and workshops across the country. The other leading
automobile manufacturers are also trying to cope up and are opening their service
stations and dealer workshops in all the metros and major cities of the country.
Dealers offer varying kind of discount of finances who in tern pass it on to the
customers in the form of reduced interest rates.
Major Manufacturers of Automobiles in India

 Maruti Udyog Ltd.

 General Motors India
 Ford India Ltd.
 Eicher Motors
 Bajaj Auto
 Daewoo Motors India
 Hero Motors
 Hindustan Motors
 Hyundai Motor India Ltd.
 Royal Enfield Motors
 Telco
 TVS Motors
 DC Designs
 Swaraj Mazda Ltd

Government has liberalized the norms for foreign investment and import of
technology and that appears to have benefited the automobile sector. The production
of total vehicles increased from 4.2 million in 1998- 99 to 7.3 million in 2003-04. It is
likely that the production of such vehicles will exceed 10 million in the next couple of
years.
3.2 COMPANY PROFILE

ABOUT HYUNDAI MOTORS INDIA LIMITED

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai

Motor Company, South Korea and is the second largest and the fastest growing car
manufacturer in India. HMIL presently markets over 25 variants of passenger cars in
six segments. The Santro in the B segment, Getz in the B+ segment, the Accent in the
C segment, the Elantra in the D segment, the Sonata in the E segment and the
Terracan in the SUV segment.

The company recorded combined sales of 215,630 cars during the calendar year 2004
with a growth of 43% over year 2003. HMIL is India’s fastest growing car company
having rolled-out over 700,000 cars in just over 70 months since its inception and is
the largest exporter of passenger cars with exports of over Rs. 1,700 crores. HMIL has
recorded a staggering growth of 149% in exports over the year 2003.

HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts

some of the most advanced production, quality and testing capabilities in the country.
In continuation of its investment in providing the Indian customer global technology,
HMIL has announced plans for its second plant, which will produce 150,000 units per
annum, raising HMIL’s total production capacity to 400,000 per annum by 2007. The
plant will be built on a 2.1 million square meter site adjacent to the existing facility
with an investment of $450-$500 million on its new integrated facility. HMIL is
investing to expand capacity in line with its positioning as HMC’s global export hub
for compact cars. Apart from expansion of production capacity, HMIL plans to
expand its dealer network, which will be increased from 146 to 180 this year. And
with the company’s greater focus on the quality of its after-sales service, HMIL’s
service network will be expanded to over 1,000 in 2005.
ABOUT HYUNDAI MOTOR COMPANY

The parent company of HMIL is the Korean Car giant Hyundai Motor Company
(HMC), a part of the Hyundai Motor Group comprising Hyundai Motor Company,
Kia Motors, Hyundai Mobis and other affiliated companies, with a combined turnover
of over US$ 50 Billion. The Hyundai Motor Group with a presence in over 185
countries and with a combined annual sale of over 3 million units is one of the fastest
growing auto manufacturers in the world.

Hyundai Motor and its sister concern Kia Motor achieved global sales of over 3.16
million cars worldwide in 2004. The target for 2005 is an ambitious 3.7 million
vehicles.

HYUNDAI’S FULLY INTEGRATED MANUFACTURING CAPABILITIES

The Press Shop

A computer controlled line that converts sheet metal to body panels of high
dimensional accuracy and consistency.

The Body Shop

A hi-tech line that builds full body shells from panels. Automated robotic arms are
used for intricate welding operations that ensure superior and consistent build quality.

The Paint Shop

This is one of the most modern paint shops in the country and uses the environment
friendly water based process for superior and lasting exteriors. A unique process
management system followed here helps us deliver the most extensive colour range,
independent of minimum batch requirements, helping customers get their preferred
colour anytime.
The Aluminium foundry
Forges the engine cylinder blocks for our cars to exacting design specifications.

The Engine and Transmission Shop

One of the biggest engine shops in the country, this unit is equipped with the most
modern tooling and testing facilities to make a wide range of engines in house.

The Plastic Extrusion Unit

Moulds the dashes, bumpers and other plastic components to perfect fit and finish.

The Plastic Paint Shop

One of the very few manufacturing units in India to have this facility in-house,
Hyundai's plastic paint shop delivers a high grade finish on exterior plastic
components.

The Test Track

With comprehensive performance testing facilities like rattle testing and ABS brake
testing; this track is designed to meet pre-delivery (PDI) certification standards to
exacting Euro specifications.

R&D FACILITIES
Hyundai and Kia together have R&D centres in the United States, Europe, and Japan
apart from the global R&D headquarters at Ulsan, Korea. The Hyundai Motor Group
has recently dedicated an annual R&D spend of close to US$ 2 Billion, up from US$
1.2 Billion to enhance its thrust on new product development and achieve global
quality benchmarks by year 2005. This includes the $30 Mn Hyundai-Kia Design and
Technical Center in Irvive, California.

ENVIRONMENT MANAGEMENT
Hyundai Motor India has been awarded the benchmark ISO 14001 certification for its
sustainable environment management practices. Living up to its commitment of
providing global standards of qualityand process management in India, Hyundai had
put in place an Environment Management System (EMS) at its manufacturing plant in
Chennai right from its project stage. The certification process was completed in a
record time of 10 months with 'Zero NCRs'. The assessment was done by TUV
SUDDEUTSCHLAND and covered areas like Awareness Training, Technology
Upgradation, Recycling, Waste Management and fulfilling Government Regulations.
HMI is also working on a backward integration strategy that will support vendors of
the company in implementing EMS. Hyundai Motor Company, S.Korea, the parent of
HMI, has been doing considerable work on sustainable Environment Management.
The company has a well-defined framework in place for developing products that
reduce pollutant emissions and processes for preservation of natural resources and
energy along all the stages of the product lifecycle from production, sales, and use to
disposal. The company has also been in the forefront of development of environment
friendly technologies like Hybrid Electric Vehicles (HEVs), and Fuel Cell Electric
Vehicles (FCEVs) and has been awarded the ISO 14001 certification for all its three
major plants in Ulsan, Asan and Jeonju in S.Korea.

SOCIAL RESPONSIBILITY

Hyundai, as a responsible corporate citizen is committed to sustainable social

development and the preservation of the environment. All the company's key
manufacturing units, including the Indian plant has the ISO 14001 certification for its
Environment management practices. As a part of its social responsibility programs,
the company conducts various campaigns to spread awareness of in-car safety and
safe driving practices, particularly targeted against drunken driving, speeding, etc.

As a part of its community development projects, the company has adopted a few
villages around its factory in Tamilnadu and has been working towards the social and
economic development of these villages, assisting them in the areas of primary health
care, education, basic amenities and employment opportunities.
 CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION
1. Do you feel that the Company has a clear safety policy?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 25 50
2. B 20 40
3. C 5 10
4 D 0 0
5 E 0 0
Total 50 100

Percentage
0%

10%

Strongly Agree
Agree
50%
Neither agrees nor disagrees
40% Disagree

INTERPRETATION

From the above table it is clear that 50% of the respondents have strongly agreed that
Company has a clear safety policy, 40% of the respondents have agreed that Company
has a clear safety policy, 10 % of the respondents are neutral.
Above analyses make it clear that the organization provides clear safety policy to
employees
1. Are safety measures clearly mentioned?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 30 60
2. B 15 30
3. C 5 10
4 D 0 0
5 E 0 0
Total 50 100

safety measures clearly mentioned

0%

10%

Strongly Agree
Agree
30%
Neither agrees nor disagrees
60% Disagree

INTERPRETATION
From the above table it is clear that 60% of the respondents have strongly agreed that
safety measures clearly mentioned, 30% of the respondents have agreed that safety
measures clearly mentioned, 10 % of the respondents are neutral.

Above analyses make it clear that the organization mentioned safety measures clearly
3. Do you feel that you can get ahead in the organization if you make an effort?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 20 40
2. B 30 60
3. C 0 0
4 D 0 0
5 E 0 0
Total 50 100

Percentage
0% 0%

Strongly Agree
40%
Agree
Neither agrees nor disagrees
60% Disagree

INTERPRETATION
From the above table it is clear that 40% of the respondents have strongly agreed that
organization if they make an effort, 60% of the respondents have agreed that
organization if they make an effort.

Above analyses make it clear that the employees can go ahead if they make an effort
but there is a need for improvement in this area.
4. Do you feel that your performance is properly measured in the organization?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 20 40
2. B 20 40
3. C 0 0
4 D 5 10
5 E 5 10
Total 50 100

Percentage

10%

10% Strongly Agree

0% 40% Agree
Neither agrees nor disagrees
Disagree
Strongly Agree
40%

INTERPRETATION
From the above table it is clear that 40% of the respondents have strongly agreed that
performance is properly measured in the organization, 40% of the respondents have
agreed that performance is properly measured in the organization, 10 % of the
respondents are Disagree., 10 % of the respondents are Strongly Disagree.,

Above analyses make it clear that performance of the employees is properly measured
and employees are quite satisfied with the performance measurement
5. Do you feel that your abilities are fully utilized in the organization?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 10 20
2. B 5 10
3. C 5 10
4 D 15 30
5 E 15 30
Total 50 100

Percentage

Strongly Agree

20%
30% Agree

Neither agrees nor

10%
disagrees
Disagree
10%

30% Strongly Disagree

INTERPRETATION
30% of employees strongly agree that their abilities are fully utilized in the
organization.30°/a of them agree, 20% of employees neither agree nor disagree where
as 10% of employees disagree and another 10% of employees strongly disagree that
their abilities are not fully utilized in the organization.
Above analysis makes it clear that most the employee’s abilities are fully utilized. hut
there is a requirement to identify some more skills and talent in the organization for
the farther improvement.
6. Are the managers authoritative to subordinates?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 15 30
2. B 20 40
3. C 10 20
4 D 0 0
5 E 5 10
Total 50 100

Percentage
Strongly Agree
0%
10%
30% Agree
20%
Neither agrees nor
disagrees
Disagree
40%
Strongly Disagree

INTERPRETATION
30% of employees strongly agree that the managers are authoritative to the
subordinates.40°/ of them also agree upon this, 20% of employees neither agree nor
disagree where as 10% of employees strongly disagree that there managers are
authoritative to them.

Above analysis makes it clear that most the employees in the organization te1 that
there managers are authoritative to their subordinate.
7. Are you guided and helped by the seniors?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 30 60
2. B 15 30
3. C 5 10
4 D 0 0
5 E 0 0
Total 50 100

Percentage
0%

10%

Strongly Agree
Agree
30%
Neither agrees nor disagrees
60% Disagree

INTERPRETATION
60% of employees strongly agree that they are guided and helped by their seniors.
30% of employees agree on this and 10% of employees neither agree nor disagree.

Above analysis makes it clear that most of the employees are clearly guided and
helped by their seniors which is a positive point recording the companies development
8. Do you feel that you are treated on the basis of work assignments or on caste,
Language. etc.?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 15 30
2. B 15 30
3. C 20 40
4 D 0 0
5 E 0 0
Total 50 100

Percentage
0%

30%
Strongly Agree
40%
Agree
Neither agrees nor disagrees
Disagree

30%

INTERPRETATION
30% of employees neither agree nor disagree that they are treated on the bases of cast,
language etc, 30% of employees disagree and remaining 40% of employees strongly
disagree by saying that they not treated on the basis of their cast, language etc.

Above analysis makes it clear that the employees are strongly treated on their work
basis not on their cast, language etc.
9. Are you kept updated with the changes in the job skills and job design?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 20 40
2. B 20 40
3. C 5 10
4 D 0 0
5 E 5 10
Total 50 100

Sales

0% Strongly Agree
10%

10% Agree
40%
Neither agrees nor
disagrees
Disagree

40%
Strongly Disagree

INTERPRETATION
40% of employees strongly agree that they are updated with the changes in the job
skills design, 40% agree. 10% of employees neither agree nor disagree and the
remaining 10% of employees strongly disagree that they are not updated with the
changes in the job skills and job design.

Above analysis makes it clear that employees are kept updated with the changes in the
job skills and job design.
10. Which method is followed for employee feedback?
A. Formal
B. Informal
C. Both
D. Other

S.No. Opinion No. of Respondents Percentage

1. A 15 30
2. B 5 10
3. C 20 40
4 D 10 20
Total 50 100

Percentage

20%
30%
Formal
Informal
Both
Other
10%
40%

INTERPRETATION
30% of employees says that formal way of feedback is given to them.10% of them say
that informal method of feedback is followed. 40% of employees say both the
methods are being followed where as other 20% of employees say that other method
of feedback System is followed.

Above analysis makes it clears that based upon the required situation both formal and
informal method of giving feedback is followed the most.
11. Weather any action is taken on the given feedback?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 20 40
2. B 10 20
3. C 15 30
4 D 5 10
5 E 0 0
Total 50 100

Percentage

10%

Formal
40%
Informal
30%
Both
Other

20%

INTERPRETATION
40% of employees strongly agree that action is taken on the given feedback. 20% of
them agree.30% of them neither agree nor disagree where as 10% of employees
disagree.

Above analysis makes it clears action taken on the given feedback for the
improvement of the organization and the Individual.
12. Are you comfortable with the rules and regulations of the organization?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 35 70
2. B 10 20
3. C 5 10
4 D 0 0
5 E 0 0
Total 50 100

Percentage
0%

10% Strongly Agree

Agree
20%

Neither agrees nor

disagrees
70%
Disagree

INTERPRETATION
70% of employees strongly agree that they are combatable with the rules and
regulations of the organization 20% of them agree where as 10% of employees neither
agree nor disagree on this.

Above analysis makes it clear that employees are fully comfortable with the rules and
regulations of their organization.
13. Do you feel organization gives values to good relationship?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 30 60
2. B 15 30
3. C 5 10
4 D 0 0
5 E 0 0
Total 50 100

Percentage
0%

10%

Strongly Agree
Agree
30%
Neither agrees nor disagrees
60% Disagree

INTERPRETATION
60% of employees strongly agree that value is given to good relationships, 30% of
them agree, where as 10% of employees neither agree nor disagree.

Above analysis makes it clear that organization gives value to good relationships
14. Are conflicts resolved easily between the individuals?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 25 50
2. B 10 20
3. C 10 20
4 D 5 10
5 E 0 0
Total 50 100

Percentage

10%

Strongly Agree
20%
Agree
50%
Neither agrees nor disagrees
Disagree

20%

INTERPRETATION
50% of employees strongly agree that conflicts are easily resolved between the
individuals, 20% of them agree, 20% of employees neither agree nor disagree and
10% of employees disagree on this.

Above analyses make it clear that most of the times conflicts are resolved easily
between the individuals, which that harmony is maintained in the employees.
15 .Are you comfortable with the organization structure having more than one
boss?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 15 30
2. B 15 30
3. C 10 20
4 D 10 20
5 E 0 0
Total 50 100

Percentage

Strongly Agree
20%
30%
Agree

Neither agrees nor

20%
disagrees
Disagree
30%

INTERPRETATION
30% of employees strongly agree that they are comfortable with the organization
Structure having more than one boss, 30% of them agrees upon this. 20% of them
neither agree nor disagree where as another 20% of employees disagree.
Above analysis makes it clear that most of the employees are comfortable or have no
Problem with the organization structure have more than two bosses and at the same
time some of the employees are not that much comfortable with this type of
organization.
16. Do you organization consider training as a part of organization strategy?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 5 10
2. B 20 40
3. C 15 30
4 D 10 20
5 E 0 0
Total 50 100

Percentage

10%
20%

Strongly Agree
Agree
Neither agrees nor disagrees
40% Disagree
30%

INTERPRETATION
10% of employees strongly agree that training is a part of the organization strategy,
40% of employees agree, 30% of them neither agree nor disagree and where as 20%
of employees disagree.

Above analysis makes it clear that training is a part of the organization strategy but it
depends on the department and the requirement of the organization.
17. Are you satisfied with the hygienic conditions maintained in the canteen?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 5 10
2. B 5 10
3. C 20 40
4 D 15 30
5 E 5 10
Total 50 100

Percentage

11% Strongly Agree

33% 11% Agree

Neither agrees nor

disagrees
Disagree
45%

INTERPRETATION

10% of employees Strongly agree that they are satisfied with the hygienic conditions
maintained in the canteen, 10% of them agree, 40% of them neither agree nor
disagree.30% of them disagree and the remaining 10% of employees strongly
disagree.
Above analysis makes it clear that employees are not satisfied with the hygienic
conditions maintained in the canteen, it is advisable to concentrate on the canteens
hygienic conditions.
18. Do you feel that good quality food is provided?

A. Strongly agree B. Agree

C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 0 0
2. B 20 40
3. C 15 30
4 D 10 20
5 E 5 10
Total 50 100

Percentage
0%

Strongly Agree
22%
Agree
45%

Neither agrees nor

disagrees
33% Disagree

INTERPRETATION
40% of employees agree that quality food is provided in the canteen, 30% of
employees neither agree nor disagree, 20% of them disagree where as other 10% of
employees strongly disagree.

Above analysis makes it clear that quality of food provided is satisfied with some of
the employees but most of employees are not satisfied with the quality of food
provided.
19. Are you satisfied with canteen facilities?
A. Strongly agree B. Agree
C. Neither agrees nor disagrees D. Disagree
E. Strongly Disagree

S.No. Opinion No. of Respondents Percentage

1. A 10 20
2. B 20 40
3. C 5 10
4 D 10 20
5 E 5 10
Total 50 100

Sales

10%
20%
Strongly Agree
20% Agree
Neither agrees nor disagrees
Disagree

10% Strongly Disagree

40%

INTERPRETATION
20% of employees strongly agree that they are satisfied with the canteen facilities.
40% employees agree, 10% of employees neither agree nor disagree. 20% of
employees disagree where as other 10% of employees strongly disagree.
Above analysis makes it clear that most of the employees are satisfied with the
canteen facilities where as some of them are not fully satisfied with the facilities
provided.
20. To whom training is given in your organization?

A. Senior staff
B. Junior staff
C. New staff
D. Based on requirement.

S.No. Opinion No. of Respondents Percentage

1. A 5 10
2. B 5 10
3. C 15 30
4 D 25 50
Total 50 100

Percentage

10%

10%
Senior staff
Junior staff
50%
New staff
Based on requirement.
30%

INTERPRETATION
10% of employees say that training is given to the senior staff, 10% of them say that
training is given to junior staff, 30% of them say that new staff gets the training and
remaining 50% of them say that training is given based on the requirement.

Above analysis makes it clear that training is mostly given to new staff and based on
the requirement
21. Are employees sponsored with time-off from work to attend training?

A. Yes with pay

B. Yes without pay
C. No only after work hrs
D. No only in special cases

S.No. Opinion No. of Respondents Percentage

1. A 45 90
2. B 0 0
3. C 0 0
4 D 5 10
Total 50 100

Percentage
0%
0%
10%

A. Yes with pay

B. Yes without pay
C. No only after work hrs
D. No only in special cases

90%

INTERPRETATION
90% of employees say that they are provided with the paid time off for attending the
training program 10% of employees say that paid time off is provided only in specific
cases.
Above analysis makes it clear that the paid time off is provided to the employees to
attend the training program.
22. Is in-house training provided to the employees?
A. No
B. Yes with training director
C. Yes conducted by supervisors and HR dep.
D. Yes conducted by outside providers

S.No. Opinion No. of Respondents Percentage

1. A 10 20
2. B 20 40
3. C 15 30
4 D 5 10
Total 50 100

Percentage

10% No
20%

Yes with training director

30%
Yes conducted by
supervisors and HR dep.

40% Yes conducted by outside

providers

INTERPRETATION
30% of employees say that in-house training is not provided. 40% of employees
training is provided with the training director, 30% of them say that training is
conducted by supervisors and HR dep where as remaining 10% of them say that
training is provided by the outsiders.
Above analysis makes it clear that training is provided to the employees with the
assistance of either the director or with the supervisors and HR department in special
cases training is conducted by the outsiders.
23. is there any formal career planning in the organization?
A. Yes
B. No

S.No. Opinion No. of Respondents Percentage

1. Yes 33 66
2. No 17 34
Total 50 100

Percentage

34%

Yes
No

66%

INTERPRETATION
66% of employees say that formal career planning is there in the organization where
as 34% of them say that there is No formal career planning.

Above analysis makes it clear that there is a formal career planning program in the
organization based Up On the job description.
24. Are you rewarded on your performance?
A. Yes
B. No

S.No. Opinion No. of Respondents Percentage

1. Yes 30 60
2. No 20 40
Total 50 100

Percentage

40%
Yes
No
60%

INTERPRETATION
60% of employees say that they are rewarded on their performance where as 40% of
they say that they are not rewarded on their performance.

Above analysis makes it clear that most of the employees are rewarded on their good
performance but there must be more performance rewards.
25. Is there a balance between stated objectives and resources provided by the
organization?
A. Yes
B. No

S.No. Opinion No. of Respondents Percentage

1. Yes 32.5 65
2. No 17.5 35
Total 50 100

Percentage

35%
Yes
No

65%

INTERPRETATION
65% of employees say that there is a balance between the stated objectives and
resources provided by the organization. 35% of them say that there is no balance.

Above analysis makes it clear that most of the time there is a balance between the
stated objectives and resource provided but some time there is a mismatch.
26. Is frank communication accepted?
A. Yes
B. No

S.No. Opinion No. of Respondents Percentage

1. Yes 27.5 55
2. No 22.5 45
Total 50 100

Percentage

45% Yes
No
55%

INTERPRETATION
55% of employees say that frank communication is accepted where as another 45% of
employees feel that frank communication is not accepted.

Above analysis makes it clear that frank communication is accepted only when asked
or required from the selected subordinates.
27. What is the driving force that makes you stay in the organization? Specify

Following are the driving force that makes you stay in the organization

 Employees are comfortable working in the organization.

 They have a tension free work environment.
 Employees are able to enjoy the work they are doing.
 CHAPTER-5
FINDINGS & SUGGESTIONS
5.1 FINDINGS

 Training is provided to the employee based on the requirement

 Conflicts are easily resolved between the employees
 Employees are guided properly by their with their superiors and employees are
comfortable
 Organization is providing good Opportunities for the employees to go forward in
the company if they make an effort.
 Employees have moderate level of stress working in the organization.
 Safety policies are clearly mentioned to the employees and also measures are
taken for the safety of the employees.
 Employees are kept updated with the changes in job skills and job design.
 Employees are comfortable with the rules and regulations of the organization.
 Employees are sponsored with time-off from work to attend training with pay.
 Frank communication is accepted in the organization based on the superiority.
5.2 SUGGESTIONS

The analysis that has been done had a Positive response from almost all the
employees. Only in some areas, the employ have give their negative response it is
evident that the preceding conditions mentioned are better and the management is to
take proper steps to improve the conditions.

 Performance appraisal system must he made more reliable, more advanced

techniques of appraisal system must be used.
 Formal career planning system must be more effective so that it can be extended
to all the levels of employees in the organization.
 Training program must be extended to most of the employees in the organization.
 Canteen hygiene conditions, quality of food and crèche facilities are not
satisfactory so there is a need of improvement.
 Organization must try using the Employee’s abilities to the fullest.
CONCLUSION

Several initiatives have been in the Place aimed at employees well being. in fact one
of success Stories at Bio1ogical E. Limited is its proactive-ness in taking decisions.
The most important Component of organization culture dealing with the organization
characteristics was found to be employee satisfaction and continuance.

These decisions undoubtedly created a sense of belongingness and are based on the
feeling of togetherness notwithstanding the fact that organizational culture is the focus
as far as the organizational objectives are concerned. Improving organizational culture
is a continuous process. For it will have a bearing on organizations overall
performance. Therefore all initiatives aimed at enhancing the organizations culture
always will get the management attention it deserves.
REFERENCES

1 Stephen P.Ro bbins., Organizational Behavior, Pearson Education Inc., Ninth

Edition.
2 David A.Decenzo & Stephen P.Robbins., Human Resources Management, John
Wiley & Sons Inc, Seventh Edition, 2003.
3 Kothari C.R., Research Methodology, Wishwa Prakashan, New Delhi,
1985(Reprint 2003).
4 D. Aaker, V. Kumar, and G. Day - Marketing Research, Singapore, John Wiley &
Sons (ASIA) Pte Ltd, Seventh Edition, 2003.
5 Gilbert A. Churchill, Jr., Marketing Research Methodological Foundations, USA,
The Dryden Press, Fifth Edition, 1991.
6 Richard .I. Levin, David S. Rubin, Statistics for Management, USA, Prentice-Hall,
Inc, Seventh Edition,2002.
 QUESTIONNAIRE

Read each statement given below and indicate to what extent you agree with the given
statement, Using following key.

A. Strongly agree
B. Agree
C. Neither agrees nor disagrees
D. Disagree
E. Strongly Disagree

Name: Role:
Age: Gender:

1. Do You feel that the Company has a clear safety policy? ( )

2. Are safety measures clearly mentioned ( )
3. Do you feel that you can get ahead in the organization if you make an effort ( )
4. Do you feel that your performance is properly measured in the organization ( )
5. Do you feel that your abilities are fully utilized in the organization ( )
6. Are the managers authoritative to subordinates ( )
7. Are you guided and helped by the seniors ( )
8. Do you feel that you are treated on the basis of work assignments or on caste,
Language. etc. ( )
9. Are you kept updated with the changes in the job skills and job design ( )

10. Which method is followed for employee feedback?

E. Formal
F. Informal
G. Both
H. Other

11. Weather any action is taken on the given feedback ( )

12. are you comfortable with the rules and regulations of the organization ( )
13. Do you feel organization gives values to good relationship? ( )
14. Are conflicts resolved easily between the individuals ( )
15. Are you comfortable with the organization structure having more than one boss( )
16. Do you organization consider training as a part of organization strategy? ( )
17. Are you satisfied with the hygienic conditions maintained in the canteen? ( )
18. do you feel that good quality food is provided ( )
19. Are you satisfied with canteen facilities? ( )

20. To whom training is given in your organization.

E. Senior staff
F. Junior staff
G. New staff
H. Based on requirement.

21. Are employees sponsored with time-off from work to attend training?
E. Yes with pay
F. Yes without pay
G. No only after work hrs
H. No only in special cases

22. Is in-house training provided to the employees?

E. No
F. Yes with training director
G. Yes conducted by supervisors and HR dep.
H. Yes conducted by outside providers

23. is there any formal career planning in the organization? Yes/No

24. Are you rewarded on your performance? Yes/No
25. Is there a balance between stated objectives and resources provided by the
organization? Yes/No
26. Is frank communication accepted? Yes/No
28. What is the driving force that makes you stay in the organization? Specify