CHAPTER I INTRODUCTION JOB SATISFACTION Job satisfaction is not the same as motivation.

It is more if an attitude, an internal state of the person concerned. It could, for example, be associated with a personal feeling of achievement. Job satisfaction is an individuals emotional reaction to the job itself. It is his attitude towards his job. Definitions: Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates. -Robert L. Kahn Job satisfaction is a general attitude towards ones job: the difference between the amount of reward workers receive and the amount they believe they should receive. -P. Robbins Job satisfaction defines as The amount of overall positive affect (or feeling) that individuals have toward their jobs. -Hugh J. Arnold and Daniel C. Feldman Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. By Andrew J DuBrins, Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly, since a job is important part of life, job satisfaction influences ones general life

satisfaction. Manager may need to monitor not only the job and immediate work environment but also their employees attitudes towards other part of life.

RELATED ELEMENT OF LIFE SATISFACTION Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to function successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. Any business can achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism labour turnover require a social skill of understanding

human problems and dealing with them scientific investigation serves the purpose to solve the human problems in the industry. a) Pay. b) The work itself. c) Promotion d) The work group.

e) Working condition. f) Supervision. PAY Wages do play a significant role in determining of satisfaction. Pay is instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. More over, pay can serve as symbol of achievement and a source of recognition. Employees often see pay as a reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction as direct wages. THE WORK ITSELF Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, workers want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place. In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout. PROMOTION Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes I supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary. SUPERVISION Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation. WORK GROUP Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort. WORK CONDITION The employees desire good working condition because they lead to greater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require to work long hours and / or overtime, they will have very little felt for their families, friends and recreation outside work. Determinants of job satisfaction: While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction. Let us see what these factors are. Individual factors: Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors.

Level of education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. Age: Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an organization, they may have some unrealistic assumptions about what they are going to drive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome. Other factors: Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the workplace. Similarly, other personal problems associated with him may affect his level of job satisfaction. Personal problems associated with him may affect his level of job satisfaction. Nature of job: Nature of job determines job satisfaction which is in the form of occupation level and job content.

Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people: factory workers are least satisfied. Job content: Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment. Situational variables: Situational variables related to job satisfaction lie in organizational context formal and informal. Formal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job important factors which affect job satisfaction are given below: 1. Working conditions: Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means job performance. Second, provision of these conditions affects the individuals perception about the organization. If these factors are favourable, individuals experience higher level of job satisfaction. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there is more

concern for people which is perceived favorably by them and provides them more satisfaction. In job oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction 3. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely. 4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment by they also attach importance to opportunities for promotion that these job offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction. Work group: Individuals work in group either created formally of they develop on their own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. Effect of Job Satisfaction Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavorableness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life,

job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. The another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance. 1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not help to increase productivity though these factors increase job satisfaction.

A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact o productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION Absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism.

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover: Turnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. DIMENSIONS OF JOB SATIFACTION Job satisfaction is a complex concept and difficult to measure objectively. The level of job satisfaction is affected by a wide range of variables relating to individual, social, cultural, organizational factors as stated below:DIMENSIONS

DIMENSIONS OF JOB SATIFACTION Individual:- Personality, education, intelligence and abilities, age, marital status, orientation to work. Social factors:-Relationship with co-workers, group working and norms, opportunities for interaction, informal relations etc.

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 Organizational factors:- Nature and size, formal structure, personnel policies and procedures, industrial relation, nature of work, technology and work organization, supervision and styles of leadership, management systems, working conditions. Environmental factors:-Economic, social, technical and governmental influences. Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of circumstances but not necessarily in others. Some workers may be satisfied with certain aspects of their work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to person. Benefits of job satisfaction study Job satisfaction surveys can produce positive, neutral or negative results. If planned properly and administered, they will usually produce a number of important benefits, such as1. It gives management an indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to employee services and particular group of employee. 2. It leads to valuable communication brought by a job satisfaction survey. Communication flow in all direction as people plan the survey, take it and discuss the result. Upward communication is especially fruitful when employee are encouraged to comment about what is on their minds instead of merely answering questions about topics important to management. 3. as a survey is safety value, an emotional release. A chance to things gets off. The survey is an intangible expression of managements interest in employee welfare, which gives employees a reason to feel better towards management. 4. Job satisfaction surveys are a useful way to determine certain training needs. 5. Job satisfaction surveys are useful for identifying problem that may arise, comparing the response to several alternatives and encouraging manager to modify their original plans. Follow up surveys allows management to evaluate the actual response to a change and study its success or failure.

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Creating Job Satisfaction So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is

that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work.

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For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction. Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions:

1.1 OUTLINE OF THE PROJECT 1.1.1 NEED AND IMPORTANCE Employee will believe that the organization will be satisfying in the long run They will care about the quality of their work. They will create and deliver superior value to the customer. They are more committed to the organization. Their works are more productive.

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1.1.2 SCOPE OF THE STUDY Employee satisfaction is supremely important in an organization because it is what productivity depends on. If your employees are satisfied they would produce superior quality performance in optimal time and lead to growing profits. Satisfied employees are also more likely to be creative and innovative and come up with breakthroughs that allow a company to grow and change positively with time and changing market conditions. 1.1.3 PROBLEM DEFINITIONS An employee safety and welfare measure plays a vital role for the development of an each and every organization. The main purpose for selecting this topic is to collect the opinions regarding employees satisfaction level in ASHOK LEYLAND. Measure and monitor how satisfied personnel are with their remuneration and benefits. Surveys can measure and monitor the extent that the personnel are aligned with the senior managements business goals and objectives. 1.1.4 OBJECTIVES OF STUDY To access the satisfaction level of employees in ASHOK LEYLAND PVT LTD. To identify the factor which influences the job satisfaction of employees. To study the relationship between the personal factors of the employee (Age, Designation, Educational qualification, Gender, etc.) To assess the general attitude of the employees towards job. To help the management of the company to know about the actions to be taken to increase the level of satisfaction of the employee.

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RESEARCH METHODOLOGY Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done scientifically.

Research Design: Research design is the guideline, which help the researcher to get the required information from the respondents within the specific time limit, Type of Research: The type of research was descriptive Type of questions: Standard and close-ended questions. Sources of Data: There are two types of Data:1) Primary data: Primary data was collected with help of Questionnaire, which was specifically framed. 2) Secondary data: Published Sources such as Journals, Government Reports, Newspapers and Magazines etc. Unpublished Sources such as Company Internal reports prepare by them given to their analyst & trainees for investigation. Websites like Ashok Leyland official site, some other sites are also searched to find data.

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Sampling Technique: a) Population b) Sample size c) Sampling Procedure Research Instrument:The research instrument used was Questionnaire (close-ended and open-ended). TOOLS FOR ANALYSIS CHI-SQUARE TEST: Chi-square test is a non-parametric test that establishes the independence between variables. It is measured by comparing the observed with those of expected frequencies based on the hypothesis. Formula: CHI-SQUARE (2) = (O-E) 2 / E Here, E EXPECTED FREQUENCY O OBSERVED FREQUENCY ROW TOTAL*COLUMN TOTAL EXPECTED FREQUENCY (E) = ________________________________ GRAND TOTAL Degree Of Freedom: Degree of freedom = (No. of rows-1) (No. of column-1) : - 400 management trainees : - 75 management trainees. : - Convenient Sampling.

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1.1.6 LIMITATIONS OF THE STUDY The findings of the study are restricted to the employees of Ashok Leyland. The views are based on the individuals understanding of his job profile and his own perception. Due to a limited duration, a detailed and a comprehensive study could not be made. Attitude of workers change from time-to-time, hence the result of the project may not be applicable in long run.

1.1.7 CHAPTERIZATION The report is divided into four chapters. The first chapter provides project outline, need, importance, scope, problem definitions, and objectives of the study, research methodology and limitations. The second chapter focuses on review of literature. The third chapter gives the data analysis and interpretation. The fourth chapter deals with summary and conclusion. It analyses the process of company reform in depth drawing from contemporary experiences.

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1.3 INDUSTRY PROFILE OVERVIEW OF INDIAN AUTOMOBILE INDUSTRY Starting its journey from the day when the first car rolled on the streets of Mumbai in 1898, the Indian automobile industry has demonstrated a phenomenal growth to this day. Today, the Indian automobile industry presents a galaxy of varieties and models meeting all possible expectations and globally established industry standards. Some of the leading names echoing in the Indian automobile industry include Maruti Suzuki, Tata Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and Hindustan Motors in addition to a number of others. During the early stages of its development, Indian automobile industry heavily depended on foreign technologies. However, over the years, the manufacturers in India have started using their own technology evolved in the native soil. The thriving market place in the country has attracted a number of automobile manufacturers including some of the reputed global leaders to set their foot in the soil looking forward to enhance their profile and prospects to new heights. Following a temporary setback on account of the global economic recession, the Indian automobile market has once again picked up a remarkable momentum witnessing a buoyant sale for the first time in its history in the month of September 2009. The automobile sector of India is the seventh largest in the world. In a year, the country manufactures about 2.6 million cars making up an identifiable chunk in the worlds annual production of about 73 million cars in a year. The country is the largest manufacturer of motorcycles and the fifth largest producer of commercial vehicles. Industry experts have visualized an unbelievably huge increase in these figures over the immediate future. The figures published by the Asia Economic Institute indicate that the Indian automobile sector is set to emerge as the global leader by 2012. In the year 2009, India rose to be the fourth largest exporter of automobiles following Japan, South Korea and Thailand. Experts state that in the year 2050, India will top the car volumes of all the nations of the world with about 611 million cars running on its roads. At present, about 75 percent of Indias automobile industry is made up by small cars, with the figure ranking the nation on top of any other country on the globe. Over the next two or

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three years, the country is expecting the arrival of more than a dozen new brands making compact car models. Recently, the automotive giants of India including General Motors (GM), Volkswagen, Honda, and Hyundai, have declared significant expansion plans. On account of its huge market potential, a very low base of car ownership in the country estimated at about 25 per 1,000 people, and a rapidly surging economy, the nation is firmly set on its way to become an outsourcing platform for a number of global auto companies. Some of the upcoming cars in the India soil comprise Maruti A-Star (Suzuki), Maruti Splash (Suzuki), VW Up and VW Polo (Volkswagen), Bajaj small car (Bajai Auto), Jazz (Honda) and Cobalt, Aveo (GM) in addition to several others. History of the Automobile industry in India The economic liberalization that dawned in India in the year 1991 has succeeded in bringing about a sustained growth in the automotive production sector triggered by enhanced competitiveness and relaxed restrictions prevailing in the Indian soil. A number of Indian automobile manufacturers including Tata Motors, Maruti Suzuki and Mahindra and Mahindra, have dramatically expanded both their domestic and international operations. The countrys active economic growth has paved a solid road to the further expansion of its domestic automobile market. This segment has in fact invited a huge amount of India-specific investment by a number of multinational automobile manufacturers. As a significant milestone in its progress, the monthly sales of passenger cars in India exceeded 100,000 units in February 2009. The beginnings of automotive industry in India can be traced during 1940s. After the nation became independent in the year 1947, the Indian Government and the private sector launched their efforts to establish an automotive component manufacturing industry to meet the needs of the automobile industry. The growth of this segment was however not so encouraging in the initial stage and through the 1950s and 1960s on account of nationalization combined with the license raj that was hampering the private sector in the country. However, the period that followed 1970s, witnessed a sizeable growth contributed by tractors, scooters and commercial vehicles. Even till those days, cars were something of a sort of a major luxury. Eventually, the

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country saw the entry of Japanese manufacturers establishing Maruti Udyog. During the period that followed, several foreign based companies started joint ventures with Indian companies. During 1980s, several Japanese manufacturers started joint-ventures for manufacturing motorcycles and light commercial-vehicles. During this time, that the Indian government selected Suzuki for a joint-venture to produce small cars. Following the economic liberalization in 1991 and the weakening of the license raj, several Indian and multi-national car companies launched their operations on the soil. After this, automotive component and automobile manufacturing growth remarkably speed-up to meet the demands of domestic and export needs. Experts have an opinion that during the early stages the policies and the treatment by the Indian government were not favorable to the development of the automobile industry. However, the liberalization policy and various tax reliefs announced by the Indian government over the recent past have pronounced a significantly encouraging impact on this industry segment. Estimates reveal that owing to several boosting factors, Indian automobile industry has been growing at a pace of about 18% per year. Therefore, global automobile giants like Volvo, General Motors and Ford have started looking at India as a prospective hot destination to establish and expand their operations. Like many other nations Indias highly developed transportation system has played a very important role in the development of the countrys economy over the past to this day. One can say that the automobile industry in the country has occupied a solid space in the platform of Indian economy. Empowered by its present growth, today the automobile industry in the country can produce a diverse range of vehicles under three broad categories namely cars, two-wheelers and heavy vehicles. Exports of Automobile Industry Today, India is among the worlds largest producers of small cars. The New York Times has rated India as a very strong engineering base with an incomparable expertise in the arena of manufacturing a number of low-cost, fuel-efficient cars has encouraged the expansion plans of the manufacturing facilities of a number of automobile leaders like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki.

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On 22 February 2010, Hyundai motors exported its 10,00,000th car, the feat which was achieved by the firm in just over 10 years. Hyundai Motors is the largest passenger car exporter and the second largest car manufacturer in the country. In the similar lines, General Motors has announced its plans to export not less than 50,000 cars made in India by the year 2011. In yet another proposal, Ford Motors is to setup a manufacturing facility costing about US$500 million in India with an annual capacity of 250,000 cars. The firm has stated that the facility will play a major part in its strategic plan to make India a hub for its global production business. In yet another significant move, Fiat motors has stated that it will source a big volume of auto components from India worth about US$1 billion. In the year 2009, India overtook China by emerging as the fourth largest exporter of cars in Asia. Various Segments of the Indian Automobile Industry Motor cycles manufacture makes up the major share in the two-wheeler segment of the Indian automobile industry. About 50% of the motorcylcles are manufactured by Hero Honda. While Honda manufactures about 46% of the scooters, TVS produces 82% of the mopeds running on the Indian roads. About 40% of the three-wheelers manufactured in India are used for transporting goods with Piaggio manufacturing 40% of the vehicles sold in the Indian market. On the other hand, Bajaj has emerged as the leader in manufacturing three-wheelers used for passenger transport. The firm produces about 68% percent of the three wheelers used for passenger transport in India. The Indian passenger vehicle segment is dominated by cars which make up about 80% of it. Maruti Suzuki manufactures about 52% of passenger cars while the firm enjoys a complete monopoly in the manufacture of multi-purpose vehicles. In the utility vehicles segment Mahindra makes up a 42% share. Tata Motors is the leader in the Indian commercial vehicles market while it holds more than 60% share. Tata Motors also enjoys the credit of being the worlds fifth largest manufacturer of medium and heavy commercial vehicles. Potential of Indian Automobile Industry

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There is a very stiff competition in the automobile industry segment in India. This has helped many to realize their dreams of driving the most luxurious cars. During the recent past, a number of overseas companies have started grabbing a big chunk of the market share in both domestic and export sales. Every new day dawns in India with some new launches by active players in the Indian automobile arena. By introducing some low cost cars, the industry had made it possible for common men to buy cars for their personal use. With some innovative strategies and by adopting some alternative remedial measures, the Indian automobile industry has successfully come unaffected out of the global financial crisis. While the automobile industry in India is the ninth largest in the world, the country emerged as the fourth largest automobiles exporter on the globe following Japan, South Korea and Thailand, in the year 2009. Over and above, a number of automobile manufacturers based in India have expanded their operations around the globe also giving way for a number of reputed MNCs to enthusiastically invest in the Indian automobile sector. Nissan Motors has revealed its prospective plans to export 250,000 vehicles produced in its India plant by the year 2011. General Motors has also come up with similar plans. During the current fiscal year, the Indian automobile industry rode high on the resurgence of consumer demand in the country as a result of the Governments fiscal stimulus and attractively low interest rates. As a result the total turnover of the domestic automobile industry increased by about 27 per cent. A reply produced in the Lok Sabha recently has quoted data from the Society of Indian Automobile Manufacturers and has revealed that the total turnover of the Indian automobile Industry in April-February 2009-10 was 1,62,708.77 crore. This is a remarkable achievement compared with the total revenue of Rs 1,28,384.53 crore reported during the same period of last fiscal year. Specifically, the segment of commercial vehicles witnessed the biggest jump in revenues by 31 per cent by reporting Rs 38,845.09 crore. During the same period, the passenger vehicle segment in the country witnessed a growth of 27 per cent over the last fiscal year by reporting a total revenue of Rs 76,545.96 crores. These

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figures imply a highly prospective road lying immediately ahead of the Indian automobile industry. Predictions made by Ernst and Young have estimated that the Indian passenger car market will have a growth rate of about 12 percent per annum over the next five years to reach the production of 3.75 million units by the year 2014. The analysts have further stated that the industrys turnover will touch $155 billion by 2016. This achievement will succeed in consolidating Indias position as the seventh largest automobiles manufacturer on the globe, eventually surging forth to become the third largest by the year 2030 behind China and the US. The Automotive Mission Plan launched by the Indian government has envisaged that the country will emerge as the seventh largest car maker on the globe thereby contributing more than 10 percent to the nations $1.2-trillion economy. Further, industry experts believe that the nation will soon establish its stand as an automobile hub exporting about 2.75 million units and selling about a million units to be operated on the domestic roads.

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1.4 COMPANY PROFILE Ashok Leyland (NSE: ASHOKLEY, BSE: 500477) is a commercial vehicle

manufacturing company based in Chennai, India. Founded in 1948, the company is one of India's leading manufacturers of commercial vehicles, such as trucks and buses, as well as emergency and military vehicles. Operating six plants, Ashok Leyland also makes spare parts and engines for industrial and marine applications. Ashok Leyland Limited Employees Parent 1,15,812 (2011) Hinduja Group Ennore foundries Limited Automotive Coaches and Components Limited Gulf-Ashley Motors Limited Ashley Holdings Limited Ashley Investments Limited Ashley Design and Engineering Services (ADES) Avia Ashok Leyland Ashok Leyland Defence Systems (ALDS) Ashok Leyland Project Services Limited Lanka Ashok Leyland www.ashokleyland.com

Type Traded as Industry Founded

Public BSE: 500477 NSE: ASHOKLEY Automotive 1948 Subsidiaries

Headquarters Chennai, Tamil Nadu, India Products Revenue Automobiles Engines 2.5 billion Website

It sells about 60,000 vehicles and about 7,000 engines annually. It is the second largest commercial vehicle company in India in the medium and heavy commercial vehicle (M&HCV) segment with a market share of 28% (200708). With passenger transportation options ranging from 19 seaters to 80 seaters, Ashok Leyland is a market leader in the bus segment.

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The company claims to carry over 60 million passengers a day, more people than the entire Indian rail network. In the trucks segment Ashok Leyland primarily concentrates on the 16 ton to 25 ton range of trucks. However Ashok Leyland has presence in the entire truck range starting from 7.5 tons to 49 tons. The joint venture announced with Nissan Motors of Japan would improve its presence in the Light Commercial Vehicle (LCV) segment (<7.5 tons). VISION Achieving leadership in the medium/heavy duty segments of the domestic commercial vehicle market and a significant presence in the world market through transport solutions that best anticipate customer needs, with the highest value -to-cost ratio. MISSION - Identifying with the customer. - Being the lowest cost manufacturer. - Global benchmarking our products, processes and people, against the best in the industry. QUALITY POLICY Ashok Leyland is committed to achieve customer satisfaction by anticipating and delivering superior value to the customer in relation to their own business, through the products and services offered by the company and comply with statutory requirements. Towards this, the quality policy of Ashok Leyland is to make continual improvements in the processes that constitute the quality management system, to make them more robust and to enhance their effectiveness and efficiency in achieving stated objectives leading to Superior products manufactured as also services offered by the company. Maximum use of employee is potential to contribute to quality and environment by progressive up gradation of their knowledge and skills as appropriate to their functions. Seamless involvement from suppliers and dealers in the mission of the company to address customers changing needs and protection of the environment.

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The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by independent India. Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr. Raghunandan Saran, an industrialist, to enter automotive manufacture. History Following the independence of India, Pandit Jawaharlal Nehru, Indias first Prime Minister, persuaded Mr Raghunandan Saran, an industrialist, to enter automotive manufacture. The company began in 1948 as Ashok Motors, to assemble Austin cars. The company was renamed and started manufacturing commercial vehicles in 1955 with equity participation by British Leyland. Today the company is the flagship of the Hinduja Group, a British-based and Indian originated transnational conglomerate. Early products included the Leyland Comet bus which was a passenger body built on a truck chassis, sold in large numbers to many operators, including Hyderabad Road Transport, Ahmedabad Municipality, Travancore State Transport, Bombay State Transport and Delhi Road Transport Authority. By 1963, the Comet was operated by every State Transport Undertaking in India, and over 8,000 were in service. The Comet was soon joined in production by a version of the Leyland Tiger. In 1968, production of the Leyland Titan ceased in Britain, but was restarted by Ashok Leyland in India. The Titan PD3 chassis was modified, and a five speed heavy duty constantmesh gearbox utilized, together with the Ashok Leyland version of the O.680 engine. The Ashok Leyland Titan was very successful, and continued in production for many years. Over the years, Ashok Leyland vehicles have built a reputation for reliability and ruggedness. This was mainly due to the product design legacy carried over from British Leyland. Ashok Leyland had a collaboration with the Japanese company Hino Motors from whom the technology for the H-series engines was bought. Many indigenous versions of H-series engine were developed with 4 and 6 cylinder and also conforming to BS2 and BS3 emission norms in India. These engines proved to be extremely popular with the customers primarily for their excellent fuel efficiency. Most current models of Ashok Leyland come with H-series engines.

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An Ashok Leyland bus run by the Chennai Metropolitan Transport Corporation In 1987, the overseas holding by Land Rover Leyland International Holdings Limited (LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-Resident Indian transnational group and IVECO Fiat SpA, part of the Fiat Group and Europe's leading truck manufacturer. Ashok Leylands long-term plan to become a global player by benchmarking global standards of technology and quality was soon firmed up. Access to international technology and a US$200 million investment programme created a state-of-the-art manufacturing base to roll out international class products. This resulted in Ashok Leyland launching the 'Cargo' range of trucks based on European Ford Cargo trucks. These vehicles used Iveco engines and for the first time had factory-fitted cabs. Though the Cargo trucks are no longer in production and the use of Iveco engine was discontinued, the cab continues to be used on the 'ecomet' range of trucks. In the journey towards global standards of quality, Ashok Leyland reached a major milestone in 1993 when it became the first in India's automobile history to win the ISO 9002 certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in 1998 and ISO 14001 certification for all vehicle manufacturing units in 2002. In 2006, Ashok Leyland became the first automobile company in India to receive the TS16949 Corporate Certification. Editors note: This is part of a series of articles peeking into clean car industries and car manufacturers of China, India, South Korea and Germany. Among many other goals, Ashok Leyland aims to expand its operations to penetrate into overseas markets. Included in the companys plans is to acquire smaller car manufacturers in China and in other developing countries. In October 2006, Ashok Leyland bought a majority stake in the Czech based- Avia. Called Avia Ashok Leyland Motors s.r.o., this will give Ashok Leyland a channel into the competitive European market. According to the company, in 2008 the joint venture sold 518 LCVs in Europe despite tough economic conditions. Furthermore, the company will expand its product offers into construction equipment, following a joint venture with John Deere. Newly formed in June 2009, the John Deere partnership is a 50/50 split between the companies. The company says negotiation is progressing on land acquisition, and the production plans are in place. The venture is scheduled to start

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rolling out wheel loaders and backhoe loaders in October 2010. Aside from the full expansion planned for the company, Ashok Leyland is also paying close attention to the environment. In fact, they are one of the companies showing the strongest commitment to environmental protection, utilizing eco-friendly processes in their various plants. Even as they thrust into different directions, Ashok Leyland maintains an R&D group that aims to uncover ways to make their vehicles more fuel efficient and reduce emissions. In fact, even before laws were placed on car emissions, Ashok Leyland was already producing low-emission vehicles. Back in 1997, they have already released buses with quiet engines and low pollutant emission based on the CNG technology. In 2002 it developed the first hybrid electric vehicle. Ashok Leyland has also launched a mobile emission clinic that operates on highways and at entry points to New Delhi. The clinic checks vehicles for emission levels, recommends remedies and offers tips on maintenance and care. This work will help generate valuable data and garner insight that will guide further development. When it comes to the development of environmentally friendly technologies, Ashok Leyland has developed Hythane engines. In association with the Australian company Eden Energy, Ashok Leyland successfully developed a 6-cylinder, 6-liter 92 kW BS-4 engine which uses Hythane (H-CNG,) which is a blend of natural gas and around 20% of hydrogen. Hydrogen helps improve the efficiency of the engine but the CNG aspect makes sure that emissions are at a controlled level. A 4-cylinder 4-litre 63 KW engine is also being developed for H-CNG blend in a joint R&D program with MNRE (Ministry of New and Renewable Energy) and Indian Oil Corporation. The H-CNG concept is now in full swing, with more than 5,500 of the technologys vehicles running around Delhi. The company is also already discussing the wide-scale use of Hythane engines with the Indian government. Hythane engines may be expected in the near future, but these may not be brought to the United States as yet. Ashok Leylands partnership with Nissan is also focusing on vehicle, powertrain, and technology development listed under three joint ventures. With impressive investment, the joint ventures will focus on producing trucks with diesel engines that meet Euro 3 and Euro 4 emission standards.

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In the coming years, Ashok Leyland also has some hybrid trucks and buses in store for its market. The buses and trucks are set to feature a new electronic shift-by-wire transmission technology as well as electronic-controlled engine management for greater fuel efficiency. Ashok Leyland focuses on improving fuel efficiency without affecting automotive power, and the vehicles will have a 5% improvement on fuel efficiency. Ashok Leyland is also developing electric batteries and bio-fuel modes. Ashok Leyland Ltds March quarter results were expected to be impressive, as its monthly vehicle output reports had indicated a 138% jump in volumes. But what impressed was its net profit growth of 317%, to Rs223 crore, over the year-ago period, even as sales rose by 139%. Ashok Leylands operating profit margin rose to 13% compared with 10.5%. Higher volume growth, a better product mix due to higher sales of multi-axle vehicles and tractor trailers, and cost reduction were key reasons for margin expansion. its estimate for volume growth in 2011 is conservative, at 15% compared with over 30% in FY2010. Around 1,200 buses under the Jawaharlal Nehru National Urban Renewal Mission scheme are yet to be delivered of the 5,098 ordered. Besides, it has orders on hand from state transport undertakings for another 2,000 buses. The firm is investing to increase its capacity, with Rs1,200 crore proposed for expansion plans over the next two years; mainly to increase output of engines and new generation cabs. Besides, it plans to invest Rs800 crore in joint ventures. Analysts believe that its Uttarakhand plant is expected to deliver 22,000-25,000 vehicles in fiscal 2011, in its first full year of operation. The company has also steadily gained market share, from 21-22% in the first quarter of 2010 to 28-29% in the fourth quarter. One concern is that it is not yet a strong player in the eastern market. Besides, the southern market, traditionally its stronghold, has grown by only 15% in volume terms in 2010. The rest of India (mainly north and west) grew by 40% during the year. An Ashok Leyland-Nissan joint venture produced light commercial vehicles (LCVs) from the former's Hosur facility near Bangalore as well as from Renault-Nissan's car plant near Chennai.

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MANUFACTURING PLANTS: Ashok Leyland has seven manufacturing plants the mother plant at Ennore near Chennai, three plants at Hosur (called Hosur I and Hosur II, along with a Press shop), the assembly plants at Alwar, and Bhandara and state-of-the-art facility at Pantnagar. The total covered space at these seven plants exceeds 6, 50,000 sq m and together employ over 11,500 personnel. ENNORE

Spread over 135 acres, Ashok Leyland Ennore is a highly integrated Mother Plant accounting for over 40% ALL production. The plant manufactures a wide range of vehicles and house production facilities for important aggregates such as Engines, Gear Box, Axles and other key inhouse components. HOSUR : UNIT 1

Established in 1980, Hosur-I is the engine-manufacturing center within the Ashok Leyland production system. Apart from producing various types of diesel engines (including the engines manufactured under license from Hino of Japan) and CNG engines, the plant also manufactures and assembles heavy duty and special vehicles, Axles, AGBs, Marine Gear Box, etc. The facility is spread over 103 acres and is innovatively laid out, optimizing the use of all resources. HOSUR : UNIT 2

Ashok Leyland established this state-of-the-art production facility in 1994 at Hosur. Spread over 236 acres, Hosur II houses finishing and assembly facilities including sophisticated painting facilities. The complex also houses one of the largest press facilities in India for pressing frame side members. HOSUR : UNIT 2A

Ashok Leylands brand new Cab Panel Press Shop is an imposing addition to the industrial skyline of Hosur. At 800 m above sea level, it is also the tallest in the Hosur industrial belt. This state-of-the-art facility is housed in a 99-acre expanse with a built up area of over 15,000 sq.m. The Shop is equipped to stamp select panels for Cargo cab, G-45 and C-45 FES - totally, 55 panels and their variants. Right now it houses eight presses and has the provision to

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accommodate four more. The versatility of the presses can be utilized for making panels of complex shapes and profiles with appropriate tooling and dies. ALWAR(RAJASTHAN)

Established in 1982, the Alwar Unit in Rajasthan is an assembly plant for a wide range of vehicles with an emphasis on passenger chassis, including CNG buses, situated close to the northern market. BHANDARA(MAHARASHTRA)

Ashok Leyland's Bhandara Unit houses manufacturing and assembly facilities for sophisticated synchromesh transmission and also has facilities for assembly of vehicles. PANTNAGAR(UTTARAKHAND)

Set over 190 scenic acres, the Pantnagar plant of Ashok Leyland is also its largest and one of the most integrated manufacturing facilities in Indian commercial vehicle industry. On 200,000 sq.m of built up area, it houses best in class industrial architecture combined with the latest manufacturing technologies that is also ecology sensitive. Designed on lean manufacture principles, process control for high quality of output and flexibility to manage variety with quick changeovers are built into the machine and process selection. The factory boasts of latest generation equipment sourced from global leaders in Japan, USA, Europe and India. The facilities have been so designed as to accommodate further expansion in terms of capacity and future models. At full capacity utilization, 75,000 vehicles will roll out of the Pantnagar plant. Current status Ashok Leyland is the second technology leader in the commercial vehicles sector of India. The history of the company has been punctuated by a number of technological innovations, which have since become industry norms. It was the first to introduce multi-axled trucks, full air brakes and a host of innovations like the rear engine and articulated buses in India.

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In 1997, the company launched the countrys first CNG bus and in 2002, developed the first Hybrid Electric Vehicle. The company has also maintained its profitable track record for 60 years. The annual turnover of the company was USD 1.4 billion in 2008-09. Selling 54,431 medium and heavy vehicles in 2008-09, Ashok Leyland is India's largest exporter of medium and heavy duty trucks. It is also one of the largest private sector employers in India - with about 12,000 employees working in 6 factories and offices spread over the length and breadth of India. The company has increased its rated capacity to 105,000 vehicles per annum. Also further investment plans including putting up two new plants - one in Uttarakhand in North India and a bus body building unit in middle-east Asia are fast afoot. It already has a sizable presence in African countries like Nigeria, Ghana, Egypt and South Africa. Ashok Leyland has also entered into some significant partnerships, seizing growth opportunities offered by diversification and globalization with Continental Corporation for automotive infotronics; with Alteams in Finland for high pressure die casting and recently, with John Deere for construction equipment. As part of this global strategy, the company acquired Czech Republic-based Avia's truck business. The newly acquired company has been named Avia Ashok Leyland Motors s.r.o. This gives Ashok Leyland a foothold in the highly competitive European truck market. In 2010 Ashok Leyland acquired a 26% stake in the British bus manufacturer Optare, a company based on the premises of a former British Leyland subsidiary C.H.Roe. In December 2011 Ashok Leyland increased its stake in Optare to 75.1%. The Hinduja Group also bought out IVECO's indirect stake in Ashok Leyland in 2007. The promoter shareholding now stands at 51%. Leyland has a state of the art research and development center at Vellivoyal Chavadi which is located near Chennai.

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Nissan Ashok Leyland In 2007, the company announced a joint venture with Japanese auto giant Nissan (Renault Nissan Group) which will share a common manufacturing facility in Chennai, India. The shareholding structures of the three joint venture companies are:

Ashok Leyland Nissan Vehicles Pvt. Ltd., the vehicle manufacturing company will be owned 51% by Ashok Leyland and 49% by Nissan

Nissan Ashok Leyland Powertrain Pvt. Ltd., the powertrain manufacturing company will be owned 51% by Nissan and 49% by Ashok Leyland

Nissan Ashok Leyland Technologies Pvt. Ltd., the technology development company will be owned 50:50 by the two partners.

Dr. V. Sumantran, Executive Vice Chairman of Hinduja Automotive Limited and a Director on the Board of Ashok Leyland is the Chairman of the Powertrain company and he is on the Boards of the other two JV companies. The venture, once it takes off, will be one of the largest investments made in automotive field in the country iBUS Ashok Leyland announced iBUS in the beginning of 2008, as part of the future for the country's increasingly traffic-clogged major cities. Its Rs 60-lakh, iBus, a feature-filled, lowfloor concept bus for the metros revealed during the Auto Expo 2008 in India, a vehicle for a first production run of pilot models should be ready by the end of this year. The start of full production is scheduled for 2009. Developed by a team of young engineers, the low-floored iBus will have the first of its kind features, including anti-lock braking system, electronic engine management and passenger infotainment. The executive class has an airline like ambience with wide LCD screens, reading lights, audio speakers and, for the first time, Internet on the move. A GPS system enables vehicle tracking and display of dynamic route information on LCD screens, which can also support infotainment packages including live data and news. The bus will probably be equipped with an engine from the new Neptune family, which Ashok

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Leyland also introduced at this exhibition, which are ready for the BS4/Euro 4 emission regulations and can be upgraded to Euro 5. U-Truck Ashok Leyland, announced sale of vehicles on the new U-Truck platform from November,2010 with the rolling out of the first set of 10 models of tippers and tractor trailers in the 16 49-tonne segment. Further, another 15 models are set to enter the market in the next 12 months. Dost DOST is a 1.25 ton light commercial vehicle (LCV) that is the first product to be launched by the Indian-Japanese commercial vehicle joint venture Ashok Leyland Nissan Vehicles. Dost is powered by a 55 hp high-torque, 3-cylinder, turbo-charged Common Rail Diesel engine and has a payload capacity of 1.25 Tonnes. It is available in both BS3 and BS4 versions. The LCV is being produced in Ashok Leyland's plant in Tamil Nadu's Hosur. The LCV is available in three versions with the top-end version featuring air-conditioning, power steering, dual-colour of a beige-gray trim and fabric seats. With the launch of Dost Ashok Leyland has now entered the Light Commercial Vehicle segment in India Ashok Leyland Defence Systems Ashok Leyland Defence Systems (ALDS) is a newly floated company by the Hinduja Group. Ashok Leyland, the flagship company of Hinduja group, holds 26 percent in the newlyformed Ashok Leyland Defence Systems (ALDS). The newly floated company has a mandate to design and develop defence logistics and tactical vehicles, defence communication and other systems.[10] Ashok Leyland is the largest supplier of logistics vehicles to the Indian Army. It has supplied over 60,000 of its Stallion vehicles which form the Army's logistics backbone

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Facilities

The company has seven manufacturing locations in India:

o o o o

Ennore and Hosur, Tamil nadu (Hosur - 1, Hosur - 2, CPPS) Alwar, Rajasthan Bhandara, Maharashtra Pantnagar, Uttarakhand

Ashok Leyland's Technical Centre, at Vellivoyalchavadi (VVC) in the outskirts of Chennai, is a state-of-the-art product development facility, that apart from modern test tracks and component test labs, also houses India's one and only Six Poster testing equipment

The company had an Engine Research and Development facility in Hosur, which was shifted to VVC, Chennai.

The company has signed an agreement with Ras Al Khaimah Investment Authority (RAKIA) in UAE for setting up a bus body building unit in the Middle East.

Leadership From April 1, 2011 Mr. R. Seshasayee was handed over the responsibility of Executive Vice Chairman of Ashok Leyland, passing over the responsibility of Managing Director to Mr. Vinod Dasari. Mr. Seshasayee was the MD since 1998. Under his leadership the company has expanded from a purely India-centric company to a company with global focus. Mr. Seshasayee was also the President of CII (Confederation of Indian Industry), the apex body representing Indian Industry for the year 2006-2007. The following are the other functional heads at Ashok Leyland: 1. Mr. Vinod Dasari - Managing Director 2. Mr. K.Sridharan- Chief Financial Officer 3. Mr. J.N.Amrolia, Executive Director - Construction and Allied Businesses 4. Mr. Anup Bhat, Executive Director - Strategic Sourcing 5. Mr. S.Balasubramanian, Executive Director - Projects
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6. Mr. A.K.Jain, Executive Director - Project Planning 7. Mr. R.R.G.Menon, Executive Director - Product Development 8. Mr. N.Mohanakrishnan, Executive Director - Internal Audit 9. Mr. M.Nataraj, Executive Director - Global Bus Strategy 10. Mr. Rajindar Malhan, Executive Director - International Operations 11. Mr. Rajive Saharia, Executive Director - Marketing 12. Mr. Shekar Arora, Executive Director - Human Resources 13. Mr. B.M.Udayashankar, Executive Director - Manufacturing 14. Mr. A.R.Chandrasekaran, Executive Director - Secretarial and Company Secretary Achievements

Ashok Leyland buses carry 60 million passengers a day, more people than the entire Indian rail network

Ashok Leyland has a near 85% market share in the Marine Diesel engines markets in India

In 2002, all the vehicle-manufacturing units of Ashok Leyland were ISO 14001 certified for their Environmental Management System, making it the first Indian commercial vehicle manufacture to do so.

In 2005, received the BS7799 Certification for its Information Security Management System (ISMS), making it the first auto manufacturer in India to do so.

In 2006, received the ISO/TS 16949 Corporate Certification, making it the first auto manufacturer in India to do so.

It is one of the leading suppliers of defence vehicles in the world and also the leading supplier of logistics vehicles to the Indian Army.

It is the largest manufacturer of CNG buses in the world.

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Products

Luxura Viking BS-I - city bus Viking BS-II - city bus Viking BS-III -city bus Cheetah BS-I Cheetah BS-II Panther 12M bus

Stag Mini Stag CNG 222 CNG Lynx Double Decker Vestibule bus Airport Tarmac Coach Gensets

Goods segment

Comet 1611 1612 H 1613 H 1613 H/2 (12m Goods) 4/51 GS 1613 Taurus 2516/2 (6x4) Tipper CT 1613 H/1 & H/2 Bison Tipper 1613 ST (4x2) Taurus HD 2516MT/1 (6x4) Taurus 2516 - 6X4

2516 H (6X2) Taurus 2516 - 6 X 2 4018 Tractor Artik 30.14 Tractor Tusker Turbo Tractor 3516 ecomet 912 ecomet 111i 4921 U-Truck Tippers U-3123 U-2523 U-2518 U-1616 U-1618

U-Truck Tractors U-4923 U-4023 U-3518

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ORGANIZATION STRUCTURE OF M/s. ASHOK LEYLAND LTD. (AUTHORITY FLOW) MANAGING DIRECTOR

WHOLE TIME DIRECTOR

EXECUTIVE DIRECTOR

SPECIAL DIRECTOR

GENERAL MANAGER

DEPUTY GENERAL MANAGER

ASST. GENERAL MANAGER

DIVISIONAL MANAGER

SENIOR MANAGER

MANAGER

DEPUTY MANAGER

ASST. MANAGER

SENIOR OFFICER

OFFICER
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CHAPTER II REVIEW OF LITERATURE JOB SATISFACTION: CHOOSING A CAREER The author named Kathleen Herbohn submitted a research paper on JOB SATISFACTION DIMENSIONS IN PUBLIC ACCOUNTING PRACTICE

(Source: Accounting Research Journal Volume: 18 Issue: 2 2005).This research paper states that gender differences in reported job satisfaction and career choices revealed by a postal survey of accountants from the Queensland Division of the Institute of Chartered Accountants in Australia. Of particular interest are levels of satisfaction with remuneration and promotion. Two moderating factors of career age and firm size are also considered. Consistent with prior research, female accountants reported dissatisfaction with their opportunities for promotion. However, unlike prior research there was no evidence of a gender effect in remuneration levels, and in reported satisfaction with remuneration. Nor were there differences in satisfaction across age bands, and public accounting firms of different size. The link between satisfaction levels of female accountants and their career choices of leaving their current employer, moving to parttime employment, or leaving the accounting profession was also investigated. Consistent with a large body of organizational and accounting research, low levels of job satisfaction were associated with higher turnover intentions for female accountants. IMPACT ON AGED & OLDER WORKERS The authors named WimGroot, Henritte Maassen van den Brink submitted a research paper on JOB SATISFACTION OF OLDER WORKERS (Source: International Journal of Manpower Volume: 20 Issue: 6 1999). This research paper states that Five conclusions emerge from the empirical analysis: (i) Satisfaction with the job content is the main factor explaining overall job satisfaction. (ii) The effects of individual and job characteristics on job satisfaction differ by the aspect of the job considered. (iii)The response to a general question on job satisfaction differs from the response to questions on satisfaction with different aspects of the job. (iv) Job relevant to consider the joint relation between wages and job satisfaction. (v) Skill mismatches do not seem to affect job satisfaction.

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IMPACT ON JOB PERFORMANCE RELATIONSHIP The authors named Judge, Timothy A.Thoresen, Carl J.Bono, Joyce E.Patton, Gregory K submitted a paper on THE JOB SATISFACTIONJOB PERFORMANCE RELATIONSHIP: A QUALITATIVE AND QUANTITATIVE REVIEW(Source- Psychological Bulletin, Vol 127(3), May 2001, 376-407). This article states that the qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. The mean true correlation between overall job satisfaction and job performance was estimated to be 30. In light of these results and the qualitative review, an agenda for future research on the satisfactionperformance relationship is provided. JOB SATISFACTION: MEN VS WOMEN The authors named Patrick O'Leary, Natalia Wharton, Thomas Quinlan submitted a research paper on JOB SATISFACTION OF PHYSICIANS IN RUSSIA

(Source: International Journal of Health Care Quality Assurance Volume: 22 Issue: 3 2009). This research paper states that the overall male doctors report higher levels of satisfaction than female doctors, while those who work in polyclinics are more satisfied than those employed by hospitals. Female physicians are more satisfied in their relations with patients and colleagues than their male counterparts. The majority of physicians are dissatisfied with administration and time constraints. JOB SATISFACTION: A CONTINUOUS PROCESS The authors named Alf Crossman Bassem Abou-Zaki submitted a research paper on JOB SATISFACTION AND EMPLOYEE PERFORMANCE OF LEBANESE BANKING STAFF (Source: Journal of Managerial Psychology Volume: 18 Issue: 4 2003). This research paper states that the relationships between job satisfaction, individual job facets, sociodemographic variables and job performance in the Lebanese commercial banking sector. The sample consists of 202 employees from nine commercial banks. The results indicate that job satisfaction is not independent in all job facets and that satisfaction with one facet might lead to satisfaction with another. Female employees were found to be less satisfied with all facets except

40

pay. Those with lower educational qualifications were least satisfied. Self-reported job performance was found to increase with tenure. JOB SATISFACTION: A MEASURING INSTRUMENT A systematic review on RELIABILITY AND VALIDITY OF INSTRUMENTS MEASURING JOB SATISFACTION conducted by judith k. Sluiter, coronel institute for occupational and environmental health/academic medical center, university of amsterdam during the year of august 7, 2002. In this review I came to that the Seven instruments met the defined reliability and validity criteria. Of the seven, the Measure of Job Satisfaction had an adequate content validity. Only the Job in General Scale provided data about responsiveness to change. In the conclusion few instruments have shown both high reliability and high validity, but little is known about their evaluative potential. JOB SATISFACTION: IMPACT ON WAGES The authors named Wim Groot, Henritte Maassen van den Brink submitted a research paper on JOB SATISFACTION OF OLDER WORKERS (Source- International Journal of Manpower Volume: 20 Issue: 6 1999). This research paper, states that the data for Netherlands, analyzes the relation between allocation, wages and job satisfaction. Five conclusions emerge from the empirical analysis: satisfaction with the job content is the main factor explaining overall job satisfaction; the effects of individual and job characteristics on job satisfaction differ by the aspect of the job considered; the response to a general question on job satisfaction differs from the response to questions on satisfaction with different aspects of the job; it is relevant to consider the joint relation between wages and job satisfaction; and skill mismatches do not seem to affect job satisfaction.

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IMPACT ON ORGANIZATIONAL CULTURE The author named Daulatram B. Lund submitted a research paper on

ORGANIZATIONAL CULTURE AND JOB SATISFACTION (Source- Journal of Business & Industrial Marketing Volume: 18 Issue: 3 2003). This research paper, states that the results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.

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CHAPTER III DATA ANALYSIS AND INTERPRETATION PERCENTAGE ANALYSIS PERSONEL FACTORS Respondents based on Age group Age in year 18 to 25 26 to 35 36 to 45 45 above Total No of the Respondents 18 30 10 17 75 TABLE NO: 3.1.1 (Source-Questionnaire) Percentage 24 40 13.33 22.67 100

Age group
18 to 25 26 to 35 36 to 45 45 above

23% 13%

24%

40%

CHART NO: 3.1.1

INFERENCE: From the above table it is inferred that 24% of respondents are between 18 to 25 years of age, 40% of respondents are between 26 to 35 years of age, 13% of respondents are between 36 to 45 years of age and 23% of respondents are above 45 years of age.

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Respondents based on Gender Particulars Male Female Total No of the Respondents 57 18 75 TABLE NO: 3.1.2 (Source-Questionnaire) Percentage 76 24 100

Gender wise
No of the Respondents

57

18

Male

Female

CHART NO: 3.1.2

INFERENCE: From the above table it is inferred that 76% of respondents are Male and 24% of respondents are Female.

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Respondents based on Education Qualification Qualification High school level HSC UG PG and above Total No of the Respondents 0 0 34 41 75 TABLE NO: 3.1.3 (Source-Questionnaire) Percentage 0 0 45.33 54.67 100

Qualification wise classification of respondents

No of the Respondents

41 34

0 High school level

0 HSC UG PG and above

CHART NO: 3.1.3

INFERENCE: From the above table it is inferred that 45.33% of respondents have UG as their educational qualification and 54.67% of respondents have PG and above as their educational qualification.

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Respondents based on Marital Status Marital status Married Unmarried Total No of the Respondents 43 32 75 TABLE NO: 3.1.4 (Source-Questionnaire) Percentage 57.33 42.67 100

Maritial status
No of the Respondents

43 32

Married

Unmarried

CHART NO: 3.1.4

INFERENCE: From the above table it is inferred that 57.33% of respondents are married and the remaining 42.67% are unmarried.

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Respondents based on Total years of experience Years 0 to 2 yrs 2 to 4 yrs 4 to 6 yrs Above 6 yrs Total No of the Respondents 20 18 11 26 75 TABLE NO: 3.1.5 (Source-Questionnaire) Percentage 26.67 24 14.67 34.67 100

Total yrs of service in ashok leyland

No of the Respondents

26 20 18 11

0 to 2 yrs

2 to 4 yrs

4 to 6 yrs

above 6 yrs

CHART NO: 3.1.5

INFERENCE: From the above table it is inferred that 26.67% of respondents have experience between 0 to 2 years, 24% of respondents between 2 to 4 years, 14.67% of respondents between 4 to 6 years and 34.67% of respondents have experience above 6 years.

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Annual income Salary 2 to 4 lac 4 to 6 lac 6 to 8 lac Above 8 lac Total No of the Respondents 13 29 15 18 75 TABLE NO: 3.1.6 (Source-Questionnaire) Percentage 17.33 38.67 20 24 100

No of the Respondents
35 30 29 25 20 15 15 10 5 0 2 to 4 lac 4 to 6 lac 6 to 8 lac above 8 lac 13 18 No of the Respondents

CHART NO: 3.1.6

INFERENCE: From the above table it is inferred that 17.33% of respondents have their annual income between 2 to 4 lacs, 38.67% of respondents between 4 to 6 lacs, 20% of respondents between 6 to 8 lacs and 24% of respondents have their annual income above 8lacs.

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STUDY FACTORS Based on the aspect of motivation: My relationship with my management is cordial Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 18 47 6 4 0 75 Percentage 24 62.67 8 5.33 0 100

TABLE NO: 3.1.7 (Source-Questionnaire)

Agree level
No of the Respondents 47

18 6 4 0 Strongly Disagree

Strongly agree

Agree

Neither agree nor disagree

Disagree

CHART NO: 3.1.7

INFERENCE: From the above table it is inferred that the cordial relationship with the management is strongly agreed by 24% of respondents, 62.67% agree, 8% neither agree nor disagree and 5.33% of the respondents disagree.

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My management is not partial Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 7 38 20 10 75 Percentage 9.33 50.67 26.67 13.33 100

TABLE NO: 3.1.8 (Source-Questionnaire)

Agree level
Strongly Disagree Strongly agree 0% 9% Disagree 13% Neither agree nor disagree 27%

Agree 51%

CHART NO: 3.1.8

INFERENCE: From the above table it is inferred that the management is not partial is strongly agreed by 9% of respondents, 51% agree, 27% neither agree nor disagree and 13% of the respondents disagree.

50

My management considers my ideas while taking decision Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 14 33 24 2 2 75 Percentage 18.67 44 32 2.67 2.67 100

TABLE NO: 3.1.9 (Source-Questionnaire)

Agree level
No of the Respondents 33 24 14 2 Strongly agree Agree Neither agree nor disagree Disagree 2 Strongly Disagree

CHART NO: 3.1.9

INFERENCE: From the above table it is inferred that the management considers their ideas while taking decisions is strongly agreed by 18.67% of respondents, 44% agree, 32% neither agree nor disagree, 2.67% disagree and 2.67% of the respondents strongly disagree.

51

I feel my boss motivate me to achieve the organizational goals No of the Respondents 24 39 8 4 75

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 32 52 10.67 5.33 100

TABLE NO: 3.1.10 (Source-Questionnaire)

Agree level
No of the Respondents 39

24

8 4 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

CHART NO: 3.1.10

INFERENCE: From the above table it is inferred that their boss motivates them to achieve the organizational goals is strongly agreed by 32% of respondents,52% agree, 10.67% neither agree nor disagree and 5.33% of the respondents disagree.

52

My management motivates me to increase my efficiency Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 10 44 16 5 75 Percentage 13.33 58.67 21.33 6.67 100

TABLE NO: 3.1.11 (Source-Questionnaire)

Agree level
No of the Respondents

44

16 10 5 Strongly agree Agree Neither agree nor disagree Disagree 0 Strongly Disagree

CHART NO: 3.1.11

INFERENCE: From the above table it is inferred that the management motivates them to increase their efficiency at a time when they are not is strongly agreed by 13.33% of respondents, 58.67% agree, 21.33% neither agree nor disagree and 6.67% of the respondents disagree.

53

Based on the aspect of recognition and appraisal: I feel I am paid a fair amount for the work I do Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 9 41 16 9 75 Percentage 12 54.67 21.33 12 100

TABLE NO: 3.1.12 (Source-Questionnaire)

Agree level
Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

0% 12% 21% 55% 12%

CHART NO: 3.1.12

INFERENCE: From the above table it is inferred that they are paid a fair amount for the work they do is strongly agreed by 12% of respondents, 55% agree, 21% neither agree nor disagree and 12% of the respondents disagree.

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I am satisfied with the chances for my promotion

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

No of the Respondents 10 37 19 7 2 75

Percentage 13.33 49.33 25.33 9.33 2.67 100

TABLE NO: 3.1.13 (Source-Questionnaire)

Agree level
Strongly agree Agree Neither agree nor disagree 3% 9% 25% 13% Disagree Strongly Disagree

50%

CHART NO: 3.1.13

INFERENCE: From the above table it is inferred that they are satisfied for their chances of promotion is strongly agreed by 13% of respondents, 50% agree, 25% neither agree nor disagree, 9% disagree and 3% of the respondents strongly disagree.

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I am satisfied with the allowances provided by the organization Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 14 36 16 9 75 Percentage 18.67 48 21.33 12 100

TABLE NO: 3.1.14 (Source-Questionnaire)

Agree level
No of the Respondents

36 14 Strongly agree Agree 16 9 0 Neither agree nor disagree Disagree Strongly Disagree

TABLE NO: 3.1.14

INFERENCE: From the above table it is inferred that they are satisfied with the allowances provided by the organization is strongly agreed by 18.67% of respondents, 48% agree, 21.33% neither agree nor disagree and 12% of the respondents disagree.

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I feel my job has little impact on the success of the company

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

No of the Respondents 17 32 12 10 4 75

Percentage 22.67 42.67 16 13.33 5.33 100

TABLE NO: 3.1.15 (Source-Questionnaire)

Agree level
Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

13% 16%

5%

23%

43%

CHART NO: 3.1.15

INFERENCE: From the above table it is inferred that there job has little impact on the success of their company is strongly agreed by 23% of respondents, 43% agree,16% neither agree nor disagree,5% disagree and 23% of the respondents strongly disagree.

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I feel my job is recognized and appreciated by my superior

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

No of the Respondents 22 31 19 3 75

Percentage 29.33 41.33 25.33 4 100

TABLE NO: 3.1.16 (Source-Questionnaire)

Agree level
No of the Respondents

31 22 19

3 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

CHART NO: 3.1.16

INFERENCE: From the above table it is inferred that there job is recognized and appreciated by their superior is strongly agreed by 29.33% of respondents, 41.33% agree, 25.33% neither agree nor disagree and 4% of the respondents disagree.

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Based on the aspect of Stress: Working hours are convenient for me Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 17 46 4 8 75 Percentage 22.67 61.33 5.33 10.67 100

TABLE NO: 3.1.17 (Source-Questionnaire)

Agree level
50 45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree No of the Respondents

CHART NO: 3.1.17

INFERENCE: From the above table it is inferred that the working hours are convenient for them is strongly agreed by 22.67% of respondents, 61.33% agree, 5.33% neither agree nor disagree and 10.67% of the respondents disagree.

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I feel I have too much work to do Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 12 27 27 9 75 Percentage 16 36 36 12 100

TABLE NO: 3.1.18 (Source-Questionnaire)

Agree level
No of the Respondents

27

27

12 9 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

CHART NO: 3.1.18

INFERENCE: From the above table it is inferred that they have too much work to do is strongly agreed by 16% of respondents, 36% agree, 36% neither agree nor disagree and 12% of the respondents disagree.

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I am satisfied with the support from my co-workers Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 23 39 8 4 1 75 Percentage 30.67 52 10.67 5.33 1.33 100

TABLE NO: 3.1.19 (Source-Questionnaire)

Agree level

Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

CHART NO: 3.1.19

INFERENCE: From the above table it is inferred that they are satisfied with the support from their co-workers is strongly agreed by 31% of respondents, 52% agree, 11% neither agree nor disagree, 5% disagree and 1% of the respondents strongly disagree.

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People here have concern from one another and tend to help No of the Respondents 13 44 11 5 2 75

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 17.33 58.67 14.67 6.67 2.67 100

TABLE NO: 3.1.20 (Source-Questionnaire)

Agree level
No of the Respondents 44

13

11

2 Strongly Disagree

Strongly agree

Agree

Neither agree nor disagree

Disagree

CHART NO: 3.1.20

INFERENCE: From the above table it is inferred that people have concern to one another and tend to help is strongly agreed by 17.33% of respondents, 58.67% agree, 14.67% neither agree nor disagree, 6.67% disagree and 2.67% of the respondents strongly disagree.

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I feel I have too much of responsibility to deal No of the Respondents 8 42 15 10 75

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 10.67 56 20 13.33 100

TABLE NO: 3.1.21 (Source-Questionnaire)

Agree level
Strongly agree Agree Neither agree nor disagree 0% 13% 11% Disagree Strongly Disagree

20%

56%

CHART NO: 3.1.21

INFERENCE: From the above table it is inferred that they have too much of responsibility to deal with is strongly agreed by 11% of respondents, 56% agree, 20% neither agree nor disagree and 13% of the respondents disagree.

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Based on the aspect of Facility & Benefits: I am happy with my work place No of the Respondents 19 46 10

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 25.33 61.33 13.33

75

100

TABLE NO: 3.1.22 (Source-Questionnaire)

Agree level
50 45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

No of the Respondents

CHART NO: 3.1.22

INFERENCE: From the above table it is inferred that they are happy with the work place is strongly agreed by 25.33% of respondents, 61.33% agree, and 10.33% of the respondents neither agree nor disagree.

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Safety measures provided by the company are good No of the Respondents 27 41 5 2 75

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 36 54.67 6.67 2.67 100

TABLE NO: 3.1.23 (Source-Questionnaire)

Agree level
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree No of the Respondents

CHART NO: 3.1.23

INFERENCE: From the above table it is inferred that the safety measures provided by the company is good is strongly agreed by 36% of respondents, 54.67% agree, 6.67% neither agree nor disagree and 2.67% of the respondents disagree.

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I am satisfied with the refreshment facility Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total No of the Respondents 19 36 11 7 2 75 Percentage 25.33 48 14.67 9.33 2.67 100

TABLE NO: 3.1.24 (Source-Questionnaire)

Agree level
No of the Respondents

36

19 11 7 2 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

CHART NO: 3.1.24

INFERENCE: From the above table it is inferred that they are satisfied with the refreshment facility is strongly agreed by 25.33% of respondents, 48% agree, 14.67% neither agree nor disagree, 9.33% disagree and 2.67% of the respondents strongly disagree.

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Provided with the rest and lunch room

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

No of the Respondents 27 33 11 4 75

Percentage 36 44 14.67 5.33 100

TABLE NO: 3.1.25 (Source-Questionnaire)

Agree level
No of the Respondents 33 27

11 4 0 Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree

CHART NO: 3.1.25

INFERENCE: From the above table it is inferred that the rest room and lunch provided are good is strongly agreed by 36% of respondents, 44% agree, 14.67% neither agree nor disagree and 5.33% of the respondents disagree.

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Parking spaces for vehicles are satisfactory No of the Respondents 27 26 16 6 75

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 36 34.67 21.33 8 100

TABLE NO: 3.1.26 (Source-Questionnaire)

Agree level
Strongly agree Agree Neither agree nor disagree 0% 8% 21% 36% Disagree Strongly Disagree

35%

CHART NO: 3.1.26

INFERENCE: From the above table it is inferred that the parking spaces provided are satisfactory is strongly agreed by 36% of respondents, 35% agree, 21% neither agree nor disagree and 8% of the respondents disagree.

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Based on the Overall aspect of Job satisfaction: Overall I am satisfied with my present job No of the Respondents 23 37 12 3 75

Agree level Strongly agree Agree Neither agree nor disagree Disagree Strongly Disagree Total

Percentage 30.67 49.33 16 4 100

TABLE NO: 3.1.27 (Source-Questionnaire)

Agree level
No of the Respondents 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree 23 12 3 Disagree 0 Strongly Disagree 37

CHART NO: 3.1.27

INFERENCE: From the above table it is inferred that overall they are satisfied with their present job is strongly agreed by 30.67% of respondents, 49.33% agree, 16% neither agree nor disagree and 4% of the respondents disagree.

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Rate the credibility of your top management No of the Respondents 29 34 12

Agree level Excellent Good Typical Fair Poor Total

Percentage 38.67 45.33 16

75 TABLE NO: 3.1.28

100

(Source-Questionnaire)

No of the Respondents
No of the Respondents

34 29

12

0 Excellent Good Typical Fair

0 Poor

CHART NO: 3.1.28

INFERENCE: From the above table it is inferred that the credibility of the top management is rated by 38.67% respondents as excellent, 45.33% as good, and 16% as typical.

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Rate the level of satisfaction in your job

Agree level Excellent Good Typical Fair Poor Total

No of the Respondents 24 35 8 8 75 TABLE NO: 3.1.29

Percentage 32 46.67 10.67 10.67 100

(Source-Questionnaire)

No of the Respondents
No of the Respondents 35

24

8 0

Excellent

Good

Typical

Fair

Poor

CHART NO: 3.1.29

INFERENCE: From the above table it is inferred that the overall level of satisfaction in their job is rated as excellent by 32% respondents, 46.67% as good, 10.67% as typical and 10.67% as fair.

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Rate the level of job satisfaction at Ashok Leyland No of the Respondents 22 37 8 8 75 TABLE NO: 3.1.30 (Source-Questionnaire)

Agree level Excellent Good Typical Fair Poor Total

Percentage 29.33 49.33 10.67 10.67 100

Agree level
No of the Respondents 40 30 20 10 0 Excellent Good Typical Fair Poor 8 8 0 22 37

CHART NO: 3.1.30

INFERENCE: From the above table it is inferred that the overall level of satisfaction in their job is rated as excellent by 29.33% respondents, 49.33% as good, 10.67% as typical and 10.67% as fair.

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3.2 STATISTICAL TOOLS 3.2.1 ANALYSIS USING BIVARIATE CORRELATION I (KARL PEARSONS CORRELATION) Correlation analysis is the statistical tool used to measure the degree to which two variables are linearly related to each other. Correlation measures the degree of association between two variables. Null hypothesis (Ho): There is positive relationship between gender and too much work load provided to the management trainees. Alternate hypothesis (H1): There is negative relationship between gender and too much work load provided to the management trainees. Correlations 1 gender Pearson Correlation 1 Sig. (2-tailed) N 75 Pearson Correlation -.035 Sig. (2-tailed) .763 N 75 TABLE NO 3.2.31

gender

too much work to do

too much work to do -.035 .763 75 1 75

= -0.035 INFERENCE:

Hence (Ho) is rejected, (H1) is accepted

Since karl pearsons coefficient r is negative, there is negative relationship between gender and too much work load provided to the management trainees.

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3.2.2 CHI- SQUARE TEST I (2) Chi-square is the sum of the squared difference between observed (o) and the expected (e) data (or the deviation, d), divided by the expected data in all possible categories. Null hypothesis (Ho): There is no significant difference between the educational qualification and happiness with the working environment. Alternate hypothesis (H1): There is significant difference between the educational qualification and happiness with the working environment. Expected frequency = Row Total * Column Total Grand Total Chi-Square Tests 1 Value df a 8.393 2 10.701 2 .889 1 75 TABLE NO 3.2.31 a. 2 cells (33.3%) have expected count less than 5. The minimum expected count is 2.80. Calculated value = 0.015 Tabulated value = 3.841 Z = Z cal<Z tab Z= 0.015<3.841

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

Asymp. Sig. (2-sided) .015 .005 .346

Hence, the null hypothesis [H0] is accepted INFERENCE: Since the calculated value is less than the tabulated value, we accept the null hypothesis and hence there is no significant difference between educational qualification and happiness with the working environment.

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3.2.3 ANALYSIS USING BIVARIATE ANALYSIS II KARL PEARSONSCORRELATION Correlation analysis is the statistical tool used to measure the degree to which two variables are linearly related to each other. Correlation measures the degree of association between two variables. Null hypothesis (Ho): There is positive relationship between level of satisfaction with the job environment and motivation from management to the trainees. Alternate hypothesis (H1): There is negative relationship between satisfaction with the job environment and motivation from management to the trainees. Correlations 2 rate the level of management motivates satisfaction in me to increase my your job efficiency Pearson Correlation 1 .033 Sig. (2-tailed) .777 N 75 75 Pearson Correlation .033 1 Sig. (2-tailed) .777 N 75 75 TABLE NO 3.2.31

rate the level of satisfaction in your job management motivates me to increase my efficiency

= 0.033 INFERENCE:

Hence (Ho) is accepted

Since karl pearsons coefficient r is positive, there is positive relationship between level of satisfaction with the job environment and motivation from management to the trainees.

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3.2.4 CHI- SQUARE TEST II (2) Chi-square is the sum of the squared difference between observed (o) and the expected (e) data (or the deviation, d), divided by the expected data in all possible categories. Null hypothesis (Ho): There is no significant difference between motivation from management and income level of the trainees. Alternate hypothesis (H1): There is significant difference between motivation from management and income of the trainees. Expected frequency = Row Total * Column Total Grand Total Chi-Square Tests 2 Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 13.432 15.843 .052 75 TABLE NO 3.2.31
a

df 3 3 1

Asymp. Sig. (2sided) .004 .001 .820

a. 2 cells (25.0%) have expected count less than 5. The minimum expected count is 2.80. Calculated value = 0.004 Tabulated value = 3.841 Z = Z cal<Z tab; Z= 0.004<3.841

Hence, the null hypothesis [H0] is accepted INFERENCE: Since the calculated value is less than the tabulated value, we accept the null hypothesis and hence there is no significant difference between motivation from management and income of the employees.

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CHAPTER IV SUMMARY AND CONCLUSIONS 4.1 FINDINGS

It is found that, out of 75 respondents, 24% of respondents are between 18 to 25 years of

age, 40% of Respondents are between 26 to 35 years of age, 13% of respondents are between 36 to 45 years of age and 23% of respondents are above 45 years of age. It is found that, out of 75 respondents, 76% of respondents are Male and 24% of respondents are Female. It is found that, out of 75 respondents, 45.33% of respondents have UG as their educational qualification and 54.67% of respondents have PG and above as their educational qualification. It is found that, out of 75 respondents, 57.33% of respondents are married and the remaining 42.67% are unmarried. It is found that, out of 75 respondents, 26.67% of respondents have experience between 0 to 2 years, 24% of respondents between 2 to 4 years, 14.67% of respondents between 4 to 6 years and 34.67% of respondents have experience above 6 years. It is found that, out of 75 respondents, 17.33% of respondents have their annual income between 2 to 4 lacs, 38.67% of respondents between 4 to 6 lacs, 20% of respondents between 6 to 8 lacs and 24% of respondents have their annual income above 8lacs. It is found that, out of 75 respondents, the cordial relationship with the management is strongly agreed by 24% of respondents, 62.67% agree, 8% neither agree nor disagree and 5.33% of the respondents disagree. It is found that, out of 75 respondents, the management is not partial is strongly agreed by 9% of respondents, 51% agree, 27% neither agree nor disagree and 13% of the respondents disagree. It is found that, out of 75 respondents, the management considers their ideas while taking decisions is strongly agreed by 18.67% of respondents, 44% agree, 32% neither agree nor disagree, 2.67% disagree and 2.67% of the respondents strongly disagree.

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 It is found that, out of 75 respondents, their boss motivates them to achieve the organizational goals is strongly agreed by 32% of respondents, 52% agree, 10.67% neither agree nor disagree and 5.33% of the respondents disagree. It is found that, out of 75 respondents, the management motivates them to increase their efficiency at a time when they are not is strongly agreed by 13.33% of respondents, 58.67% agree, 21.33% neither agree nor disagree and 6.67% of the respondents disagree. It is found that, out of 75 respondents, they are paid a fair amount for the work they do is strongly agreed by 12% of respondents, 55% agree, 21% neither agree nor disagree and 12% of the respondents disagree. It is found that, out of 75 respondents, they are satisfied for their chances of promotion is strongly agreed by 13% of respondents, 50% agree, 25% neither agree nor disagree, 9% disagree and 3% of the respondents strongly disagree. It is found that, out of 75 respondents, they are satisfied with the allowances provided by the organization is strongly agreed by 18.67% of Respondents, 48% agree, 21.33% neither agree nor disagree and 12% of the respondents disagree. It is found that, out of 75 respondents, there job has little impact on the success of their company is strongly agreed by 23% of respondents, 43% agree,16% neither agree nor disagree,5% disagree and 23% of the respondents strongly disagree. It is found that, out of 75 respondents, there job is recognized and appreciated by their superior is strongly agreed by 29.33% of respondents, 41.33% agree, 25.33% neither agree nor disagree and 4% of the respondents disagree. It is found that, out of 75 respondents, the working hours are convenient for them is strongly agreed by 22.67% of respondents, 61.33% agree, 5.33% neither agree nor disagree and 10.67% of the respondents disagree. It is found that, out of 75 respondents, they have too much work to do is strongly agreed by 16% of Respondents, 36% agree, 36% neither agree nor disagree and 12% of the respondents disagree. It is found that, out of 75 respondents, they are satisfied with the support from their coworkers is strongly agreed by 31% of respondents, 52% agree, 11% neither agree nor disagree, 5% disagree and 1% of the respondents strongly disagree.

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 It is found that, out of 75 respondents, people have concern to one another and tend to help is strongly agreed by 17.33% of respondents, 58.67% agree, 14.67% neither agree nor disagree, 6.67% disagree and 2.67% of the respondents strongly disagree. It is found that, out of 75 respondents, they have too much of responsibility to deal with is strongly agreed by 11% of respondents, 56% agree, 20% neither agree nor disagree and 13% of the respondents disagree. It is found that, out of 75 respondents, they are happy with the work place is strongly agreed by 25.33% of respondents, 61.33% agree, and 10.33% of the respondents neither agree nor disagree. It is found that, out of 75 respondents, the safety measures provided by the company is good is strongly agreed by 36% of respondents, 54.67% agree, 6.67% neither agree nor disagree and 2.67% of the respondents disagree. It is found that, out of 75 respondents, they are satisfied with the refreshment facility is strongly agreed by 25.33% of respondents, 48% agree, 14.67% neither agree nor disagree, 9.33% disagree and 2.67% of the respondents strongly disagree. It is found that, out of 75 respondents, the rest room and lunch provided are good is strongly agreed by 36% of respondents, 44% agree, 14.67% neither agree nor disagree and 5.33% of the respondents disagree. It is found that, out of 75 respondents, the parking spaces provided are satisfactory is strongly agreed by 36% of respondents, 35% agree, 21% neither agree nor disagree and 8% of the respondents disagree. It is found that, out of 75 respondents, overall they are satisfied with their present job is strongly agreed by 30.67% of respondents, 49.33% agree, 16% neither agree nor disagree and 4% of the respondents disagree. It is found that, out of 75 respondents, the credibility of the top management is rated by 38.67% respondents as excellent, 45.33% as good, and 16% as typical. It is found that, out of 75 respondents, the overall level of satisfaction in their job is rated as excellent by 32% respondents, 46.67% as good, 10.67% as typical and 10.67% as fair. It is found that, out of 75 respondents, the overall level of satisfaction in their job is rated as excellent by 29.33% respondents, 49.33% as good, 10.67% as typical and 10.67% as fair.

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4.2 SUGGESTIONS OF THE STUDY The company can improve the better working environment like organizational culture, organizational climate to increase the satisfaction level of the respondents than the existing system. The company can improve the standard of those programs with the help of training need identification method like training need survey method, report analysis and task analysis to increase the satisfaction level of employees in the organization. The company can improve the satisfaction level of the respondents by providing good monetary benefits like fringe benefits to motivate the employees to give their best to the organization and to meet the employee demands rather than pay hike. The company can conduct stress management activity to increase the satisfaction level of the respondents in the organization because there is no stress management programs conducted. The implementation of job rotation should be applied frequently. The provision of commuting buses should be provided during extended working days. The provision of additional chairs in work place can be provided. Recreation facilities can be provided to relax during hectic pressure due to work. Appraisal should be done on the performance of the individual irrespective of the team effort and work. Health and Medical claims amount can be increased based on their service with the organization.

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4.3 CONCLUSION The findings and suggestion based on this survey conducted and these points are to be looked into and steps are taken in this regard for higher growth. From the analysis I conclude that the job provides the opportunities to the employees to exercise his skills at workplace. Number of employees accepted that at times there is a considerable flexibility in co-coordinating with work and they are satisfied with the existing inter personal communication. In Ashok Leyland they follow systematic planning and review process to evaluate the performance of employees. From the analysis it was observed that there is a scope for improvement and working conditions in Ashok Leyland.

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BIBLIOGRAPHY BOOKS 1. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill Publication Company Ltd. Page no. 81-136,171,179,267,284. 2. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth edition. 3. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication Company Ltd. WEBSITES a. www.wikipedia.org b. www.ashokleyland.com c. www.citehr.com d. www.glassdoor.com/.../Employee-Review-Ashok-Leyland-RVW882402.htm JOURNALS a. Allison, Melissa. Some Chicago Employers Aim to Keep Employee Satisfaction as High Level. Knight-Ridder/Tribune Business News (Sept 2000): 17. b. Andel, Tom. Keep talent flowing. Material Handling Management (Dec 2000): SCF2. c. Broscio, Mike and Joe McLennan. Taking charge: Charting your way to career success. Healthcare Executive (Nov 2000): 18. d. Employee turnover-Labors lost. The Economist. (July 2000): 64. e. Eskildesen, Jacob and Jens Hahlgaard. A causual model for employee satisfaction. Total Quality Management (Dec 2000): 1081. f. Performance and Satisfaction: A Moderated Regression Analysis. The Journal of Business Communication (Oct 2000): 348.

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g. Hammer, Ray. Winning program brings smiles to hotels employees. Houston Business Journal (May 2000): 43A. h. Job Satisfaction. Interiors. Vol.159. (Oct 2000): 34. Job Satisfaction, Not Millions, should Be Goal. USA Today. (Nov 2000): 9. i. Johnson, Roy. Perceived Over qualification and Dimensions of Job Satisfaction: A Longitudinal Analysis. Journal of Psychology (Sept 2000): 537. j. Kennett, Miranda. First class coach. Management Today (Jan 2001): 93. Kim, Jwa. Does attitude toward money moderate the relationship between intrinsic job satisfaction and voluntary turnover? Human Relations (Feb 2000): 213. k. Lee, Cynthia. The Importance of Justice Perceptions on Pay Effectiveness: A Two-Year Study of a Skill-Based Pay Plan. Journal of Management (Nov 1999): 851. l. Parrott, Mark. Employee Satisfaction. Do-It-Yourself Retailing (Nov 2000): 8. Pelled, Lisa. Down and Out: An Investigation of the Relationship between Mood and Employee Withdrawal Behavior. Journal of Management (Nov 1999): 875.

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APPENDICES A study on Job Satisfaction of MANAGEMENT TRAINESS in ASHOK LEYLAND., Chennai Respected Madam/ Sir, I am ANTONY CHRISTOPHER M pursuing my MBA at SRM University, Ramapuram, Chennai. My study is on Job Satisfaction of Management trainees and analyzing the factors influencing it. I request you to give your valuable and honest opinions to assist in the success of my project. I assure you that all the information would be confidential and used for academic purpose only. Thank you PERSONEL FACTORS 1. Age a) C) 18 to 25 36 to 45 b) 26 to 35 d) 45 above

2. Gender a) Male 3. Educational Qualification: a) c) High school level UG b) HSC d) PG and Above b) Female

4. Marital status a) Married 5. Total years of service in L&T: a) 0-2 yrs c) 4-6 yrs b) 2-4 yrs d) above 6 yrs b) Unmarried

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6. Annual income: a) 2-4L c) 6-8L b) 4-6L d) above 8L

STUDY FACTORS

Based on the aspect of motivation: 1. My relationship with my management is cordialstrongly agree agree neither agree nor disagree disagree strongly disagree

2. My management is not partialstrongly agree agree neither agree nor disagree disagree strongly disagree

3. My management considers my ideas while taking decisionstrongly agree agree neither agree nor disagree disagree strongly disagree

4. I feel my boss motivate me to achieve the organizational goalsstrongly agree agree neither agree nor disagree disagree strongly disagree

5. My management motivates me to increase my efficiency at a time when I am notstrongly agree agree neither agree nor disagree disagree strongly disagree

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Based on the aspect of recognition and appraisal: 6. I feel I am paid a fair amount for the work I dostrongly agree agree neither agree nor disagree disagree strongly disagree

7. I am satisfied with the chances for my promotionstrongly agree agree neither agree nor disagree disagree strongly disagree

8. I am satisfied with the allowances provided by the organizationstrongly agree agree neither agree nor disagree disagree strongly disagree

9. I feel my job has little impact on the success of the companystrongly agree agree neither agree nor disagree disagree

10. I feel my job is recognized and appreciated by my superiorstrongly agree agree neither agree nor disagree disagree strongly disagree

Based on the aspect of Stress: 11. Working hours are convenient for mestrongly agree agree neither agree nor disagree disagree strongly disagree

12. I feel I have too much work to dostrongly agree agree neither agree nor disagree disagree strongly disagree

13. I am satisfied with the support from my co-workersstrongly agree agree neither agree nor disagree disagree strongly disagree

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14. People here have concern from one another and tend to helpstrongly agree agree neither agree nor disagree disagree strongly disagree

15. I feel I have too much of responsibility to deal withstrongly agree agree neither agree nor disagree disagree strongly disagree

Based on the aspect of Facility & Benefits: 16. I am happy with my work placestrongly agree agree neither agree nor disagree disagree strongly disagree

17. Safety measures provided by the company are goodstrongly agree agree neither agree nor disagree disagree strongly disagree

18. I am satisfied with the refreshment facilitystrongly agree agree neither agree nor disagree disagree strongly disagree

19. We are provided with the rest and lunch room and they are goodstrongly agree agree neither agree nor disagree disagree strongly disagree

20. The parking spaces for vehicles are satisfactorystrongly agree agree neither agree nor disagree disagree strongly disagree

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Based on the Overall aspect of Job satisfaction: 21. Overall I am satisfied with my present jobstrongly agree agree neither agree nor disagree disagree strongly disagree

22. Overall how would you rate the credibility of your top management? Excellent Good Typical Fair Poor

23. Overall how would you rate the level of satisfaction in your job? Excellent Good Typical Fair Poor

24. Overall how would you rate the level of job satisfaction at L&T? Excellent Good Typical Fair Poor

25. Do you have any suggestions that will help L&T to improve its level of job satisfaction towards their employees? ________________________________________________________________________________ ________________________________________________________________________________ _________________________________

Signature Thanks for your valuable feedback,

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