1

CHAPTER 1 INTRODUCTION

1.1

INDUSTRY PROFILE

AUTOMOBILE INDUSTRY Automobile Industry, industry that produces automobiles and other gasoline-powered vehicles, such as buses, trucks, and motorcycles. The automobile industry is one of the most important industries in the world, affecting not only the economy but also the cultures of the world. It provides jobs for millions of people, generates billions of dollars in worldwide revenues, and provides the basis for a multitude of related service and support industries. Automobiles revolutionized transportation in the 20th century, changing forever the way people live, travel, and do business.

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

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

INDIA AUTOMOBILE INDUSTRY

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

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

Automobile Dealers Network in India

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

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

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

1.2 COMPANY PROFILE

ABOUT HYUNDAI MOTORS INDIA LIMITED

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

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

HMILs fully integrated state-of-the-art manufacturing plant near Chennai boasts some of the most advanced production, quality and testing capabilities in the country. In continuation of its investment in providing the Indian customer global technology, HMIL has announced plans for its second plant, which will produce 150,000 units per annum, raising HMILs total production capacity to 400,000 per annum by 2007. The plant will be built on a 2.1 million square meter site adjacent to the existing facility with an investment of $450-$500 million on its new integrated facility. HMIL is investing to expand capacity in line with its positioning as HMCs global export hub for compact cars. Apart from expansion of production capacity, HMIL plans to expand its

dealer network, which will be increased from 146 to 180 this year. And with the companys greater focus on the quality of its after-sales service, HMILs service network will be expanded to over 1,000 in 2005.

ABOUT HYUNDAI MOTOR COMPANY

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

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

HYUNDAIS FULLY INTEGRATED MANUFACTURING CAPABILITIES

The Press Shop

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

The Body Shop

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

The Paint Shop

This is one of the most modern paint shops in the country and uses the environment friendly water based process for superior and lasting exteriors. A unique process management system followed here helps us deliver the most extensive colour range, independent of minimum batch requirements, helping customers get their preferred colour anytime.

The Aluminium foundry

Forges the engine cylinder blocks for our cars to exacting design specifications.

The Engine and Transmission Shop

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

The Plastic Extrusion Unit

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

The Plastic Paint Shop

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

The Test Track

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

R&D FACILITIES

Hyundai and Kia together have R&D centres in the United States, Europe, and Japan apart from the global R&D headquarters at Ulsan, Korea.

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

ENVIRONMENT MANAGEMENT

Hyundai Motor India has been awarded the benchmark ISO 14001 certification for its sustainable environment management practices. Living up to its commitment of providing global standards of qualityand process management in India, Hyundai had put in place an Environment Management System (EMS) at its manufacturing plant in Chennai right from its project stage. The certification process was completed in a record time of 10 months with 'Zero NCRs'. The assessment was done by TUV SUDDEUTSCHLAND and covered areas like Awareness Training, Technology Upgradation, Recycling, Waste Management and fulfilling Government Regulations.

HMI is also working on a backward integration strategy that will support vendors of the company in implementing EMS.

Hyundai Motor Company, S.Korea, the parent of HMI, has been doing considerable work on sustainable Environment Management. The company has a well-defined framework in place for developing products that reduce pollutant emissions and processes for preservation of natural resources and energy along all the stages of the product lifecycle from production, sales, and use to disposal. The company has also been in the forefront of development of environment friendly technologies like Hybrid Electric Vehicles (HEVs), and Fuel Cell Electric Vehicles (FCEVs) and has been awarded the ISO 14001 certification for all its three major plants in Ulsan, Asan and Jeonju in S.Korea.

SOCIAL RESPONSIBILITY

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

As a part of its community development projects, the company has adopted a few villages around its factory in Tamilnadu and has been working towards the social and economic development of these villages, assisting them in the areas of primary health care, education, basic amenities and employment opportunities.

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CHAPTER 2 OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY

2.1

OBJECTIVES OF THE STUDY

This study is undertaken with the following objectives. 1. To assess the existing culture of the organization and to find its impact on employees behaviour. 2. 3. 4. 5. To analyse the overall performance of the employees. To learn the employees relationship with their peers. To study the employees feel about the management. To understand how the employer encourages participation in decision making. 6. To find out the employees motivational factor.

11

2.2

SCOPE OF THE STUDY

1.

It helps the management To understand the causes of performance problems. To understand how to assess the effectiveness of motivational practices in the organization.

2.

This study focuses on today's turbulent, often chaotic, environment, commercial success depends on employees making use of their talents in full.

3.

The management can create the work environment in which their employees will thrive.

4.

The management can Enhance the professional perception of the employees Foster a team oriented cooperative environment Enhance employee relationship Provide constructive feedback to their performance Encourage the resolve of the employees to change the negative behavior pattern

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2.3

LIMITATIONS OF THE STUDY

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

The attitude of the worker changes from time to time. Hence the result of the project may be applicable only at present.

We cannot get exact information because some of the employees are reluctant to share the information.

13

CHAPTER 3 RESEARCH METHODOLOGY

3.1

RESEARCH DESIGN

A research design is an arrangement of condition for collection and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure.

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

3.2 POPULATION SIZE

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

14

3.3

DATA SOURCE

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

3.4

ANALYSIS AND INTERPRETATION

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

1. 2.

Simple percentage Weighted average

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CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

4.1

PERCENTAGE ANALYSIS OF THE DATA

TABLE NO. 1 HIGHLY INVOLVED IN THEIR WORK S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 53 53.0 24 24.0 14 14.0 9 9.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 53% of the respondents have strongly agreed that they are highly involved in work, followed by 24% of the respondents who agreed, 14% of the respondents are neutral and 9% of the respondents slightly disagreed.

16

CHART 1 HIGHLY INV OLVED IN THEIR W ORK

60 53 50

40 PERCENTAGE

30

24

20

14 9 0

10

S trongly Agre e

Agre e

Ne utra l

Slightly Disa gre e

Disa gre e

17

TABLE NO. 2 ABILITY TO MANAGE THEIR OWN WORK S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 47 47.0 34 34.0 15 15.0 4 4.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 47% of the respondents have strongly agreed about managing their own work, followed by 34% of the respondents who agreed, 15% of the respondents are neutral and 4% of the respondents slightly disagreed.

18

CHART 2 ABILITY TO MANAGE THEIR OWN WORK

50 45 40 35

47

34

PERCENTAGE

30

25 20

15
1 5 1 0 5 0

4 0

Strongly Agree

Agree

Neutral

Slightly Disagree

Disagree

19

TABLE NO. 3 OTHERS COOPERATE TO GET WORK DONE S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 12 12.0 65 65.0 23 23.0 0 0.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 65% of the respondents are agreeing about cooperation in doing work, 12% of the respondents strongly agree and 23% of the respondents are neutral. This shows that majority of the employees feel that there is interpersonal cooperation.

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TABLE NO. 4 MEMBERS HAVE A GOOD INTERPERSONAL RELATIONSHIP S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 22 22.0 41 41.0 32 32.0 5 5.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 41% of the respondents agree on that they have good relationship with other members, 22% of the respondents have strongly agreed, 32.7% of the respondents are neutral and 5% of the respondents slightly disagreed.

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TABLE NO. 5 EMPLOYEE CONSULTED ON IMPORTANT MATERS S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 15 15.0 26 26.0 50 50.0 9 9.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 50% of the respondents are neutral about the boss consult the employee on important matters, followed by 15% of the respondents who strongly agreed, 26% of the respondents have agree and 9% of the respondents slightly disagreed.

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TABLE NO. 6 EFFECTIVE UTILIZATION OF SKILLS AND ABILITIES BY THE COMPANY S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 9 9.0 56 56.0 26 26.0 5 5.0 4 4.0 100 100.0

INFERENCE From the above table it is clear that 56% of the respondents agree that their skills and abilities are utilized effectively by the company, 9% of the respondents strongly agree, 26% of the respondents are neutral, 5% of the respondents slightly disagreed and 4% of them disagreed.

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TABLE NO. 7 CAPABILITIES ARE VIEWED AS IMPORTANT SOURCE OF COMPETITIVE ADVANTAGE S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 18 18.0 39 39.0 27 27.0 6 6.0 10 10.0 100 100.0

INFERENCE From the above table it is clear that 39% of the respondents agree that their capabilities are viewed as important source of competitive advantage, 18% of the respondents strongly agree, 27% of the respondents are neutral, 6% of the respondents slightly disagreed and 10% of them disagreed.

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TABLE NO. 8 WORK RELATED SUGGESTIONS ARE VALUED S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 13 13.0 44 44.0 30 30.0 6 6.0 7 7.0 100 100.0

INFERENCE From the above table it is clear that 44% of the respondents agree that their work related suggestions are valued in the organization, 13% of the respondents strongly agreed, 30% of the respondents are neutral, 6% of the respondents slightly disagreed and 7% of them disagreed.

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TABLE NO. 9 THE ORGANIZATION VALUES DIVERSITY S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 13 13.0 50 50.0 28 28.0 9 9.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 50% of the respondents agree that the organisation values diversity, 13% of the respondents have strongly agreed, 28% of the respondents are neutral and 9% of the respondents slightly disagreed.

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CHART 3 THE O RGANIZATION V ALUES DIV ERS ITY

60 50 50

40 PERCENTAGE

30

28

20 13 10 9

0 0

S trongly Agre e

Agre e

Ne utra l

S lightly Disa gre e

Disa gre e

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TABLE NO. 10 ORGANIZATION HAS CLEAR AND CONSISTENT SET OF VALUES S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 22 22.0 35 35.0 33 33.0 6 6.0 4 4.0 100 100.0

INFERENCE From the above table it is clear that 35% of the respondents agree that the organization has clear and consistent set of values, 22% of the respondents have strongly agreed, 33% of the respondents are neutral, 6% of the respondents slightly disagreed and 4% of them disagreed.

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TABLE NO. 11 WHILE DISAGREEMENTS OCCUR THE EMPLOYEE WORK HARD TO ACHIEVE SOLUTIONS S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 17 17.0 58 58.0 19 19.0 2 2.0 4 4.0 100 100.0

INFERENCE From the above table it is clear that 58% of the respondents agree that they will work hard to achieve win-win solutions when disagreements occur, 17% of the respondents strongly agree, 19% of the respondents are neutral, 2% of the respondents slightly disagreed and 4% of them disagreed.

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TABLE NO. 12 EASY FOR THE EMPLOYEE TO REACH CONSENSUS EVEN ON DIFFICULT ISSUES S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 12 12.0 49 49.0 31 31.0 8 8.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 49% of the respondents agree that its easy for them to reach consensus even on difficult issues, 12% of the respondents strongly agree, 31% of the respondents are neutral and 8% of the respondents slightly disagreed.

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TABLE NO. 13 FEEL HAPPY TO WORK WITH PEOPLE FROM OTHER PARTS OF THE ORGANIZATION ALSO S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 44 44.0 35 35.0 13 13.0 8 8.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 44% of the respondents have strongly agreed that they feel happy to work with people from other part of the organization also, followed by 35% of the respondents who agreed, 13% of the respondents are neutral, and 8% of the respondents slightly disagreed.

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TABLE NO. 14 IT IS EASY TO COORDINATE WITH DIFFERENT DEPARTMENTS OF THE ORGANIZATION S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 41 41.0 46 46.0 11 11.0 0 0.0 2 2.0 100 100.0

INFERENCE From the above table it is clear that 46% of the respondents agree that it is easy for them to coordinate with other departments, 41% of the respondents strongly agree, 11% of the respondents are neutral and 2% of the respondents disagreed.

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TABLE NO. 15 EMPLOYEES RESPOND WELL TO THE ORGANIZATIONAL CHANGES S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 42 42.0 47 47.0 11 11.0 0 0.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 47% of the respondents agree that they respond well to the organisational changes, 42% of the respondents strongly agree and 11% of the respondents are neutral.

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CHART 4 EMPLOYEES RESPOND W ELL TO THE ORGANIZATIONAL CHANGES

50 45 40 35 PERCENTAGE 30 25 20 15 10 5 42

47

11

0 0

Strongly Agree

Agree

Ne utral

Slightly Disagree

Disagree

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TABLE NO. 16 EMPLOYEES CONTINUALLY ADOPT TO NEW AND IMPROVED WAYS TO DO WORK S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 33 33.0 46 46.0 16 16.0 4 4.0 1 1.0 100 100.0

INFERENCE From the above table it is clear that 46% of the respondents agree that they continually adopt new and improved ways to do work, 33% of the respondents strongly agree, 16% of the respondents are neutral, 4% of the respondents slightly disagreed and 1% of them disagreed.

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CHART 5 EMPLOYEES CONTINUALLY ADOPT NEW AND IMPROVED W AYS TO DO W ORK

50 45 40 35 PERCENTAGE 30 25 20 15 10 5 0 4 1 16 33 46

Strongly Agree

Agree

Ne utral

Slightly Disagree

Disagree

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TABLE NO. 17 COMPANYS CURRENT ACTIVITIES REFLECT A STRONG FOCUS ON CLIENTS S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 22 22.0 45 45.0 23 23.0 10 10.0 0 0.0 100 100.0

INFERENCE From the above table it is clear that 45 of the respondents agree that the companys current activities reflect a strong focus on clients, 22% of the respondents strongly agree, 23% of the respondents are neutral, 10% of the respondents slightly disagreed.

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TABLE NO. 18 EMPLOYEES GIVEN A REAL OPPORTUNITY TO IMPROVE THEIR SKILLS IN THE ORGANIZATION S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 31 31.0 41 41.0 15 15.0 5 5.0 8 8.0 100 100.0

INFERENCE From the above table it is clear that 41% of the respondents agree that they are given real opportunity to improve their skills in the organization, 31% of the respondents strongly agree, 15% of the respondents are neutral, 5% of the respondents slightly disagreed and 8% of them disagreed.

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TABLE NO. 19 EMPLOYEES VIEW FAILURE AS AN OPPORTUNITY FOR LEARNING AND IMPROVEMENT S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 25 25.0 52 52.0 18 18.0 1 1.0 4 4.0 100 100.0

INFERENCE From the above table it is clear that 52% of the respondents agree that they view failure as an opportunity for learning and improvement, 25% of the respondents strongly agreed, 18% of the respondents are neutral, 1% of the respondents slightly disagreed and 4% of them disagreed.

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TABLE NO. 20 ORGANIZATION HAS A CLEAR MISSION THAT GIVES MEANING AND DIRECTION TO THEIR WORK S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 20 20.0 48 48.0 23 23.0 2 2.0 7 7.0 100 100.0

INFERENCE From the above table it is clear that 48% of the respondents agree that the organization has a clear meaning and direction to their work, 20% of the respondents strongly agree, 23% of the respondents are neutral, 2% of the respondents slightly disagreed and 7% of them disagreed.

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CHART 6 ORGANIZATION HAS CLEAR M IS SION THAT GIV ES M EANING AND DIRECTION T O THEIR W ORK
60

50

48

40 PERCENTAGE

30 23 20 20

10 2 0

S trongly Agre e

Agre e

Ne utra l

S lightly Disa gre e

Disa g re e

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TABLE NO. 21 EMPLOYEES ARE CLEAR WITH THE ORGANIZATIONS LONG TERM PURPOSE AND DIRECTION S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 29 29.0 46 46.0 17 17.0 2 2.0 6 6.0 100 100.0

INFERENCE From the above table it is clear that 46% of the respondents agree that they are clear with the organization's long term purpose and direction, 29% of the respondents strongly agree, 17% of the respondents are neutral, 2% of the respondents slightly disagreed and 6% of them disagreed.

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TABLE NO. 22 EMPLOYEES HAVE CLEAR IDEA ABOUT THE COMPANYS GOAL S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 32 32.0 49 49.0 15 15.0 2 2.0 2 2.0 100 100.0

INFERENCE From the above table it is clear that 49% of the respondents agree that they have clear idea about the companys goal, 32% of the respondents strongly agree, 15% of the respondents are neutral, 2% of the respondents slightly disagreed and 2% of them disagreed.

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TABLE NO. 23 EMPLOYEES CONTINUOUSLY TRACK THEIR PROGRESS AGAINST THE STATED GOALS S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 26 26.0 48 48.0 22 22.0 3 3.0 1 1.0 100 100.0

INFERENCE From the above table it is clear that 48% of the respondents agree that they continuously track their progress against the stated goals, 26% of the respondents strongly agree, 22% of the respondents are neutral, 3% of the respondents slightly disagreed and 1% of them disagreed.

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CHART 7 EMPLOYEES CONTINUOUSLY TRACK THEIR PROGRESS AGAINST THE STATED GOALS
60

50

48

PERCENTAGE

40

30

26 22

20

10 3 0 1

Strongly Agree

Agree

Neutral

Slightly Disagree

Disagree

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TABLE NO. 24 EMPLOYEES HAVE A SHARED VISION ABOUT THE FUTURE OF ORGANIZATION S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 46 46.0 30 30.0 17 17.0 4 4.0 3 3.0 100 100.0

INFERENCE From the above table it is clear that 46% of the respondents have strongly agreed that they have a shared vision about the future of the organization, followed by 30% of the respondents who agreed, 17% of the respondents are neutral, 4% of the respondents slightly disagreed and 3% of them disagreed.

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TABLE NO. 25 ORGANIZATIONS VISION CREATES MOTIVATION FOR THE EMPLOYEES S.No. 1. 2. 3. 4. 5. Opinion Strongly Agree Agree Neutral Slightly Disagree Disagree Total No. of Percentage Respondents 25 25.0 57 57.0 10 10.0 3 3.0 5 5.0 100 100.0

INFERENCE From the above table it is clear that 57% of the respondents agree that organizations vision creates motivation for them, 25% of the respondents strongly agree, 10% of the respondents are neutral, 3% of the respondents slightly disagreed and 5% of them disagreed.

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CHART 8 ORGANIZATIONS VISION CREATES MOTIVATION FOR THE EMPLOYEES

60 57

50

PERCENTAGE

40

30

25

20 10 10 3 0 5

Strongly Agree

Agree

Neutral

Slightly Disagree

Disagree

4.2

WEIGHTED AVERAGE

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TABLE NO. 26 OPINION ABOUT THE ORGANIZATIONAL FACTORS WITH RESPECT TO EMPLOYEES BEHAVIORAL ASPECTS Weightage Score 4.21 4.24 3.89 3.80 3.47 3.61 3.49 3.50 3.67 3.65 3.82 3.65 4.07 4.24 4.31 4.06 3.79 3.82 3.93 3.75

S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

Factors I am highly involved in my work I have the ability to manage my own work The people I work with cooperate to get work done My team members have a good interpersonal relationship with me My boss consults me on important maters My skills and abilities are utilized effectively by the company My capabilities are viewed as an important source of competitive advantage My work related suggestions are valued The organization values diversity There is a clear and consistent set of values When disagreements occur, I work hard to achieve win-win solutions It is easy for me to reach consensus, even on difficult issues I feel happy to work with people from other parts of the organization also It is easy for me to coordinate with different departments of the organization I respond well to the organizational changes I continually adopt new and improved ways to do work. The companys current activities reflect a strong focus on clients I am given a real opportunity to improve my skills in this organization I view failure as an opportunity for learning and improvement There is a clear mission that gives meaning and direction to my work

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21. 22. 23. 24. 25.

I am clear with the organizations long-term purpose and direction I have clear idea about my companys goal I continuously track my progress against the stated goals I have a shared vision of what the organization will be like in the future Organizations vision creates motivation for me

3.90 4.07 3.95 4.12 3.94

INFERENCE From the above table it is clear that most of the respondents gave more weightage for the statement I respond well to the organizational changes, secondly respondents give more weightage for two statements I have the ability to manage my own work & It is easy for me to coordinate with different departments of the organization , third weightage for statement I am highly involved in my work, fourth weightage for the statement I have a shared vision of what the organization will be like in the future and the fifth position is for two statements I feel happy to work with people from other parts of the organization also & I have clear idea about my companys goal.

CHAPTER 5 RESULTS AND DISCUSSIONS

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5.1

FINDINGS

Majority (53%) of the respondents strongly agreed that they are highly involved in their work.

Sizable number (47%) of the respondents strongly agreed that they have ability to manage their own work.

Majority (65%) of the respondents agreed that the people they work with are cooperating to get work done.

Sizable number (41%) of the respondents agreed that they have good relationship with other members.

Half (50%) of the respondents are neutral that their boss consult them on important matters.

Majority (56%) of the respondents agreed that the company utilizes their skills and abilities effectively.

A good number (39%) of the respondents agreed that their capabilities are viewed as an important source of competitive advantage.

Sizable number (44%) of the respondents agreed that their work related suggestions are valued by the company.

Half (50%) of the respondents agreed that the organization values diversity.

A good number (35%) of the respondents agreed that there is clear and consistent set of values in the organization.

Majority (58%) of the respondents agreed that while disagreements occur they work hard to achieve win-win solutions.

Sizable number (49%) of the respondents agreed that its easy for them to reach solutions even on difficult issues.

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Sizable number (44%) of the respondents strongly agreed that they feel happy to work with people from other parts of the organization also.

Sizable number (46%) of the respondents agreed that its easy for them to coordinate with other departments.

Sizable number (47%) of the respondents agreed that they respond well for the organizational changes.

Sizable number (46%) of the respondents agreed that they continuously adopt to new & improved ways to do work.

Sizable number (45%) of the respondents agreed that companys current activities reflect a strong focus on clients.

Sizable number (41%) of the respondents agreed that they are given a real opportunity to improve their skills in the organization.

Majority (52%) of the respondents agreed that they view failure as an opportunity for learning and improvement.

Sizable number (48%) of the respondents agreed that the organizations clear mission gives meaning and direction to their work.

Half (50%) of the respondents agreed that they are clear with organizations long term purpose and direction.

Sizable number (49%) of the respondents agreed that they have clear idea about the companys goal.

Sizable number (48%) of the respondents agreed that they continuously track their progress against stated goals of the company.

Sizable number (46%) of the respondents strongly agreed that they have shared vision on organizations future.

Majority (57%) of the respondents agreed that the organizations vision creates motivation for them.

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Most of the respondents gave more weightage for the statement I respond well to the organizational changes.

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5.2

SUGGESTIONS

In training programmes practical sessions must receive greater emphasize. The management may enhance the frequency of employees feedback on their performance. Now, only the employees who belong to committees can participate in decision-making. The management may encourage all the employees to participate in decision-making process.

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5.3

CONCLUSION

The study about the organizational culture and behaviour on employees reveals that the workers were satisfied with their ability, cooperation, team work, involvement, supervisors, utilization of their skills and rewards etc. They are highly satisfied with the current culture of HMIL.

Because of this favourable culture the employees show positive behaviours like high involvement, highly commitment to the organization, highly motivated and highly flexible to the organizational changes etc.

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1-15,17,19-25,27-31,32,34,36-39,41-43,45,46,48-54