My Project

DECLARATION
I, the undersigned, hereby declare that the project report entitled

“(JOB SATIFACTION LEVEL)” carried out at (HERO MOTO CORP). Is my
original work written and submitted by me in partial fulfillment of Master of
Business Administration of, JNTU Anantapur) I also declare are that this project
has not been submitted earlier in any other university or institution.
Place:
Date :
ACKNOWLEDGEMENT
I take this opportunity to extend my profound thanks and deep sense of gratitude to the
authorities of (HERO MOTO CORP). For giving me the opportunity to undertake this
project work in their esteemed organization. I profusely thanks
My sincere thanks to Honorable secretary sri GHOUSE Principal and my
project HOD. and my internal guide for the kind Encouragement and constant support
Extended in completion of this project work. From the bottom of my heart
I am also thankful to all those who have incidentally helped me , through Their
valued guidance, co-operation and unstinted support during the course Of my project
work .
Abstract:
Key words: job insecurity, chronic stress, Employee Job Satisfaction level, employee
health
Work conditions characterized by uncertainty and ambiguity are potential

stressors for employees. One such stressor is job insecurity. This longitudinal study of
207 automobile manufacturing workers indicates that chronic job insecurity is predictive
of changes over time in both Employee Job Satisfaction level and physical symptoms.
Extended periods of job insecurity decrease Employee Job Satisfaction level and increase
physical symptomatology, over and above the effects of job insecurity at any single point
in time. These results indicate that job insecurity acts as a chronic stressor whose effects
become more potent as the time of exposure increases. Worksite health professionals
should develop strategies for reducing the impact of job insecurity on employee well-
being, particularly in industries where employment opportunities are declining.
CHAPTER 1: INTRODUCTION
"Employee Job Satisfaction level is defined as "the extent to which people

like (satisfaction) or dislike (dissatisfaction) their jobs"
This definition suggests Employee Job Satisfaction level is a general or global affective
reaction that individuals hold about their job. While researchers and practitioners most
often measure global Employee Job Satisfaction level, there is also interest in measuring
different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is
often useful for a more careful examination of employee satisfaction with critical job
factors. Traditional Employee Job Satisfaction level facets include: co-workers, pay, job
conditions, supervision, nature of the work and benefits."
Employee Job Satisfaction level, a worker's sense of achievement and success, is

generally perceived to be directly linked to productivity as well as to personal wellbeing.
Employee Job Satisfaction level implies doing a job one enjoys, doing it well, and being
suitably rewarded for one's efforts. Employee Job Satisfaction level further implies
enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees
job satisfaction as the keying redient that leads to recognition, income, promotion, and
the achievement of other goals that lead to a general feeling of fulfillment.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers

self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover.
Employee Job Satisfaction level and occupational success are major factors in personal
satisfaction, self-respect, self-esteem, and self-development. To the worker, Employee
Job Satisfaction level brings a pleasurable emotional state that often leads to a positive
work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and
loyal.
For the organization, Employee Job Satisfaction level of its workers means a work force
that is motivated and committed to high quality performance. Increased productivity the
quantity and quality of output per hour worked seems to be a byproduct of improved
quality of working life. It is important to note that the literature on the relationship
between Employee Job Satisfaction level and productivity is neither conclusive nor
consistent. However, studies dating back to Herzberg's (1957) have shown at least low
correlation between high morale and high productivity, and it does seem logical that more
satisfied workers will tend to add more value to an organization. Unhappy employees,
who are motivated by fear of job loss, will not give 100 percent of their effort for very
long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the
threat is lifted performance will decline.
Tangible ways in which Employee Job Satisfaction level benefits the organization
include reduction in complaints and grievances, absenteeism, turnover, and termination;
as well as improved punctuality and worker morale. Employee Job Satisfaction level is
also linked to a more healthy work force and has been found to be a good indicator of
longevity. And although only little correlation has been found between Employee Job
Satisfaction level and productivity, Brown (1996) notes that some employers have found
that satisfying or delighting employees is a prerequisite to satisfying or delighting
customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as
saying: "Take away my people, but leave my factories, and soon grass will grow on the
factory floors. Take away my factories, but leave my people, and soon we will have a
new and better factory"
Employee Job Satisfaction level in regards to one’s feeling or state of mind regarding
nature of their work. Job can be influenced by variety of factors like quality of one’s
relationship with their supervisor, quality of physical environment in which they work,
degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to Employee Job Satisfaction level where as
negative attitude towards job has been defined variously from time to time. In short
Employee Job Satisfaction level is a person’s attitude towards job.
Employee Job Satisfaction level is an attitude which results from balancing & summation
of many specific likes and dislikes experienced in connection with the job- their
evaluation may rest largely upon one’s success or failure in the achievement of personal
objective and upon perceived combination of the job and combination towards these
ends.
According to pestonejee, Employee Job Satisfaction level can be taken as a summation of

employee’s feelings in four important areas. These are:
Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
Management- supervisory treatment, participation, rewards and punishments, praises and

blames, leaves policy and favoritism.
Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity social liability and caste barrier.
Employee Job Satisfaction level is an important indicator of how employees feel about
their job and a predictor of work behavior such as organizational citizenship,
Absenteeism, Turnover.
Employee Job Satisfaction level benefits the organization includes reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Employee Job Satisfaction level is also linked with a
healthier work force and has been found to be a good indicator of longevity.
Employee Job Satisfaction level is not synonyms with organizational morale, which the
possessions of feeling have being accepted by and belonging to a group of employees
through adherence to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while Employee Job Satisfaction level is more an
individual state of mind.
DEFINITIONS OF Employee Job Satisfaction level

Different authors give various definitions of Employee Job Satisfaction level. Some of
them are taken from the book of D.M. Pestonjee “Motivation and Employee Job
Satisfaction level” which are given below:
Employee Job Satisfaction level is defined as a pleasurable, emotional, state resulting from
appraisal of one’s job. An effective reaction to one’s job.
According to Weiss “Employee Job Satisfaction level is general attitude, which is the
result of many specific attitudes in three areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job”.
According to Blum and Naylor “Employee Job Satisfaction level is defined, as it is result
of various attitudes the person holds towards the job, towards the related factors and
towards the life in general”.
According to Glimmer Employee Job Satisfaction level is defined as “any contribution,

psychological, physical, and environmental circumstances that cause a person truthfully
say, ‘I am satisfied with my job.”
Employee Job Satisfaction level is defined, as employee’s judgment of how well his job
on a whole is satisfying his various needs
According to Mr. Smith “Employee Job Satisfaction level is defined as a pleasurable or

positive state of mind resulting from appraisal of one’s job or job experiences.”
HISTORY OF Employee Job Satisfaction level
The term Employee Job Satisfaction level was brought to lime light by hoppock (1935).
He revived 35 studies on Employee Job Satisfaction level conducted prior to 1933 and
observes that Employee Job Satisfaction level is combination of psychological,
physiological and environmental circumstances. That causes a person to say. “I m
satisfied with my job”. Such a description indicate the variety of variables that influence
the satisfaction of the individual but tell us nothing about the nature of Employee Job
Satisfaction level.
Employee Job Satisfaction level has been most aptly defined by pestonjee (1973) as a
job, management, personal adjustment & social requirement. Morse (1953) considers
Employee Job Satisfaction level as dependent upon job content, identification with the
co., financial & job status & priding group cohesiveness
One of the biggest preludes to the study of Employee Job Satisfaction level was the
Hawthorne study. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various conditions
(most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase
resulted, not from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay,
which paved the way for researchers to investigate other factors in Employee Job
Satisfaction level.
Scientific management (aka Taylorism) also had a significant impact on the study of
Employee Job Satisfaction level. Frederick Winslow Taylor’s 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform any given
work task. This book contributed to a change in industrial production philosophies,
causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines
and hourly wages.
The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding Employee Job Satisfaction level.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for Employee Job Satisfaction level theory. This theory explains that people
seek to satisfy five specific needs in life – physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization.
This model served as a good basis from which early researchers could develop Employee
Job Satisfaction level theories.
IMPORTANCE OF Employee Job Satisfaction level

Employee Job Satisfaction level is an important indicator of how employees feel about
their job and a predictor of work behavior such as organizational, citizenship,
Absenteeism, Turnover.
Employee Job Satisfaction level can partially mediate the relationship of personality
variables and deviant work behavior.Common research finding is that Employee Job
Satisfaction level is correlated with life style.This correlation is reciprocal meaning the
people who are satisfied with the life tends to be satisfied with their jobs and the people who
are satisfied their jobs tends to satisfied with their life.
This is vital piece of information that is Employee Job Satisfaction level and job
performance is directly related to one another. Thus it can be said that, “A happy worker
is a productive worker.”
It gives clear evidence that dissatisfied employees skip work more often and more like to
resign and satisfied worker likely to work longer with the organization.
IMPORTANCE TO WORKER AND ORGANIZATION
Employee Job Satisfaction level and occupational success are major factors in personal
satisfaction, self-respect, self-esteem, and self-development. To the worker, Employee
Job Satisfaction level brings a pleasurable emotional state that can often leads to a
positive work attitude. A satisfied worker is more likely to be creative, flexible,
innovative, and loyal.
For the organization, Employee Job Satisfaction level of its workers means a work force
that is motivated and committed to high quality performance.
Increased productivity- the quantity and quality of output per hour worked- seems to be a
byproduct of improved quality of working life. It is important to note that the literature on
the relationship between Employee Job Satisfaction level and productivity is neither
conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown at least low correlation
between high morale and high productivity and it does seem logical that more satisfied
workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent
of their effort for very long. Though fear is a powerful motivator, it is also a temporary
one, and also as soon as the threat is lifted performance will decline.
Employee Job Satisfaction level benefits the organization includes reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Employee Job Satisfaction level is also linked with a
healthier work force and has been found to be a good indicator of longevity.
Although only little correlation has been found between Employee Job Satisfaction level
and productivity, Brown (1996) notes that some employers have found that satisfying or
delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the “bottom line”.
WORKERS ROLE IN Employee Job Satisfaction level
If Employee Job Satisfaction level is a worker benefit, surely the worker must be able to
contribute to his or her own satisfaction and wellbeing on the job. The following
suggestions can help a worker find personal Employee Job Satisfaction level: Seek
opportunities to demonstrate skills and talents. This often leads to more challenging work
and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employer’s value and rewards excellent
reading, listening, writing and speaking skills Know more. Acquire new job related
knowledge that helps you to perform tasks more efficiently and effectively. This will
relive boredom and often gets one noticed. Demonstrate creativity and initiative.
Qualities like these are valued by most organizations and often results in recognition as
well as in increased responsibilities and rewards. Develop teamwork and people skills. A
large part of job success is the ability to work well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively. See the value in
your work. Appreciating the significance of what one does can lead to satisfaction with
the work itself. This help to give meaning to one’s existence, thus playing a vital role in
Employee Job Satisfaction level. Learn to de-stress. Plan to avoid burn out by developing
healthy stress management techniques.
FACTORS OF Employee Job Satisfaction level
Hop pock, the earliest investigator in this field, in 1935 suggested that there are six major
components of Employee Job Satisfaction level. These are as under:
The way the individual reacts to unpleasant situations,
The facility with which he adjusted himself with other person The relative status in the
social and economic group with which he identifies himself
The nature of work in relation to abilities, interest and preparation of worker Security
Loyalty Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies
and listed various job factors of Employee Job Satisfaction level. These are briefly
defined one by one as follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.
2. Supervision
This aspect of Employee Job Satisfaction level pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences Employee Job
Satisfaction level.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other
physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work
done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of

organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same
or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employee’s status, information on new
developments, information on company line of authority, suggestion system, etc, are used
in literature to represent this factor.
Benefits
It includes those special phases of company policy, which attempts to prepare the worker
for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor.
REASONS OF LOW Employee Job Satisfaction level
Reasons why employees may not be completely satisfied with their jobs:
Conflict between co-workers.
Conflict between supervisors.
Not being opportunity paid for what they do.
Have little or no say in decision making that affect employees.
Fear of loosing their job.

EFFECTS OF LOW Employee Job Satisfaction level
1.HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low Employee Job Satisfaction level among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of organization.
2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate at
which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have shorter
tenure than those of other companies.
3.TRAINING COST INCREASES
As employees leaves organization due to lack of Employee Job Satisfaction level. Then Human
resource manager has to recruit new employees. So that the training expenditure will increases.
INFLUENCES ON Employee Job Satisfaction level
There are no. of factors that influence Employee Job Satisfaction level. For example, one recent
study even found that if college students majors coinsided with their job , this relationship will
predicted subsequent Employee Job Satisfaction level.
However, the main influences can be summarized along with the dimensions identified above.
The work itself
The concept of work itself is a major source of satisfaction. For example, research related to the
job characteristics approach to job design, shows that feedback from job itself and autonomy are
two of the major job related motivational factors. Some of the most important ingredients of a
satisfying job uncovered by survey include interesting and challenging work, work that is not
boring, and the job that provides status.
Pay Wages and salaries are recognized to be a significant, but complex, multidimensional factor
in Employee Job Satisfaction level. Money not only helps people attain their basic needs bedevil
need satisfaction. Employees often see pay as a reflection of how management view their
contribution to the organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer within
a total package, called a flexible benefit plan, there is a significant increase in both benefit
satisfaction and overall Employee Job Satisfaction level.
Promotions
Promotional opportunities are seem to be have avarying effect on Employee Job Satisfaction
level. This is because of promotion take number of different forms.
WHAT IS THE IMPACT OF Employee Job Satisfaction level?
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire worker’s happy”, good performance would
automatically fallow. There are two propositions concerning the satisfaction performance
relationship. The first proposition, which is based on traditional view, is that satisfaction is the
effect rather than the cause of performance. This proposition says that efforts in a job leads to
rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction
and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent Employee Job Satisfaction level affects
employee turn over, and consequently organization can gain from lower turn over in terms of
lower hiring and training costs. Also research has shown an inverse relation between Employee
Job Satisfaction level and absenteeism. When Employee Job Satisfaction level is high there
would be low absenteeism, but when Employee Job Satisfaction level is low, it is more likely to
lead a high absenteeism.
What Employee Job Satisfaction level people need?
 Job security for himself and his family

 Good wages
 Adequate benefits
 Opportunity to advance
Each employee wants:
Recognition as an individual Meaningful task.
An opportunity to do something worthwhile.
No arbitrary action- a voice a matters affecting him
Satisfactory working conditions
Competence leadership- bosses whom he can admire and respect as persons and as bosses.
However, the two concepts are interrelated in that Employee Job Satisfaction level can contribute
to morale and morale can contribute to Employee Job Satisfaction level.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive
to perform, where as satisfaction reflects the individual’s attitude towards the situation. The
factors that determine whether individual is adequately satisfied with the job differs from those
that determine whether he or she is motivated. the level of Employee Job Satisfaction level is
largely determined by the comfits offered by the environment and the situation . Motivation, on
the other hand is largely determine by value of reward and their dependence on performance.
The result of high Employee Job Satisfaction level is increased commitment to the organization,
which may or may not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While organizational rewards
can and do have an impact, Employee Job Satisfaction level is primarily determine by factors
that are usually not directly controlled by the organization. a high level of Employee Job
Satisfaction level lead to organizational commitment, while a low level, or dissatisfaction, result
in a behavior detrimental to the organization. For example, employee who like their jobs,
supervisors, and the factors related to the job will probably be loyal and devoted. People will
work harder and derive satisfaction if they are given the freedom to make their own decisions.
MODELS OF Employee Job Satisfaction level
There are various methods and theories of measuring Employee Job Satisfaction of employees in
the organization given by different authors.
List of all the theories and methods measuring Employee Job Satisfaction is given below:
Affect theory (Edwin A. Locke 1976)

Dispositional Theory (Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
Job Characteristics Model (Hackman & Oldham)
Rating scale, Personal interviews, action tendencies, Job Enlargement, Job Rotation Change of
pace, Scheduled rest periods.
Creating Employee Job Satisfaction level
So, how is Employee Job Satisfaction level created? What are the elements of a job that create
Employee Job Satisfaction level? Organizations can help to create Employee Job Satisfaction
level 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 Employee Job
Satisfaction level 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 Employee Job Satisfaction
level is that there are many factors that affect Employee Job Satisfaction level 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, Employee Job Satisfaction level 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 Employee
Job Satisfaction level 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 Employee Job Satisfaction level by carefully matching workers with the
type of work. 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 Employee Job Satisfaction level 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 Employee Job Satisfaction level include AT&T, IBM, and
General Motors (Daft, 1997).
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 Employee Job Satisfaction level. These
job characteristics can be carefully managed to enhance Employee Job Satisfaction level.
Of course, a worker who takes some responsibility for his or her Employee Job Satisfaction level
will probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:
When have I come closest to expressing my full potential in a work situation?

What did it look like?
What aspects of the workplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be applied to the present situation?
Workers' Roles in Employee Job Satisfaction level
If Employee Job Satisfaction level is a worker benefit, surely the worker must be able to
contribute to his or her own satisfaction and well-being on the job. The following suggestions
can help a worker find personal Employee Job Satisfaction level:
Seek opportunities to demonstrate skills and talents. This often leads to more challenging work
and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.
Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently
and effectively. This will relieve boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and
often result in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well with
others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections and
learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a
vital role in Employee Job Satisfaction level.
Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.
Assuring Employee Job Satisfaction level
Assuring Employee Job Satisfaction level, over the long-term, requires careful planning and
effort both by management and by workers. Managers are encouraged to consider such theories
as Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, Employee Job Satisfaction level is a product of the events and conditions that
people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are
friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91).
Very simply put, if the pleasures associated with one's job outweigh the pains, there is some
level of Employee Job Satisfaction level.
INDUSTRY PROFILE:
Indian is the second largest manufacture Hero Moto Bikes and producer to two wheelers in the
World. It stands next only to Japan and China in terms of the number of V produced and
domestic sales respectively. This destination was Hero Moto Bikes due to variety of reason like
restrictive policy followed by the government of India towards the passenger bike industry,
rising demand for personal transport, inefficiency in the public transportation system etc. The
Indian two-wheelers industry made a small beginning in the early 50s when Automobile
products of India (API) started manufacture Hero Moto Bikes scooters in the country. Until
1958, API and Enfield were the sole producers.
The two –wheelers market was opened were opened to foreign competition in the mid-80s. And
the then market Leaders-Escorts and Enfield – were caught unaware by the onslaught of the
100cc bikes of the four Indo- Japanese joint ventures. With the availability of fuel-efficiency low
power bikes, demand swelled, resulting in Hero Honda –then the only producer of four stroke
bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero
Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These
two players initially started with assembly of CKD Kits, and later on progressed to indigenous
manufacture Hero Moto Bikes.
The industry had a smooth ride in the 50s, 60s and 70s when government prohibited new entries
and strictly controlled cap Hero Moto Bikes expansion. The industry saw a sudden growth in the
80s. The industry witnessed a steady of 14% leading to a peak volume of 1.9 mn vehicles in
1990.In 1990 the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring
Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda
showed a marginal decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high input costs and
reduced purchasing power due to significant like increased production in 1992, due to new
entrants coupled with recession in the industry resulted in companies either reporting losses or a
fall in profits.
CONCLUSION:
The two-wheelers market has had a perceptible shift from a buyer’s market to a seller’s market
with a variety of choice, players will have compete on various fronts viz. pricing, technology
product design, productivity after sale service, marketing and distribution. In the short term,
market shares of individual manufacture Hero Moto Bikes are going to be sensitive to cap Hero
Moto Bikes, product Hero Moto Bikes acceptance, pricing and competitive pressures from other
manufacture Hero Moto Bikes.
As incomes grow and people grow and people feel the need to own a private means of transport,
sales of two-wheelers will rise. Penetration is expected to increase to approximately to more than
25% by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in the coming years.
Motorcycle sale is expected to increase by 20% as compared to 1% growth in the scooter market
and 3% by moped sales respectively for the next two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the coming
future.
The Asian continent is that largest user of the two-wheelers in the world. This is due to poor road
infrastructure and low per capita income, restrictive policy on bike industry. This is due to
oligopoly between top five players in the segment, compared to thirsty manufacture Hero Moto
Bikes in the bike industry.
Hero Honda motors LTD., is one of the leading companies in the two-wheeler industry. At
present it is the market leader in the motorcycle segment with around 47% the market shares
during FY 2000 –01. During the year, company posted a 41.15%yoy rise in turnover to Rs.31,
686.5mn in motorcycles which driven by a 35.17% rise in Motorcycle sales volumes. The
company has emerged as one of the most successful players, much ahead of its competitions a
Hero Moto Bikes count of its superior and reliable product quality complemented with excellent
marketing techniques. The company has been consistently addressing the growing demand for
motorcycles and has been cumulative customer base of over 4 million customers, which is
expected to Hero Moto Bikes 5min mark with rural and semi-urban segment being the new class
of consumers.
COMPANY PROFILE:
Hero Moto Corp Ltd. (Formerly Hero Honda Motors ltd.) is the world's largest manufacture
Hero Moto Bikes of two-wheelers, based in India.
In 2001, the company Hero Moto Bikes the coveted position of being the largest two-wheeler
Hero Moto Bikes company in India and also, the 'World No.1' two-wheeler company in terms of
unit volume sales in a calendar year. Hero Moto Corp Ltd. continues to maintain this position till
date.
Today, every second motorcycle sold in the country is a Hero Honda bike. Every 30 seconds,
someone in India buys Hero Honda's top-selling motorcycle – Splendor.
Vision
The Hero Honda story began with a simple vision – the vision of a mobile and an empowered
India, powered by Hero Honda. This vision was driven by Hero Honda’s commitment to
customer, quality and excellence, and while doing so, maintaining the highest standards of ethics
and societal responsibilities. Hero Honda believes that the fastest way to turn that dream into a
reality is by remaining focused on that vision.
Strategy
Hero Honda’s key strategy has been driven by innovation in every sphere of Hero Moto Bikes –
building a robust product portfolio Hero Moto Bikes categories, exploring new markets,
aggressively expanding the network and continuing to invest in brand building Hero Moto Bikes.
Manufacture Hero Moto Bikes
Hero Honda bikes are Hero Moto Bik s three globally benchmarked manufacture Hero Moto
Bikes Hero Moto Bikes. Two of these are based at Gurgaon and Dharuhera which are located in
the state of Haryana in northern India. The third and the latest manufacture Hero Moto Bikes
plant is based at Haridwar in the hill state of Uttarakhand.
Technology
In the 1980's Hero Honda Pioneered the introduced of fuel- efficient, environment friendly four-
stroke motorcycles in the country. Today, Hero Honda continues to be technology pioneer. It
become the first company to launch the Fuel Injection (FI) technology in Indian motorcycles,
with the launch of the Glamour FI in June 2006.
Products
Hero Honda's product range includes variety of motorcycles that have set the industry standards
Hero Moto Bikes all the market segments. The company also started manufacture Hero Moto
Bikes scooter in 2006. Hero Honda offers large no. of products and caters to wide variety of
requirements Hero Moto Bikes all the segments.
Distribution
The company's growth in the two wheeler market in India is the result of an intrinsic ability to
increase re Hero Moto Bikes in new geographies and growth markets. Hero Honda's extensive
sales and service network now spans close to 4500 customer touch points. These comprise a mix
of authorized dealerships, Service & Spare Parts outlets, and dealer-appointed outlets Hero Moto
Bikes the country.
Brand
The company has been continuously investing in brand building utilizing not only the new
product launch and new campaign launch opportunities but also through innovative marketing
initiatives resolving around cricket, entertainment and ground-level Hero Moto Bikes
Hero Honda has been Hero Moto Bikes promoting various sports such as hockey, cricket and
golf. Hero Honda was the title sponsor of the Hero Honda FIH Hockey World Cup that was
played in Delhi during Feb-March 2010. Hero Honda also partners the Commonwealth Games
Delhi 2010.
2010-11 Performance
Total unit sales of 54,02,444 two-wheelers, growth of 17.44 per cent
Total net operating income of Rs. 19401.15 Cr, growth of 22.32 per cent
Net profit after tax at Rs. 1927.90 Cr
Total dividend of 5250% or Rs. 105 per share including Interim Dividend of Rs. 70 per share on
Hero Moto Bikes value of Hero Moto Bikes share of Rs.2 Hero Moto Bikes
EBIDTA margin for the year 13.49 percent
EPS of Rs.96.54
2009-10 Performance
Total unit sales of 46,00130 two-wheelers growth of 23.6 percent
Total net operating income of Rs.15860.51 Cr, growth of 28.1 percent
Net profit after tax at Rs.2231.83 Cr growth of 74.1 percent
Final dividend of 1500% or Rs30 per share on Hero Moto Bikes value of Hero Moto Bikes share
of Rs.2 EBIDTA margin for the year 17.4 percent
HERO HONDA'S MISSION

Hero Honda’s mission is to strive for synergy between technology , systems and human
resources, to produce products and services that meet the quality , performance and price
aspirations of its customers. At the same time maintain the highest standards of ethics and social
responsibilities.
This mission is what drives Hero Honda to new heights in excellence and helps the organization
forge a unique and mutually beneficial relationship with all its stake holders.
HERO HONDA'S MANDATE

Hero Honda is a world leader because of its excellent manpower, proven management, extensive
dealer network, efficient supply chain and world-class products with cutting edge technology
from Honda Motor Company, Japan. The teamwork and commitment are manifested in the
highest level of customer satish Hero Moto Bikes, and this goes a long way towards reinforcing
its leadership status
BOARD OF DIRECTORS
No. Name of the Directors Designation
1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director
2 Mr. Pawan Munjal Managing Director & C.E.O.
3 Mr. Toshiaki Nakagawa Joint Managing Director
4 Mr. Sumihisa Fukuda Technical Director
5 Mr. Sunil Kant Munjal Non-Executive Director
6 Mr. Suman Kant Munjal Non-Executive Director
7 Mr. Takashi Nagai Non-Executive Director
8 Mr. Yuji Shiga Non-Executive Director
9 Mr. Pradeep Dinodia Non-executive & Independent Director
10 Gen. (Retd.) V. P. Malik Non-executive & Independent Director
11 Mr. Analjit Singh Non-executive & Independent Director
12 Dr. Pritam Singh Non-executive & Independent Director
13 Ms. Shobhana Bhartia Non-executive & Independent Director
14. Mr. M. Damodaran Non-executive & Independent Director
15. Mr. Ravi Nath Non-executive & Independent Director
16. Dr. Anand C. Burman Non-executive & Independent Director
BRIEF PROFILE OF DIRECTORS
MR. BRIJMOHAN LALL MUNJAL

Mr. Brijmohan Lall Munjal is the founder Director and Chairman of the Company and the $ 3.2
billion Hero Group. He is the Past President of Confederation of Indian Industry (CII), Society of
Indian Automobile Manufacture Hero Moto Bikes (SIAM) and was a Member of the Board of
the Country's Central Bank (Reserve Bank of India). In recognition of his contribution to
industry, Mr. Munjal was conferred the Padma Bhushan Award by the Union Government.
Mr. Brijmohan Lall Munjal is currently on the board of the following companies:
No. Name of Company Nature of Office
1 Hero Honda Motors Limited Chairman and Whole-time Director
2 Hero Honda Finlease Limited Chairman and Director
3 Munjal Showa Limited Chairman and Director
4 Easy Bill Limited Director
5 Rockman Industries Limited Director
6 Shivam Autotech Limited Director
KEY MILESTONES OF HERO HONDA
Year Event
1983 Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed Shareholders
Agreement signed
1984 Hero Honda Motors Ltd. incorporated
1985 First motorcycle "CD 100" rolled out 100,000th motorcycle produced
1989 New motorcycle model - "Sleek" introduced
1991 New motorcycle model-"CD 100 SS" introduced 5,00,000th motorcycle produced
1992 Raman Munjal Vidya Mandir inaugurated - A School in the memory of founder
Managing Director, Mr. Raman Kant Munjal
1994 New motorcycle model-"Splender" introduced 1,000,000th motorcycle produced

1997 New motorcycle model-"Street" introduced Hero Honda's 2nd manufacture Hero Moto
Bikes plant at Gurgon inaugurated
1998 2,000,000th motorcycle produced
1999 New motorcycle model-"CBZ" introduced Environment Management System of

Dharuhera Plant certified with ISO-14001 by DNV Holland
Raman Munjal Memorial Hospital inaugurated - A Hospital in the memory of founder Managing
Director, Mr. Raman Kant Munjal
2000 4,000,000th motorcycle produced Environment Management System of Gurgaon Plant

certified ISO-14001 by DNV Holland Splender declared 'World No.1'-largest selling single
two-wheeler model "Hero Honda Passport Programme"-CRM Programme launched

2001 New motorcycle model-"Passion" introduced One million productions in one single year
New motorcycle model-"Joy" introduced 5,000,000th motorcycle produced
2002 New motorcycle model-"Dawn" introduced New motorcycle model-"Ambition" introduced
Appointed Virender Sehwag, Mohmmad Kaif, Yuvraj Singh, Harbhajan Singh and Zaheer Khan as
Brand Ambassadors
2003 Becomes the first Indian Company to cross the cumulative 7 million sales mark Splendor has
emerged as the World's largest selling model for the third calendar year in a row (2000,2001,2002)
New motorcycle model-"CD Dawn" introduced New motorcycle model-"Splender +" introduced
New motorcycle model-"Passion plus" introduced New motorcycle model - "Karizma" introduced
2004 New motorcycle model-"Ambition 135" introduced
Hero Honda became the World No.1 Company for the third consecutive year. Crossed sales of over
2 million units in a single year, a global record. Spleder-World's largest selling motorcycle crossed
the 5 millions mark
New motorcycle model-"CBZ*" introduced Joint Technical Agreements renewed
Total sales crossed a record of 10 million motorcycles
2005 Hero Honda is the World No.1 for the 4th year in a row New motorcycle model-"Super
Splender" introduced New motorcycle model-"CD Deluxe" introduced
New motorcycle model-"Glamour" introduced
New motorcycle model-"Hero Moto Bikes" introduced
First Scooter model from Hero Honda - "Pleasure" introduced
2006 Hero Honda is World No.1 for the 5th year in a row 15 million production milestone Hero
Moto Bikes
2007 Hero Honda is the World No.1 for the 6th year in a row New 'Splendor NXG' launched
New ‘CD Deluxe' launched
New 'Passion Plus' launched
New motorcycle model 'Hunk' introduced 20 million production milestone Hero Moto Bikes
2008 Hero Honda Hardwar Plant inauguration New 'Pleasure' launched
Splendor NXG launched with power start feature
New motorcycle model 'Passion Pro' launched
New 'CBZ Extreme' launched
25 million production milestones Hero Moto Bikes CD Deluxe launched with power start feature
New 'Glamour' launched
2009 'Hunk' (Limited Edition) launched
Splendor completed 11 million production landmark
New motorcycle model 'Karizma -ZMR' launched Silver jubilee celebrations New model Splendor
Pro launched
Launch of new Super Splendor and New Hunk
2010 New licensing arrangement signed between signed Hero and Honda
Launch of new refreshed versions of Glamour, Glamour FI, CBZ Xtreme, Karizma
2011 Crosses the landmark figure of 5 million cumulative sales in a single year
PROMINENT AWARDS TO THE COMPANY
Year Awards & Recognitions
2011 Two-wheeler Manufacture Hero Moto Bikes of the year award by Bike India
magazine.
Adjusted the "Bike Manufacture Hero Moto Bikes of the year" at the Economic Times
Zig Wheels Car and Bile Awards.
CNBC Awaaz- Storyboard special commendation for "Effective rebranding of a new

corporate entity" by CNBC Awaaz Consumer Awards.
"Most Recommended Two-Wheeler Brand of the Year" award by CNBC Awaaz
Consumer Awards
Colloquy Loyalty Awards "Innovation in Loyalty Marketing International 2011" for
Hero Good Life
"Best Hero Moto Bikes Generating Short or Long-Term Brand Loyalty" by the
Promotion Marketing Award of Asia Order of Merit for Hero Good Life
2010 Ranked No 1 brand in the Auto (Two-Wheelers) category in the Brand Equity
"Most Trusted Brand" 2011 survey
Company of the Year awarded by Economic Times Awards for Corporate Excellence
2008-09.
CNBC TV18 Overdrive Awards 2010 'Hall of Fame' to Splendor
NDTV Profit Car & Bike Awards 2010 -
Two-wheeler Manufacture Hero Moto Bikes of the Year
Cn B Viewers' Choice Two-wheeler of the Year (Karizma ZMR)
Bike Maker of the Year by ET-Zig Wheels Car & Bike of the Year Awards 2009
2009 'Two-wheeler Manufacture Hero Moto Bikes of the Year' by NDTV Profit Car &
Bike Awards 2009 and Passion Pro adjudged as CNB Viewers' Choice two-wheeler
Top Indian Company under the 'Automobile - Two-wheelers' sector by the Dun &
Bradstreet - Rolta Corporate Awards
Won Gold in the Reader's Digest Trusted Brand 2009 in the 'Motorcycles' category
NDTV Profit Business Leadership Awards 2009 - two-wheeler category
2008 NDTV Profit Business Leadership Award 2008 - Hero Honda Wins the Coveted
"NDTV
Profit Business Leadership Award 2008"
Top Gear Design Awards 2008 - Hunk Bike of the Year Award
NDTV Profit Car India & Bike India Awards - NDTV “Viewers’ Choice Award” to
Hunk
in Bike category
India Times Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty Awards -
“Customer and Brand Loyalty Award” in Automobile (two-wheeler) sector
Asian Retail Congress Award for Retail Excellence (Strategies and Solutions of business
innovation and transformation) - Best Customer Loyalty Program in Automobile category
NDTV Profit Car India & Bike India Awards - Bike Manufacture Hero Moto Bikes of the
year
Overdrive Magazine - Bike Manufacture Hero Moto Bikes of the year
TNS Voice of the Customer Awards:
No.1 executive motorcycle Splendor NXG
No.1 standard motorcycle CD Deluxe
No. premium motorcycle CBZ Extreme

2007 The NDTV Profit Car India & Bike India Awards 2007 in the following category:
Overall "Bike of the Year" - CBZ
"Bike of the Year" - CBZ X-treme (up to 150 cc category)
"Bike Technology of the Year" - Glamour PGM FI
"Auto Tech of the year" - Glamour PGM FI by Overdrive Magazine. "Bike of the year"-
CBZ Extreme by Overdrive Magazine.
Ranked CBZ Extreme "Bike of the year" - by BS Motoring Magazine. "Most Trusted
Company" by TNS Voice of the Customer Awards 2006.
CD Deluxe rated as "No 1 standard motorcycle" by TNS Voice of the Customer Awards
2006.
2006 Adjudged 7th Top Indian Company by Wall street Journal Asia (Top Indian Two
Wheeler Company).
One of the 8 Indian companies to enter the Forbes top 200 list of world’s most reputed
companies.
No. 1 in automobile industry by TNS Corporate Social Responsibility Award.
Best in its class awards for Hero Moto Bikes category by TNS Total Customer Satish
Hero Moto Bikes Awards 2006:
Splendor Plus (Executive)
CD Deluxe (Entry)
Pleasure (Gearless Scooters)
Splendor & Passion - Top two models in two wheeler category by ET Brand Equity
Survey 2006.
Adjudged 7th Top Indian Company by Wall street Journal Asia (Top Indian Two
Wheeler
Company).
Top Indian company in the Automobile - Two Wheeler sector by Dun & Bradstreet -
American Express Corporate Awards 2006.

Hero Honda Splendor rated as India's most preferred two-wheeler brand at the Awaaz
Consumer Awards 2006.
Certificate of Export Excellence for outstanding export performance during 2003-04 for
two-wheeler & three- wheelers - Complete (Non SSI) by Engineering Export Promotion
Council. The NDTV Profit Car India & Bike India Awards 2006 in the following
category:
Bike Maker of the Year
Bike of the Year - Hero Moto Bikes
Bike of the Year - Hero Moto Bikes (up to 150 cc category)
Bike of the Year - Glamour (up to 125 cc category)
NDTV Viewers' Choice Award to Glamour in the bike category
Balance Sheet of Hero Motocorp ------------------- in Rs. Cr. -------------------
Mar 16 Mar 15 Mar 15 Mar 14 Mar 14
12 mths 12 mths 12 mths 12 mths 12 mths
EQUITIES AND LIABILITIES
SHAREHOLDER'S FUNDS
Equity Share Capital 39.94 39.94 39.94 39.94 39.94
Total Share Capital 39.94 39.94 39.94 39.94 39.94
Reserves and Surplus 7,904.81 6,501.39 6,501.39 5,559.93 5,559.93
Total Reserves and Surplus 7,904.81 6,501.39 6,501.39 5,559.93 5,559.93
Total Shareholders Funds 7,944.75 6,541.33 6,541.33 5,599.87 5,599.87
NON-CURRENT LIABILITIES
Deferred Tax Liabilities [Net] 227.79 0.00 0.00 0.00 0.00
Other Long Term Liabilities 34.89 31.33 31.33 24.45 24.45
Long Term Provisions 84.44 65.62 65.62 49.98 49.98

Total Non-Current Liabilities 347.12 96.95 96.95 74.43 74.43
CURRENT LIABILITIES
Trade Payables 2,766.88 2,841.87 2,841.87 2,290.59 2,290.59
Other Current Liabilities 483.19 307.49 307.49 588.08 588.08
Short Term Provisions 798.75 734.06 734.06 1,544.33 1,544.33
Total Current Liabilities 4,048.82 3,883.42 3,883.42 4,423.00 4,423.00
Total Capital And Liabilities 12,340.69 10,521.70 10,521.70 10,097.30 10,097.30
ASSETS
NON-CURRENT ASSETS
Tangible Assets 3,717.85 2,818.29 2,818.29 1,897.27 1,897.27
Intangible Assets 118.89 94.40 94.40 345.98 345.98
Capital Work-In-Progress 288.34 712.55 712.55 854.11 854.11
Intangible Assets Under Development 317.06 0.00 0.00 0.00 0.00
Fixed Assets 4,442.14 3,625.24 3,625.24 3,097.36 3,097.36
Non-Current Investments 1,019.36 863.78 863.78 812.88 812.88
Deferred Tax Assets [Net] 0.00 73.54 73.54 105.98 105.98
Long Term Loans And Advances 870.42 616.82 616.82 477.39 477.39
Other Non-Current Assets 73.68 60.19 60.19 47.81 47.81
Total Non-Current Assets 6,405.60 5,239.57 5,239.57 4,541.42 4,541.42
CURRENT ASSETS
Current Investments 3,247.01 2,290.33 2,290.33 3,275.89 3,275.89
Inventories 672.98 815.49 815.49 669.55 669.55
Trade Receivables 1,282.80 1,389.59 1,389.59 920.58 920.58
Cash And Cash Equivalents 131.36 159.25 159.25 117.50 117.50
Short Term Loans And Advances 521.46 567.66 567.66 550.31 550.31
OtherCurrentAssets 79.48 59.81 59.81 22.05 22.05
Total Current Assets 5,935.09 5,282.13 5,282.13 5,555.88 5,555.88
Total Assets 12,340.69 10,521.70 10,521.70 10,097.30 10,097.30
OTHER ADDITIONAL INFORMATION

CONTINGENT LIABILITIES, COMMITMENTS
Contingent Liabilities 650.44 816.42 816.42 487.63 487.63
CIF VALUE OF IMPORTS
Raw Materials 0.62 16.92 16.92 24.45 24.45
Stores, Spares And Loose Tools 894.50 1,182.28 1,182.28 1,068.88 1,068.88
Capital Goods 162.04 145.98 145.98 226.67 226.67
EXPENDITURE IN FOREIGN EXCHANGE
Expenditure In Foreign Currency 272.30 403.57 403.57 350.77 350.77
REMITTANCES IN FOREIGN CURRENCIES FOR

DIVIDENDS
Dividend Remittance In Foreign Currency - - - - -
EARNINGS IN FOREIGN EXCHANGE
FOB Value Of Goods 776.74 720.18 720.18 465.54 465.54
Other Earnings 1.42 1.49 1.49 4.55 4.55
BONUS DETAILS
Bonus Equity Share Capital 23.96 23.96 23.96 23.96 23.96
NON-CURRENT INVESTMENTS
Non-Current Investments Quoted Market Value 486.06 615.34 615.34 653.22 653.22
Non-Current Investments Unquoted Book Value 748.73 329.94 484.98 229.59 229.59
CURRENT INVESTMENTS
Current Investments Quoted Market Value 303.23 346.01 346.01 986.31 986.31
Current Investments Unquoted Book Value 2,987.22 1,984.33 1,984.33 2,351.11 2,351.11
Hero Motocorp
Key Financial Ratios ------------------- in Rs. Cr. -------------------
聽 Mar '16 Mar '15 Mar '14 Mar '13 Mar '12
Investment Valuation Ratios
Face Value 2.00 2.00 2.00 2.00 2.00
Dividend Per Share 72.00 60.00 65.05 60.00 45.00

Operating Profit Per Share (Rs) 222.70 177.39 177.28 164.48 181.22
Net Operating Profit Per Share (Rs) 1,432.18 1,381.42 1,265.75 1,190.27 1,180.80
Free Reserves Per Share (Rs) -- -- -- -- --
Bonus in Equity Capital 59.98 59.98 59.98 59.98 59.98
Profitability Ratios
Operating Profit Margin(%) 15.54 12.84 14.00 13.81 15.34
Profit Before Interest And Tax Margin(%) 13.81 10.69 9.45 8.86 10.53
Gross Profit Margin(%) 14.00 10.88 9.62 9.01 10.69
Cash Profit Margin(%) 12.32 10.97 12.50 13.48 14.51
Adjusted Cash Margin(%) 12.32 10.97 12.50 13.48 14.51
Net Profit Margin(%) 10.95 8.64 8.34 8.91 10.08
Adjusted Net Profit Margin(%) 10.80 8.49 8.19 8.76 9.93
Return On Capital Employed(%) 55.34 53.42 51.41 47.86 54.44
Return On Net Worth(%) 39.42 36.47 37.66 42.31 55.43
Adjusted Return on Net Worth(%) 39.42 38.84 37.66 42.31 55.43
Return on Assets Excluding Revaluations 397.85 327.58 280.43 250.70 214.83
Return on Assets Including Revaluations 397.85 327.58 280.43 250.70 214.83
Return on Long Term Funds(%) 55.34 53.42 51.41 47.86 54.44
Liquidity And Solvency Ratios
Current Ratio 0.83 0.94 0.65 0.67 0.46
Quick Ratio 0.67 0.72 0.47 0.52 0.31
Debt Equity Ratio -- -- -- 0.06 0.24
Long Term Debt Equity Ratio -- -- -- 0.06 0.24
Debt Coverage Ratios
Interest Cover 2,044.99 315.14 243.58 213.36 135.49
Total Debt to Owners Fund -- -- -- 0.06 0.24
Financial Charges Coverage Ratio 2,250.29 363.83 337.26 309.22 187.01
Financial Charges Coverage Ratio Post Tax 1,663.22 264.81 273.12 274.71 164.17
Management Efficiency Ratios
Inventory Turnover Ratio 45.85 35.93 40.56 40.30 37.35
Debtors Turnover Ratio 21.40 23.88 31.88 50.72 117.05
Investments Turnover Ratio 45.85 35.93 40.56 40.30 37.35
Fixed Assets Turnover Ratio 4.92 5.99 7.40 7.32 8.02
Total Assets Turnover Ratio 3.65 4.28 4.81 5.76 7.24
Asset Turnover Ratio 3.95 4.54 4.63 4.48 4.85
聽
Average Raw Material Holding -- -- -- -- --
Average Finished Goods Held -- -- -- -- --
Number of Days In Working Capital -8.76 -5.69 -25.44 -21.24 -36.28
Profit & Loss Account Ratios
Material Cost Composition 67.92 72.10 72.48 73.50 74.08

Imported Composition of Raw Materials
5.01 6.00 6.40 5.79 3.92
Consumed
Selling Distribution Cost Composition -- -- -- -- --
Expenses as Composition of Total Sales 2.72 2.61 1.85 2.62 2.54
Cash Flow Indicator Ratios
Dividend Payout Ratio Net Profit 45.89 50.22 61.59 56.56 37.78
Dividend Payout Ratio Cash Profit 40.23 40.95 40.39 36.75 25.85
Earning Retention Ratio 54.11 52.85 38.41 43.44 62.22
Cash Earning Retention Ratio 59.77 61.11 59.61 63.25 74.15
AdjustedCash Flow Times -- -- -- 0.09 0.29
Hero Motocorp
Standalone Profit & Loss account ------------------- in Rs. Cr. -------------------
聽 Mar 16 Mar 15 Mar 15 Mar 14 Mar 14
聽 12 mths 12 mths 12 mths 12 mths 12 mths
INCOME
Revenue From Operations [Gross] 30,618.09 29,235.64 29,235.64 27,126.21 27,126.21
Less: Excise/Sevice Tax/Other Levies 2,258.18 1,717.64 1,717.64 1,880.35 1,880.35
Revenue From Operations [Net] 28,359.91 27,518.00 27,518.00 25,245.86 25,245.86
Other Operating Revenues 239.39 67.30 67.30 29.61 29.61
Total Operating Revenues 28,599.30 27,585.30 27,585.30 25,275.47 25,275.47
Other Income 391.12 492.74 492.74 446.38 446.38
Total Revenue 28,990.42 28,078.04 28,078.04 25,721.85 25,721.85
EXPENSES
Cost Of Materials Consumed 19,321.72 19,783.88 19,783.88 18,221.53 18,221.53

Changes In Inventories Of FG,WIP And
-6.82 -29.97 -29.97 8.36 8.36
Stock-In Trade
Employee Benefit Expenses 1,319.56 1,172.87 1,172.87 930.04 930.04
Finance Costs 2.15 11.09 11.09 11.82 11.82
Depreciation And Amortisation Expenses 441.40 539.97 539.97 1,107.37 1,107.37
Other Expenses 3,517.83 3,116.34 3,116.34 2,575.48 2,575.48

Total Expenses 24,595.84 24,594.18 24,594.18 22,854.60 22,854.60
Profit/Loss Before Exceptional,

4,394.58 3,483.86 3,483.86 2,867.25 2,867.25
ExtraOrdinary Items And Tax
Exceptional Items 0.00 -155.04 -155.04 0.00 0.00
Profit/Loss Before Tax 4,394.58 3,328.82 3,328.82 2,867.25 2,867.25
Tax Expenses-Continued Operations
Current Tax 960.88 898.91 898.91 828.21 828.21
Less: MAT Credit Entitlement 0.00 0.00 0.00 -168.35 -168.35
Deferred Tax 301.33 44.27 44.27 -238.39 -238.39
Total Tax Expenses 1,262.21 943.18 943.18 758.17 758.17

Profit/Loss After Tax And Before
3,132.37 2,385.64 2,385.64 2,109.08 2,109.08
ExtraOrdinary Items
Profit/Loss From Continuing Operations 3,132.37 2,385.64 2,385.64 2,109.08 2,109.08
Profit/Loss For The Period 3,132.37 2,385.64 2,385.64 2,109.08 2,109.08
OTHER ADDITIONAL INFORMATION
EARNINGS PER SHARE
Basic EPS (Rs.) 156.86 119.46 119.00 106.00 105.61
Diluted EPS (Rs.) 156.86 119.46 119.00 106.00 105.61

VALUE OF IMPORTED AND INDIGENIOUS RAW
MATERIALS
Imported Raw Materials 972.56 1,194.42 14.33 24.72 1,173.58
Indigenous Raw Materials 18,434.78 18,680.24 16.22 19.61 17,140.80
STORES, SPARES AND LOOSE TOOLS
Imported Stores And Spares 7.78 7.23 7.23 8.74 8.74
Indigenous Stores And Spares 34.38 35.32 35.32 34.89 34.89
DIVIDEND AND DIVIDEND PERCENTAGE
Equity Share Dividend 1,437.75 1,198.12 1,198.12 1,299.13 1,299.13
Tax On Dividend 292.69 223.76 223.76 220.79 220.79
Equity Dividend Rate (%) 3,600.00 3,000.00 3,000.00 3,253.00 3,253.00
Hero Motocorp
Cash Flow
Mar 16 Mar 15 Mar 15 Mar 14 Mar 14
12 mths 12 mths 12 mths 12 mths 12 mths
Net Profit/Loss Before Extraordinary Items

4,394.58 3,328.82 3,328.82 2,867.25 2,867.25
And Tax
Net CashFlow From Operating Activities 3,913.79 2,250.00 2,250.00 2,963.41 2,963.41
Net Cash Used In Investing Activities -2,271.34 12.08 12.08 -1,619.32 -1,619.32
Net Cash Used From Financing Activities -1,683.95 -2,230.52 -2,230.52 -1,414.93 -1,414.93
Adjustments on Amalgamation / Merger /
0.00 0.00 0.00 2.30 2.30
Demerger / Others
Net Inc/Dec In Cash And Cash Equivalents -41.50 31.56 31.56 -68.54 -68.54
Cash And Cash Equivalents Begin of Year 97.97 66.41 66.41 134.95 134.95
Cash And Cash Equivalents End Of Year 56.47 97.97 97.97 66.41 66.41
LITERATURE REVIEW
The literature survey conducted here include the academic books and website. the study
being conducted was “to evaluate the effectiveness of recruitment and selection policy in
relation with increasing attrition problem.”
Gui L, Barriball KL, While AE.

2nd Military Medical University, School of Nursing, Shanghai, PR China.
Employee Job Satisfaction level among nurses is of concern throughout the world but the
satisfaction of nurse teachers has received less attention and no review of global research
on the topic has been published. A comprehensive literature review (1976-2007) was
undertaken from an international perspective (n=26 papers and 4 doctoral abstracts) to
examine the state of knowledge about nurse teachers' Employee Job Satisfaction level
over time. Coverage over the last 30 years was selected to examine if the level and
contributing factors to nurse teachers' Employee Job Satisfaction level have changed
during a time which has seen considerable developments and reorganization of nurse
education as well as the role of nurse teachers. The purpose of this Part I paper is to: (i)
review the different measurements of Employee Job Satisfaction level, (ii) report the
Employee Job Satisfaction s of nurse teachers and, (iii) identify the components of
Employee Job Satisfaction level of nurse teachers. This paper provides the foundation for
the Part II paper which reviews the literature regarding the effects and related factors of
nurse teachers' Employee Job Satisfaction level.
1. Prasad L.M. “Human resource management” pp219-purpose and

importance of Recruitment & selection can not be ignored as by this org.
2. Bhattacharyya Kumar Dipak, “Human resource management” Excel

books pp166.-what is basically recruitment, its introduction, how to carry out
recruitment..
3. Dwivedi R.S. “Managing Human Resource, Personnel Management”

(Indian enterprises, Galgotia publishing company, New delhi,1st edition,
pp96-97 -what is a recruitment policy .what factors should be include while
formulating.
4. Rao V.S.P, Human Resource Management”, Excel books,1st edition,pp151.

Importance of tests while selecting the candidates for the job, as these tests
help the interviewer to better judge the candidate his competency for the
particular jobs.
5. Bernardin John H, “Human Resource Management”, Tata Mc Graw Hill

publishing company ltd., New Delhi, pp 160-163.the effectiveness of selection
method depends upon the reliability of the data ,validity of the purpose &
utility of the methods.
6. Gulati Ambika, “Training and Management”, vol3, aug07, pp18-19,

Importance of recruitment function in an organisation.
7. Gulati Ambika,” Training and Management”, vol3, june 07,pp46-4 -

changing role of Human Resource
8. Gulati Ambika, “Training and Management”,vol3 a single click for all

recruitment solutions.
9. Rao Janardhan N, “MBA Review”mar07,pp33-37.-Paradigam shifts in

human resources.
10. Kothari C.B. “Research Methodology-Methods & Techniques”, new age

international research methodology
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. In it we study
the various steps that all generally adopted by a researcher in studying his research
problem along with the logic behind them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a
specific topic”. Research is an art of scientific investigation. Research is a systemized
effort to gain new knowledge. It is a careful inquiry especially through search for new
facts in any branch of knowledge. The search for knowledge through objective and
systematic method of finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research is design is the conceptual structure within which research
is conducted; it constitutes the blue print of the collection, measurement and analysis of
the data. As search the design includes an outline of what the researcher will do from
writing the hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following
Research Design can be categorized as:
TYPES OF RESEARCH
DESIGN
EXPLORATORY DESCRIPTIVE EXPERIMENTA

RESEARCH & L RESEARCH
DESIGN DIAGNOSTIC DESIGN
RESEARCH
DESIGN
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig
out new relationship. Research design is flexible enough to provide opportunity for
considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
Analysis & Interpretation
I have been passed up at least once for
a promotion in the past few years.
0% 20%
50%
30%
Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point , 20% of
employees are agree on the point, 30% are neither agree nor disagree,50% are disagree
and rest 0% of employees are strongly disagree.
I spend parts of my day daydreaming
about a better job.
10% 0%
15%
15% 60%

Strongly Disagree
I find much of my job repetitive and
boring.
10% 5% 0%
10%
75%

Strongly Disagree
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
I am mentally and/or physically
exhausted at the end of a day at work.
10% 5% 0%
85%

Strongly Disagree
I feel that my job has little impact on the
success of the company.
20% 0%
50%
30%

Strongly Disagree
I have an increasingly bad attitude
toward my job, boss, and employer
20% 0% 20%
60%

Strongly Disagree
I am no longer given the resources I
need to successfully do my job.
0% 10%
30%
60%

Strongly Disagree
I am not being used to my full
capabilities.
0%
40% 40%
20%

Strongly Disagree
I have received no better than "fair"
evaluations recently.
25% 0%
40%
35%

Strongly Disagree
I feel as though my boss and employer
have let me down.
0% 10%
35%
55%

Strongly Disagree
I often feel overworked and
overwhelmed.
0%
35%
45%
20%

Strongly Disagree
This graph shows that 45% of employees are strongly agree about the point, 20% of
I am frequently stressed out at work.
0% 20%
50% 15%
15%

Strongly Disagree
I live for weekends and days away
from the job.
0% 10%
30%
60%

Strongly Disagree
I find myself negatively comparing my
situation to my peers.
20% 0% 15%
25%
40%

Strongly Disagree
I feel my bad days at work outweigh the good
ones.
0% 25%
45%
30%

Strongly Disagree
I often experience a sensation of time standing
still when I am at work.
20% 0% 15%
35%
30%

Strongly Disagree
I have been told that I am becoming a more
cynical person.
Strongly Agree
0% 10% Agree
35%
25%
Neither Agree nor
Disagree
Disagree
30%
Strongly Disagree
I feel as though my employer has broken
promises about my future with the organization.
0% 10%
40% 25%
25%

Strongly Disagree
I have lost sight of my career goals and
aspirations.
15% 0% 15%
25%
45%

Strongly Disagree
I no longer feel valued for my work.
10% 25%
20%
20% 25%

Strongly Disagree
Findings
 Employees are not completely satisfied with their job although their salary is good
enough.
 Employees are not getting value to their work.
 Most of employees think that they are nt on their actual path.
 Most of the employees think that the organization haven’t fulfill their promises,
what they do in beginning especially regarding Promotion.
 There is negatively comparison between peers especially regarding targets.
 They often feel overworked.
SUGGESTIONS AND RECOMMENDATIONS
To increase the Employee Job Satisfaction of the employees the company should
concentrate
mainly on the incentive and reward structure rather than the
motivational session.
Ideal employees should concentrate on their job.
Educational qualification can be the factor of not an effective job.
Company should give promotion to those employees who deserves it.

LIMITATIONS OF STUDY
However, I shall try my best in collecting the relevant information for my research report,
yet there are always some problems faced by the researcher. The prime difficulties which
I face in collection of information are discussed below: -
Short time period: The time period for carrying out the research was short as a result of
which many facts have been left unexplored.
Lack of resources: Lack of time and other resources as it was not possible to conduct
survey at large level.
Small no. of respondents: Only 20 employees have been chosen which is a small number,
to represent whole of the population.
Unwillingness of respondents: While collection of the data many consumers were

unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time
for them.
Small area for research: The area for study was Kaithal, which is quite a small area to
judge Employee Job Satisfaction.
BIBLIOGRAPHY
BOOKS
1. Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.
2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd. Page no. 81-136,171,179,267,284.
3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth

edition.
4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication

Company Ltd.
WEBSITES:-
www.Networth.com/home/products
www.Networth.com

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DECLARATION

I, the undersigned, hereby declare that the project report entitled

Work conditions characterized by uncertainty and ambiguity are potential

"Employee Job Satisfaction level is defined as "the extent to which people

Employee Job Satisfaction level, a worker's sense of achievement and success, is

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers

According to pestonejee, Employee Job Satisfaction level can be taken as a summation of

Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

Management- supervisory treatment, participation, rewards and punishments, praises and

Social relations- friends and associates, neighbors, attitudes towards people in

DEFINITIONS OF Employee Job Satisfaction level

According to Glimmer Employee Job Satisfaction level is defined as “any contribution,

According to Mr. Smith “Employee Job Satisfaction level is defined as a pleasurable or

The initial use of scientific management by industries greatly increased productivity

IMPORTANCE OF Employee Job Satisfaction level

IMPORTANCE TO WORKER AND ORGANIZATION

Employee Job Satisfaction level benefits the organization includes reduction in

WORKERS ROLE IN Employee Job Satisfaction level

The way the individual reacts to unpleasant situations,

1. Intrinsic aspect of job

4. Wage and salaries

5. Opportunities for advancement

7. Company & management

It includes the aspect of worker’s immediate situation, which is a function of

8. Social aspect of job

REASONS OF LOW Employee Job Satisfaction level

Conflict between co-workers.

Conflict between supervisors.

Not being opportunity paid for what they do.

Have little or no say in decision making that affect employees.

Fear of loosing their job.

3.TRAINING COST INCREASES

INFLUENCES ON Employee Job Satisfaction level

The work itself

WHAT IS THE IMPACT OF Employee Job Satisfaction level?

What Employee Job Satisfaction level people need?

 Job security for himself and his family

MODELS OF Employee Job Satisfaction level

Affect theory (Edwin A. Locke 1976)

When have I come closest to expressing my full potential in a work situation?

Workers' Roles in Employee Job Satisfaction level

Assuring Employee Job Satisfaction level

Manufacture Hero Moto Bikes

HERO HONDA'S MISSION

HERO HONDA'S MANDATE

No. Name of the Directors Designation

1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director

2 Mr. Pawan Munjal Managing Director & C.E.O.

3 Mr. Toshiaki Nakagawa Joint Managing Director

4 Mr. Sumihisa Fukuda Technical Director

5 Mr. Sunil Kant Munjal Non-Executive Director

6 Mr. Suman Kant Munjal Non-Executive Director

7 Mr. Takashi Nagai Non-Executive Director

8 Mr. Yuji Shiga Non-Executive Director

9 Mr. Pradeep Dinodia Non-executive & Independent Director

10 Gen. (Retd.) V. P. Malik Non-executive & Independent Director

11 Mr. Analjit Singh Non-executive & Independent Director

12 Dr. Pritam Singh Non-executive & Independent Director

13 Ms. Shobhana Bhartia Non-executive & Independent Director

14. Mr. M. Damodaran Non-executive & Independent Director

15. Mr. Ravi Nath Non-executive & Independent Director

16. Dr. Anand C. Burman Non-executive & Independent Director