Impact of Employee Empowerment on Team Management at MRF Ltd

STUDY ON THE IMPACT OF EMPLOYEE EMPOWERMENT ON
TEAM MANAGEMENT IN MRF LTD, ARAKKONAM.
A PROJECT REPORT
Submitted by
RACHEL CYNTHIA A
212218631082
In partial fulfillment for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION

IN
DEPARTMENT OF MANAGEMENT STUDIES
SAVEETHA ENGINEERING COLLEGE
ANNA UNIVERSITY: CHENNAI 600 025
APRIL 2020
i
BONAFIDE CERTIFICATE
Certified that this project report titled “STUDY ON THE IMPACT OF

EMPLOYEE EMPOWERMENT ON TEAM MANAGEMENT IN MRF LTD,
ARAKKONAM“ is the bonafide work of Ms RACHEL CYNTHIA A ( 212218631082)
who has carried out the project work under the guidance of DR.R.BALAJI (Professor),
Department of management studies, Saveetha Engineering College.. Certified further that to
the best of our knowledge the work reported here in does not form part of any other project
report or dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.
Signature of Project Supervisor Signature of HOD
DR.R.BALAJI Dr.A.NIRMAL RAAJ
ii
CERTIFICATE OF VIVA-VOCE EXAMINATION
This is to certify that Ms. A . RACHEL CYNTHIA (212218631082) has been subjected to
Viva-voce Examination on _______________________________(Date) at
___________________ (Time) at Saveetha Engineering College, Thandalam, Chennai
602105.
INTERNAL EXAMINER EXTERNAL EXAMINER
iii
DECLARATION
I hereby declare that this project entitled “STUDY ON THE IMPACT OF
EMPLOYEE EMPOWERMENT ON TEAM MANAGEMENT IN MRF

LTD, ARAKKONAM ” is the result of a study originally carried out by me under the
guidance of DR.R.BALAJI. This work has not been submitted earlier, in full or in part for
any Diploma or Degree, associate ship, fellowship or any other similar titles of any other
University.
PLACE: Signature of the student
DATE : RACHEL CYNTHIA A
(Reg. No.212218631082)
iv
ACKNOWLEDGEMENT
I would like to express my heartfelt gratitude to our Management, Our honorable President,
Dr.N.M.VEERAIYAN, and our beloved Director Dr. S.RAJESH for providing an excellent
environment and infrastructure at ourcollege for doing my MBA degree program
successfully.
I wish to express my heartfelt gratitude and thanks to Dr.R.Ramesh ,Our Principal and
Dr.P.Umarani , Dean Associate of our MBA department for providing all the facilities and
support to complete the MBA programme Successfully.
I have a great pleasure in expressing my sincere and profound thanks to our Head of the
Department, Dr.A.Nirmal Raaj for his support and provide me the opportunity to have a
boundless exposures with industries through this project period and also other development
programs.
I am highly indebted to my Project supervisor Dr.R.Balaji , Professor of our MBA

Department, for his guidance and constant supervision for providing insights to analyse the
industry environment and guide me to get the outcome of this project work successfully.
My Sincere regards and thanks to my external guide Kannan from MRF ltd for his guidance
and support. to provide all the necessary information regarding my project work.
I am also thankful to our Project Coordinator and all the faculty members of our MBA
department for their constant co-operation and their encouragement for completing my
project work successfully.
v
ABSTRACT
Employee empowerment is giving a certain degree of employee’s autonomy and

responsibility for taking decision regarding their specific organizational goals.
The main purpose of this study is to determining the effect of employee
empowerment strategy which is implemented by organization. Being
descriptive research study, survey method was adopted for data collection to
find out the factors. The researcher used this research design is to find out the
fact of respondents attitude and opinion about employee empowerment. The
methodology comprised research design, Target population for the study,
sampling techniques, sampling Method, sample size determination etc. Data
was analyzed by using Chi-square method and Correlation method in SPSS
software. The study analyzed the effects of various strategies adopted by the
management for employee empowerment. The study explains that employee
empowerment is a kind of motivational strategy which gives the employees a
sense of satisfaction towards their job and organization.
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TABLE OF CONTENTS
CHAPTER DESCRIPTION PAGE NO
ABSTRACT Vi
LIST OF TABLES Viii
LIST OF CHARTS X
INTRODUCTION 1-20
1.1 Introduction to the Study 1
1.2 Industry Profile 3
1.3 Company Profile 5
I 1.4 Statement of the Problem 16
1.5 Need for the Study 17
1.6 Objectives of the Study 18
1.7 Scope of the Study 19
1.8 Limitations of the Study 20
REVIEW OF LITERATURE 21-28
2.1 Conceptual and Theoretical Review 21
II
2.2 Empirical Review 24
RESEARCH METHODOLOGY 29-32

3.1 Research Design 29
III 3.2 Sampling Design 30
3.3 Statistical tools used 31
IV DATA ANALYSIS AND INTERPRETATION 33-71
FINDINGS, SUGGESTIONS and CONCLUSION 72-75
5.1 Findings 72
V 5.2 Suggestions /Recommendations 74
5.3 Conclusion 75
BIBLIOGRAPHY
ANNEXURE
vii
LIST OF TABLES
Table No. DESCRIPTION Page. No.

4.1.1 Gender 33
4.1.2 Age group level of employees 34
4.1.3 Educational qualification 36
4.1.4 Matrital ststus 37
4.1.5 Company follows any empowerment system 38
4.1.6 Work effectiveness based on employee activities 39
4.1.7 Organization is providing any empowerment opportunities 41
to the employees
4.1.8 Level of interest in learning new things 43
4.1.9 Employees interest in gaining practical experience 45
4.1.10 Organization updating the abilities and skill that you need 47
for the job
4.1.11 Network of people that you could call for assistance, both 48
inside and outside of company
4.1.12 Employees to improve their work performance 49
4.1.13 Which extend empowerment development system is helps 51
the employees to reach their goals
4.1.14 Employees identify empowerment opportunities available 53
through organization
4.1.15 Clear empowerment plan with set goals and know the 55
direction your empowerment is headed
4.1.16 Company identify factors helps to increase the interest 56
through work
4.1.17 Employee empowerment activities are satisfactory to the 58
employees
4.1.18 Management respects the employee empowerment in the 60
organization
4.1.19 Employee whether they are satify the empowerment 62
viii
measures or not
4.1.20 Organization measures employees to improve the 63
empowerment program of the company
4.1.21 Extend the organization’s decision making process to 65
identify factors helps to increase the work
ix
LIST OF CHARTS
Chart No. DESCRIPTION Page No.

1.1 Organization chart of mrf corporate office 11
1.2 Organizational chart of arakkonam plant 12
4.1.1 Gender 33
4.1.2 Age group 34
4.1.3 Education qualification 36
4.1.4 Marital status 37
4.1.5 Company follows any empowerment system 38
4.1.6 Work effectiveness based on employee activities 39
4.1.7 Organization is providing any empowerment 41
opportunities to the employees
4.1.8 Level of interest in learning new things 43
4.1.9 Employees interest in gaining practical experience 45
4.1.10 Organization updating the abilities and skill that you 47
need for the job
4.1.11 Network of people that you could call for assistance, both 48
inside and outside of company
4.1.12 Employees to improve their work performance 49
4.1.13 Which extend empowerment development system is 51
helps the employees to reach their goals
4.1.14 Employees identify empowerment opportunities 53
available through organization
4.1.15 Clear empowerment plan with set goals and know the 55
direction your empowerment id headed
4.1.16 Company identify factors helps to increase the interest 56
through work
4.1.17 Employee empowerment activities are satisfactory to the 58
employees
x
4.1.18 Management respects the employee empowerment in the 60
organization
4.1.19 Employee whether they are satify the empowerment 62
measures or not
4.1.20 Organization measures employees to improve the 63
empowerment program of the company
4.1.21 Extent the organization’s decision making process to 65
identify factors helps to increase the work
xi
CHAPTER I
1.1 INTRODUCTION
Empowerment is a philosophy which believes in enriching people’s jobs and giving power to
exercise control over and take responsibility for outcomes of efforts (Venkat Ratnam, 2006).
In twenty first century the industrial organizations are more concerned about knowledge
workers because they are the real drivers of business.
The organization believes in enriching people’s jobs and giving authority to exercise control
over and take responsibility for outcomes of efforts. In 21st century the industrial
organizations are more concerned about knowledge workers because they are the real drivers
of business. An empowering organization emphasizes on autonomy, proper information and
individual participation for organizational excellence. In order to achieve empowerment, the
executives must ensure that employees having the right mix of information, knowledge,
power and rewards to work more enthusiastically. However, from a long-term perspective,
rising incomes, improved affordability and untapped markets present promising opportunities
for automobile manufactures in India.
Empowerment thus helps to create autonomy for employees, allows the sharing of
responsibility and power at all levels, builds employee self-esteem and energizes the work
force for better performance. At the individual level the personal factors which are facilitating
empowerment are: challenging jobs, enthusiasm, competence, maturity, self-esteem, etc.
most of these factors can be enhanced through training and development as these are playing
a catalytic role in promoting employee empowerment and involvement.
A new way of management is employee empowerment or participative management

involving the people responsible for the work processes-the people who know the processes
best is where quality starts. Some think that employees work only for financial return. If they
are incapable to be an integral part of the organization, this may be true. Allowing employees
to have independence and feedback within the organization is what makes the empowerment
process successful.
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When employees are empowered, their confidence degree and self-reliance will increase.
This extra confidence is a good thing because it creates job satisfaction and high levels of
productivity. However, in some cases, confidence levels can be taken too far and end up
crossing the line into arrogance. Arrogant employees are difficult to deal with, don't take
direction well and can become insubordinate.
Working in this type of work environment takes its toll on employees and they once again
become dissatisfied with their job and productivity levels decrease. The research is to find out
the empowerment of employees who is working in MRF Pvt. Ltd., which is located in Tamil
nadu State. The study is obviously to understand the level of freedom given to the employees
to do their jobs in effective manner. Finally, the research is used the various statistical tools to
measure the level of satisfaction of employees at research area.
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1.2 INDUSTRY PROFILE
The origin of the Indian Tyre Industry dates back to 1926 when Dunlop Rubber Limited set
up the first tyre company in West Bengal. MRF followed suit in 1946. Since then, the Indian
tyre industry has grown rapidly. Indian Tyre Industry now provides direct and indirect
employment to nearly 1 million persons, including dealers, retraders, growers of Natural
Rubber, employment in raw material sector etc.
The Indian tyre industry has become one of the most competitive markets in the world and
with the help of new technology, ultra-modern production facilities and availability of raw
materials at lower rate; the sector is set to grow further. At present, India has forty large and
medium tyre manufacturing companies, of which the top 10 account for over 90 percent of
the country's total tyre production.
During 2013- 14, the Indian tyre industry witnessed a turnover of Rs 47500 crore, producing
123 million tyres. The industry has witnessed muted growth during the period largely aided
by the two wheeler and tractor segments. Overall demand from the replacement segment was
modest, while original equipment makers (OEM) demand increased just by 2-4 percent.
Industry-wide revenues during 2013-14 have been higher than before at wound 6 percent on
the back of the improvement in product mix, limited price discounting despite the falling
input costs and higher realizations in the export markets.
The Indian Tyre Industry produced 736 lakh units of tyres (11 lakh tones) garnering
Rs.19000 crores in FY07. MRF Ltd. was the market leader (22% market share) followed
closely by Apollo Tyres Ltd. (21%). The other major players were JK Tyre & Industries
(18%) and Ceat Ltd. (13%). The Indian tyre industry is characterized by its raw material
intensity (raw material costs account for approximately 70% of operating income), capital
intensity, and cyclicality, fierce competition among the top players, low bargaining power
and resulting low margins. The top players are now focusing on branding their products and
strengthening their distribution network so as to increase their market share.
The industry derives its demand from the automobile Industry. While OEM market off take is
dependent on the new vehicle sales, replacement market demand depends on the total
population of vehicles on road, road conditions, vehicle scrapping rules, overloading norms
for trucks, average life of tyres and prevalence of tyre retreading.
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The main category of tyres produced in the country is that of Truck & Bus tyres. These tyres
accounted for 57% of the total tyre tonnage production in FY07 followed by LCV tyres
which accounted for 9% of the total tyre tonnage production. Approximately 53% of the total
tyre tonnage off take was by the replacement market, 31% by OEM and 15% by the export
market in FY07. The industry tonnage production registered a 5 year CAGR of 9.69%
between FY 02-07. The largest category of Truck & Bus tyres recorded a 5 year CAGR of
7.85% (slower than the industry) while Light Commercial Vehicle (LCV), motorcycle and
car tyre categories grew at 15%, 16% and 14% respectively (faster than the industry). Off the
road (OTR) tyre category (customized tyres) which fetch a higher margin compared to other
tyre categories, is the fastest growing category.
The OTR tyre category has registered a 5 year CAGR of over 20% in the last five years. Most
of the top players are increasing their capacity for the production of OTR tyres so as to
improve their product mix, this being a high margin product.
The exports from the country clocked a CAGR of 13% in unit terms and 18% in value terms
in the period FY 02-07. Most of these tyres that are exported are of cross ply design. With
radicalization catching up in some of these markets, the Indian manufacturers will need to
graduate to production and export of radial tyres so as to protect their share in the export
market. Radicalization of tyres is still minimal in India.
Only the car tyre market has moved to radial tyres (95%) but in all other categories, cross ply
tyres are still preferred. Poor road conditions, overloading in trucks, higher cost of radial
tyres and poor awareness of the tyre users are the main reasons for the non-transition of the
domestic market to radial tyres. However, going ahead radicalization in truck & bus tyres
may increase due to government’s focus on infrastructure development.
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1.3 COMPANY PROFILE
Madras Rubber Factory, popularly known as MRF, is a major tyre manufacturing company
located in India. MRF is mainly involved in making vehicle tyres. It is India's largest tyre
manufacturing company.
The company was established in the year 1946. The company name is an acronym for Madras
Rubber Factory. MRF Ltd was started by a young pioneer called K.M.MAMMEN
MAPILLAI as small toy balloon manufacturing unit in a small shed at Thiruvattiyur in
Chennai. Since then over this long 67 years it has emerged as the largest tyre manufacturer in
India. It is also the world’s 12th largest tyre manufacturing company. It is one of the largest
rubber companies both worldwide and in Indian private sector.
MRF holds more than 20% of the market share. It is the only tyre company to straddle the
continent with giant manufacturing facilities at Chennai, Arkonam, Kottayam, Goa, Medak,
Pondicherry, and Tiruchirappalli. The company carters to all vehicle segment from
commercial vehicle and passenger cars to 2 - 3 wheelers and tractors and has a strong
presence in both radial and cross ply segments. It is also involved in a range of other
activities via subsidiaries. Funs Kool India, a joint venture between Hasbro and MRF LTD. is
a major toy manufacturing company in the country. MRF Pre-treads offers world class
procured is presently under the leadership of Vinu Mammen, son of the Late K.M.Mammen
Mappilai.
It has a distribution network of more than 2500 outlets in the country, overseas offices in
United Arab Emirates, Bangladesh and Vietnam and export tyres in over 75 countries
globally. MRF LTD. enjoys of manufacturing the largest range of tyres in India and it has the
highest brand preference for superior quality, appearance and wearability.
It manufactures the largest range of tyres in the country and is the market leader with the
largest market share in almost every segment of the tyre industry. MRF Ltd. is the 1st Indian
company to export tyres to the U.S., the very birth place of the tyre technology. It is also the
1st company in India to manufacture and market Nylon tyres and passenger tyres
commercially. In 2011, the company’s turnover crossed INR 100 billion mark.
MRF Ltd. is the pioneer in motor racing tyres in India. MRF tyres are made to run at speeds
exceeding 150 km/h, at which they are exposed to extreme conditions of speed and traction.
The molecular stability of the rubber compounds is tested against severe gravitational stress.
5
MRF’s tyre experts and rubber technologists are present at every stage to observe, analyze
and gather information at the pits and the dirt track, which they pass on to the R & D
department. This is then reviewed and used to safer and better quality tyres, not only for the
formula cars and racing bikes, but also for cars that rough it out on the tough Indian roads
every day.
MRF brands are the market leaders in almost every segment. MRF brands are:
• Super Lug (truck tyre)

• Shakthi (tractor tyre)
• Zigma (radial car tyre)
• Nylogrip (2 wheeler tyre)
• Legend (conventional car tyre)
Growth of MRF
A race from the birth to success . . .
• It was in late 1946, a period that was characterized by the indomitable spirit of
freedom and the “will to win” among Indians. A young pioneer called K.M.Mammen
Mappilai started a small toy balloon manufacturing unit in a small shed at
Thiruvattiyur in Chennai. There were no machines in the unit but it had an employee
with bubbling enthusiasm, innovative ideas and a great vision he was owner himself.
• Any product that could be made from rubber, without machine was produced. From
balloons to latest cast squeaking toys, industrial gloves and contraceptive, the list is
very long.
• 1949-Established 1st office at 334, ThambuChetty Street, Chennai.
• 1952-1st machine (a rubber mill) was established at the factory and ventured into
manufacture of tread rubber.
• 1955-Started competing with foreign companies operating in India by becoming the
only Indian company to manufacture superior, extruded, non-blooming and cushion
backed tread rubber.
• 1956-Becomes the market leader in tread rubber with 50% share of Indian market.
• 1961-Becomes a public limited company. Entered into a technical collaboration with
Mans field Tyre Company of USA and a pilot plant for tyre manufacturing was
established at Thiruvattiyur.
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• 1963-Full-fledged tyre plant and rubber research Centre were inaugurated by India’s
1st Prime Minister Pandit Jawaharlal Nehru.
• 1964-Started an overseas office in Beirut (Lebanon) to develop export market.
• 1967-Becomes the 1st Indian company to export tyres to USA, the birth place of tyre
technology.
• 1970-Kottayamplant becomes operational.
• 1971-Goa plant was built in record time of 18 months
• 1972-With the setting up or Arkonam plant, MRF becomes the only tyre company in
India with four manufacturing facilities.
• 1973-Launched India’s 1 st Nylon car tyre.
• 1978-Launched Super Lug 78 which later became the largest selling truck tyre in
India.
• 1979-Turnover crossed Rs.100 crores.
• 1980-Entered into a technical collaboration with BF Goodrich Tyre Company of
USA.
• 1984-Becomes the 1st tyre to be selected for fitment on Maruthi-800.
• 1986-Won 6 awards for quality improvement from BF Goodrich; pitted against 20
tyre companies worldwide. Also won the National Institution for Quality Assurance
award.
• 1987-Becomes the No: 1 tyre company in India by crossing the Rs.300 crores
turnover. Since then MRF has maintained its No: 1 position.
• 1988-MRF Pace Foundation was set up with Dennis Lillie as its Director.
• 1989-Collaborated with the world’s largest toy maker, Hasbro International and
launched Funs Kool India, the most modern toy project in Asia.
• MRF collaborated with Vapocure of Australia to produce poly-urethane paint
formulations.
• MRF Zigma Radials were launched along with MRF World Series Cricket which was
one of the country’s most spectacular cricketing and marketing events.
• The 5th unit for manufacturing tyres and tubes was opened at Medak in Andhra
Pradesh.
• MRF Tyre Dome became India’s 1st tyre company owned wheel care complex.
• MRF collaborated with Pirelli to manufacture conveyor belts called Muscle Flex. The
same year MRF brought the World Boxing Championship to India.
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• MRF bagged Visweswarayya Award for the Best Business House in South India. It
also bagged the Harvard Business School Award for the Best Corporate Performance.
• 1991-Moved into its own corporate office which soon became a land mark in
Chennai.
• 1993-Beacame the 1st Indian tyre company to cross a turnover of Rs.1000 crores.
With this the company found a place among the 10 most respected corporate groups
in India.
• It was a proud moment for the company when its founder K.M.Mammen Mappilai
was honored with the “Padmashree” for his contribution to industry, the only
industrialist from South India to be accorded with this honor.
• 1996-In the Golden Jubilee years the companies crossed a turnover of Rs.2000crores
and also setup a new plant at Pondicherry for manufacturing radial tyres.
• 1999-Was declared as the Most Ethical Company by the Business World in its survey.
• 2004-Crossed a turnover of Rs.3000 crores.
• 2006-Turnover crosses Rs.5000 crores.
• 2007-Launched Super Lug F5 and Super Lug 505, a premium mileage rear fitment
truck tyre.
• MRF launches ZSLK tyres.
• 2008-Won JD Power Award for the 6th time.
• 2010-Ranked highest in the JD Power Asia-Pacific 2010 India Original Equipment
Tyre Customer Satisfaction Index (TCSI) Study. This is for the 7th time that MRF has
been awarded this honor.
• Won the Top Export Award from Chemicals & Allied Products Export Promotion
Council (CAPEXIL) for 2009-10.
• 2011-MRF launches Revz, India’s 1st radial for 2 wheelers.
• MRF inaugurated its 7th manufacturing facility at Ankenpally at Medak District in
Hyderabad, Andhra Pradesh exclusively for radial tyres.
• Turnover crosses Rs.10000 crores mark.
• Ranked highest in the JD Power Asia-Pacific 2010 India Original Equipment Tyre
Customer Satisfaction Index (TCSI) Study for the 8th time.
• 2012-New plant at Perambalur, near Tiruchirappalli in Tamil Nadu will be
operational. This will be MRF’s 8th independent plant in India.
• 2013-Won the JD power award for the 10th time.
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• MRF's Aero Muscle becomes the only Indian tyre to be chosen for the legendary
fighter jet - Sukhoi 30 MKI
• Team MRF’s Guarav Gill wins his first Asia-Pacific Rally Championship
• 2014-Won the JD Power award for the 11th time.
• MRF wins the APRC championship for the 6th time.
• 2015- MRF breaks into Forbes India’s super 50 list of the best companies in India.
• 2016-MRF wins the JD power award for a record 12th time in 16 years!
• 2017-MRF jumps 5 rankings to garner a spot in the coveted list of super 30
companies in India.
• MRF climbs higher in the global rankings, to make it to the list of top 15 tire
companies.
• MRF featured in the esteemed brands list of top 50 valuable Indian brands.
• MRF claims a position in business world’s list of the fastest growing companies.
• Gaurav gill of team MRF claims the coffee Day Rally and with it his 3rd APRC
crown.
• 2018- The JD power Award comes home for the 13th time.
• 2019- Crossed 17000 crores turnover all over the MRF.
The Muscle Man
The corporate ethos is perfectly represented by the brand symbol The MRF Muscle man
embodying strength, reliability and durability; the very qualities of the tyres it represents.
The mere mention of the world “MRF” is bound to bring the muscleman to the mind of
Indians. The muscleman has evolved in 1964 soon after MRF began exporting tyres.
Over the past 33 years it has evolved from a mere corporate mascot to a symbol of strength,
reliability and durability. Now the muscleman grew to become India’s most trusted and well
recognized symbol for tyres.
In the 1960’s the Indian tyre market was completely controlled by the large multinational
companies. Around this time MRF opened tyre factory at Thiruvattiyur in Tamil Nadu. With
that came a task of recognizing an appropriate corporate brand symbol. In this process of
developing suggestions for the symbol, some enterprising employees conducted an informal
market survey by interviewing people from all over the country about their expectations from
a god tyre.
9
One day a truck driver at a road side dhabha (tea stall) somewhere in Western India hit upon
the rigid idea when he said “a good tyre should have all the qualities of a pehelwan
(strongman). And by this simple statement, the muscle man was born.
1.3.1 VISION & MISSION
MRF is a leader in the Indian tyre industry and a significant global player providing customer
delight and enhancing shareholder value. MRF has well defined quality environmental safety
and health training and human resource policies. The vision of MRF is “to realize their
Policies and implement the contents letter and spirit.”
It is the vision of MRF to emerge as prominent global player in the field of polymers (plastic
and rubber) and make India a global super power in terms of technology and quality of life.
It is the mission of MRF to realize zero defects, zero break-downs, zero accidents, zero
pollution and thereby to have zero losses.
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1.3.2 ORGANISATIONAL STRUCTURE
1.1 ORGANISATION CHART OF MRF CORPORATE OFFICE
Chairman &
managing
director
Joint
Managing
Director
Director
Marketing
Director
Engineering
Whole Time Director

Director Accounts
Director R & D
Director
Material & Director
Export Manufacturing
Division
Manufacturing units
Thiruvattiyur Goa Medak Perambalur
Kottayam Arakkonam Pondicherry Gummidipoondi

11
1.2 ORGANIZATIONAL CHART OF ARAKKONAM PLANT
GM
Technical
Assistant Technical Assistant

Maintenanc
Manager Assurance Manager
Engineering
Maintenanc
Supervisor Guards
Operator
Staff
foreman
Staff
supervisor
Workers
Workers
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1.3.3 COMPETITOR PROFILE
CEAT TYRES
The oldest company of the RPG Enterprises, CEAT Tyres was established in 1958. Today,
they are one of India's leading tyre manufactures, with an annual turnover of Rs 1,952 crores
(Us $ 434 million). Their soild brand equity has empowered them to establish a strong
presence in both, domestic and international markets. Tyres, tubes and Flaps are renowned
for the superior quality and durability are recongnized as being 'born tough'.
They offer the widest range of tyres to all user segments, and manufactures world class
radials for all Indian vechicles including:
• Heavy -duty trucks and buses

• Light commercial vehicles
• Earth moves
• Forklifts
• Tractors
• Cars
• Motorcycles and scooters
• Auto-rich shows
They also market tubes and flaps, which are outsourced from 7 to 8 units.
They enjoy long —standing business tie —ups with major OMEs including TATA motors,
Ashok Leyland. Mahindra & Mahindra, Maruti, L&T, Eicher, Swaraj mazda, Caterpillar,
Baja] Tempo, Hero Honda, TVS motors.
APOLLO TYRES:
Apollo Tyres ltd. Is the leading tyre company in India, engaged in the business of
manufacturing of Tyres and Tubes for various vehicle tyres for over 25 years.
They are the 17th largest tyre company in the world with annual turnover in excess of half a
billion USD. They have more than 100 sales and services offices spread all over India.
Furthermore, they have strong network of 4000 dealers across India and over 3000 exclusive
outlets under the brand name of "APOLLO RADIAL WORLD",
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Their product profile involves production of tyres for the following:
➢ Truck
➢ Light truck
➢ Passenger car
➢ Jeep
JK TYRE AND INDUSTRIES LTD:
JK Tyre and Industries Ltd is a mega corporate entity that is emblematic of excellence,
diversification pioneering new technologies. A part of JK organization which ranks among
the leading private sectors groups in India, JK Tyre and Industries is committed to self-
reliance and which follows an ethic that views customer satisfaction as an index of
achievement.
Leaders in the Indian Tyre Industry, JK Tyre started manufacturing of tyres in 1977 with a
capacity of 0.5 million tyres per annum which has grown multirole over the years to its
present capacity of 8.7 million tyres per annum.
It has four modern plants in India, strategically located in the state of Rajasthan, Madhya
Pradesh and Karnataka. The company produces and sells tyres and types under known brand
names of “JK Tyre" and "vikrant" for all categories of four wheelers.
The company is a leading supplier to all major OEMs-Ashok Leyland, Tata Motors, Eicher
Motors, Force Motors, Maruti Suzuki, Mahindra & Mahindra, Punjab tractors, Swaraj mazda.
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1.3.4 AWARDS & ACHIEVEMENTS
• FORD WORLD EXCELLENCE AWARDS
MRF won the silver award and is the only Indian company to win this excellence award.
• TNS
MRF voted the "Most Trusted" Tyre Company in India by TNS 2006 global CSR study.
• J D POWER ASIA PACIFIC
MRF won the award for customer satisfaction not once but 10 times till date.
• CAPEXIL
MRF won the award for exports.
1.3.5 BRAND AMBASSADORS
Former brand ambassadors
Indian batting maestro Sachin Tendulkar, cricketing legends Bryan Lara & Steve Waugh.
Current brand ambassadors
The young Indian batting stars GautamGambhir, Rohit Sharma &Ashrafull (Bangladesh)
15
1.4 STATEMENT OF THE PROBLEM
The effectiveness of employee empowerment process can play a major role in determining
the resources that must be expended on the HR activities and their ultimate success.
Various factors can influence the employee empowerment process such as human resources
planning, employee empowerment policy, size of the firm, growth and image and un
employment and labor market.
16
1.5 NEED FOR THE STUDY
To study how the empowerment facilities provided and how it helps in increasing the
productivity and job satisfaction. To learn how empowerment services provided to employees
it may help organization to build up a stable work force by reducing absenteeism and
employee turnover. To know whether the management provide opportunity to workers
participate decision making. To offer useful suggestion for improving the effectiveness of
employee empowerment. To increase the effectiveness of the different empowerment
techniques and training for all types of job sources in the organization. To obtain the number
and quality of employees that can provide to help the organization to achieve its goals and
objectives. To analyze whether the management accepting the suggestion and decisions of
employees for the enterprise goals.
17
1.6 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
The main purpose of the study is to evaluate the employee empowerment activities which are
provided by the management in "MRF PRIVATE LTD".
SECONDARY OBJECTIVES:
• To study the practice of employee activities in the organization.

• To highlight and study the significance of employee empowerment measures provided
by the management.
• To understand and enquire whether employee empowerment activities are adequate
and satisfactory to the employees or not.
• To identify factors helping to increase the interest in the work.
• To suggest the management with respect to the employee further empowerment
needs and considerations.
18
1.7 SCOPE OF THE STUDY
To understand the various sources of employee empowerment provided in the organization. It

helps to analyze the employee empowerment policy of the enterprise. It enables us to
evaluate the effectiveness of different empowerment techniques for all types of job applicants
in the organization. To find out the responses of the employees regarding the empowerment
activities provided to them by a sample has been selected and tested. The study of Employee
empowerment aspects includes controls over work situation, self-sufficiency or competence,
purposefulness and belief system and trust.
19
1.8 LIMITATION OF THE STUDY
• Time is constraint for conducting study

• The survey has been conducted purely for academic purpose and it is not an exhaustive
one.
• Employees are belongs to various shifts and it is difficult to gather information.
• This study is time based nature of the findings, suggestions may not be applicable for
long period.
20
CHAPTER II
REVIEW OF LITERATURE
2.1 CONCEPTUAL AND THEORETICAL REVIEW
When Dr. Stephen R. Covey visited the nuclear powered submarine I commanded, the USS
Santa Fe, he told me it was the “most empowering workplace he’d ever seen.” It was a bit ironic
for me, because I’m sour on the word empowerment and I’m sour on empowerment programs.
To me, saying we need an empowerment program is like saying we need a swimming program.
The implication is that swimming isn’t a natural occurring behavior for our people. So, what we
are saying when we say we need an empowerment program is that the fundamental way we run
our organization is dis-empowering, or is it de-empowering?
The solution isn’t a “program.” The solution is to change the fundamental way your
organization is designed and managed so that people can exercise the natural power that comes
from being a human.
Based on my experience in turning the Santa Fe from the worst-performing ship in the Navy
to the best, here are the six biggest myths about empowerment:
Myth 1: The route to empowerment is a program.
You can’t implement a bottom-up concept in a top-down way. This inherent self-
contradiction dooms it.
The first step always needs to be a commitment from the group that they want more authority
and more decision-making. Generally this follows a frank discussion. If the team wants
empowerment, you are off to the races. If not, you learned that you’d be wasting your time. Try
again in six months.
Myth 2: You empower people.
People are already empowered. What you, as a leader do, is give them the voice and authority
to exercise the empowerment they naturally have.
Consider: If it takes the boss to empower them, the boss can empower them, and that’s not
very powerful. This isn’t to say that leaders don’t have an important role in letting people
exercise the natural power that they have. What leaders do is push decision-making down the
21
organization as far as possible so that the decision is made by those people who are closest to the
information. This is contrary to the standard habit of pushing information to those who have the
authority for making the decision.
Myth 3: Empowerment is enough.
Leaders must also ensure that their people have the requisite competence and clarity to make
successful decisions. This means an empowering organization spends more time with technical
training and clarity of purpose than one that relies on a top-down compliance model. Empowered
employees without sufficient technical competence and organizational clarity cause chaos.
Myth 4: Your picture of empowerment matches your team’s.
One of the problems with the word empowerment is that it is vague. “Empowerment” does
not inherently contain the ability to measure and affect it: two necessary components for
improving it. What do we say, “Be somewhat more empowered than you used to be?” That’s like
saying “Get stronger” and then going to the gym and never knowing how much weight you are
pushing.
Instead, use specific words to identify the level of empowerment you want, such as “explore
options,” “recommend alternatives,” or “come up with a plan,” or “do what you think is best.”
Myth 5: During a crisis, it’s appropriate to revert to traditional top-down command and
control.
In fact, the more important and time-urgent the event, the bigger the relative performance
gain an empowered team will achieve. The reason most organizations revert to command and
control is because they have never seen a highly trained team operate in a crisis or a particularly
high-tempo, high-stress operation. While there does need to be coordination and communication,
if each member knows his or her job, the leader can still refrain from issuing orders. The highest
performing teams in the military perform in highly decentralized, and empowered ways.
22
Myth 6: Blowing up your hierarchy will result in empowered people.
On the contrary, blowing up your hierarchy will result in confused people. The problem with
hierarchy is not the role definition that comes with it, the problem is that bosses use hierarchy to
tell those below them what to do. We believe that clear role definitions (with people filling
various roles that may change from time to time) allows the team to focus on getting the job done
rather than worrying about the uncertainly of the limits of their authority or their responsibilities.
This uncertainty will (certainly) reduce their ability to solve highly cognitively demanding tasks.
Instead, use hierarchy in a way that places greater obligation on those higher up to take care
of their teams, and greater responsibility to ensure those below them have the tools they need, in
the form of technical competence and organizational clarity, to be successful when making
decisions.
Remember, in highly effective organizations there are leaders at every level, not just at the top.
23
2.2 EMPIRICAL REVIEW
Isaiah .O. Ugboro et al (2000) on their paper “Top Management Leadership, employee
empowerment, Job satisfaction and customer satisfactions in Total Quality Management
Organizations: An Empirical study” express their views implications on Employee
Empowerment, Organizational culture, Customer satisfaction.
Onne Janssen (2004) on their paper “The Barrier Effect of Conflict with superiors in the
relationship between employee empowerment and organizational commitment” express their
views implications on Empowerment and organizational commitment, the barriers effect of
conflict with superiors and method & measures in Empowerment , interpersonal conflict with
superiors, Organizational commitment, Covariates, data analysis, results can be given by
descriptive, statistics and correlations, test of hypothesis.
Scott .E. Seibert et al (2004) on their paper “Taking Empowerment to the next level, A
Multiple-level model of empowerment, Performance, and satisfaction” express their views
implications on Employee Empowerment, Empowerment climate- Organizational climate, issue
of level, hypothesis on psychological empowerment and Empowerment and empowerment
climate and the role of psychological empowerment and methods & measures, In methods-
Samples and Procedures. In Measures- Empowerment climate, work-unit performance,
Individual performance and satisfactions, analysis and test of hypothesis.
Samat, Ramayah and Saad (2006) explored the relationship between employee empowerment
and service quality as well as the relationship between employee empowerment and market
orientation. The authors concluded that employee empowerment has significant effect on service
quality and market orientation comparing with other practices of TQM examined in the study.
Their results obtained from an analysis applied on data collected from service organizations. The
service organizations were from different service business activities such as banking, education,
private and public utility service and consulting service. All those organizations practiced TQM
in their operations and located in northern Malaysian states (Perak, Kedah, Penang and Perlis).
24
Boon, Arumugam, Safa, and Bakar (2007) argue that employee empowerment is the most
important TQM practices that significantly influences job involvement. According to their
analysis results, empowerment is the most crucial practice that increases level of job involvement
which raises the level of performance. This study investigated empowerment not just as a TQM
practice but also as a human resource management HRM practice. In other words, Boon et al’s
study investigated empowerment from three perspectives (i) empowerment as TQM practices, (ii)
empowerment as HRM practices, and (iii) empowerment from perspective of the relationship
between HRM and TQM practices. Thus, and with regard to the important role of HRM and
TQM systems in the whole management system, it can be said empowerment is a crucial practice
that influence the overall organization performance.
M.Kemal DEMIRICI et al (2010) on their paper “Employee Empowerment and its Effects on
Organizational Performance” express their views implications on Empowerment and its Relation
to Decision making process and the implementation conditions of empowerment by shared
visions, organizational support, knowledge learning, Institutional Recognition and
Empowerment, its effects on performance, instruments of empowerment by commitment,
capability ethicality.
Ueno (2010) reported that employee empowerment has a significant role in achieving and
enhancing service quality. He investigated TQM practices from perspective of service quality.
His investigation conducted through reviewing the literature that related to the TQM
implementation and its impact on service quality. One of the implications from Ueno’s review
study is that not just employee empowerment but all soft TQM practices have more impact on
service quality than hard TQM practices. This implication supports the assertion that in most of
cases soft TQM is responsible for the success of the whole TQM system. Staying with the review
papers, Singh (2011) reviewed the literature on TQM practices and implementation. He came out
with a total of 11 influenced TQM factors and concluded that empowerment is one of the most
four important and critical factors that effect TQM implementation and process. He interpreted
the findings in the existing literature into set of TQM factors listed according to its degree of
effectiveness on the TQM implementation and results.
25
Chandan Kumar Sahoo & Sitaram (2011) Das in their article entitled, “Employee
Empowerment: A Strategy towards Workplace Commitment” A Theoretical Perspective
Employee empowerment tended to revolve around issues of power and control, where
empowerment was considered a management technique used to motivate employees by
delegating or sharing of power with them. The feeling of employee empowerment can be
improved by listening and being more responsive to employee comments, providing necessary
training, encouragement by management and fellow employees, providing employees with the
necessary resources to do their jobs, allowing access to relevant information and matching
employees to their tasks according to training and experience.
Hosein GanjiNia et al (2013) on their paper “Overview of employee empowerment in

organizations” express their views implications on concept defining of empowerment,
empowerment process, empowerment approaches, Practices empowerment of employees in
organization, empowerment & training, Empowerment & participation. Empowerment strategies
and Practical measures to empowering employees, Techniques and tools creating empowerment
in organizations.
R. Ramesh & K.Shyam Kumar (2014) in their article entitled, “Role of Employee
Empowerment in Organizational Development” Provide role information: The management must
be define Employee empowerment has been defined in many ways but the role and assigns
responsibilities, authority, and decision- generally means the process of allowing employees to
have making power to meet company and department goals and input and control over their
work, and the ability to openly also define boundaries to clarify decisions employees will share
suggestions and ideas about their work and the and will not make. Align goals of employees with
those of the organization: Contingent rewards: Empowerment works best when a Empowerment
provides employees a clearer view of reward system distinguishes between employees based on
organizational goals and strategies.
26
Mostafa Marghany (2015) in their paper “Effects of Empowerment on Employee
Performance Workplace” express their views implications on the concept of empowerment,
Empowerment Practices, Psychological Empowerment (Motivation), Managerial Practices and
Empowerment, Employee Empowerment and Performance, job satisfactions. Employee
Empowerment and Self-efficacy, population and sample, measures, procedures, data analysis.
Rajesh Rathore (2015) in his article titled, “Role of Employee Empowerment in

Organizational Performance” has indicated the logic behind employee empowerment is to
increase the employee's responsibility, to build employee morale and to improve the quality of
your employee's work life. For employees to act appropriately there must be employee
motivation that is a natural growth from employee development and employee empowerment.
What could happen to your business if through employee development and employee
empowerment your employees brought the same dedication, effort and thought to work that they
freely give away outside of work? Improvements in productivity of 25% to 50% have been
demonstrated when employers are willing to engage their employee and create an environment
where employee motivation is the norm not the exception.1.Development of interpersonal,
analytical, and leadership skills.2.Instilling a quality consciousness among all
employees.3.Higher quality product.4.More effective use of resource.
Bindurani.Rohidas.S (2015) in her article titled, “employees empowerment in organizations:

a study” Employee empowerment is giving employees a certain degree of autonomy and
responsibility for decision-making regarding their specific organizational tasks. The logic behind
employee empowerment is to increase the employee's responsibility, to build employee morale
and to improve the quality of your employee's work life. Reflects the experiences or beliefs of
employees about their role in the organization, thus, empowerment is not something which
managers carry out to employees instead is mindset of employees about International Research
Journal of Management Sociology & Humanity www.Effective factors in the process of
Employee Empowerment Specify objectives, responsibilities and authority in organization:
Employees must be aware of their responsibilities and duties description, the purpose and
mission organization, and its stages and work processes.
27
D. Rajasekar, A. Krishna Sudheer & P. Raghunadha Reddy (2017) in their article titled, “a
study on employee empowerment in Indian corporate sector” Over the years it is firmly
established that the basic contributory factor for employee job satisfaction is employee
empowerment. Investigating the empowerment from different sectors in depth does not place
certain distinctions between terms but shows that there is considerable overlap between employee
empowerment and employee involvement. To test the significant relationship between job tenure
and employee empowerment, Analysis of variances has been employed with job tenure as
independent variable and employee empowerment as dependent variable by covering all its
variables such as meaning, competence, impact and choice. In real sense if the empowerment
happens then employees would work to deliver under all circumstances and loyalty becomes a
natural choice thereby avoiding problems of employee turnover.
Mr.P.Jayakumar et al (2017) on their paper “Employee Empowerment-A Empirical study”

express their views implications on objectives of the study, need of the study, scope for further
study, and limitations of the study& Research Methodology, data analysis & discussions and also
they focus on suggestions & recommendations.
28
CHAPTER III
3.1 RESEARCH DESIGN
DEFINITION
Research is the process of finding solution to a problem after a through study and analysis of
the situational factors.
RESEARCH DESIGN
Research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
DESCRIPTIVE RESEARCH
Descriptive study includes the survey and facts finding enquire of different kinds the major
purpose of descriptive of the state of affairs as it done through he descriptive research design.
SOURCES OF DATA
The type of data collection adopted for this research was primary data. Data was collected
from the employees personally with the help of questionnaire hence more quantitative and better
response were obtained from the employees.
While deciding about the method of data collection to be used for study. The researcher
should keep in mind types of data.
PRIMARY DATA
Primary data is know as the data collected for the first time through field survey data are
collected by the researcher as a primary data. The primary data is collected through
questionnaire.
SECONDARY DATA:
Secondary data is those data which has been collected already and recorded, but not for the
purpose of the project. it is available from internal and external sources. Information is obtained
from the internal sources like published data of the company has been collected. Internal data is
collected from various websites.
29
3.2 SAMPLING DESIGN
Sampling design is plan for obtaining a sample from the sampling frame, the must be
consistent with relevant population. This allows the data obtained from the sample to used in
making inference about the large population.
SAMPLE SIZE
The total population of the organization is 189 and the sample size that is taken for the
preparation of the project is a total of 110, who are the employees in the organization.
SAMPLING METHOD
Choosing a few from a large population is called sampling. The sampling method is used in
this simple random sampling.
SAMPLING TECHNIQUES:
The techniques of sampling used in this simple random sampling. Probability sampling has
been used to collect the data from the respondents.
PROBABILITY METHOD - simple random sampling.
SAMPLING AREA:
The sampling area is foundry division in arakkonam.
30
3.3 TOOLS FOR ANALYSIS
ANALYZES OF DATA
The data collection has to be processed and analyzed in accordance with the outline laid
down for the purposes at the time of developing the research plan. This is essential for a scientific
study and for ensuring that we have all relevant data for making contemplated comparisons and
analysis. Technically speaking processing implies editing, coding, classification and tabulation of
collected data so that they amenable to analysis. The term analysis refer to the computation of
certain measures along with searching for patterns relationship that exist among data-groups.
ANALYTICAL TOOL
• Correlation
• Chi-square test
CORRELATION
Correlation analysis is the statistical tool used to measure the degree to which two variables
are linearly related to each other. Correlation measures the degree of association between two
variables. The Pearson product-moment correlation coefficient is a measure of the strength and
direction of association that exists between two variables measured on at least an interval scale. It
is denoted by the symbol r.
Formula,
𝐍∑𝐗𝐘−∑𝐗∑𝐘
𝒓=
√𝐍∑𝐗 𝟐 −(∑𝐗)²√𝐍∑𝐘 𝟐 −(∑𝐘)²
Where,
r= correlation coefficient
N= no of samples
X & Y= variables
31
CHI- SQUARE TEST I – (Ψ2)
A chi-squared test, also referred to as chi-square test or χ2 test, is any statistical hypothesis
test in which the sampling distribution of the test statistic is a chi-squared distribution when the
null hypothesis is true, or any in which this is asymptotically true, meaning that the sampling
distribution (if the null hypothesis is true) can be made to approximate a chi- squared distribution
as closely as desired by making the sample size large enough.
The χ2 test was first used by Karl Pearson in the year 1980. The quantity χ2 describes the
magnitude of the discrepancy between theory and observation.
It is calculated using:
χ² = Σ [( 𝐎𝒊 − 𝐄𝒊 )2 / 𝐄𝒊 ]with (n - 1) degrees of freedom.
Where,
𝐎𝒊 refers to the observed frequency
𝐄𝒊 to the expected frequencies.
χ² was used as a test of independence and goodness of fit.
32
CHAPTER IV
4.1 DATA ANALYSIS AND INTERPRETATION
TABLE 4.1.1
The table represent the Gender of the employee in the organization.
S.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE
1 Male 108 98.2%
2 Female 2 1.8%
TOTAL 110 100
CHART 4.1.1
The chart represents the gender of employee in the company.
Female 1.8%
Male 98.2%
0.00% 50.00% 100.00%
INFERENCE:
From the above table it can be interpreted that 98.2% of the respondents are male and 1.8%
of the respondents are female. Therefore, most of respondents belong to male category
33
TABLE 4.1.2
The table represents the Age Group (Years) of the employees in the organization.
1 Below 20 2 2%
2 20 - 30 48 44%
3 30 - 40 38 35%
4 40-50 17 15%
5 Above 50 5 5%
TOTAL 110 100
CHART 4.1.2
The chart represents the age group of employees in the company.
45% 44%
40% 35%
35%
30%
25%
20%
15%
15%
5%
10%
2%
5%
0%
Below 20 20 - 30 30 - 40 40-50 Above 50
34
INFERENCE:
From the above table it can be interpreted that 44% of the respondents are between 20-30 ages
and 35% of the respondents are between 30-40 years and 2% of the respondents are below 20 age
group and 15% of the respondents are between 40-50 age group. Therefore, most of the
respondents are belongs to 20-30 years of age.
35
TABLE 4.1.3
The table represents the Educational qualification of the employees in the company.
1 H.S.C 3 3%
2 Graduate 50 45%
3 Post graduate 54 49%
4 Others 3 3%
total 110 100
CHART 4.1.3
The chart represents the education qualification of the employees in the company.
45% 49%
50%
40%
30%
20%
3% 3%
10%
0%
H.S.C Graduate Post Others
graduate
INFERENCE:
From the above data 3% of employees are HSC qualification, 45% of employees are
graduates, 49% of the employees are post graduate and 3% are others.
36
TABLE 4.1.4
The table represents the marital status of the employee in the organization.
1 Single 43 39%
2 married 67 61%
TOTAL 110 100
CHART 4.1.4
The chart represents the marital status of the employees in the company.
39%
Single
61%
married
INFERENCE
The above table indicates that 39% respondents are single and 61% respondents are
married in the organization.
37
TABLE 4.1.5
The table showing company follows any empowerment system.
1 Yes 77 70%
2 No 33 30%
TOTAL 110 100
CHART 4.1.5
The chart represents company follow any employee empowerment system.
30%
Yes
70% No
INFERENCE:
From the above table it can be interpreted that out of 110 employees 70% of
employees says yes the company follows employee’s empowerment system and 30% of the
employees says no empowerment system.
38
TABLE 4.1.6
The table shows work effectiveness with your organization select empowerment based on
employee activities.
1 Work experience 22 20%
2 Skill and knowledge 57 52%
3 Work effectiveness 18 16%
4 Work efficiency 7 6%
5 Other 6 6%
TOTAL 110 100
CHART 4.1.6
The chart shows with your organization select empowerment based on activities.
60%
52%
50%
40%
30%
20%
20% 16%
10% 6% 6%
0%
Work Skill and Work Work efficiency Other
experience knowledge effectiveness
39
INFERENCE:
From the above table it is inferred that out of 110 respondents 52% of respondents are having
skill and knowledge with the present empowerment and 20% are of with work experience and
16% are with work effectiveness and 6% are with work efficiency and 5% are others.
40
TABLE 4.1.7
The table shows satisfy with your organization is providing any empowerment opportunities
to the employees
1 Strongly Agree 3 3%
2 Agree 44 40%
3 Neither agree nor disagree 42 38%
4 Disagree 10 9%
5 Strongly Disagree 11 10%
TOTAL 110 100
CHART 4.1.7
The chart shows satisfy with your organization is providing any empowerment opportunities
to the employees.
40%
38%
40%
35%
30%
25%
20%
15% 9% 10%
10%
3%
5%
0%
Strongly Agree Neither agree Disagree Strongly
Agree nor disagree Disagree
41
INFERENCE:
From the above table it is inferred that out of 110 respondents 40% of respondents are agree
with present empowerment opportunities and 10% of employees strongly disagree and 3% of
employees strongly agree and 9% of employees disagree and 38% of are neutral.
42
TABLE 4.1.8
Table shows the level of interest in learning new things.

1 Excellent 2 2%
2 High 67 61%
3 Average 36 32%
4 Low 3 3%
5 Poor 2 2%
TOTAL 110 100
CHART 4.1.8
The chart shows level of interest in learning new things.
70% 61%
60%
50%
40% 32%
30%
20%
3% 2%
10% 2%
0%
Excellent High Average Low Poor
43
INFERENCE:
From the above table it is inferred out of 110 employees 61% of the employees
says high interest in learn new thing and 32% of the employees are average and 2% of the
employees says excellent and 3% of the employees low and 2% are employees feel poor in
learning new things.
44
TABLE 4.1.9
The table shows that employees interested in gaining practical experience.
S.NO PARTICULARS NO OF RESPONANTS PERCENTAGE
1 Very much interested 70 64%
2 Satisfied with my experience 31 27%
3 Unsure 6 6%
4 Not interested 3 3%
total 110 100
CHART 4.1.9
The chat shows that employees interested in gaining practical experience.
64%
70%
60%
50%
40%
27%
30%
20%
6%
3%
10%
0%
Very much Satisfied with unsure Not interested
interested my experience
45
INFERENCE:
From the above table it is inferred out of 110 respondents 64% of employees very much
interested in gaining practical experience and 27% of the employees satisfied with my
experience and 3% of the employees not interested and 6% of employees unsure.
46
TABLE 4.1.10
The table shows whether the organization updating the abilities and skill that you need for
your job.
1 Yes 98 89%
2 No 12 11%
TOTAL 110 100
CHART 4.1.10
The chart shows whether organization updating the abilities and skill that you need to be for
your job.
11%
Yes
89% No
INFERENCE:
From the above table it is inferred that out of 110 employees 89% of the employees saying
yes that the organization updating the abilities and skill for the jobs 11% of the employees
says that the company has not given any abilities and skill for jobs.
47
TABLE 4.1.11
The table shows a network of people that you could call for assistance, both in and outside of
your current empowerment.
1 Yes 75 68%
2 No 35 32%
TOTAL 110 100
CHART 4.1.11
The chart shows have a network of people that you could call for assistance, both in and
outside of your current empowerment.
32%
Yes
No
68%
INFERENCE:
From the above table it is inferred out 110 respondents 68% of the employees have a network
of people that you could call for assistance, both in and outside of your current empowerment
yes and 32% of people, that could call for assistance are said no.
48
TABLE 4.1.12
The table shows the organization's empowerment system helps the employees to improve
their work performance.
2 Agree 40 36%
4 Disagree 2 2%
TOTAL 110 100
CHART 4.1.12
The chart shows the organization empowerment system is helps the employee to improve
their work performance.
Strongly Disagree 1%
Disagree 2%
Neither agree nor disagree 54%
Agree 36%
Strongly Agree 7%
0% 10% 20% 30% 40% 50% 60%
49
INFERENCE:
From the above table it is inferred out of 110 employees 36% of the employees are agree with
the organization empowerment system helps to improve their work 54% are neutral 2% are
disagree and 1% are strongly disagree and 7% are strongly agree.
50
TABLE 4.1.13
The table represent in which extend empowerment development system is helps the
employees to reach their goals.
1 To great extent 16 14%
2 To some extent 53 48%
3 Some what 25 22%
4 9 8%
Little extent
5 Not at all 9 8%
Total 110 100
CHART 4.1.13
The chart represent in which extend empowerment development system is helps the
employee to reach the goals.
48%
50%
45%
40%
35%
30% 22%
25%
20% 14%
15% 8% 8%
10%
5%
0%
To great To some Some what Little Not at all
extent extent extent
51
INFERENCE:
From the above table it is inferred out of 110 employees 48% of the employees to some
extend and 22% of the employees somewhat are 8% of the employees little extend and 14.0%
of the employees great extend and 8% of the employees not at all the organization
development system helps to reach their goal.
52
TABLE 4.1.14
The table represents the employees identify empowerment opportunities available through the
organization.
1 By top management 15 14%
2 By organization 17 15%
3 By manager 26 24%
4 By executive 9 8%
5 By team leader 43 39%
Total 110 100
CHART 4.1.14
The chart represents the employee identify empowerment opportunities available through the
organization.
By team leader 39%
By executive 8%
By manager 24%
By organization 15%
By top management 14%
0% 10% 20% 30% 40%
53
INFERENCE:
From the above table it is inferred out of 110 employees 14% the employees identify
empowerment opportunities by top management and 39% of the employees identify through
leader and 15% of the employees identify through the organization and 24% of the employees
identify through manager and 8% of the employees identify through executive.
54
TABLE 4.1.15
The table shows that have clear empowerment plan with set goals and know the direction
your empowerment is headed.
1 Yes 79 72%
2 No 31 28%
TOTAL 110 100
CHART 4.1.15
The chart shows that have clear empowerment plan with set goals and know the direction
72%
80%
60%
28%
40%
20%
0%
Yes No
INFERENCE:
From the table it is inferred out of 110 employees 72% of the employees are said yes and
28% of the employees are said no.
55
TABLE 4.1.16
The table represents the company identify factors helps to increase the interest through work.
2 Agree 48 43%
4 Disagree 5 5%
TOTAL 110 100
CHART 4.1.16
The chart represents the company identify factors help to increase the interest through work.
43% 42%
45%
40%
35%
30%
25%
20%
15%
5% 5% 5%
10%
5%
0%
Strongly Agree Neither Disagree Strongly
Agree agree nor Disagree
disagree
56
INFERENCE:
From the above table it is inferred out of 110 respondents 43% of the employees agree with
the empowerment factors that help to increase the interest through work and 5% of the
employees strongly agree and 5% of the employees strongly disagree and 5% of the
employees disagree and 42% of the employees neutral.
57
TABLE 4.1.17
The table shows whether the employee empowerment activities are satisfactory to the
employees.
2 Agree 51 46%
4 Disagree 7 6%
TOTAL 110 100
CHART 4.1.17
The chart shows whether the employee empowerment activities are satisfying the employees.
46%
50% 43%
45%
40%
35%
30%
25%
20%
15%
10% 6% 5%
0%
5%
0%
Strongly Agree Neither agree Disagree Strongly
Agree nor disagree Disagree
58
INFERENCE:
From the above table it is inferred out of 110 respondents 46% of the employees are agree
that empowerment activities are satisfying the employees 5% of the employees strongly
disagree and 0% of the employees strongly agree and 6% of the employees disagree and 43%
of the employees neutral.
59
TABLE 4.1.18
The table represents management respects the employee empowerment in the organization.
2 Agree 46 42%
4 Disagree 11 10%
TOTAL 110 100
CHART 4.1.18
The chart represents the management with respect to the employee empowerment need for
the organization.
42% 43%
45%
40%
35%
30%
25%
20%
15% 10%
10% 3% 2%
5%
0%
Strongly Agree Neither Disagree Strongly
Agree agree nor Disagree
disagree
60
INFERENCE:
From the above table it is inferred out of 110 respondents 3% of the employees
empowerment need for the organization strongly agree and 42% of the employees agree and
10% of the employees disagree and 2% of the employees strongly disagree and 43% of the
employees neutral.
61
TABLE 4.1.19
The tables represents know about employee whether they are satisfy the empowerment
measure or not.
1 Yes 76 69%
2 No 34 31%
TOTAL 110 100
CHART 4.1.19
The chart represents know about employee whether they satisfy the empowerment measures
or not.
31%
Yes
69% No
INFERENCE:
From the above table it is inferred out of 110 respondents 69% of the employees says yes
they are satisfy the empowerment measures and 31% of the employees says no.
62
TABLE 4.1.20
The table shows the organization measures employees to improve the empowerment program
of the company.
1 To great extent 11 10%
2 To some extent 58 53%
3 Some what 26 23%.
4 0 0%
Little extent
5 Not at all 15 14%
Total 110 100
CHART 4.1.20
The chart shows the organization measures employee to improve the empowerment program
to the company.
58
60
50
40
26
30
20
15
11
10 0
0
To great To some Some what Little extent Not at all
extent extent
63
INFERENCE:
From the above table it is inferred out of 110 employees 10% of the employees are great
extend to improve the empowerment programs 53% of the employees some extend 23% of
the employees somewhat and 14% of the employees not at all.
64
TABLE 4.1.21
The table represents extend the organization's decision making process to identify factors
helps to increase the work.
1 Excellent 30 27%
2 High 54 49%
3 Average 0 0%
4 Low 22 20%
5 Poor 4 4%
TOTAL 110 100
CHART 4.1.21
The chart represents extend the organization decision making process to identify factor helps
to increase the works.
49%
50%
40%
27%
30% 20%
20%
10% 0% 4%
0%
Excellent High Average Low Poor
65
INFERENCE:
From the above table it is inferred out of 110 respondents 20% of the employees are low the
organization decision making to identify factors helps to increase the work and 0% of the
employees average and 27% of the employees to excellent and 49% of the employees high
and 4% of the employees poor.
66
4.2 STATISTICAL ANALYSIS
4.2.1 CORRELATION ANALYSIS

To find whether there is a significant relationship between the factors identified by the
company to increase the interest of employees and the satisfaction level of the empowerment
activities in organization.
Null Hypothesis (ho):

There is no significant relationship between the factors identified by the company to increase
the interest of employees and the satisfaction level of the empowerment activities in
organization.
Alternative Hypothesis (h1):

There is a significant relationship between the factors identified by the company to increase
organization.
CORRELATIONS
/VARIABLES=interest through work satisfied level
/PRINT=TWOTAIL NOSIG
/MISSING=PAIRWISE.
67
Correlations
interest satisfied
through work level
Pearson
1 .944**
interest through Correlation
work Sig. (2-tailed) .000
N 110 110
Pearson
.944** 1
Correlation
satisfied level Sig. (2-tailed) .000
N 110 110
**. Correlation is significant at the 0.01 level (2-tailed).
INFERENCE:
Since the calculated value is greater than table value of correlation, reject null hypothesis.
Hence it is significant relationship between the factors identified by the company to increase
organization.
68
4.2.2 CHI SQUARE ANALYSIS:
To determine the relationship between age group of employees and how the management
respects employee empowerment.
Null Hypothesis (h0):

There is no significant difference between the age group of employees and perception about
how the management respects employee empowerment.
Alternative hypothesis (h1):

There is significant difference between the age group of employees and perception about how
the management respects employee empowerment.
CROSSTABS
/TABLES=Age BY management respects employee empowerment
/FORMAT=AVALUE TABLES
/STATISTICS=CHISQ PHI
/CELLS=COUNT EXPECTED
/COUNT ROUND CELL.
Crosstabs
Case processing summary

Cases
Valid Missing Total
N Percent N Percent N Percent

Age(years) * 110 100.0% 0 0.0% 110 100.0%
Management Respects
Employee
Empowerment
69
Age(years) * Management Respects Employee Empowerment Cross tabulation
Management Respects Employee Empowerment
Strongly
strongly Dis
agree Agree Neutral Dis agree agree Total
Age Less than Count 2 0 0 0 0 2
(yea 20 Expected .1 .8 .9 .2 .0 2.0
rs) Count
20 - 30 Count 1 46 1 0 0 48
Expected 1.3 20.1 20.9 4.8 .9 48.0
Count
30-40 Count 0 0 38 0 0 38
Expected 1.0 15.9 16.6 3.8 .7 38.0
Count
40 - 50 Count 0 0 9 8 0 17
Expected .5 7.1 7.4 1.7 .3 17.0
Count
above 50 Count 0 0 0 3 2 5
Expected .1 2.1 2.2 .5 .1 5.0
Count
Tota Count 3 46 48 11 2 110
l Expected 3.0 46.0 48.0 11.0 2.0 110.0
Count
70
Chi-Square Tests
Asymptotic
Significance
Value Df (2-sided)
Pearson Chi-Square 267.211a 16 .000
Likelihood Ratio 198.479 16 .000
Linear-by-Linear 93.648 1 .000

Association
N of Valid Cases 110

a. 19 cells (76.0%) have expected count less than 5. The
minimum expected count is .04.
Symmetric Measures
Approximate
Value Significance
Nominal by Phi 1.559 .000
Nominal
Cramer's .779 .000

V
N of Valid Cases 110
INFERENCE:
The calculated value is lesser than table value of chi square, reject alternative hypothesis.
There is no significant difference between the age group of employees and perception about
how the management respects employee empowerment.
71
CHAPTER V
5.1 FINDINGS
52% of the employees are having skill and knowledge with the present empowerment.
40% of the employees are agree with in present empowerment opportunities.
70% of the employees are says yes that the company proving employees empowerment
system.
61% of the employees says high interest in learning new things.
64% of employees are very much interested in gaining practical, experience.
89% of the employees saying yes that the organization updating the abilities and skills.
68% of the employees have a network of people that you could call for assistance, both in and
outside of your current empowerment.
36% of the employees are agrees with the organization empowerment system helps to
improve their work.
48% of the employees to some extend empowerment development system is to help the
employee to reach their goal.
39% of the employees identify empowerment opportunities by team leader.
72% of the employees are said clear empowerment plan with set goals and know the direction
43% of the employees agree with the company empowerment factors that help to increase the
interest through work.
46% of the employees are agrees that empowerment activities are satisfying the employees.
42% of the employees empowerment need for the organization.
69% of the employees says yes they are satisfy with the empowerment measures.
53% of the employees extend to improve the empowerment programs.
38% of the employees interest on the work high salary.
72
38% of the employees measures into the significance of employee empowerment by leader.
49% of the employees are some extend the organization decision making process to identify
factors helps to increase the works.
73
5.2 SUGGESTIONS
• The organization can improve the present empowerment opportunities.

• Many employees are interested in learning practical experiences, so the organization
can provide more practical experience to the employees to improve their knowledge.
• The organization may improve the empowerment program to increase the employee
skills.
• Decision making process is one of the factor to increase the works.
• The organization has to bring more changes and provide effective communication
among the employees to enhance quality of the organization.
• The intelligence test can be implemented in employee empowerment process to test
the knowledge of candidate.
74
5.3 CONCLUSION
The study focused that the employee empowerment process are really efficient and effective.
Empowerment of the employees is helpful to achieve the goals and objectives. Effective
empowerment process will useful to improve the employee’s right performance in the jobs.
The organization provides more job opportunities for the fresher and the experienced persons
and it is useful to develop their empowerment and also it is providing job satisfaction job
security and other benefits for their employees.
The systematic procedure is followed in employee empowerment process in the organization.

Selecting the qualified and skilled candidates is the main process in the organization.
75
REFERENCES
BOOKS
• Krishna murari (2015) Impact of Leadership Styles on Employee Empowerment,

Partridge India.
• Aswathappa. K. (2000) Human Resources And Personal Management, Tata Mc
Graw Hill Publishing Company Ltd, New Delhi.
• Kothari C.R. (2001) Research Methodology New International Publications.
• Mamoria C.B. And Mamoria .S (2007) Personal Management, Himalaya Publishing
company.
• Ramasubaramanian .S (2009) Statistics For Management, A.R. Publication.
JOURNALS
• Gist, M (1987). Self efficacy: Implications for organisational behaviour and

human resource management, Academy of Management review, 12:472-485.
• Hackman, JR, and Oldham, GR (1980). Work Redesign. Reading, MA: Addison
Wesley.
• Hubrecht, J, & Teare, R (1993). A strategy for partnership in total quality
service.International Journal of Contemporary Service Management, 5(3), 1-5.
• Khatri, N (2006) Building HR capability in health care organizations. Health
Care Management Review, 31(1), 45-54. http://dx.doi.org/10.1097/00004010-
200601000-00007
• Mainiero, LA (1986). Coping with powerlessness: The relationship of gender
and job dependency to empowerment to empowerment strategy usage.
Administrative Science Quarterly, 31: 633-653.
http://dx.doi.org/10.2307/2392967
• Neilsen, EH (1986). Empowerment strategies: Balancing authority and
responsibility. In S. Srivastava & Associates (Eds.). Executive Power: 78-110.
San Francisco: Jossey – Bass.
• Spector, PE (1986). Perceived control by employees: A meta analysis of studies
concerning autonomy and participation at work. Human Relations, 39: 1005 -
1016. http://dx.doi.org/10.1177/001872678603901104
a
• Spreitzer, GM (1995). Psychological Empowerment in the workplace:
Dimensions, Measurement, and validation. Academy of Management Journal.
38, 5, 1442-1465. http://dx.doi.org/10.2307/256865
• Thomas, KW and Velthouse, BA (1990). Cognitive elements of empowerment.
Academy of Management Review, 15: 666-681.
• S.L. Meyerson and T.J.B. Kline, (2008) "Psychological and environmental
empowerment: antecedents and consequences", Leadership & Organization
Development Journal , , Vol. 29, No. 5, Emerald Group Publishing Limited, pp.
444-460.
• J.S. Boudrias, P. Gaudreau, A. Savoie and A.J.S. Morin, (2009)“Employee
empowerment from managerial practices to employees’ behavioral
empowerment”, Leadership & Organization Development Journal, Vol. 30(7),
Emerald Group Publishing,, pp. 625-638
• K. Baird and H. Wang, (2010) "Employee empowerment: extent of adoption and
influential factors", Personnel Review, Vol. 39 No. 5, Emerald Group
Publishing Limited, pp. 574-599
• Raquib, R.N. Anantharaman, U. Cyril Eze and W. Murad, (2010) "
Empowerment Practices and Performance in Malaysia – An Empirical Study",
International Journal of Business and Management, Vol. 5, No. 1, pp123-149
• Gilaninia, Shahram. Et al. (2012) Determine the Effectiveness of Assertiveness
Training on Student Achievement and Happiness, Journal of Basic and Applied,
Scientific Research. Vol No. 1, pp 141-144
WEBSITES
• https://www.google.com/
• https://www.mrftyres.com/
• https://en.wikipedia.org/wiki/MRF_(company)
b
QUESTIONAIRE
1. sex
a) male
b) female
2. age (years)
a) less than 20
b) 20-30
c) 30-40
d) 40-50
e) 50 above
3. educational qualification
a) H.S.C
b) Graduate
c) post graduate
d) others
4. Marital status
a) married
b) single
5. Year of experience
a) fresher
b) less than 5 years
c) 5-10 years
d) above 10 years
6. Designation_______________________________
7. Does your company follows any empowerment system?

a) Yes
b) No
c
8. How does the organization enable empowerment based on the employee activities?
a) work experience
b) skill and knowledge
c) work effectiveness
d) work efficiency
e) others
9. The organization is providing empowerment opportunities to the employees

a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
10. Choose your level of interest in learning new things

a) high
b) average
c) low
d) Poor
11. In which level you are interested in gaining practical experience

a) very much interested
b) satisfied with my experience
c) unsure
d) not interested
12. Are you knowledgeable about the abilities and skill that you need for your job?
a) Yes
b) No
d
13. Do you have a network of people, that you could call for assistance, both in and
outside of your current empowerment?
a) Yes
b) No
14. The organization's empowerment system helps the employees to improve their work
performance
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
15. To which extent the empowerment development system helps the employees to reach
their goals?
a) to great extent
b) to some extent
c) some what
d) little extent
e) not at all
16. Do you have clear empowerment plan with set goals and know the direction your
empowerment is headed?
a) Yes
b) No
17. How do the employees identify empowerment opportunities available through the
organization?
a) By team leaders
b) By executive
c) By manager
d) By top management
e) By organization
e
18. The factors identified by the company to increase the interest through work
a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly Agree
19. Whether the employee empowerment activities are satisfactory to the employees?
b) disagree
c) neutral
d) agree
e) strongly agree
20. What are all the empowerment activities practiced in the organization by providing
programs to the employees?
a) Aptitude
b) Seminar
c) Workshop
d) Lectures
e) Others
21. Management respects the employee empowerment in the organization?

b) disagree
c) neutral
d) agree
e) strongly agree
f
22. Do you know about employee whether they are satisfied with the empowerment
program of the company?
a) Yes
b) No
23. The organization measures employees activity to improve the empowerment program
of the company?
a) To great extent
b) Some extent
c) Some what
d) Not at all
24. How do the employees identify empowerment significance in the organization?

a) Top management
b) organization
c) manager
d) executive
e) team leader
25. The organization's decision making process to identify factors helps to increase the
work?
a) Great extent
b) some extent
c) some what
d) not at all
26. What are factors using the organizations to increase the employee interest in the
work?
a) decision making
b) high salary
c) extra incentives
d) promotion
e) other allowance

Impact of Employee Empowerment on Team Management at MRF Ltd

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STUDY ON THE IMPACT OF EMPLOYEE EMPOWERMENT ON

TEAM MANAGEMENT IN MRF LTD, ARAKKONAM.

In partial fulfillment for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SAVEETHA ENGINEERING COLLEGE

ANNA UNIVERSITY: CHENNAI 600 025

Certified that this project report titled “STUDY ON THE IMPACT OF

Signature of Project Supervisor Signature of HOD

DR.R.BALAJI Dr.A.NIRMAL RAAJ

Viva-voce Examination on _______________________________(Date) at

___________________ (Time) at Saveetha Engineering College, Thandalam, Chennai

INTERNAL EXAMINER EXTERNAL EXAMINER

I hereby declare that this project entitled “STUDY ON THE IMPACT OF

EMPLOYEE EMPOWERMENT ON TEAM MANAGEMENT IN MRF

PLACE: Signature of the student

DATE : RACHEL CYNTHIA A

I am highly indebted to my Project supervisor Dr.R.Balaji , Professor of our MBA

Employee empowerment is giving a certain degree of employee’s autonomy and

RESEARCH METHODOLOGY 29-32

Table No. DESCRIPTION Page. No.

Chart No. DESCRIPTION Page No.

A new way of management is employee empowerment or participative management

• Super Lug (truck tyre)

A race from the birth to success . . .

The Muscle Man

1.3.1 VISION & MISSION

Policies and implement the contents letter and spirit.”

1.1 ORGANISATION CHART OF MRF CORPORATE OFFICE

Whole Time Director

Thiruvattiyur Goa Medak Perambalur

Kottayam Arakkonam Pondicherry Gummidipoondi

Assistant Technical Assistant

• Heavy -duty trucks and buses

JK TYRE AND INDUSTRIES LTD:

• FORD WORLD EXCELLENCE AWARDS

• J D POWER ASIA PACIFIC

MRF won the award for exports.

1.3.5 BRAND AMBASSADORS

Former brand ambassadors

Current brand ambassadors

• To study the practice of employee activities in the organization.

To understand the various sources of employee empowerment provided in the organization. It

• Time is constraint for conducting study

2.1 CONCEPTUAL AND THEORETICAL REVIEW

Myth 1: The route to empowerment is a program.

Myth 2: You empower people.

Myth 3: Empowerment is enough.

Myth 4: Your picture of empowerment matches your team’s.

Hosein GanjiNia et al (2013) on their paper “Overview of employee empowerment in

Rajesh Rathore (2015) in his article titled, “Role of Employee Empowerment in

Bindurani.Rohidas.S (2015) in her article titled, “employees empowerment in organizations:

Mr.P.Jayakumar et al (2017) on their paper “Employee Empowerment-A Empirical study”

PROBABILITY METHOD - simple random sampling.

The sampling area is foundry division in arakkonam.

χ² = Σ [( 𝐎𝒊 − 𝐄𝒊 )2 / 𝐄𝒊 ]with (n - 1) degrees of freedom.

𝐎𝒊 refers to the observed frequency

𝐄𝒊 to the expected frequencies.

χ² was used as a test of independence and goodness of fit.

The table represent the Gender of the employee in the organization.

S.NO PARTICULARS NO OF RESPONDENTS PERCENTAGE

1 Male 108 98.2%