Final Research Project Report

On
EFFETIVENESS OF EMPLOYEE WELFARE MEASURES IN
ORGNISATION
(MARUTI SUZUKI & VOLKSWAGEN)

Submitted to

I.K. GUJRAL PUNJAB TECHNICAL UNIVERSITY

KAPURTHALA
In partial fulfilment of the requirement of the
Award of degree of
Master of Business Administration (MBA)
Submitted by Supervisor
AKASH DEEP MR. HARDIK
University Roll No – 2118487 Associate professor

Department of Management
Chandigarh Business School of Administration
Landran, Mohali
2021-2023

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 STUDENT DECLARATION

I hereby declare that the project report titled “EFFETIVENESS OF

EMPLOYEE WELFARE MEASURES IN ORGNISATION (MARUTI
SUZUKI & VOLKSWAGEN)" submitted for the Degree of Master of
Business Administration, is my original work and the project report has not
formed the basis for the award of any degree, diploma, associate-ship,
fellowship or similar other titles. It has not been submitted to any other
University or Institution for the award of any degree or diploma.

AKASH DEEP

Chandigarh Business School Administration

Date:

Place:

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 FACULTY DECLARATION

I hereby declare that the student MR. AKASH DEEP of MBA (ΙV) has undergone her
project under my periodic guidance on the project titled “EFFETIVENESS OF
EMPLOYEE WELFARE MEASURES IN ORGNISATION (MARUTI SUZUKI &
VOLKSWAGEN).Further, I hereby declare that the student was periodically in touch
with me during this training period and the work done by the student is genuine and
original.

Signature of Supervisor

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 TABLE OF CONTENTS

TITLES/TOPICS PAGE NO.

Student Declaration 2
Faculty Declaration 3
CHAPTER NO. CHAPTER TITLE
1 Executive Summary 5-6
2 CHAPTER ONE 7-10
Introduction to the Project 7
Introduction to the company 8-10
3 CHAPTER TWO: 11-18
Introduction to Employee Benefits and 11-18
Compensation
4 CHAPTER THREE 19-22
Objective and scope of the study 19
Limitation of the study 20
Literature Review 21-22
5 CHAPTER FOUR 23-24
Research Methodology and Data Collection 23-24
6 CHAPTER FIVE 25-41
Primary Data Collection and Analysis 25-41
7 CHAPTER SIX 42-45
Findings 42
Conclusion 43
Recommendations 44
Suggession 45
8 CHAPTER SEVEN 46-50
Annexures of Survey 46-49
Biblography and References 50

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 Executive Summary

In this project we are trying to find the benefits given in Dealership Company of Maruti Suzuki and
Volkswagen to employees we are also trying to study the various monetary and non monetary benefits
followed by Maruti Suzuki and Volkswagen. In our study we had followed different method to find
and analyze the data we are using primary data as well as secondary data. We had used the
questionnaire method to study the provision of benefits to employees

The Volkswagen
The Volkswagen plant in Chakan occupies a total area of over 2.3 million square meters (575 acres),
with buildings covering about 1,15,000 square meters. A workforce of over 3,500 people was engaged
in building it during its peak construction stages. The plant has a production capacity of 130,000
vehicles a year, which in capacity was maximized in 2011. The construction of the plant commenced
in 2007.The Honorable Governor of Maharashtra, His Excellency Shri. S. C. Jamir and Prof. Dr.
Jochem Heizmann, officially inaugurated the new plant on March 31, 2009, in the presence of nearly
500 international guests
The Pune plant is one of the most modern in the Volkswagen Group. It has a high level of vertical
integration and a large share of local suppliers. The facility is the only production plant operated by a
German automaker in India that covers the entire production process. from press shop through body
shop and paint shop to final assembly. The facility uses futuristically designed state-of-the-art
equipment.
The Volkswagen plant can now be toured in person all year long. People can experience German
engineering and witness its state-of-the-art facilities first-hand. If you wish to view the Volkswagen
assembly line in person.
Maruti Suzuki
Maruti Suzuki is a joint venture between Maruti Udyog Ltd and Suzuki. Arguably, it is one of
the biggest and also most successful car manufactures in India. Maruti Suzuki offers a wide
range of cars from small segment to the SUVs Maruti Suzuki currently holds approximately
55% of the entire car market in India.
Following is a marketing plan for Maruti Suzuki Sx4 targeted towards family users who want a value
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for money car. By the below given plan I expect to increase the sales of the Maruti Suzuki Sc4 in
Mumbai (India) by 11% by December 2010
The company currently spends 9% of its budget on marketing and promotional activities Le
44,00,000/- INR all across India (data acquired from the annual report). Out of which 8,00,000/- INR
is the budget for Mumbai.
There fore Maruti Suzuki needs to be monitoring it activities regularly, in monthly bases, so
that the company has time to rectify any activity which is not gaining the adequate response.

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CHAPTER ONE:
INTRODUCTION OF THE PROJECT AND COMPANY

1.1 Introduction to Project

Any Organisation in order to retain in the market for a longer time would definitely want its talented
employees to be retained and work for increasing satisfaction among the employees. The most
important factor of employee satisfaction is "compensation" and "respectful treatment of employees at
all the levels".
According to the survey, monetary benefits are comparatively more satisfying factor for male
employees rather than female employees. Whereas there is an undeniable direct relationship between
women's job satisfaction levels and their positive observations about the quality of work-life balance
at their industry. Hours and flexible working system are likely to be more satisfying factors for female
employees. The satisfaction level is also seen to be different among different age groups. The
employees who have worked for more number of years in the organization want more benefits to be
given in terms of Medical Casual leaves and retirement schemes to be provided by the Management.
Whereas, on the other hand the employees who recently joined the organization are expecting more of
monetary benefits and group appraisals from the Superior Management.

In this project we would look upon the satisfaction levels of employees in terms of the benefit that are
derived in the industry. A comparative study between Volkswagen Private Limited and Maruti Suzuki
India Limited in terms of benefits given to employees in return of the targets achieved. The benefits in
this project would include higher education, cross- functional projects, getting to work in different
verticals, training & development, transparent work culture and an open environment, fringe benefits,
Monetary and Non monetary benefits etc. These big giants have not only been focusing on having
structured systems and processes well in place, but also keeps its focus on high quality of work and
career growth. This project will describe the survey undertaken in Maruti Suzuki India Limited and
Volkswagen Private Limited describing about employee benefits provided to their employees.
Employee satisfaction surveys provide management with the knowledge and tools to build positive
employee relations and a positive work environment. Effective businesses focus on creating and
reinforcing employee satisfaction to get the most out of their human capital.

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 1.2 COMPANY PROFILE

1.2.1 Maruti Suzuki India Limited

Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India and headquartered at New Delhi. It is a subsidiary of Japanese automobile and
motorcycle manufacturer Suzuki Motor Corporation. Maruti Suzuki is manufacturer of family cars
such as Swift, Zen, Alto, Celerio, Swift DZire, etc. Mr. R C Bhargava is recognized as the chairman
of since 2007 till date, whereas the managing director and CEO of this company are under the
leadership of Mr. Kenichi Ayukawa. Mr. Ayukawa had joined the organisation in 1980, with a
qualification as a law graduate from Osaka University, Japan. On the under hand, Mr. Bhargava had
joined the organization in the year in the year 1981 as a Marketing Director of Manti Udyog Group.
Master of Arts in Development economics, Master of Science in Mathematics and IAS cleared in first
attempt are his educational background.
Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an automobile
manufacturer in India. It is a subsidiary of Japanese automobile and motorcycle manufacturer Suzuki
Motor Corporation. As of January 2016, it had a market share of 47% of the Indian passenger car
market. Maruti Sunki manufactures and sells populir cars such as the Ention, Abo, Swift, Zen,
Celerio, Swift DZire, SX4 and Omni The company is headquartered at New Delhi. In February 2012,
the company sold its ten millionth vehicles in India.
Maruti Suzuki has 1,820 sales outlets across 1,471 cities in India. The company aims to double its
sales network to 4,000 outlets by 2020. It has 3,145 service stations across 1,506 cities throughout
India. Maruti's dealership network is larger than that of Hyundai, Mahindra, Honda, Tata, Toyota and
Ford combined. Service is a major revenue generator of the company. Most of the service stations are
managed on franchise basis, where Maruti Suzuki trains the local staff. Other automobile companies
have not been able to match this benchmark set by Maruti Sunki. The Express Service stations help
many stranded vehicles on the highways by sending across their repair man to the vehicle.
In 2015 Maruti Sunki launched Nexa; a new dealership format for its premium cars.S-Cross was the
first car to be sold through Nexa outlets. Several new models will be added to both channels as part of
the Company's medium term goal of 2 million annual sales by 2020.
Manti made the Baleno's case even stronger with very competitive pricing. With the Baleno, Maruti
has become the manufacturer who offers the most features in a segment and also shows the company's

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commitment to safety. The Baleno offers ABS and airbags as standard no matter the trim or engine.
That's a huge step and something other manufacturers need to follow suit with The 2016 CNBC TV18
OVERDRIVE Awards were judged by a panel of experts on a range of criteria (read more about our
judging methodology here including how well they suit the role, value for the money they demand
and also how involving they are to drive. No matter the category, we at OVERDRIVE value driver
rider involvement. A vehicle has to put a smile on its pilot's face, no matter the power or price and
that's definitely one of the criteria in our judging process.
1.2.1 Volkswagen
Volkswagen India Pvt Ltd is a division of the Volkswagen Group India, founded in 2007.
Volkswagen India operates a manufacturing plant in Chakan, Maharashtra which is capable of
producing 200,000 vehicles per annum. Along with the manufacturing of Volkswagen Polo and
Volkswagen Vento and the newly launched Volkswagen Ameo, the plant is abo
shared by Skoda Auto India Private Limited for manufacturing the Skoda Rapid
Volkswagen has an engine assembly facility (an extension to the previously mentioned plint) built in
2015 at a cost of 240 core (710 million Euro). The plant reportedly holds production capacity of about
98,000 engines annually. Volkswagen India Private Limited's prime focus is to manufacture quality
products at its Chakan Plug. It ses its products to a group company viz. Volkswagen Group Sales
India Pvt. Ltd., which is based out of Mumbai Volkswagen Group Sales India Pvt. Ltd. has a large
dealer network in India for sale of products manufactured by Volkswagen India Pvt. Ltd. Volkswagen
India has 119 showrooms and 113 service centers across 101 cities.

Headquartered in Pune, Maharashtra, the Volkswagen Group in India is represemned by five brands:
SKODA, Volkswagen, Audi, Porsche and Lamborghini. The Indian journey began with the launch of
SKODA in 2001. Audi and Volkswagen entered in 2007, while Lamborghini and Porsche were
introduced in 2012. Today, the Group upholds is mundle of superior engineering, with plants in Pune
and Aurangabad working seamlessly to manufacture the work's most loved cars.

The Volkswagen Groups India is a part of Volkswagen AG, which is globally represented by 12
brands from 7 European countries. 11 automotive brands: Volkswagen Passenger Cars, Audi Bentley,
Bugatti Lamborghini, Porsche, Scania, SEAT, SKODA, Volkswagen Commercial Vehicles
(Volkswagen Nutzfahrzeuge) and MAN; and I motorcycle brand: Ducati. An impressive line-up that
prides itself as much in its quality of engineering as ins depth of innovation
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From kw-consumption small cars to koury class vehicles, each car is convincingly worthy of as place
on the road. Even in the commercial vehicle sector - where products range from pick-ups to buses and
heavy trucks the Group's cars successfully partner businesses and are known to far exceed the
industry standard. This benchmark, that is truly gold standard, has hened the group in its operations
across 100 production plants around the world. More than 500,000 employees are involved in vehicle-
manufacturing services and their related processes. Together, they produce about 30,000 vehicles
each working day.
At the backbone of all cars (and the many more exciting entrants in the pipeline) is Volkswagen's
extensive dealer network. A workforce determined to provide the best quality services, scripting a
long-term success story for the brand in India. The Volkswagen brand has set up 122 dealerships in
113 cries today spurning the entire country. They are not only bying the foundation for a substantial
increase in sales, but also doing the groundwork for offering a first-class all-round service, taking
customer satisfaction to the highest level A crucial element of the Volkswagen Group strategy to
establish a long-term presence in India is the Volkswagen plant in Chakan, Puse. The investment with
a total sum of around INR 3,800 Crores (580 Milion Euros) is the biggest investment by a German
company realised in India so far. The plant, one of the most modem in the Volkswagen Group
worldwide, has a high level of vertical integration.
Today, Volkswagen Group India has about 5,000 employees working at its various locations in India.
Over 3,500 employees work at the Pune plant with about 1,000 employees dedicated to the
Aurangabad plant and around 300 people employed at the National office in Mumbai.

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CHAPTER TWO:
INTRODUCTION TO EMPLOYEE BENEFITS AND COMPENSATION
MANAGEMENT

2.1 Conceptual Framework of Employee Benefits

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2.2 COMPENSATION MANAGEMENT
According to Richard L. Henderson,
"Compensation management is the process by which the authority of the organization provides
some financial and non-financial benefits to the employees for their contribution"

Recognition of Employee's contribution means-

2.2.1 Financial compensation:

The organization provides the financial facilities to the employees for doing their job in the
organization. Financial compensation includes the followings:

 Salary
 Wages.
 Incentives,
 Fringe benefits
 Dearness allowance,
 Medical allowance,
 House rent allowance.
 Gratuity.
 Retirement benefits

2.2.2 Non-financial compensation:

Besides financial compensation, the organization also provides non-financial compensation to the
employees for attracting and performing their jobs in the organization. Non-financial compensation
includes the following:
 Dignity
 Recognition.
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  Working condition.
2.3 Consequences of Ineffective compensation:
A compensation consequences of ineffective compensation system, muy he termed ax over-
compensation and under-compensation
When the employees are paid more than what they really deserve, the system is called over-
compensation and when the employees are paid less than they really deserve, the system is called
under-compensation.
Over-compensation and Under-compensation are both harmful to the enterprise and employees alike.
The effects of over and under-compensation on employees and the enterprise are stated below

2.4 Consequences of pay Dissatisfaction:

When employees are not satisfied with the compensation package, pay dissatisfaction arises. The pay
dissatisfaction has manifold effects on employees. The desire for more pay may lower
performance, increase grievances, cause stress, compel employees to search for new jobs

resulting in loss of time and so on. These are stated below:

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Desire for more pay;

 Performance.

 Strikes.

 Grievances.

Search for higher paying jobs:

 Absenteeism.

 Turnover.

 Low performance.

Pay dissatisfaction:

 Job dissatisfaction.

 Turnover.

 Absenteeism.

 Psychological withdrawal

 Poor mental health

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 Figure 3.3 Contegumen of pay Dissatifaction

2.5 Compensation sub-systems of the reward system:

People obtain compensation rewards that provide money to purchase a wide variety of goods
and services to receive in kind payments of goods and services that would have required the
expenditure of money,
There are eight compensation dimensions. These are as follows

1. Pay for work and performance

 Base pay.
 Base pay add-ons.

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Pay for time not worked:

 Holidays.
 Vacations.
 Election official
 Witness in court.
 Maternity leave.
 Paternity leave.
 Blood donation etc.

3. Disability income continuation:

 Short term disability

 Long term disability.

Lose of job income continuation:

 Unemployment insurance.
 Guaranteed annual income
 Job contract.
 Unemployment benefits.

Deferred income:

 Social security

 Pensions plans.

 Savings and thrift plans

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Spouse income continuation:

• Pensions plans.

• Life insurance

• Group life insurance.

• Total and permanent disability.

Health Accident, Liability protection:

 Medical Hospital and surgical insurance

 Social security.

Income Equivalent payment:

 Child care.

 Certain tax benefits.

 Club membership.

 Giving of gift

 Subsidized food service etc.

2.6 Non-Compensation sub-systems of the reward system:

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The other major part of the reward system consists of non-compensation rewards. These rewards are
much more difficult to classify and their components far more complex than is the case of
compensation rewards. Non-compensation rewards are all the situation related rewards not included
in the compensation package.
 Enhance dignity & satisfaction from worked performed.
 Enhance psychological, Health, Intellectual growth, and emotional maturity.
 Promate constructive social relationship with co-workers.
 Design job that requires adequate attention and effort.
 Allocate sufficient resources to perform work assignments.
 Grant sufficient control over the job to meet personal demands.
 Offer supportive leadership & management.

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CHAPTER THREE: Objectives of the Study

1) To Basic objective of this research project is to make a comparative study of the various types of
benefits given by the management to its employees of TATA Motors limited and Maruti Sunki India
Limited.
2) To analyze the satisfaction levels of employees in terms of benefits derived in both of these
companies.
3) To classify the employee's level of satisfaction among age different age groups and Gender and
conclude the result derived from
4) To identify whether the benefits given by the organization is enough to retain the employees
for a longer perspective.
5) To abo conclude whether these benefits act as a motivational factor for talented employees
and help them in career development and growth
Scope of the study
 The present study has been undertaken to study find out the benefits given to employees which
contributed to employee satisfaction. Through the study, company would be able to know the
satisfaction level of employee on welfare measures
 Conduct the study in the premises of Dealers of Volkswagen Lid ie. Autobahn Automotive
Pvt Ltd and Maruti Sunki Le. S.K.Wheels Pvt Ltd, which included taking the respondents of
about 30 each from cach dealership organization. Chibbing up the total number of
respondents taken were about 60 employees at random
 The primary data was collected in the premises of S.K. Wheek Pvt hd and Autobahnn
Automobile Pvt ltd. Individual responses were collected, which is in the form of
questionnaires.
 A questionnaire is a research instrument consisting of a series of questions and other prompts
for the purpose of gathering information from respondents. Questionnaires have advantages
over some other types of surveys in that they are cheap, do not require as much effort from the
questioner as verbal or telephone surveys, and offen have standardized answers that make it
simple to compile data.
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  A distinction is made between open-ended and closed-ended questions. An open-ended
question asks the responder to formulate his own answer, whereas a closed-ended
question has the respondent pick an answer from a given number of options. However
this study included filling up the questionnaire which was in the form of close ended questions
while seeking some data in the form of face to face interaction with the managerial department
employee,
 Protect the privacy of individuals responding to questionnaires. This study kept all the data to
be confidential and restricted the employees to reveal anything related to their identity
revelation,

3.3 Limitations of the study

1. Time is the important Imitation. Due to time constraints only limited population is taken for the
study.
2. This study was limited one showroom of each company doe to limited scope 3. There are chances
of misrepresentation responses.
4. The Casualness of the respondent in filling up the questionnaire is another cause of the limitation.
5. Some respondents hesitated to give the actual situation; they feared that management would take
any action against them
6. To create good image, respondents may give responses vary from the facts.

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Literature Review

1) Burton T Beam and John J McFadden (2001) said that:

"The best way to define exactly what is meant by employee benefits includes. The narrowest
definition of the term includes only employer provided benefits for death, accident sickness,
retirement or unemployment. Even with this approach, there is disagreement on whether the definition
should include those benefits that are financed by employer contributions but provided under social
insurance programs, such as workers compensation insurance, unemployment insurance, Social
security, and Medicare. On the other hand the broadcast definition of employee benefits includes all
benefits and services other than wages for time worked, that are provided to employees in whole or in
part by their employers",

2) Shanthi Naresh, India Business Leader-Talent Consulting and Information Solutions,

Mercer(2016), said:

"Work-life balance has emerged over the years as an important aspect of the employee value
proposition. Given the demographic profile of Indian employees, and the increased focus on women
in the workforce, leave and particularly the different types of parental leave have become key to the
rewards policies of organizations."

3)According to Schultz Duane Employee Benefits In India (2010)

"Employee benefits or perquisites are now an integral part of compensation packages offered by
companies these days. The type and extent of perquisites given by Indian organisations are
determined by the relevant laws, location- specific practices or requirements and tax laws Providing
welfare benefits like child care in the form of a crèche for children, health facilities for workmen or
social security benefits like Provident Fund and Gratury have been set by the law Many Indian
Companies use benefits like loans, housing, transportation, and schooling as factors to make
employment attractive"

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4) Measuring benefit offerings by Boudreau and Ramstad, Dencker et al (2007)
Consistent with arguments of Boudreau and Ramstad (2007), Dencker et al (2007) argued that market
segmentation of employees (and offering market segments different benefits) may
strengthen the beneft return-on-investment. Such retum-on-investment may be achieved by either
varying beneft offerings by employee segments (which may present legal issues) or giving
employees the choice among an array of benefit,

5) Actuarial- vs. perceived-level of benefits by Micelli and lane (1991).

Research has demonstrated that actuarial and perceived levels of benefits have differential impacts on
benefits satisfaction. For example, Williams (1995) tested a model of benefit satisfaction antecedents
developed by Micelli and Lane (1991). She found that employees perceived level of benefits was
more highly associated with beneft satisfaction than the "true" acturul-value level of benefits
provided. Moreover, she found no support for a positive relationship between perceived level and
actuarial-value level, which provides a hint about a potential root cause of the benefit-satisfaction
paradox. Williams abo identified a set of individual difference factors including negative affectivity
and the perceived-level of previous benefits among others that moderated relationships between both
actuarial value level and perceived-level, and actual-value level and benefit satisfaction.

Hypothesis
 There is significant relationship between desigution and level of satisfiction.
 There is no significant relationship between designation and level of satisfaction.

 There is significant relationship between age and level of satisfaction.

 There is no significant relationship between age and level of satisfaction

 There is significant relationship between experience (number of years of service) and level of
satisfaction.

 There is no significant relationship between experience (number of years of service) and level
of satisfaction.

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CHAPTER FOUR:
RESEARCH METHODOLOGY AND DATA COLLECTION.

4.1 RESEARCH METHODOLOGY

4.1.1 Definition of Research

"The manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or
verity knowledge, whether that knowledge aids in construction of theory or in the practice of an art -
DSisinger and M.Stephenson
4.1.2 RESEARCH DESIGN:
A research design is the arrangement of conditions for collection and analysis of data in a manner that
aims to combine relevance to the research purpose with economy in procedure. Regarding this
project, descriptive research design concem with describing the perception of each individuals or
narrating facts on welfare measures and diagnostic design helps in determine the frequency with
which something occurs or its associated with something else. These two research design help in
understand the characteristic in a given station. Think systematically about aspects in given sination,
offers idea for probe and research help to make certain simple decision.
4.1.3 DESCRIPTIVE RESEARCH
In this research it deals with descriptive research type. It includes surveys and fact-finding enquiries
of different kinds. The major purpose of descriptive research is description of the state of affairs as it
exists at present
4.1.4 SAMPLE SIZE:
The total sample size of 110has been taken for this study. Both male and female employees have
been interviewed.
4.2 DATA COLLECTION METHOD
4.2.1 Primary Source of Data
Primary data is known as the data collected from the first time through fick survey. Such data are
collected with specific set of objectives to assess the current status of any variable studied.

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42.1.1 RESEARCH INSTRUMENT:

In this project, the data were collected through structured questionnaire.

4.2.1.1.1 QUESTIONNAIRE
A questionnaire is a schedule consisting of a number of coherent and formulated series of question
related to the various aspects of the under study. In this method a pre printed list of question arranged
in sequence is used to eleit response from the important.
Types of questions
The following are the types of questions, which are used in research. They are:
a) Open ended questionnaire: An open-ended question gives the respondents complete freedom to
decide the form length and detail of the form.
b) Close ended questionnaire:
The close-ended question is of two types they are as follows
i. Dichotomous question: This type has onl[2:21 pm, 09/04/2023] Akash Deep: y two answers in the
form of YES or NO, TRUE or FALSE etc
ii. Multiple choice question: In this case the respondents are offered two or more choices and the
respondent have to indicate which is applicable in the following cases.
4.2.1.1.2 QUESTIONNAIRE SCHEDULE:
Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents
with regard to level of satisfaction of various factors of employee satisfaction. The questionnaire has
total 25 questions and like scaling techniques has been used for most of the questions.
5. Strongly agree
4. Agree
3. Neutral
2. Disagree
1. Strongly disagree

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CHAPTER FIVE:PRIMARY DATA COLLECTION AND ANALYSIS

5.1 SECTION I

5.1.1 Q1) Categorization of Employees on the basis of the departments of functioning

Inference:

The above graph sought to determine the department of operation of the employees in both
Volkswagen and Maruti Suzuki. Among which Maruti Suzuki and Volkswagen have found that the
number of employees working in the sales department is more contributing about 83% in Maruti
Suzuki and 64% in Volkswagen respectively. Whereas least number of employees is found in HR
department of about 7% in Maruti Suzuki and about 11% in Finance department of Volkswagen
company

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26
Inference

The study focused on the employees designation acquired at the work place, which acted as a
base for our study.

Starting with Maruti Suzuki,

 We had found that in the sample size the highest number of respondents were in the
designation of Sales Consultant which contributed to 1/3 of the total respondent's almost a
similar number was found in the case of sales executives also
 On the other hand Managers contributed to 1/10 of the total respondents in different
departments. Equal number found in the case of Team leader, Technician, Telecalling
Executive numbered to 1/15 of the total population size.
 The least number of respondents could be achieved was in the case of Relationship manager
and DSE(Department Sales Executive),contributing to 1/30 of the total respondents

As in the case of Volkswagen,

 The highest number of respondents was found in the case of HR executives contributing to 2/5
of the total respondents in sample population taken.

 Sales Consultant was numbered to the second highest contributing to 1/3 of the total
respondents. This could be because dealership of Volkswagen was a newly started
organization in the nerul cast area

 On the other hand the least number of respondents was found was in the case of Telecalling,
Managers. Technician, and Team Leader numbering to 1/15% of the total population size

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Inference:

The study requested the respondent to indicate their age category,

As In the case of Maruti Suzuki the findings were 40% of the respondents indicated that they were
aged between 18 to 25 years, 43% of the respondent indicated they were aged between 25 to 35 years,
17% of the respondents indicated that they were aged between 35 to 50years. This is an indication that
respondents were well distributed in terms of their age.

Whereas when Volkswagen employees were requested to give out the respective ages the results were
40% of the respondents indicated that they were aged between 18 to 25 years, 50% of the respondent
indicated they were aged between 25 to 35 years, 10% of the respondents indicated that they were
aged between 35 to 50years Which showed that highest number of employees were in the age group
of 25 to 35 years.
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Inference:

The study requested respondent to indicate the number of years they had served. In Maruti
Suzuki, the findings were that the study established that 30 % of the respondents had worked for a
period of raging 5 years and above, 40% of the respondent indicated that they had worked for a period
raging between 1 to 5 years, 17% of the respondents had worked for 6 months to 1 years, whereas the
least was found about 13% of the respondents indicated to have worked for a period of over Less than
6 months, this implies that majority of the respondents had served for a considerable period which
indicates that most of the respondents had vast experience which could be relied upon by this study.
In comparison. Volkswagen had found that Half of the employees had loyally served the organisation
for between Iyear to Syears at percentage rate of 50% the next was found for about 20% who had
served the company between 6 months to 1 year 17% of the employees had worked in Volkswagen
for less than 6 months. Whereas the least percentage was found for about 13% in the case where
employees had served in the company for Syears and above this data had shown that indirect
relationship between numbers of years of service with number of employees

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Inference

In the study we requested the fellow employees to state whether they would want their fellow friends
or family to join the company.
Well as far as the opinions of employees working in Maruti Suzuki were concerned maximum
percentage that is 60% were saying that definitely they would tell others also to join the company,
20% stated they would probably do it. 13% were in the category of Maybe and the least was shown in
case of 7% which were unsure about it.
Equal findings were resulted in the case of Volkswagen also with almost the same percentages.

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Inference

Our study was mainly focused on the satisfaction on the employees towards their company in Maruti
Suzuki and Volkswagen showed that employees strongly agreed with their company with a
percentage of 63% and 65% respectively

Whereas the coin also had the second side showing dissatisfaction of employees with a percentage of
7% in Maruti Suzuki and a percentage of 6% in Volkswagen respectively.

No study has extreme Agreement or extreme disagreement there has always occurred a neutral side of
the study with a percentage of 13% in Maruti Suzuki and a percentage of 16% in Volkswagen

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Inference

As per the Indian culture first comes family and then our needs. For this reason employees were asked
whether their company supported their family also.

From which we got a response of that Maruti Suzuki has been very into supporting the

employee's family in of a percentage of 40% in comparison of Volkswagen with a percentage of 34%

However some employees also stated that the company did not support them which percentage ranged
from 7% is Maruti Suzuki and about 3% in Volkswagen

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Inference

The study sought to determine the extent to which type of Occupational Health and Safety and
Medical Insurance were given to employee. From the findings, the study established that 47% and
50% of the respondents were given ESI benefit in Maruti Suzuki and Volkswagen respectively and
these employees were in the category of achievers
Whereas 40% and 43% of the respondents were given with Medichim benefits in Maruti Suzuki
and Volkswagen respectively who were in the category of high performers.
On the other hand 13% and 7% of the respondents of Maruti Suzuki and Volkswagen weren't
provided with any benefits which in tum lead to their dissatisfaction. This implies that Occupational
Health and Safety and Medical Insurance influenced employee
productivity to a high extent. Research abo shows a much greater connection between employee
health and productivity

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34
The study sought to focus on the basic aspect of which depend on the employee turnover of company
Le, Monetary Benefits which have the power to attract any individual

When Maruti Suzuki was considered.

 The organization sought to focus more on providing Incentives to its employees which were
on the basis of Individual cammings of employees numbering to half of the employees been
provided with such monetary benefit
 While some employees were provided with both Incentives and Bonus contributing to 2/15th
of the total number of respondents.
 The least was found in the case of the category promotion and raises where only 1/15% of the
total respondents were availed with
 However some of the employees were lucky enough to get promotion and raises, bonus,
incentives numbering to 1/6 of the total population of the sample size.
As in the case of Volkswagen,
 The number of respondents which were provided with bonus and incentives contributed to
almost half of the total respondents sample size that is 1/2th of total respondents.
 While segregating the above category, 7/30 of the total respondents were entitled for
Incentives and 1/6 of respondents for Bonus.
 Only 1/30% of respondents were entitled for promotion and raises
 Lastly, some lucky employees were entitled for all the monetary benefits offered By the
Company numbering to about 1/15th of the total respondents sine.

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36
The study was to determine the benefits given to employees in the form of structured leaves These are
considered to be the company's basic benefits given to its employees from the date of
joining self

As structured leaves was considered in the case of Maruti Suzuki

 We found out that 18/30% of the total sample respondents were provided with casual, paid
and sick leaves. According to the above graph this bar stands the highest
 However segregating the above category 2/15th of Maruti Suzuki's total respondent was
provided with paid kaves, 2/15th sample population were provided with casual leaves and
sick leaves respectively.
 one category of respondents were provided with compensatory offs during any day in week
numbering to 1/30th of the respondents
 some employees were lucky employees were lucky enough to be provided with all types
of leaves which numbered to 1/10 of total respondents

On the other hand when Volkswagen was considered

 the bar had reached its highest peak when sick leaves were considered in Volkswagen
numbering to 4/15th of total respondents 7/30 employees were provided with paid leaves 1/15
with casual leaves, compensatory offs were also paid to 1/30 of the employees of Volkswagen
 clubbing all of the above some employees were provided with all sorts of leaves which
numbered to 1/6 of total respondents of Volkswagen

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Inference

The study had found that in Maruti Suzuki that 42% of the respondents had strongly agreed with the
statement, whereas 8% were neutral about it and 4% disagreed with the statement that their skills and
abilities were not looked upon properly.

In Volkswagen 33% were strongly in favor of the notion, whereas 17% were in neutral about it and
10% were in total disagreement to the notion

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Inference

This study was sought to determine whether the employees are given a clear business strategy and
vision for future. In other words, the career path to achieve their business goal. The results

In Maruti Suzuki 42% of the employees from among the respondents of the sample population totally
agreed with notion, the same was found in the case of agreement towards the statement. However,
16% were neutral about it and no disagreement was found in this category.

In Volkswagen, the case was different that 30% of respondents said we strongly agree to it 40% were
in simple agreement whereas 13% were neutral about it and 17% disagreed to the xtatement

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Inference

retention is a major strategy used by many organisations to retain talented employees from among
which one method is involving the employees in the decision making process which inculcates a
sense of belonging in them.

In Maruti Suzuki 37% of the employees strongly agreed with it whereas 44% just agreed to it.15%
were found to be neutral about their involvement in decision making process and 49% disagreed to
the statement.

In Volkswagen almost half of the size of sample population was agreeing to the statement, 40%
strongly agreed to it whereas 7% were neutral about it and 3% disagreed to it.

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Inference

Maruti Suzuki have found to be providing the returns on efforts for which they are contributing which
have resulted in 54% of the population strongly agreeing to it and 38% of the population just simply
agree to it whereas a neutral part of 4% and disagreement part of 4% as well is shown

In Volkswagen almost 50% of the sample population agrees that the company is providing the returns
on which they are contributing, However 10% are neutral about it and 7% totally disagree with the
statement.

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CHAPTER SIX: FINDINGS, CONCLUSION, RECOMMENDATIONS,
SUGGESTIONS AND BIBLIOGRAPHY.

6.1 Findings of the study

 From the findings that we have derived is that from about 30 respondents from Maruti Suzki
and Volkswagen dealership companies each each of automobile industry employed more of
sales executive and sales consultant and least was found to in the case of HR department in
Maruti Suzki and finance in the case of Volkswagen.
 When age groups of employees were considered from which we found out that there were
equal number of employees in the category of 18-25 years in both the dealership industries.
 Whereas the least number of employees was in the age group of 35-50years in both the
industry.
 Employee's growth and development opportunities are known from the period of service in
one industry, which has direct relationship between period of service and development
opportunity. We had derived similar analysis that the highest number of employees working
were in category of Iyears to Sycars. The least was found to be in category less than 6 months
in Maruti Suzuki and in case of Volkswagen the least number of employees working were in
group of 6 months to 1 year.
 the goodwill of these dealership giants according to survey was that equally well enough as
stated by the employees working in the industry
 The next category is the satisfaction level of employees with either their salary or the benefits
provided to them. From which according to graph was analyzed is that the employees of
Manai Suzuki were moreover satisfied with the salary packages given to them then of
Volkswagen. However there was not much of difference between the two giant dealership
industries
 Financial benefits offered to the employees of Volkswagen was more of with comparison to
Maruti Suzuki Volkswagen had told us about the mainly focused on non monetary benefits for
employees to increase satisfaction level of employees rather than monetary benefits.

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6.2 Conclusion
 This study was undertaken in the premises of dealers of Volkswagen Pvt ltd Le Autobahn
Automobile Pvt ltd and Manti Sunki Le. S.K.Wheels Pvt ltd. The area considered was Nerd
east area. One dealer of each company was selected.
 There were a total of 60 respondents, which were segregated as 30 respondents of each
dealership company ie. Maruti Suzuki and Volkswagen
 Both they organisations have provided the employees with structured leaves, monetary
benefits, and non monetary benefits to its employees.
 Apart from these benefits some other benefits like growth opportunities, communication
directly to the level of authority, loan facilities at times of need, compensatory off, promotion,
raises, training and development facilities have also been provided to the employees of the
organization
 In some categories like non monetary benefits are moreover focused by Volkswagen than
Maruti Suzuki
 But monetary benefits are provided more with Maruti Susiki as to increase their level of
satisfaction
 As per the Hypothesis statement regarding the employee benefits are provided on the bass age
group Qualification and experience is proved to be true.
 Thus, all the three null hypothesis are proven to be correct when Maruti Suzuki and
Volkswagen would be concerned.

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Recommendations of the research
From the analysis and data collected, the researcher was able to make conclusions and
recommendations. The responses were based on the objectives of the study which sought to determine
whether employment security benefits, health protection benefits, retirement benefits and employee
recognition benefits have an effect on employee productivity in the public sector.
Recommendations and suggestion for Volkswagen and Maruti Suzuki
 From the summary and conclusion, the study recommends the Company should continue
providing monetary and non monetary benefits to all its, as it will positively influence
employee productivity and raise overall performance in the private sector.
 The study continues to recommend that both the company Maruti Suzuki and Volkswagen
should review the current retirement package since a good retirement package will attract and
retain employees in the automobile sector and abo improve their productivity.
 The organizations are recommended to awake a need to improvise employee recognition
programs for jobs well done; this will motivate employees thus enhancing employee
productivity in the automobile sector.
 As per the survey conducted the recommendation from the researchers side is that
management should moreover focus on improving the channels of communication and
develop a way in which effective formal channel is developed.
 Management should provide enough opportunities for employees to grow in the organization
 Proper guidance and counseling should be given to employees so that they improve their
mental condition and lead to their satisfaction.
 Management should take remedial measures to improve general working condition of the firm
there by employees will be satisfied by their job.

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Suggestions for Further Research
From the general objective of the study and the research findings,
 the researcher suggests further studies be done on the very same topic but to cover a wider
scope such as the private sector in order to confirm if the research findings of this study will
be the same
 The training and development program is not good at the company and should work more on
that and should make it a continuous process.
 Company should provide higher studies facilities for interested employees.
 The working environment is good, but it could be better by renovating the internal
infrastructure of the offices, as the back office is moreover very much congested which affects
employees functioning in the organization

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 CHAPTER SEVEN: ANNEXURE

QUESTIONNAIRE OF THE SURVEY

This survey is conducted only for partial fulfillment of my BMS project based on knowing the
satisfaction levels of employees in terms of the benefits provided in the automobile Industry. The
information received through this survey would not be used for any other purpose. Please take a
moment and complete the survey.
Survey on provision of employee benefits & Career opportunities in Automation Industry
SECTION -I
1) Which department you are posted currently?
a) Customer Service
b) Finance/Accounting
c) MIS
d) Sales/Marketing
e) Corporate Marketing
f) Human Resource
2) What is your current position?
a) Clerical
b) Technician
c) Managerial
d) Accounting
e) Other (please specify]
3) Please tick one among the following
a) 25-35 years
b) 35-50 years
c) 50 years and above

4) How long have you worked at (company)?

a) Less than 6 months
b) 6 months - 1 year
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 c) 1-5 years
d) 5 years and above
5) Would you refer a friend to apply for a job at this company?
a) Definitely
b) Probably
c) Maybe
d) unsure
6) Overall, how well are you satisfied with your position at (companyy!
a) Very Dissatisfied
b) Dissatisfied
c) Neutral
d) Satisfied
e) Very Satisfied
7) Does the company support the family of the employees?
a) Very supportive
b) somewhat supportive
c) Neutral
d) Not at all supportive
8) What are health & medical benefits that you are provided with?
a) Medichim Insurance (Group/ Individual)
b) Employees State Insurance Act
c) Dental plan options
d) other [please specify]
e) I am not provided with any kind of health benefits yet
9) What are various financial benefits employees are provided with? → Bonus
a) Incentives Perquisites/Allowances
b) Promotion and raises
c) I am not provided yet
d) Other [please specify]

10). Does your company have structured leave for their employees?

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 a) Paid leaves
b) Sick leaves
c) Casual leave
d) Other (please specify]
11) Does the women employees children are provided with day care ficties?
a) Yes
b) No
c) Certain class of employees
d) Specify if any class.............
12) Are the educational or marriage loan provided to the employees or their children
a) Yes
b) No
c) Certain class of employees
d) Specify if any class.......
13) Are the employees given meal by the employer?
a) Free of cost
b) Subsidized rate
c) During festive seasons
d) Not at all
14) Are you the member of the trade union? If yes
a) Outside TU
b) Employer does not permit us to be the member of the TU
c) Union within the company

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CHAPTER EIGHT: BIBLIOGRAPHY
8. Bibliography
8.1 BOOKS

1. Andrews, Sudhir (2009), Human Resource Management: A Textbook for Hospitality Industry.
Tata McGraw Hill
2. Psychology and Work Today by Schultz Duane.
3. Measuring Employee benefits by Boudreau and Ramstad. Dencker et al (2007)
4. Actuarial- vs. perceived-level of benefits by Micelli and Lane (1991)
5. Employee Benefits by Burton T. Beam, John J. McFadden.

8.2 WEBSITES

1. http:/timesofindia.indiatimes.com/business/india-business/India-among-top-10- countries-
with-highest-percentage-of-cos-providing-paternity-adoption-leave-above-statutory
requirement-Mercer-report/articleshow/54408693.com
2. https://www.scribd.com/doc/61589385/Project-on-EMPLOYEES-WELFARE-
MEASURES
3 http://www.slideshare.net/ajeeshmk52/project-report-44375280
4. www.wikipedia.com
5. www.google.com

THANK YOU !
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