A CORPORATE INTERNSHIP PROJECT ON

“------------JOB SATISFACTION ----------------”

With reference to
YAMAHA MOTORS

A project report submitted to the department of management studies, AdikaviNannaya

University, In Partial Fulfillment for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

BY

VEEPURI KIRAN DATTA

REGD NO (213848300041)
Under of esteemed guidance of
MR .D. RAMESH NAIDU, M.COM
(FACULTY IN MANAGEMENT)

DEPARTMENT OF MANAGEMENT STUDIES

ADITYA DEGREE COLLEGE

(Approved by AICTE, New Delhi and affiliated to Adikavi Nannaya University,
Rajamahendravaram)
TADEPALLIGUDEM-534101
Batch- (2021-2024)
 DEPARTMENT OF MANAGEMENT STUDIES

ADITYA DEGREE COLLEGE, TADEPALLIGUDEM

(Approved by AICTE, New Delhi and affiliated to Adikavi Nannaya University, Rajamahendravaram)

CERTIFICATE

This is to certify that the project work entitled “JOB SATISFACTION” submitted by Mr.
VEEPURI KIRAN DATTA is a bonafide student of ADITYA DEGREE COLLEGE,
TADEPALLIGUDEM, West Godavari District, Andhra Pradesh. He has done and submitted
his report under the guidance and supervision of Mr. D. RAMESH NAIDU. M.COM, Faculty
in Management, in partial fulfillment for the award of the degree of BACHELOR OF
BUSINESS ADMINISTRATION.

PLACE: TADEPALLIGUDEM
DATE:

Project guide Head of the Department Principal

Signature of the External

 DECLARATION

I here by declared that the project work entitled “JOB

SATISFACTION” with reference to “YAMAHA MOTORS,” submitted by me to the
department of management studies, ADIKAVI NANNAYA UNIVERSITY” is a bonafide
work undertaken by me under the esteemed guidance of D. RAMESH NAIDU, M.COM,
Faculty in Management, ADITYA DEGREE COLLEGE , TADEPALLIGUDEM and it is
the result of my own efforts and it has not been submitted earlier in part or full to this or any
other university, for any Degree/published at any time.

Place: TADEPALLIGUDEM
Date:

(VEEPURI KIRAN DATTA)

Reg No : 213848300041
 ACKNOWLEDGEMENTS

I feel it is my duty and honor to acknowledge all those who have extended their guidance and
warm support in completing my project work.

Firstly, it is my privilege to thank Sri N. SESHA REDDY, Chairman, Aditya Group of

Educational Institutions for providing state of the art facilities, experienced and talented
faculty members.

I earnestly convey my thanks to, Smt. N. SUGUNA REDDY, Secretary of Aditya Educations
Institutions for making me use all the technical facilities in the college.

I thank to Sri B.E.V.L. NAIDU, Academic Director of Aditya Educational Institutions for
providing wonderful Academic curriculum and enhancement programs for us.

I thank Mr. M. SRINIVAS REDDY, Director of Aditya degree colleges, for giving the
permission to carry out the project work.

I am grateful to Smt. P. LAKSHMI SAROJA, principal of Sri Aditya Degree College, TPG.
for continuous support and encouragement in my endeavor.

I also thank Mr. V N V B SURESH, Head of the Management Department for continuous support
for completing my project.

I Also thanking (D. RAMESH NAIDU SIR) guide of our project for the support render by
him and express my deep sense of gratitude to him under his guidance I could make a through
and complete copy of my project work.

Finally, I thank my beloved V. NAGARAJU, V. SARADADEVI And MANAGEMENT

STAFF V. NEELIMA JYOTHI MADAM, Y. REVATHI MADAM, D.RAMESH SIR, A
RAJ KUAMR SIR who helped me, encouraged me, and strengthened me for successful
completion of the project.

I also thank all my friends, HARSHITH, SATIESH, SUBRAHMANYAM, PRANAY,

SASANK relatives and all my well-wishers who have directly or indirectly contribute their
help in the successful completion of my project work.
 CONTENTS

CONTENTS PAGE NO

CHAPTER-1 1-9

 INTRODUCTION
 NEED OF THE STUDY
 OBJECTIVES
 METHODOLOGY
 SCOPE OF THE STUDY
 LIMITATIONS

CHAPTER-2 10-14

 INDUSTRY PROFILE
CHAPTER-3 15-25

 COMPANY PROFILE
CHAPTER-4 26-31

 THEORITICAL FRAMEWORK
CHAPTER-5 32-44

 DATA ANALYSIS AND INTERPRETATION

CHAPTER-6 45-47

 FINDINGS
 SUGGESTIONS
 CONCLUSIONS
CHAPTER-7 48-50

 BIBLIOGRAPHY
 QUESTIONNAIERS
CHAPTER-1
 INTRODUCTION
Human Resource Management is concerned with the people dimension in management since
every organization is made up of people acquiring their services developing their skills
motivating them to achieve a higher level of performance & ensuring that they continue their
commitment to the organization & which is essential in achieving an organizational objective.
This is true regardless of the type of organization, Government, education, health, recreation,
or social action. H.R.M. is planning, organizing, Directing, Controlling, developing,
compensation, integration, maintenance & separating HR to the end that individual &
organizational & social objectives are accomplished. Thus H.R.M refers to a set program,
function & activities designed & carried out in order to maximize both employee as well as
organizational effectiveness.

Human beings are social beings and hardly ever live and work in isolation. We always plan,
develop and manage our relations both consciously and unconsciously. The relations are the
outcome of our actions and depend to a great extent upon our ability to manage our actions.
From childhood each and every individual acquire knowledge and experience on understanding
other and how to behave in each and every situations in life .Later we carry forward this
learning and understanding in carrying and managing relations at our workplace. The whole
context of Human Resource Management revolves around this core matter of managing
relations at work place.

Definitions of HRM Human resources management (HRM) is a management

function concerned with hiring, motivating and maintaining people in an organization. It
focuses on people in organizations.
HRM is the personnel function which is concerned with procurement, development,
compensation, integration and maintenance of the personnel of an organization for the purpose
of contributing towards the accomplishments of the organization’s objectives. Therefore,
personnel management is the planning, organizing, directing, and controlling of the
performance of those operative functions (Edward B.Philippo).
 According to the In vancevich and Glueck, “HRM is concerned with the most effective
use of people to achieve organizational and individual goals. It is the way of managing people
at work, so that they give their best to the organization
Meaning:
Human resource management is a management function that helps the manager to
recruit select, train, and develop members of the organization Because human force acts as the
heart of an organization without human organization cannot achieve its predetermined goals.
In fact, H.R.M. is a management function concerned with hiring and motivating & maintaining
people in the organization.

Definition:

“H.R.M is a series of integrated decisions that form of employment relation the quality

contributes to the organization while employees to achieve their objectives.” Significance:

H.R.M. plays a crucial role in employee satisfaction, improving performance and productivity.
This helps in the organization’s competitive advantage, and it contributes to the organization’s
success. Every organization starts with a vision that their business, the priority is to hire a
competent workforce means the right person in the right place and the right time.

Objective

Human Resource Management helps a company to achieve its objective from time to time by
creating a positive attitude among workers. Reducing wastage and making maximum use of
resources etc.

Facilitates professional growth

Due to proper Human Resource policies employees are trained well and this makes them ready
for future promotions. Their talent can be utilized not only in the company in which they are
currently working but also in other companies which the employees may join in the future.

Better relations between union and management

Healthy Human Resource Management practices can help the organization to maintain
coordinal relationship with the unions. Union members start realizing that the company is also
interested in the workers and will not go against them therefore chances of going on strike are
greatly reduced.

Helps an individual to work in a team/group

Effective Human Resource practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team thus team work improves.

Identifies person for the future

Since employees are constantly trained, they are ready to meet the job requirements. The
company is also able to identify potential employees who can be promoted in the future for the
top-level jobs. Thus, one of the advantages of HRM is preparing people for the future.

Allocating the jobs to the right person

If proper recruitment and selection methods are followed, the company will be able to select
the right people for the right job. When this happens the number of people leaving the job will
reduce as the will be satisfied with their job leading to decrease in labour turnover.
Improves the economy

Effective Human Resource practices lead to higher profits and better performance by
companies due to this the company achieves a chance to enter -into new business and start new
ventured thus industrial development increases and the economy improves.
 OBJECTIVES OF THE STUDY
• To understand the satisfaction level of buyer towards Yamaha bike.

• To know the level of the buyer satisfaction.

• To know about diverse brands of the similar bikes sold in the area.

• To study the marketing strategy.

• To know about Yamaha motorcycles with regards in the specified customer view.
 NEED FOR THE STUDY
A company cannot achieve its goal if it does not have the right set of employees.
The employees in a company largely determine the success of the company. This is the reason
why companies put in extensive effort in choosing candidates for employment. Most of the
times skills and knowledge of the employee is consider to gauge his performance in the
company. One factor that is being over looked by the company owner is employee satisfaction.
Various surveys and researches have shown that employee’s satisfaction plays a pivotal role in
performance of the candidate. If the company wants to draw out the best from its employees
then it should provide best means to satisfy the need and requirement of its employees.
 SCOPE OF THE STUDY
This study is directing towards providing Yamaha Motors with an insight
into the success of as well as the buyers response and consciousness towards the brand,
products, and services of the Yamaha. The information will be analysed and presented in a
simple and in a exact way on the basis of which pertinent recommendations have been made to
the firm to improve the services, policies, and strategies of the company. From the study, we
can recognize the market of the other competitors and consequently formulate a strategy to
enhance the market. The study is concerned only with Yamaha buyers
 METHODOLOGY OF THE STUDY

Research methodology is a way to systematically solve any research problem. It may be

understood as a science of studying how research is done scientifically.

RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and analysis of data

PRIMARY DATA: It is collected freshly for the first time and thus happened to be original
in character. Methods include- observation method, interview method, through questionnaire
etc.

SECONDARY DATA: it is the data which is already been collected by someone else and
already been passed through the statistical process. Sources include- government, technical and
trade journals, books, magazines, news papers, public records.

The general information related to organizational profile in Reliance JIO Infocomm is collected
through the study of records brochures, internet and forms

SAMPLING: The technique I have chosen is simple random technique. This technique
helped to choose a group of employees which made work easier. The sample size is 30

SAMPLING TECHNIQUE Convenience sampling method

A convenience sample is one of the main types of non-probability sampling methods.
A convenience sample is made up of people who are easy to reach.

SOURCES OF DATA
Data collection is the term used to describe a process of preparing and collecting data.
Primary Data – Questionnaire given to 30 respondents
Secondary Data - Websites and online journals, Published reports & Review of literature from
published articles.
 LIMITATIONS OF THE STUDY
I tried my best in collecting the relevant information for my research report, there are always
few problems faced by the researcher. The prime difficulties which I faced in collection of
information are

 The time period for carrying out the research was short as a result of which many facts
have been left unexplored

 Lack of time and other resources is why because it was not possible to conduct survey
at large level.

 Only 30 employees have been chosen which is a small number, to represent the whole
population.

 Some responses of the employees may be biased.

 Respondents have marked the answers in the questionnaire which may be socially
incorrect irrespective of their actual feelings.
CHAPTER-2
 Industry profile
The world's automakers face a rate of alteration unlike that the any other time in the industry's
past. Digitalization, connectivity, increasing powertrain technologies, tougher regulations, and
shifts in the buyer attitudes have shaped a unprecedented challenges as well as opportunities.
In pursuit of the sales development, international automakers have invested deeply in the
emerging markets, but slower demand, especially in the China, has highlighted the risks of the
investments. Exactly assessing economic conditions in specific markets has become more
significant than ever for automakers. Annual global sales of the light vehicles, which include
the passenger cars and lights trucks, total about 80million, According to the data compiled by
Scotiabank. Industry watchers expect global light vehicle sales to increase slightly more than
the 3% in 2018. Demand in China will lead to global growth but is slowing amid a cooling
economy. Strong economic growth and rising average vehicle age in the North America and in
Europe are expected to help drive moderate sales growth. Leading countries for car
manufacturing include China, Germany, Japan, South Korea, and the US. Unit sales are highest
in China.

Yamaha has built engines for other manufacturers' vehicles beginning with the development
and production of the Toyota 2000GT (1967). The cylinder head from the Toyota 4A-GE engine
was developed by Yamaha and built at Toyota's Shimayama plant alongside the 4A and 2A
engines.

PT. Yamaha Indonesia Motor Manufacturing manufactures and markets motorcycles.The

company was founded in 1974 and is asked in !ast "akarta# Indonesia. PT. YamahaIndonesia
Motor Manufacturing operates as a subsidiary of Yamaha Motor $o. %td
In 1984, executives of the Yamaha Motor Corporation signed a contract with the Ford Motor
Company to develop, produce, and supply compact 60° 3.0 Liter DOHC V6 engines for
transverse application for the 1989–95 Ford Taurus SHO.[23][24] From 1993 to 1995, the SHO
engine was produced in 3.0 and 3.2 Liter versions. Yamaha jointly designed the 3.4 Liter
DOHC V-8 engine with Ford for the 1996–99 SHO. Ford and Yamaha also developed the
ZetecSE branded 4-cylinder engines used in several Ford cars like the small sports car Ford
Puma.

From 2005 to 2010, Yamaha produced a 4.4 Litre V8 for Volvo. The B8444S engines were used
in the XC90 and S80 models, whilst also adapted to 5.0L configuration for Volvo's foray into
the V8 Supercars with the S60. British sports car maker Noble also uses a bi-turbo version of
the Volvo V8 in their M600.

All performance-oriented cylinder heads on Toyota/Lexus engines were designed and/or built
by Yamaha. Some examples are the 1LR-GUE engine found on the 2010–2012 Lexus LFA, the
2UR-GSE found in Lexus ISF, the 3S-GTE engine found on the Toyota MR2 and Toyota Celica
GT4/All-Trac, the 2ZZ-GE engine found on the 1999–2006 Toyota Celica GT-S and Lotus
Elise Series 2, and the Toyota 4GR-FSE engine found on the Lexus IS250.

Yamaha also tunes engines for manufacturers, such as Toyota, so Yamaha logos are on Toyota
S engine, Yamaha also tried to produce a supercar in the 1990s, named the Yamaha OX99-11.
It was made as a supercar to have a Yamaha Formula 1 engine as its power plant and have
Formula 1 technology in it. Even though their engines did not win a Grand Prix, by 1991 the
team had produced a new engine, the OX99, and approached a German company to design an
initial version of the car.
 Yamaha was not pleased with the result as it was too similar to sport cars of that time,
so it contacted IAD to continue working on the project. By the beginning of 1992, just under
12 months after starting to work on the project, IAD came with an initial version of the car. The
car's design was undertaken by Takuya Yura, and was originally conceived as a single seater;
however, Yamaha requested a two-seater vehicle and a tandem seating arrangement was
suggested which was in keeping with Yamaha's motorcycle expertise. This resulted in a radical
and somewhat outrageous design based on Group C cars of the time, with features such as the
cockpit-locking roof.

It also shared the same chassis as the Formula 1 car, to try to give the consumer
market a pure Formula 1 experience. Eventually disagreements with IAD over the budget made
Yamaha take the project to its own Ypsilon Technology which was given six months to finish
the project, otherwise it would be terminated. To make matters worse, Japan was in the midst
of an economic downturn, which made Yamaha believe there would be no customers for the
car, and so the project was cancelled in 1994 after many delays, with only 3 prototypes in
existence.

A motorcycle (motorbike, bike, or trike (if three-wheeled)) is a two or three-wheeled motor

vehicle steered by a handlebar from a saddle-style seat.

Motorcycle design varies greatly to suit a range of different purposes: longdistance travel,
commuting, cruising, sport (including racing), and off-
road riding. Motorcycling is riding a motorcycle and being involved in other related social
activities such as joining a motorcycle club and attending motorcycle rallies.

The 1885 Daimler Reitwagen made by Gottlieb Daimler and Wilhelm Maybach in Germany
was the first internal combustion, petroleum-fueled motorcycle. In 1894, Hildebrand &
Wolfmüller became the first series production motorcycle.
Globally, motorcycles are comparably popular to cars as a method of transport. In 2021,
approximately 58.6 million new motorcycles were sold around the world, fewer than the 66.7
million cars sold over the same period.

In 2022, the top four motorcycle producers by volume and type were Honda, Yamaha,
Kawasaki, and Suzuki. In developing countries, motorcycles are considered utilitarian due to
lower prices and greater fuel economy. Of all the motorcycles in the world, 58% are in the Asia-
Pacific and Southern and Eastern Asia regions, excluding carcentric Japan.

According to the US Department of Transportation, the number of fatalities per vehicle mile
traveled was 37 times higher for motorcycles than for cars.

Experimentation and invention

The first internal combustion, petroleum fueled motorcycle was the Daimler Reitwagen. It was
designed and built by the German inventors Gottlieb Daimler and Wilhelm Maybach in Bad
Cannstatt, Germany, in 1885. This vehicle was unlike either the safety bicycles or the
boneshaker bicycles of the era in that it had zero degrees of steering axis angle and no fork
offset, and thus did not use the principles of bicycle and motorcycle dynamics developed nearly
70 years earlier. Instead, it relied on two outrigger wheels to remain upright while turning.

The inventors called their invention the Reitwagen ("riding car"). It was designed as an
expedient test bed for their new engine, rather than a true prototype vehicle.

The first commercial design for a self-propelled cycle was a three-wheel design called the
Butler Petrol Cycle, conceived of Edward Butler in England in 1884. He exhibited his plans
for the vehicle at the Stanley Cycle Show in London in 1884. The vehicle was built by the
Merryweather Fire Engine company in Greenwich, in 1888.

The Butler Petrol Cycle was a three-wheeled vehicle, with the rear wheel directly driven by a
5
⁄8 hp (0.47 kW), 40 cc (2.4 cu in) displacement, 2+1⁄4 in × 5 in (57 mm × 127 mm) bore ×
stroke, flat twin four-stroke engine (with magneto ignition replaced by coil and battery)
equipped with rotary valves and a float-fed carburettor (five years before Maybach) and
Ackermann steering, all of which were state of the art at the time. Starting was by compressed
air. The engine was liquid-cooled, with a radiator over the rear driving wheel. Speed was
controlled by means of a throttle valve lever. No braking system was fitted; the vehicle was
stopped by raising and lowering the rear driving wheel using a foot-operated lever; the weight
of the machine was then borne by two small castor wheels. The driver was seated between the
front wheels. It was not, however, a success, as Butler failed to find sufficient financial
backing.[16]

Many authorities have excluded steam powered, electric motorcycles or diesel-powered

twowheelers from the definition of a 'motorcycle', and credit the Daimler Reitwagen as the
world's first motorcycle. Given the rapid rise in use of electric motorcycles worldwide, [20]
defining only internal-combustion powered two-wheelers as 'motorcycles' is increasingly
problematic. The first (petroleum fueled) internal-combustion motorcycles, like the German
Reitwagen, were, however, also the first practical motorcycles.

If a two-wheeled vehicle with steam propulsion is considered a motorcycle, then the first
motorcycles built seem to be the French Michaux-Perreaux steam velocipede which patent
application was filed in December 1868, constructed around the same time as the American
Roper steam velocipede, built by Sylvester H. Roper of Roxbury,
Massachusetts, who had been demonstrating his machine at fairs and circuses in the eastern
U.S. since 1867. Roper built about 10 steam cars and cycles from the 1860s until his death in
1896.
CHAPTER-3
 Company profile

Yamaha motor Pvt Ltd as made up in India in the year 1985 as the joint venture in the year
2001, in august Yamaha motor company limited has become a 100(%) percent subsidiary in
2008 Mitsui and company has made an contract with Yamaha company to turn out to be a joint
investor in India. Yamaha motor company is extremely customer-driven and has a universal
network of over 2300 customer touch point and it was with the 500 dealers.
Type - public company.
Industry - Automobiles industry.
Predecessor - YAMAHA MOTOR PVT LTD.
Headquarters (HQ) - Iwata and Japan
Key persons - Hiroyuki Yanagi Product - Automobiles
Returns - 410.4 Billon JPY
Net income - 22.9 Billion JPY

Since 1887, when it began producing reed organs, the Yamaha Corporation in Japan
(then Nippon Gakki Co., Ltd.) has grown to become the world's largest manufacturer of a full
line of musical instruments, and a leading producer of audio/visual products, semiconductors
and other computer related products, sporting goods, home appliances and furniture, specialty
metals, machine tools, and industrial robots.

Yamaha now owns 44 subsidiaries and representative offices in overseas markets in addition to
numerous related companies in Japan.

Additionally, Yamaha owns and runs its unique resort facilities throughout Japan so as to
enhance our customers' leisure and cultural activities. Also, Yamaha provides a place for
studying music, sets opportunities for presenting one's own compositions, and creates an
environment for the enjoyment of a variety of musical endeavors.
Since Yamaha Music Foundation was established in 1966, it has generated a wide range of
music activities throughout global society, including Yamaha music schools, and the Junior
Original Concert. Strong commitment to promote and support music education and
popularization is one of the most significant elements to distinguish Yamaha from its
competitors.

Yamaha Motor Co., Ltd, Japan (YMC). In 2008, YMC

enteredinto an agreement with Mitsui & Co., Ltd. to become a joint investor in the motorcycl
emanufacturing company "India Yamaha Motor Private Limited (IYM)".
IYM operates from its state-of-the-art-
manufacturing units at Surajpur in Uttar Pradesh andFaridabad in Haryana and produces
motorcycles both for domestic and export markets. With a strong workforce of more than 2000
employees,

IYM is highly customer-driven and has acountry wide network of over 400 dealers.
Presently, its product portfolio includes MT01 (1670cc), YZF-R1 (998 cc), the all new YZFR15
(150 cc), Gladiator Type SS & RS (125 cc), Gladiator Graffiti (125cc), G5 (106 cc), Alba (106
cc) and Crux (106 cc).

Vision

We will establish YAMAHA as the "exclusive & trusted brand" of customers by "creating
Kando"(touching their hearts) - the first time and every time with world class products &
services delivered by people having "passion for customers".

Mission
We are committed to:

Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of YAMAHA
products, focusing on serving our customer where we can build long term relationships by
raising their lifestyle through performance excellence, proactive design & innovative
technology. Our innovative solutions will always exceed the changing needs of our customers
and provide value added vehicles. Build the Winning Team with capabilities for success,
thriving in a climate for action and delivering results. Our employees are the most valuable
assets and we intend to develop them to achieve international level of professionalism with
progressive career development. As a good corporate citizen, we will conduct our business
ethically and socially in a responsible manner with concerns for the environment.

History

Yamaha Corporation (originally known as Nippon Gakki Co.) was founded by Torakusu
Yamaha in 1887 to manufacture reed organs and pianos and became the largest Japanese
manufacturer of musical instruments in the early 20th Century. Yamaha was contracted to
manufacture wooden and (later) metal airplane propellers by the Japanese government during
World War II. The company struggled in the aftermath of the war, and in the early 1950s,
chairman Genichi Kawakami decided to repurpose its underutilized war-time facilities to
manufacture small motorcycles of Corporate mission

Kandō is a Japanese word used by Yamaha Corporation to describe its corporate mission.
Kandō is the sensation of profound excitement and gratification derived from experiencing
supreme quality and performance. Some reasonable English equivalents are "emotionally
touching" or "emotionally moving". leisure use.

Beginnings: 1955

The motorcycle division of Yamaha was spun off in 1955, being incorporated on 1 July 1955
in Japan, and was headed by Genichi Kawakami. Yamaha's initial product was a 125 cc (7.6 cu
in) two-cycle, single cylinder motorcycle, the YA-1, which was a copy of the German DKW
RT 125. The YA-1 was a competitive success at racing from the beginning, winning not only
the 125cc class in the Mt. Fuji Ascent, but also sweeping the podium with first, second and
third place in the All Japan Auto bike Endurance Road Race that same year. Early success in
racing set the tone for Yamaha, as competition in many varieties of motorcycle racing has been
a key endeavor of the company throughout its history, often fueled by a strong rivalry with
Honda, Suzuki, Kawasaki and other Japanese manufacturers.

Success and growth in the 1960s

By 1963 Yamaha's dedication to both the two-stroke engine and racing paid off with their first
victory in international competition, at the Belgian GP, where they won the 250cc class.
Success in sales was even more impressive, and Yamaha set up the first of its international
subsidiaries in this period beginning with Thailand in 1964, and the Netherlands in 1968. 1965
saw the release of a 305cc two-stroke twin, the flagship of the company's line up. It featured a
separate oil supply which directly injected oil into the gasoline prior to combustion
(traditionally riders had to pre-mix oil into gasoline together before filling the gas tank on two
stroke engines). In 1967 a new larger displacement model was added to the range, the 350cc
two stroke twin R-1.

The Yamaha Philosophy is made up of the “Corporate Philosophy,” “Customer Experience,”

“Yamaha Quality,” and the “Yamaha Way.” The Yamaha Philosophy serves as the foundation,
while the Corporate Philosophy and Customer Experience represent different parts of the
reason underlying the Yamaha Group's existence. The Yamaha Philosophy which also can be
classified as the vision and mission statement of the company is driven by Yamaha Quality and
the Yamaha Way, which are meant to provide guidance for Yamaha Group personnel in their
everyday work.

The corporate relies on the Yamaha Philosophy as a foundation and aim to think from the
customer's perspective as it builds on their unique experience and sensibility, as well as their
long-standing reputation for unsurpassed reliability. Yamaha’s goal is to constantly deliver
high-quality products and services that exceed our customers' expectations, as well as to share
enthusiasm and cultural inspiration with people all around the world

The 2000s: Expansion and consolidation

In 2007, Yamaha established the Philippine operations and distributes Yamaha motorcycles
under the corporate name of Yamaha Motor Philippines, Inc., one of more than 20 worldwide
subsidiaries operating on all continents.

Yamaha XS650 vertical-twin

Yamaha purchased small engine maker Subaru Industrial Power Products from Subaru in
October 2017. Subaru's engines powered lawnmowers, generators and water pumps and have
since been rebranded as Yamaha.
FINANCIAL RATIO ANALYSIS
Financial Ratios Analysis Financial ratios analysis is one of the methods to determine
a company’s liquidity, operational efficiency and profitability by analyzing its financial
statements including the balance sheet and income statement. Financial ratios analysts, either
the investors or the company itself, use current and previous financial statements to evaluate a
company's financial performance.

They will utilize the data to see if a company's financial health is improving or
deteriorating, as well as to make comparisons to other companies. In this report, financial ratios
will be analyzed which are liquidity ratios, solvency ratios, efficiency ratios, profitability ratios
and market prospect ratios. There are two techniques of financial ratios analysis which is trend
analysis and comparative analysis. Both can be used to track a company's performance over
time and compare it to other companies in the same industry or sector.

It can also be used by investors to determine whether the owner of the company is
running the business efficiently. Due to the private and confidential matter of YEM company,
this report will be using Formosa Prosonic Industries Berhad’s financial statement as a
reference to analyze the company performance by using the trend analysis. Formosa 11
Prosonic Industries Berhad is the most suitable company to be the reference as the company
main business is electronic manufacturing same as YEM company.

There are many types of financial ratios that we have, but I only get to use some of the
ratios due to the limited source of data. Some of the ratios that I used are Liquidity Ratios,
Leverage Ratios, Activity Ratios, Profitability Ratios and Market Ratios. Ratios that I will be
analyzed for Liquidity Ratios are Current Ratio, Quick Ratio and Net Working Capital to Total
Asset to analyze the company’s ability to meet its short-term obligations. Then, for leverage
ratios, I managed to analyzed the debt ratio and debt-to equity ratio to analyze their financial
risk and their financing activities in funding the company.

Next, to analyze the efficiency of the company in turning its asset into sales, Average
Collection Period, Inventory Turnover, Fixed Asset Turnover and Total Asset Turnover are used
in the Activity Ratios. To evaluate the company’s ability to profit from current policies and
activities, Gross Profit Margin, Operating Profit Margin, Net Profit Margin, Return on Asset
and Return on Equity are used in the Profitability Ratios. Last but not least, to measure the
company’s potential on investors view, Earning Per Share and Dividend Payout Ratio are used
in the Market Ratios.

Motorcycle racing highlights

In motorcycle racing Yamaha has won 39 world championships, including seven in MotoGP
and 10 in the preceding 500 cc two-stroke class, and two in World Superbike. In addition
Yamaha have recorded 210 victories at the Isle of Man TT and head the list of victories at the
Sidecar TT with 40 Past Yamaha riders include: Jarno Saarinen Giacomo Agostini, Bob
Hannah, Heikki Mikkola, Bruce Anstey, Kenny Roberts, Eddie Lawson, Wayne Rainey, Jeremy
McGrath, Stefan Merriman, Dave Molyneux, Ian Hutchinson, Phil Read, Chad Reed, Ben
Spies, Jorge Lorenzo, and nine-time world champion Valentino Rossi.

The Yamaha YZ450F won the AMA Super cross Championship two years in a row, in 2008
with Chad Reed, and 2009 James Stewart. Yamaha was the first to build a production mono
shock motocross bike (1975 for 250 and 400, 1976 for 125) and one of the first to have a
watercooled motocross production bike (1977 in works bikes, 1981 in off-the-shelf bikes).
Yamaha's first Motocross competition four-stroke bike, the YZ400F, won the 1998 USA
outdoor national Championship with factory rider Doug Henry.Three-time Grand
Championship winner Kenny Roberts at the 1981 German Grand Prix.
OVERVIEW YAMAHA R15

The R Concept:

The YZF-R1 and YZF-R6 are equipped with under cowls that are based on the image of a
diffuser, to give them the best form for aero-management. These are not cowls for simply
enclosing the engine, but forms composed of blade surfaces that actively control airflow. This
spirit has been directly inherited by the YZF-R15.

“Harmony between rider and machine.” YAMAHA's Human Technology

involves studying the form of the motorcycle actually in motion with the rider on it. The R
series is the embodiment of 1) A wide frontal space that protects the rider,2) An easy to ride
seating area that gives riders the freedom of movement and allows them to steer effectively,3)
The glamorous tail treatment that takes into account the management of airflow behind the
rider.
Yamaha Crux

Crux providing outstanding pick up comes with advanced air colled 4 stroke engine. Its elegant
body graphics and excellent structure seem really mind captivating features to the classy bikers.
Its smooth and comfortable riding suspensions are the adjustable shockers. If going for a long
ride, then long comfortable seat of Crux will provide pleasure of happy journey. Its 130
diameter drum brake gives the proper support of riding. Its chrome plated fender is the best
supporter of the supportive wheel. Its light fitting is among other feature who gives the
complete assurance of night riding. This arrangement includes multi- reflector headlight and
multi-reflector tail lamp.
Yamaha RXG 135

Note: Company does not manufacture this model. The present models of Yamaha are cashing
in on the popularity gained by the Yamaha RX100. Yamaha decided to launch upgraded models
after the earlier model could not conform to the emission standards. The first was the RXG
135.It made up for the power loss due to improvement in the engine to tackle mission norms.
However, it could not match the performance and the expectation that people had developed
about Yamaha because of the RX 100.Then came the YEIS 135. There is a considerable
difference in performance due to changed gear ratio and tuning. The styling has also been
adapted to reflect a more contemporary ethos. This is finally a bike that Yamaha lovers love to
call their own
Formula One

Yamaha produced Formula One engines from 1989 to 1997 (with a one-year break in 1990),
initially for the Zakspeed team, in 1991 for the Brabham BT60Y, in 1992 for the Jordan 192,
from 1993 to 1996 for Tyrrell, and in 1997 for the Arrows A18. The Yamaha Engines never
won a race (Damon Hill nearly did so at the 1997 Hungarian Grand Prix), drivers including
Damon Hill, Ukyo Katayama, Mark Blundell and Mika Salo scored some acceptable results
with Blundell achieving a surprise 3rd place at the 1994 Spanish Grand Prix and Hill with 2nd
at the aforementioned 1997 Hungarian Grand Prix, this partly was considered to be due to
Yamaha collaborating with the John Judd Engine Organization to create a better and reliable
engine however there were questions raised as to whether the Yamaha Engines used from 1993
until 1997 were just Judd engines with the Yamaha branding on top of this.

In 1994 was considered to be Yamaha's most successful year in terms of points accrued,
apart from the Podium achieved by Blundell in Spain the Yamaha engine in the Tyr rell Car
achieved 4 Fifth Place finishes and 1 Sixth Place finish over the course of the season, However,
due to the inconsistency of the engine over the years they were often unreliable and were
usually regarded as not very powerful, the Yamaha powered engine never secured a Fastest Lap
or Pole Position despite being on the grid for nearly a decade.

After the conclusion of the 1997 Formula One Season, Yamaha decided to pull out
of the sport, a possible reason for this was due to a disagreement with Arrows regarding the
1998 engine's identification, Yamaha wished to carry out work on the engine with their
engineers while Arrows wished for their own engineers to work on the engine instead while
still having it badged as a Yamaha engine.

Financial Ratios Analysis Financial ratios analysis is one of the methods to determine a
company’s liquidity, operational efficiency and profitability by analyzing its financial
statements including the balance sheet and income statement. Financial ratios analysts, either
the investors or the company itself, use current and previous financial statements to evaluate a
company's financial performance.

They will utilize the data to see if a company's financial health is improving
or deteriorating, as well as to make comparisons to other companies. In this report, financial
ratios will be analyzed which are liquidity ratios, solvency ratios, efficiency ratios, profitability
ratios and market prospect ratios. There are two techniques of financial ratios analysis which
is trend analysis and comparative analysis. Both can be used to track a company's performance
over time and compare it to other companies in the same industry or sector. It can also be used
by investors to determine whether the owner of the company is running the business efficiently.

Due to the private and confidential matter of YEM company, this report will be
using Formosa Prosonic Industries Berhad’s financial statement as a reference to analyze the
company performance by using the trend analysis. Formosa 11 Prosonic Industries Berhad is
the most suitable company to be the reference as the company main business is electronic
manufacturing same as YEM company. There are many types of financial ratios that we have,
but I only get to use some of the ratios due to the limited source of data.

Some of the ratios that I used are Liquidity Ratios, Leverage Ratios, Activity
Ratios, Profitability Ratios and Market Ratios. Ratios that I will be analyzed for Liquidity
Ratios are Current Ratio, Quick Ratio and Net Working Capital to Total Asset to analyze the
company’s ability to meet its short-term obligations. Then, for leverage ratios, I managed to
analyzed the debt ratio and debt-to equity ratio to analyze their financial risk and their financing
activities in funding the company.

Next, to analyze the efficiency of the company in turning its asset into sales, Average
Collection Period, Inventory Turnover, Fixed Asset Turnover and Total Asset Turnover are used
in the Activity Ratios. To evaluate the company’s ability to profit from current policies and
activities, Gross Profit Margin, Operating Profit Margin, Net Profit Margin, Return on Asset
and Return on Equity are used in the Profitability Ratios. Last but not least, to measure the
company’s potential on investors view, Earning Per Share and Dividend Payout Ratio are used
in the Market Ratios.
CHAPTER-4
 THEORETICAL FRAMEWORK

It is the study to attract the customers towards the Yamaha showroom by satisfying the
expectations of the customers and also understanding the demand and thinking etc. main aim
is how to satisfy and to make feel better at showroom and also helps to use all the data for
future perspective to improve satisfaction level. Customer satisfaction is the key to business to
earn the profit and to obtain the market leadership. Job satisfaction, employee satisfaction or
work satisfaction is a measure of workers' contentedness with their job, whether they like the
job or individual aspects or facets of jobs, such as nature of work or supervision.[1] Job
satisfaction can be measured in cognitive (evaluative), affective (or emotional), and behavioral
components. Researchers have also noted that job satisfaction measures vary in the extent to
which they measure feelings about the job (affective job satisfaction). or cognitions about the
job (cognitive job satisfaction).

One of the most widely used definitions in organizational research is that of Edwin A. Locke
(1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from
the appraisal of one's job or job experiences" . Others have defined it as simply how content an
individual is with their job; whether they like the job.

It is assessed at both the global level (whether the individual is satisfied with the job overall),
or at the facet level (whether the individual is satisfied with different aspects of the job).[1]
Spector (1997) lists 14 common facets: appreciation, communication, coworkers, fringe
benefits, Job conditions, nature of the work, organization, personal growth, policies and
procedures, promotion opportunities, recognition, security, and supervision.

The term indicates it is group of client that are inquisitive about the resource According
to the Philip Kotler, “A market contains of all the possible customer of distribution a particular
need or a want who is willing and able to engage in exchange, to satisfy the need or want”.
According to cour “The Economists is recognized by the term market, not by any specific
market place in which things are bought and vended, but the full of any region in which
purchaser and vendor are in such a free intercourse with one other that the prices of the same
purchaser and vendor are in such a free intercourse with one other that the prices of the same
goods tend to be at equity and quickly”.
 According to Pyle, “The Market contains both the place and area in which venders
are in the free competition with one another” So, the extent of the market depends upon worth
of perso Evaluation

Hulin and Judge (2003) have noted that job satisfaction includes multidimensional
psychological responses to an individual's job, and that these personal responses have cognitive
(evaluative), affective (or emotional), and behavioural components. Job satisfaction scales vary
in the extent to which they assess the affective feelings about the job or the cognitive assessment
of the job. Affective job satisfaction is a subjective construct representing an emotional feeling
individuals have about their job. Hence, affective job satisfaction for individuals reflects the
degree of pleasure or happiness their job in general induces.

Cognitive job satisfaction is a more objective and logical evaluation of various facets of a job.
Cognitive job satisfaction can be dimensional if it comprises evaluation of just one facet of a
job, such as pay or maternity leave, or multidimensional if two or more than two facets of a job
are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure
or happiness that arises from specific job facets, but rather gauges the extent to which those job
facets are judged by the job holder to be satisfactory in comparison with objectives they
themselves set or with other jobs. While cognitive job satisfaction might help to bring about
affective job satisfaction, the two constructs are distinct, not necessarily directly related, and
have different antecedents and consequences.

Job satisfaction can also be seen within the broader context of the range of issues which affect
an individual's experience of work, or their quality of working life. Job satisfaction can be
understood in terms of its relationships with other key factors, such as general well-being, stress
at work, control at work, home-work interface, and working conditions.

History

The assessment of job satisfaction through employee anonymous surveys became

commonplace in the 1930s. Although prior to that time there was the beginning of interest in
employee attitudes, there were only a handful of studies published. Latham and Budworth note
that Uhrbrock in 1934 was one of the first psychologists to use the newly developed attitude
measurement techniques to assess factory worker attitudes. They also note that in 1935
Hoppock conducted a study that focused explicitly on job satisfaction that is affected by both
the nature of the job and relationships with coworkers and supervisors. WHO has the unjoyful
wants, is doubtless skilled of playacting the exchange.

Job satisfaction, an unquantifiable metric, is defined as a positive emotional response you

experience when doing your job or when you are present at work. Leading organizations are
now trying to measure this feeling, with job satisfaction surveys becoming a staple at most
workplaces.

It’s important to remember that job satisfaction varies from employee to employee. In the same
workplace under the same conditions, the factors that help one employee feel good about their
job may not apply to another employee. For this reason, it is essential to have a
multidimensional approach to employee satisfaction, covering the following areas:

• The challenging nature of work, pushing employees to new heights

• A level of convenience (short commutes, access to the right digital tools, and flexible
hours)
• Regular appreciation by the immediate management and the organization as a whole
• Competitive pay, which employees maintain a good quality of life
• The promise of career progression in sync with employees’ personal growth targets
• 10 Factors That Determine Your Employees’ Satisfaction Levels

There’s no one definition of job satisfaction, and factors contributing to it will depend on the
nature of your workplace. For example, a satisfied employee in the manufacturing sector looks
different from a satisfied software developer. However, there are ten traits that every workplace
geared toward employee well-being and satisfaction will have in common.

1. Does your company care about its employees?

Remember, it’s not enough to only care – communicate this care regularly to employees through
newsletters, rewards, informal recognition, paid incentives, and other forms of communication.

Companies with a high job satisfaction level, such as Google and Starbucks, also feature
employee happiness and satisfaction stories as part of their communication strategy.

2. Does the workplace have room for employees to engage in their hobbies?
Today, most of us spend a significant part of the week at work, but this doesn’t mean we want
to ignore our hobbies or personal interests.

A workplace where employees have enough free time to read a book, catch up on the news,
have a pleasant meal, for example – and where such behaviors are not considered slacking off
– will better enable job satisfaction.

3. What is the average interval between promotions?

The current business environment is fast-paced, and employees will switch to greener pastures
if promotions aren’t forthcoming.

A good rule of thumb is to keep the interval between employee promotions below the average
employee tenure. For example, if employees stay with your company for five years and two
months on average, promotions should be scheduled at least at two-year intervals. If such
transitions aren’t possible, provide cross-training programs to give every employee a chance to
explore new roles in the organization.

More importantly, inform your employees about the promotion policies in your organization so
they know what to expect and when to expect it.

4. Do employees feel respected by their peers?

A workplace where employees feel regularly criticized or under some type of scrutiny is ripe
for dissatisfaction. You can detect their dissatisfaction via one-on-one conversations with
employees, or through anonymized data collected via employee satisfaction surveys and then
take appropriate measures to improve their experience in this area.

5. Is there a culture of two-way feedback?

Employees need regular feedback (both positive and constructive) to know that they are on the
right track.

Also, they want to share their opinions with managers/HR/senior management to guide the
future of the company. This culture of two-way feedback is essential to maintaining employee
satisfaction. It is doubly necessary for you to act on the feedback you receive.
6. Where do you stand on the issue of work-life balance?

Companies must try to build a non-toxic culture of high performance, where productivity isn’t
prioritized over well-being. Positive work-life balance is integral to this.

As per the 2019 Workplace Happiness Report by Udemy , Opens a new window , work-life
balance adds meaning to the job for 37% of professionals. Mandatory work-from-home days,
paid time off, and flexible working benefits are great ways to help employees achieve this.

7. How do employees rate their relationships with their reporting heads?

We have all heard the axiom that employees don’t quit jobs, they quit bosses. And this is
confirmed by studies – a poll by Gallup found that 75% of voluntary attrition can be attributed
to the behavior of immediate supervisors and not the job itself.

Again, targeted job satisfaction surveys (implemented on a team-by-team basis) can help root
this out.

8. Does your organization follow fair and inclusive policies?

Diversity and inclusion in the workplace have a positive impact on the business bottom line,
while also improving a company’s culture and work environment. By ensuring fairness toward
all your employees, regardless of age, gender, or disability, you can increase the average level
of satisfaction across the company.

In other words, job satisfaction shouldn’t be limited to a select few – everyone, across the
company, should experience the same level of well-being.

9. Can employees nurture their creative instincts in their jobs?

While this depends on your specific industry of operation, employees mustn’t be stifled when
showing a spirit of creativity in their jobs.

In fact, learning and development programs can be deployed to strengthen creative skills,
making your company more innovation-friendly. Otherwise, you risk having a workforce that
feels unheard, with the same rules imposed upon them over and over again.
10. Do employees feel secure about their role?

Job security is now a major concern as technology upends existing processes, and automation
threatens legacy models of working. As a future-focused employer, you must clearly explain
how an employee’s role will transform over the years and equip them for this change.

Employees shouldn’t feel insecure about their jobs – you can ensure this by maintaining a
consistent line of communication between frontline employees and senior leadership.

Apart from basics such as compensation, employee benefits, and workplace amenities, these
ten factors go a long way in either improving or negatively impacting employee satisfaction.
And here’s why you can’t afford to have dissatisfied employees.
CHAPTER-5
 DATA ANALYSIS AND INTERPRETATION

1. How do you feel about your job in the organization?

S no Opinion No of respondents Percentage

1 Highly satisfied 5 16.6667

2 Satisfied 25 83.3333

3 Dissatisfied 0 0

4 Highly dissatisfied 0 0

no of respondents

0%
17%

83%

1 highly satisfied 2 satisfied 3 dissatisfied 4 highly dissatisfied

INTREPRETATION

• According to above pie chart 5 employees responded to highly satisfied, 25 employees

responded to satisfied. Total 30 employees.
2. Are you extremely proud to tell people that I work for this
organisation?

S no Opinion No of respondents Percentage

1 Yes 30 100

2 No 0 0

no of respondent

0%

100%

Yes No

INTREPRETATION

• According to above pie chart 30 employees responded to yes. Total 30 employees.

3. Do you think that existing Human resource in the organisation are

sufficient for doing the maximum or required position in their
particular
department?

S no Opinion No of respondents Percentage

1 More sufficient 4 13.3333

2 Sufficient 22 73.3334

3 Not sufficient 4 13.3333

no of respondents

13% 14%

73%

1 more sufficient 2 sufficient 3 not sufficient

INTREPRETATION

• According to above pie chart 4 employees responded to more sufficient, 22 employees

responded to sufficient, 4 employees responded to not sufficient. Total 30 employees.

4. How satisfied are you with the information you receive from
management and communication with senior employees on what is
going on in your division/company?

S no Opinion No of respondents Percentage

1 Highly satisfied 10 33.3333

2 Satisfied 20 66.6667

3 Dissatisfied 0 0

4 Highly dissatisfied 0 0

no of respondents

0%
33%

67%

1 highly satisfied 2 satisfied 3 dissatisfied 4 highly dissatisfied

INTREPRETATION

• According to above pie chart 10 employees responded to highly satisfied, 20 employees

responded to satisfied. Total 30 employees.

5. What is the opinion about the salary pay in the organization?

S no Opinion No of respondents Percentage

1 Highly satisfied 5 16.6667

2 Satisfied 19 63.3333
3 Dissatisfied 6 20

4 Highly dissatisfied 0 0

no of respondents

0%
20% 17%

63%

1 highly satisfied 2 satisfied 3 dissatisfied 4 highly dissatisfied

INTREPRETATION

• According to above pie chart 5 employees responded to highly satisfied, 19 employees

responded to satisfied, 6 employees responded to dissatisfied. Total 30 employees.

6. Do you get the wages/salaries regularly?

S no Opinion No of respondents Percentage

1 Yes 26 86.6667

2 No 4 13.3333
 no of respondent

13%

87%

Yes No

INTREPRETATION

• According to above pie chart 26 employees responded to yes, 4 employees responded

to no. Total 30 employees.

7. To what extent are you happy with promotion system in your

organisation?

S no Opinion No of respondents Percentage

1 To a great extent 12 40

2 To some extent 18 60

3 Little extent 0 0
 no of respondents

0%

40%

60%

1 to a great extent 2 to some extent 3 little extent

INTREPRETATION

• According to above pie chart 12 employees responded to a great extent, 18 employees

to some extent, total 30.

8. How do you feel about the rules in your organisation?

S no Opinion No of respondents Percentage

1 Highly satisfied 6 20

2 Satisfied 24 80

3 Dissatisfied 0 0

4 Highly dissatisfied 0 0
 no of respondent

0%
20%

80%

Highely satisfied Satisfied Dissatisfied Highely dissatisfieed

INTREPRETATION

• According to above pie chart 6 employees responded to highly satisfied, 24 employees

responded to satisfied. Total 30 employees.

9. What is the opinion about the relation between the co-workers in the organization?

SNO OPINION NO OF RESPONDENTS PERCENTAGE

1 Good 30 100

2 Bad 0 0
 no of respondent

0%

100%

Yes No

INTREPRETATION

• According to above pie chart 30 employees responded to good. Total 30 employees.

10. How do you feel about the welfare facilities provided by the
organization?

S no Opinion No of respondents Percentage

1 Highly satisfied 8 26.6667

2 Satisfied 20 66.6667

3 Dissatisfied 2 6.6666
4 Highly dissatisfied 0 0

no of respondents

6%0%
27%

67%

1 highly satisfied 2 satisfied 3 dissatisfied 4 highly dissatisfied

INTREPRETATION

• According to above pie chart 8 employees responded to highly satisfied, 20 employees

responded to satisfied, 2 employees responded to dissatisfied. Total 30 employees.

11. What is the level of management’s involvement in the problem solving

of the employees?

S no Opinion No of respondents Percentage

1 To a great extent 18 60

2 To some extent 9 30

3 Little extent 3 10
 no of respondents

10%

30%
60%

1 to a great extent 2 to some extent 3 little extent

INTREPRETATION

• According to above pie chart 18 employees responded to a great extent, 9 employees to

some extent 3 employees to little extent. Total 30.

12. Do employee have job security in the organization?

S no Opinion No of respondents Percentage

1 Yes 21 70

2 No 9 30
 no of respondent

30%

70%

Yes No

INTREPRETATION

• According to above pie chart 21 employees responded to yes, 9 employees responded

to no. Total 30 employees.

13. What is the employee opinion about the allowances given to them in the
organisation?

S no Opinion No of respondents Percentage

1 Highly satisfied 4 13.3333

2 Satisfied 20 66.6667

3 Dissatisfied 6 20

4 Highly dissatisfied 0 0
 no of respondents

0% 13%
20%

67%

1 highly satisfied 2 satisfied 3 dissatisfied 4 highly dissatisfied

INTREPRETATION

• According to above pie chart 4 employees responded to highly satisfied, 20 employees

responded to satisfied, 6 employees responded to dissatisfied. Total 30 employees.
CHAPTER-6
 FINDINGS

The data is collected and tabulated in a graphical chart from the analysis and interference

• 44% of the 20-30age group respondents are buying the Yamaha bike because that is the
very good bike for youngsters.
• The people who are earning 10000-20000 are interested buying Yamaha bikes.
• According to the survey, the students are purchasing Yamaha bike more than others.
• The 30% of the customers are satisfied with the black colour bike, according to their
need and wants.
• The customers are satisfied with the overall quality and service of the bike.
 SUGGESTIONS

This report affords a brief image of Yamaha the authorized dealer of the Yamaha Bikes through
the report; attempts have been complete to assess the purpose for customers Satisfaction and
of, the authorized dealer of the Yamaha. Some suggestions are as follows;

1. To register skilled labours, who can be an asset to meet customer’s

expectation?

2. to issue free service coupons to the new customers 3. Retaining their

customer by providing good service.

4. To ensure on time delivery of bike as promised.

5. The marketing expenses should be minimized.

 CONCLUSION

In study, I tried to find out the satisfaction of the goods and services
rendered to the customer by the Yamaha bike authorized dealer. This study has given a pure
image of what customers feel about the goods and services provided by the. We can obviously
say that the product satisfies them as well as facilities provided by the organization. All the
customers have a better relationship with the showroom and they are regularly satisfied with
the other features of the company as well. From the following study, we can accomplish that
Yamaha bike dealer been serving its customers exceptionally well has created a better image
and trust between its customers with the majority of them being fully satisfied with the
showroom goods and services.
CHAPTER-7
 BIBLIOGRAPHY

AUTHORS : BOOKS:

Ashwathappa: Human Resource Management

Deith Davis: Human Relation at Work

Tripathi: Personnel management & industrial Relations

P. Subba Rao: Essentials of Human Resources

C.B. Mamoria: Human Resource Management

Websites: www.yamahamotors.com

www.yamaha.com

www.yamahasports.com

http://www/fz.com
 QUESTIONNAIRES

1. How do you feel about your job in the organization?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

2. Are you extremely proud to tell people that I work for this organization?

a) Yes b) No

3. Do you think that existing Human resource in the organization are sufficient for doing the
maximum or required position in their particular department?

a) More sufficient b) sufficient c) Not sufficient

4. How satisfied are you with the information you receive from management and
communication with senior employees on what is going on in your division/company?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

5. What is the opinion about the salary pay in the organization?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

6. Do you get the wages/salaries regularly? a)

Yes b) No

7. To what extent are you happy with promotion system in your organization?

a) To a great extent b) To some extent c) little extent

8. How do you feel about the rules in your organization?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

9. What is your opinion about the relations between the Co-workers in the organization?

a) Good b) Bad

10. How do you about feel the welfare facilities provided by the organization?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

11. What is the level of management involvement in the problem solving of employees?

a) To a great extent b) To some extent c) little extent

12. Do employee have the job security in the organization?

a) Yes b) No

13. What is the employee opinion about their allowances given to them in the organization?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly dissatisfied

Prepared By:

V. Kiran Datta

Reg No: 213848300041