A PROJECT REPORT ON

STRESS MANAGEMENT
AT HERO MOTOCORPS, HYDERABAD

PRESENTED BY
KOTTURU RAMYA
20831E0025

1
 CHAPTER-1
INTRODUCTION

Stress is the way human beings react both physically and mentally to changes, events, and situations in their
lives. People experience stress in different ways and for different reasons. The reaction is based on your
perception of an event or situation. If you view a situation negatively, you will likely feel distressed—
overwhelmed, oppressed, or out of control. Distress is the more familiar form of stress. The other form, eustress,
results from a “positive” view of an event or situation, which is why it is also called “good stress.”

Eustress helps you rise to a challenge and can be an antidote to boredom because it engages focused energy. That
energy can easily turn to distress, however, if something causes you to view the situation as unmanageable or out
of control. Many people regard public speaking or airplane flights as very stressful—causing physical reactions
such as an increased heart rate and a loss of appetite—while others look forward to the event. It’s often a
question of perception: A positive stressor for one person can be a negative stressor for another.

Managing Stress:
As noted in the Introduction, you can learn to manage stress. The first step is understanding yourself better—how
you react in different situations, what causes you stress, and how you behave when you feel stressed. Once
you’ve done that, take the following steps:

Set priorities. Use the time-management tips you learned in Section 1. Make a To-Do list. Decide what is really
important to get done today, and what can wait. This helps you to know that you are working on your most
immediate priorities, and you don’t have the stress of trying to remember what you should be doing.

Practice facing stressful moments. Think about the event or situation you expect to face and rehearse your
reactions. Find ways to practice dealing with the challenge. If you know that speaking in front of a group
frightens you, practice doing it, perhaps with a trusted friend or fellow student. If the pressure of taking tests
causes you to freeze up, buy some practice tests at the school bookstore or online and work with them when there
are no time pressures.
Examine your expectations. Try to set realistic goals. It’s good to push yourself to achieve, but make sure your
expectations are realistic. Watch out for perfectionism. Be satisfied with doing the best you can. Nobody’s

2
perfect—not you, not your fellow Cadet, nobody. Allow people the liberty to make mistakes, and remember that
mistakes can be a good teacher.

Live a healthy lifestyle. Get plenty of exercise. Eat healthy foods. Allow time for rest and relaxation. Find a
relaxation technique that works for you—prayer, yoga, meditation, or breathing exercises. Look for the humor in
life, and enjoy yourself.

Learn to accept change as a part of life. Nothing stays the same. Develop a support system of friends and
relatives you can talk to when needed. Believe in yourself and your potential. Remember that many people from
disadvantaged backgrounds have gone on to enjoy great success in life.

Workplace Stress, also known as Occupational Stress is the stress that one gets from working at his job. The
chief causes are unrealistic short-term goals, unexpected responsibility-sharing, and high expectations. While the
job itself might not be stress-inducing, the way it is done and the working environment are crucial factors in
creating stress.

Workplace Stress is also related to pressure from seniors and peers and in the absence of support from
colleagues. In the US, an overwhelming number of people identify having no control or say in their workplace as
the biggest cause of stress in their lives. When workplace stress is not controlled and properly channelized, it can
create a lot of coping issues and unreliability.

Defining Workplace Stress

Sometimes it may be difficult to cope with workplace stress, but the skills of handling stress changes from person
to person. The cause of your stress and your approach to handle it may be way different from that of your friend.
Generally, we think that stress is related to something negative, but we don't have to look at it that way. Some
stress is helpful, actually to drive people towards job completion. As you may observe, stress in itself can be used
for positive purposes. This type of stress is known as Eustress. In simple words, Eustress is the stress that leaves
a positive effect, or is motivating in nature. It results in a positive outcome. Such stresses help people in getting
good performances.

According to The Random House Dictionary, Stress can be defined as physical, mental, or emotional strain
caused by a situation or an occurrence of an event. The word stress is derived from a Latin word which

3
means distress. We all face situations where we are so stressed out and feel so unbalanced that we tend to
overlook all tasks that we know are important because we cannot manage a single thing.

Stress is different for different people

Stress is different for different people, so it is important to address stress differently. For example, you are too
busy to schedule one hour for exercise, so simply try taking stairs to your office instead of lift, if your office is
near to your house try walking. Instead of treating things like they are adding more too your stressful life try
replacing it with things that soothes you.

It is good to solve your problems on your own, but there are cases when you might need a hand or two to help
you get over the stressful events. It is always recommended to get help from third party to whom you can look up
to, share your problems and get some help.

Now the question is where to ask for help? The first place to start is your workplace. Now-a-days company’s
offer employee assistance programs to help them get over stressful events. In case your company is not one of
them, try some hotlines in your area which provide these services.

4
NEED OF THE STUDY

The study on stress helps the company to study employee’s attitude and satisfaction towards their job The
Company can find possible ways to increase the efficiency of the dissatisfied employees by providing remedial
measures to come out of stress.

Analysis of the data would give us valuable insights upon which further course of action could be based
formulated and implemented . The various valuable developing the right activities in the right direction.

5
SCOPE OF THE STUDY

 The study is restricted to the employees of the HERO MOTORS PRIVATE LIMITED.
 The respondents are chosen from various age groups and age groups and between the genders.
 To identify the stress among the employees and its impact on their job performance
 To determine the relationship between different important stressors that prevails among the employees

6
OBJECTIVES OF THE STUDY

1.To find out factors causing stress to employees.

2.To study stress management strategy at Hero Motors Pvt. Ltd
3.To suggest the best strategies to manage stress at the workplace.

7
RESEARCH METHODOLOGY
There are 2 sources for the data collection.

PRIMARY DATA:

Primary Data is the data which is collected from the organization. It is also known as first hand data.

SECONDARY DATA:

Secondary data is collected from secondary sources like the internet, newspapers, and so on. Hence, it is known
as second hand data.

DATA COLLECTED METHODS:

I have collected the data from both the sources i.e., Primary Data and Secondary Data.
Primary data is collected from the organization and the employees of the organization. I have collected the data
from the employees in survey method. I have prepared a structured questionnaire to collect information on stress
management of employees of Hero Motors. The secondary data is collected from Google and other secondary
sources.

TOOLS USED:

I have used simple and convenient tools like table charts, statistical table for my research work.
Area of the study: Hero Motors Private Limited. Hyderabad Region.

PERIOD OF THE STUDY:

45 days.

SAMPLE SIZE:

8
50
LIMITATIONS OF THE STUDY

 Some of the respondents are unwilling to respond the questionnaire because of their work.
 Some of the answers given by the respondents may be biased.
 There may be a loss of accurate information’s due to the sample size is restricted to 50
 The study is limited to 45 days only.
 The study is limited to the Hero Motors only.

9
 CHAPTER - II
REVIEW OF LITERATURE

P.S. Swami Nathan, & Raj Kumar S. (2019) in their work on ―Stress levels in Organizations and their Impact
on Employees’ Behavior. They have conducted a study that focused on the [17] levels of stress among the age
group, profession, different varieties of jobs, hours of work and the influence of work environment on the degree
of stress faced by employees. Stress in an employees’ individual in nature.[18]

Gladies J. J. & Kennedy V. (2018)- The author revealed a significant correlation between Organizational Climate
and Job Stress among the women working in Automobile Companies of India. According to him, learning how to
manage stress is a very crucial issue that should be developed in Automobile Companies so that they can reduce
or eliminate the causes of stress and poor working environment.

Charu M. (2019)- He in his study stated that higher stress is directly proportional to quality of work life for IT
professionals. He outlined few factors namely fair pay structure, steady role demands, supervisory support,
congenial job environment, capability fit of the job, role autonomy and stress that directly affect the quality of
work life. The main reason of stress amongst the associates of IT industry is the rapid change in technology.

Khalid A. (2018)- There is a direct relationship between stress and job performance in any organization. To
improve the performance of an individual in an organization an employee should receive good support from their
leaders. Hence, a supportive leader can improve the performance of an employee even at unfavorable situations.

Kavitha (2018)- The article focuses on the organizational role stress for the employees in the Automobile sector.
It also highlights that women face more stress than men in the organization to be more specific married women
faces more stress than the unmarried women.

Urska Treven, Sonja Treven & Simona Sarotar Zizek (2018)- Organizations, where the workers are said to be
stressed are more likely to be unsuccessful in the competitive market. Various approaches of managing stress,
good work organization and good management are the effective ways of preventing stress. He categorized stress

10
broadly into three main types; they are a) Transient Stress b) Post Traumatic Stress Disorders (PTSD) c) Chronic
Stress.

Richardson (2018)- A classification of stress interventions has been done, those are primary, secondary and
tertiary. He suggested all the employees to adopt relaxation training intervention for stress management which is
the easiest and least expensive approach to implement.

P.S. Swaminathan& Rajkumar S. (2019)- He conducted a study that focused on the levels of stress among the
age group, profession, different varieties of jobs, hours of work and the influence of work environment on the
degree of stress faced by employees. Stress in an employee is very individual in nature. His study indicates about
an optimum level in which every individual can perform with his full capacity. He has identified three conditions
responsible for work stress they are a) Role overload b) Role self distance c) Role stagnation.

Satija S. & Khan W. (2019)- According to him Occupational Stress is as same as Job Stress that need to be
controlled at the workplace otherwise it will affect negatively employee’s work attitudes and behavior. He
conducted a study to investigate the relationship between Emotional Intelligence and Occupational Stress. The
findings of his study revealed that Emotional Intelligence as a significant predictor of Occupational Stress.

Kodavatiganti K & Bulusu V(2018)- The aim of the article is to have a clear understanding of the phenomenon
that causes stress among the academicians. According to the article women educators face comparatively higher
level of stress than men counterparts. The stress amongst the academicians are caused because of lengthy
working hours, inadequate resources and long working hours, classrooms that are over filled.

Sharma S., Sharma J. & Devi A.(2018)- The level of stress within a role varies because of individual differences
in mindset, age, gender, and their performance in job. How-ever, various factors that influence stress are age
where the younger employees are more stressed as compared to other employees, level of qualification, pay,
authorities of control, awards, word of praise, improved designations and working couples. The study
recommended a reinforcement approach that should be positive in nature so as to reduce the degree of stress at
the workplace.

Rosasa J. H. A, Blevinsb R. C , Gaoc H. ,Tengb W. Y. & White J. (2018)– It reveals the levels of stress that
differ by occupational position, and not by age and gender. The analysis how that female had higher stress rates
than males. The main problems faced by students due to stress are sleeping problems, depression and irritability.

11
14Srivastav A.K. (2017)– The articles focus on the nature of role that causes stress. It says role performance
encountered the problems of stress so they should be tried to reduce or eliminated. The nature of role stress was
found to be heterogeneous which cannot be dealt with one uniform solution or intervention as a whole. Hence,
specific problem related solution or interventions should be adapted for better organizational performance and
effectiveness.

A. Y. Tatheer (2019)- Majority of the bankers of Pakistan claim that they are highly stressed because of their
jobs that not only affect their performance in banks but also equally affect their health and personal life. They
also declare that the organizational politics and bureaucracy are the main reasons of stress in their banks.

Michailidis M. and Georgiou Y. (2017)- The author focus on the degree of occupational stress that is influenced
by the factors like level of education, various patterns of their relaxation and any other habits like drinking or
smoking. The implications say that consuming alcoholic drinks is the main factor that determines the degree of
occupational stress in an individual.

Sinha V. and Subramanian K.S. (2018)- The study highlights that various levels of organization experience
different kind of organizational role stress. It also states that stress is influenced by various factors like shortage
of resources, inadequacy within a person, overload with a role, stagnation of a role and isolation and expectation
of a role.

Pratibha G. (2017)– The impact of distress level on the quality of life is negative that may result to serious
burnout problems in private banks. The distress level in the banks can only be reduced by various stress
management programmers or inter-venations that would also improve the quality of work life.

Karthik R. (2019)- Employee’s performance at work is influenced by stress that can be either positive or
negative. The employees performs better if they face low to moderate amount of stress. Hence, it aims at
reducing the level of stress rather than eliminating stress completely.

12
 CHAPTER - 3
INDUSTRY REPORT
Introduction
India became the fourth largest auto market in 2019 displacing Germany with about 3.99 million units sold in the
passenger and commercial vehicles categories. India is expected to displace Japan as the third largest auto market
by 2021.

The two-wheeler segment dominates the market in terms of volume owing to a growing middle class and a
young population. Moreover, the growing interest of the companies in exploring the rural markets further aided
the growth of the sector.
India is also a prominent auto exporter and has strong export growth expectations for the near future. In addition,
several initiatives by the Government of India and major automobile players in the Indian market are expected to
make India a leader in the two-wheeler and four-wheeler market in the world by 2020.

Two-wheeler production/sales/export volume

  In FY 2020-21, Indian two-wheeler production down by 12.8% to 18.4 million units against 21 million units in
FY 2019-20. Domestic sales plunged by 13.2% to 15.1 million units against 17.4 million units in the last year.
Exports fall by 6.9% to 3.3 million units against 3.5 million units in FY 2019-20.

  In FY 2020-21, Indian two-wheeler industry witnessed one of the sharpest contradictions in demand. One of the
primary reason of downfall in demand was the impact of Covid-19. Economic stress, high fuel prices, increase in
two-wheeler price due to new regulations, increase in raw material costs and critical component shortage due to
supply chain issues, also contributed in reduced demand for two-wheelers. However, a good monsoon helped the
rural market to show strong growth. Demand for personal mobility was also increased due to spread of
coronavirus. These factors helped in revival of two-wheeler sales in the last year.

13
Vehicle production in India (FY2020-21)
(Source: Created by MarkLines based on various press releases and sources) Indian two-wheeler
production/sales/export volume(FY2020-21)
(Source: Created by MarkLines based on various press releases and sources)
 

Vehicle production volume in India (thousand units)

(Source: Created by Mark Lines based on various press releases and sources)
14
  FY FY
YoY
Category 2019- 2020-
Change
20 21

Two-
21,033 18,350 -12.8%
Wheelers

Passenger
3,425 3,062 -10.6%
Vehicles

Three-
1,133 611 -46.1%
Wheelers

Commercial
757 625 -17.4%
Vehicles

Two-wheeler production/sales/export volume (thousand units)

FY FY
YoY
Category 2019- 2020-
Change
20 21

Productio
21,033 18,350 -12.8%
n

Domestic
17,416 15,119 -13.2%
Sales

Exports 3,519 3,278 -6.9%

 

For data on monthly volumes of motorcycles, please refer to the information below. 
This report will cover recent developments in the Indian two-wheeler segment and trends of major two-wheeler
manufacturers. The emerging manufacturers of electric two-wheelers in India will be discussed in the next report.

Market Size
Domestic automobiles production increased at 2.36% CAGR between FY16-20 with 26.36 million vehicles
being manufactured in the country in FY20. Overall, domestic automobiles sales increased at 1.29% CAGR
between FY16-FY20 with 21.55 million vehicles being sold in FY20.
Two wheelers and passenger vehicles dominate the domestic Indian auto market. Passenger car sales are
dominated by small and mid-sized cars. Two wheelers and passenger cars accounted for 80.8% and 12.9%
market share, respectively, accounting for a combined sale of over 20.1 million vehicles in FY20.

15
Passenger vehicle (PV) sales stood at 3,10,294 units in October 2020, compared with 2,71,737 units in October
2019, registering a 14.19% growth. As per the Federation of Automobile Dealers Associations (FADA), PV sales
in November 2020 stood at 2,91,001 units, compared with 2,79,365 units in November 2019, registering a 4.17%
growth.

Overall, automobile export reached 4.77 million vehicles in FY20, growing at a CAGR of 6.94% during FY16-
FY20. Two wheelers made up 73.9% of the vehicles exported, followed by passenger vehicles at 14.2%, three
wheelers at 10.5% and commercial vehicles at 1.3%.
EV sales, excluding E-rickshaws, in India witnessed a growth of 20% and reached 1.56 lakh units in FY20 driven
by two wheelers.

Premium motorbike sales in India recorded seven-fold jump in domestic sales, reaching 13,982 units during
April-September 2019. The sale of luxury cars stood between 15,000 to 17,000 in the first six months of 2019.

16
 COMPANY PROFILE

Hero MotoCorp General Information

Hero MotoCorp Ltd is a motorcycle manufacturing company domiciled in India. The company manufactures and
distributes motorcycles, scooters, and related spare parts. Sales of motorcycles comprise the largest contribution
to consolidated revenue, followed by scooter sales. While Hero MotoCorp derives the vast majority of revenue
from domestic operations, the company also has operations in Latin America, South Asia, Africa, and the Middle
East. Hero MotoCorp principally manufactures and assembles production domestically.

Hero MotoCorp Limited, formerly Hero Honda, is an Indian multinational motorcycle and scooter manufacturer
based in New Delhi, India. The company is the largest two-wheeler manufacturer in the world, and also in India,
where it has a market share of about 46% in the two-wheeler category.] As of 31 December 2020, the market
capitalisation of the company was 68,474 crore (US$9.6 billion).

History
Hero Honda started its operations in 1984 as a joint venture between Hero Cycles (sometimes called Hero Group,
not to be confused with the Hero Group food company of Switzerland) of India and Honda of Japan.[6][7] In
June 2012, Hero MotoCorp approved a proposal to merge the investment arm of its parent Hero Investment Pvt.
Ltd. with the automaker. This decision came 18 months after its split from Hero Honda.

"Hero" is the brand name used by the Munjal brothers for their flagship company, Hero Cycles Ltd. A joint
venture between the Hero Group and Honda Motor Company was established in 1984 as the Hero Honda Motors
Limited at Dharuhera, India. Munjal family and Honda group both owned 26% stake in the Company.

During the 1980s, the company introduced motorcycles that were popular in India for their fuel economy and
low cost. A popular advertising campaign based on the slogan 'Fill it – Shut it – Forget it' that emphasised the
motorcycle's fuel efficiency helped the company grow at a double-digit pace since inception. In 2001, the
company became the second largest two-wheeler manufacturing company in India and globally.[3] It maintains
global industry leadership to date.[3] The technology in the bikes of Hero Motocorp (earlier Hero Honda) for
almost 26 years (1984–2010) has come from the Japanese counterpart Honda.[9]

17
Termination of Honda joint venture and the renaming
Hero Honda Passion
Hero Karizma R
By December 2010, the board of directors of the Hero Honda Group had decided to terminate the joint venture
between Hero Group of India and Honda of Japan in a phased manner. The Hero Group would buy out the 26%
stake of the Honda in JV Hero Honda.[10] Under the joint venture Hero Group could not export to international
markets (except Nepal, Bangladesh and Sri Lanka) and the termination would mean that Hero Group could now
export. From the beginning, the Hero Group relied on their Japanese partner Honda for the technology in their
bikes.

The Japanese automaker exited the joint venture through a series of off-market transactions by giving the Munjal
family—which held a 26% stake in the company—an additional 26%. Honda, wanting to focus only on its
independent fully owned two-wheeler subsidiary—Honda Motorcycle and Scooter India (HMSI)—, exited Hero
Honda at a discount and get over ₹6,400 crore (equivalent to ₹120 billion or US$1.6 billion in 2019) for its
stake. The discount was between 30% and 50% to the current value of Honda's stake as per the price of the stock
after the market closed on 16 December 2010.

The rising differences between the two partners gradually emerged as an irritant. Differences had been brewing
for a few years before the split over a variety of issues, ranging from Honda's reluctance to fully and freely share
technology with Hero (despite a 10-year technology tie-up that expired in 2014) as well as Indian partner's
uneasiness over high royalty payouts to the Japanese company. Another major irritant for Honda was the refusal
of Hero Honda (mainly managed by the Munjal family) to merge the company's spare parts business with
Honda's new fully owned subsidiary, HMSI.

As per the arrangement, it was a two-leg deal. In the first part, the Munjal family, led by Brijmohan Lal Munjal
group, formed an overseas-incorporated special purpose vehicle (SPV) to buy out Honda's entire stake, which
was backed by bridge loans. This SPV was eventually thrown open for private equity participation, and those in
the fray included Warburg Pincus, Kohlberg Kravis Roberts (KKR), TPG, Bain Capital, and Carlyle Group.

Formation of the new company

The name of the company was changed from Hero Honda Motors Limited to Hero MotoCorp Limited on 29 July
2011. The new brand identity and logo of Hero MotoCorp were developed by the British firm WolffOlins. The
logo was revealed on 9 August 2011 in London, to coincide with the third test match between England and India.
18
Hero MotoCorp can now export to Latin America, Africa and West Asia. Hero is free to use any vendor for its
components instead of just Honda-approved vendors.

On 21 April 2014, Hero MotoCorp announced its plan on a 254 crore (equivalent to 327 crore or US$46 million
in 2019) joint venture with Bangladesh's Nitol-Niloy Group in the next five years to set up a manufacturing plant
in Bangladesh. The plant started production in 2017 under the name "HMCL Niloy Bangladesh Limited". Hero
MotoCorp owns the 55% of the manufacturing company and rest 45% is owned by Niloy Motors (A subsidiary
of Nitol-Niloy Group Hero also updated its 100cc engine range in 2014 for 110cc bikes except Hero Dawn.

VISION
The story began with a simple vision – the vision of a mobile and an empowered India, powered by its bikes.
Hero MotoCorp Ltd., company’s new identity, reflects its commitment towards providing world class mobility
solutions with renewed focus on expanding company’s footprint in the global arena.

MISSION
Hero MotoCorp's mission is to become a global enterprise fulfilling its customers' needs and aspirations for
mobility, setting benchmarks in technology, styling and quality so that it converts its customers into its brand
advocates. The company will provide an engaging environment for its people to perform to their true potential. It
will continue its focus on value creation and enduring relationships with its partners.

STRATEGY
Hero MotoCorp's key strategies are to build a robust product portfolio across categories, explore growth
opportunities globally, continuously improve its operational efficiency, aggressively expand its reach to
customers, continue to invest in brand building activities and ensure customer and shareholder delight.

MANUFACTURING
Hero MotoCorp two wheelers are manufactured across three globally benchmarked manufacturing facilities. Two
of these are based at Gurgaon and Dehradun which are located in the state of Haryana in northern India. The
third and the latest manufacturing plant are based at Haridwar, in the hill state of Uttrakhand.

19
TECHNOLOGY
In the 1980's the Company pioneered the introduction of fuel-efficient, environment friendly four-stroke
motorcycles in the country. It became the first company to launch the Fuel Injection (FI) technology in Indian
motorcycles, with the launch of the Glamour FI in June 2006.
Its plants use world class equipment and processes and have become a benchmark in leanness and productivity.
Hero MotoCorp, in its endeavor to remain a pioneer in technology, will continue to innovate and develop cutting
edge products and processes

DISTRIBUTION
The Company's growth in the two-wheeler market in India is the result of an intrinsic ability to increase reach in
new geographies and growth markets. Hero MotoCorp's extensive sales and service network now spans over to
5000 customer touch points. These comprise a mix of authorized dealerships, service & spare parts outlets and
dealer-appointed outlets across the country.

SUPPLY CHAIN MANAGEMENT

As the Company prepares to produce a wider range of products, efforts are being taken to align the supply chain
and prime up its supplier base. During the year, the Company kick-started the process of migrating its existing
brands to the new brand. The exercise is expected to be completed during 2017-18.
During the year, the Company also commenced the process of working with its vendors to develop new parts.
The Company’s Supply Chain Management function is built on three planks:
 Cost
 Quality
 Sustainability
Tracking inventory cost effectively and efficiently is known to be a key source of competitive advantage in the
automobile industry. Hence, it comes as no surprise that cost leadership is the Company’s prime focus area.
Continual pressure on margins forced the Company and its supply chain partners to find innovative and alternate
ways to combat inflation. Considerable attention was given to managing component inventory in the system,
with double-digit growth in inventory turnover. To align HR processes with the supply chain, top two HR
consulting firms in India are working with supply chain partners. The exercise is aimed at improving robustness
of people processes and resulting in a direct impact on quality, cost, productivity, delivery and reliability. The
move will enable supply chain partners move to the next orbit of operational excellence. The Company initiated

20
more than 30 quality improvement projects with supply chain partners to provide better quality products to
customers.

BRAND
The new Hero is rising and is poised to shine on the global arena. Company's new identity "Hero MotoCorp Ltd."
is truly reflective of its vision to strengthen focus on mobility and technology and creating global footprint.
Building and promoting new brand identity will be central to all its initiatives, utilizing every opportunity and
leveraging its strong presence across sports, entertainment and ground- level activation.

3.2 TERMINATION OF HERO HONDA JOINT VENTURE

In December 2010, the board of directors of the Hero Honda Group has decided to terminate the joint venture
between Hero Group of India and Honda of Japan in a phased manner. The Hero Group would buy out the 26%
stake of the Honda in JV Hero Honda. Under the joint venture Hero Group could not export to international
markets (except Sri Lanka) and the termination would mean that Hero Group can now export. Since the
beginning, the Hero Group relied on their Japanese partner Honda for the technology in their bikes. So there are
concerns that the Hero Group might not be able to sustain the performance of the Joint Venture alone.

The Japanese auto major will exit the joint venture through a series of off market transactions by giving the
Munjal family—that held a 26% stake in the company—an additional 26%. Honda, which also has an
independent fully owned two-wheeler subsidiary—Honda Motorcycle and Scooter India (HMSI)—will exit Hero
Honda at a discount and get over $1 billion for its stake. The discount will be between 30% and 50% to the
current value of Honda's stake as per the price of the stock after the market closed on Wednesday.

The rising differences between the two partners gradually emerged as an irritant. Differences had been brewing
for a few years before the split over a variety of issues, ranging from Honda's reluctance to fully and freely share
technology with Hero (despite a 10-year technology tie-up that expires in 2014) as well as Indian partner's
uneasiness over high royalty payouts to the Japanese company. Another major irritant for Honda was the refusal
of Hero Honda (mainly managed by the Munjal family) to merge the company's spare parts business
with Honda's new fully owned subsidiary Honda Motorcycle and Scooter India (HMSI).

As per the arrangement, it will be a two-leg deal. In the first part, the Munjal family, led by BrijmohanLalMunjal
group, will form an overseas-incorporated special purpose vehicle (SPV) to buy out Honda's entire stake, which

21
will be backed by bridge loans. This SPV would eventually be thrown open for private equity participation and
those in the fray include Warburg Pincus, Kohlberg Kravis Roberts (KKR), TPG, Bain Capital, and Carlyle
Group.

Honda will continue to provide technology to Hero Honda motorbikes until 2014 for existing as well as future
models.

When Hero parted ways with Honda three years ago, there were a whole lot of people who thought it was all
over for the Munjals-promoted group.

If the numbers of 2018-19 are anything to go by, these naysayers would probably have to eat their words. Hero
MotoCorp wrapped up with sales of 6.25 million bikes and scooters, considerably ahead of its former Japanese
partner’s tally of 3.72 million units. Bajaj Auto followed with 3.42 million with TVS Motor just short of the two
million-unit mark (1.99 million).
Industry sources say Hero will sit pretty so long as its killer duo, the Splendor and Passion, continue to catch the
eye of the market. “Sure, they have been around for years but buyers don’t seem to mind,” an executive from a
rival two-wheeler company said. These two brands account for nearly 60 per cent of Hero MotoCorp’s sales and
are going as strong as ever.

EXPANSION
Yet, there is no denying the fact that Honda is already proving to be a serious adversary. At the time of its split
with Hero, it only had one plant in Haryana which was churning out 1.6 million bikes/scooters annually. Since
then, the company has added Rajasthan, Karnataka and Gujarat to its expansion plans. In the following weeks, its
capacity will reach 4.6 million units and, following the commissioning of the Gujarat facility, this will be close to
six million units.

This remarkable buildup will happen in the next 18 months which means Honda will quickly bridge the gap with
Hero unless the latter manages to replicate this kind of a feverish pace. By the end of 2017-18, Honda is targeting
40 per cent of the market and is likely to take the top slot very soon thereafter.

22
ORGANISATIONAL CHART OF HERO MOTO CORP.

23
 DIRECTORS
Founder Director and Chairman : Dr. BrijmohanLall Munjal
Managing Director and CEO : Mr. Pawan Munjal .

Board of Directors

Name of the person Nature of the Office

Mr. Sunil Kant Munjal Non-Executive Director

Mr. Suman Kant Munjal Director

Mr. Paul Edgerley Non-Executive Director

Mr. Pradeep Dinodia Director

Gen. (Retd.) V. P. Malik Director

Mr. Analjit Singh Director

Dr. Pritam Singh Director

Mr. M. Damodaran Director

Mr. Ravinath Director

Dr. Anand C.Burman Director

Dr. BrijmohanLall Munjal

Mr. Munjal is the founder Director and Chairman of the Company and the $3.2 billion Hero
Group. He is the Past President of Confederation of Indian Industry (CII), Society of Indian Automobile
Manufacturers (SIAM) and was a Member of the Board of the Country's Central Bank (Reserve Bank of India).
In recognition of his contribution to industry, Mr. Munjal was conferred the Padma Bhushan Award by the Union
Government.

24
 CORPORATE GOVERNANCE
At Hero MotoCorp, it is the firm’s belief that the essence of Corporate Governance lies in the phrase ''Your
Company''. It is ''Your'' Company because it belongs to you - the shareholders. The Chairman and Directors are
''Your'' fiduciaries and trustees. Their objective is to take the business forward in such a way that it maximizes
''Your'' long-term value.

This Company is committed to benchmarking itself with global standards for providing good Corporate
Governance. It has put in place an effective Corporate Governance System which ensures that the provisions of
Clause 49 of the Listing Agreement are duly complied with.

The Board has also evolved and adopted a Code of Conduct based on the principles of Good Corporate
Governance and best management practices being followed globally.

GRADING POSITIVES
Market leadership, strong brand equity, professional management, high operating efficiency and established scale
economies. Strong financial profile characterized by healthy margins, high profitability and cash generation.
Potential upsides to our estimates: (1) HMCL sustains its current market share, leveraging its brand equity,
product performance and distribution strengths; (2) industry growth exceeds our estimates over the medium term
despite existing concerns on macro-economic scenario; (3) HMCL betters the margins estimated by us via
sustained business growth and increases in operating efficiency even in the face of competitive and cost
pressures.

GRADING SENSITIVITIES
Key sensitivities to our estimates include:
(1) Inflation in input costs not being neutralized by price increases because of competitive pressures;
(2) High concentration on Executive segment;
(3) Intensifying competition from global players;
(4) Ability to develop in-house technical capability or form alternate technical tie-ups with external institutions.

25
 AWARDS & RECOGNITIONS

 Two-wheeler Manufacturer of the Year award by Bike India magazine. Adjudged the "Bike Manufacturer of the
Year" at the Economic Times ZigWheels Car and Bike Awards.
 CNBC Awaaz - Storyboard special commendation for "Effective rebranding of a new corporate entity" by CNBC
Awaaz Consumer Awards
 "Most Recommended Two-Wheeler Brand of the Year" award by CNBC Awaaz Consumer Awards
 Colloquy Loyalty Awards "Innovation in Loyalty Marketing International" for Hero Good Life
 "Best Activity Generating Short or Long-Term Brand Loyalty" by the Promotion Marketing Award of Asia Order
of Merit for Hero Good Life
 Ranked No 1 brand in the Auto (Two-Wheelers) category in the Brand Equity "Most Trusted Brand"

26
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

To analysis the samples size 60

1. Do you feel stress in your work life?

Responses No of Percentage
Respondent
s
Yes 56 87.5%

No 2 6.5%

Frequently 2 6.5%

Percentage

87.50%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00% 6.50% 6.50%
10.00%
0.00%
Yes No Frequently

Percentage

Interpretation:

From the above graph we can observe that 87.5%% of employees responded that they undergo stress at their
work, 6.25% don’t feel stress at work and there are 6.25% employees who are under stress frequently.

27
2.If yes, which type of stress?

Response No of Percentage
s Respondents
Positive 52 86.66%
Negative 6 10%
Don’t 2 3.33%
know

Percentage
100.00%
90.00% 87%

80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10%
10.00% 3%
0.00%
Positive Negative Don’t know

Percentage

Interpretation:
From the above graph we can observe that 86.66% of the respondents are experiencing positive stress and 10%
respondents are experiencing negative stress and the rest of the respondents did not know what kind of stress
they are undergoing. From the above analysis it can be interpreted that most of the employees are under positive
stress

28
3.What are the ways you use to overcome the stress?

Response No of Percentage
s Respondents
Physical 44 73.33%
exercise or
relaxation
Getting 8 13.33%
away from
work
Spending 8 13.33%
quality
time with
family
Recreation 0 0%

Percentage

73.33%
80.00%

70.00%

60.00%

50.00%

40.00%
30.00%
13.33% 13.33%
20.00%

10.00% 0.00%
0.00%
Physical exercise or re- Getting away from Spending quality time Recreation
laxation work with family

Percentage

Interpretation:

From the above graph we can observe that 73.33% of respondents overcome stress by physical exercise or
relaxation, 10% get away from work, 13.33% by spending time with family and the remaining 0% overcome
stress through recreation. From the above analysis it can be interpreted that most of the employees overcome
stress by physical exercise or relaxation.

29
4.What factors do you think are responsible for stress?

Responses No of Percentage
Respondents
Professiona 56 93.33%
l factors
Personal 2 3.33%
factors
Social 2 3.33%
factors
Cultural 0 0%
factors
Religious 0 0%
factors
Others 0 0%

Percentage
93.33%
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00% 3.33% 3.33%
10.00% 0.00% 0.00% 0.00%
0.00%
rs
rs

rs
rs
rs

rs
to
cto

to

he
cto

cto
ac

ac

Ot
fa
fa

fa
lf

sf
l

cia

l
na
al

iou
ra
ion

rso

So

l tu

l ig
Cu
s

Pe

Re
es
of
Pr

Percentage

Interpretation:

From the above graph we can observe that out of 60 respondents, 56 respondents agreed that professional factors
are the cause for stress, 2 respondents agreed personal factors 2 say social factors are responsible for causing
stress. From the above analysis it can be interpreted that stress is caused mostly from professional factors.

5.When do you feel more stressed?

30
 Responses No of Percentage
Respondents
Changes in 48 80%
the
organizations
Changes in 4 6.66%
personal life
Pressured 0 0%
from the
superior
Non- 0 0%
cooperation
of colleague
Imbalance 8 13.33%
between the
target and
achievements
Percentage
80.00%
80%
60%
40% 13.33%
6.66% 0.00% 0.00%
20%
0%
e

e
ns

io
lif

gu

ts
tio

er

en
l

ea
na

up
a

em
niz

oll
so

es

fc

iev
er
ga

th
np

no
or

ch
m
si

da
tio
he

ro
ge
nt

ra

an
ed
an

pe
si

et
ur
Ch

oo
ge

rg
s
es

nc
an

ta
Pr
Ch

No

he
nt
ee
w
et
eb
nc
la
ba
Im

Percentage

Interpretation:

From the above graph we can observe, 80% of respondents feel stressed when there are any changes, 6.66% feel
stressed due to changes in personal life, and 13.33% feel stressed due to imbalance between the target and the
achievements. From the above analysis it can be interpreted that stress is caused due to changes in the
organization.

6.How do you feel your work?

31
 Responses No of Percentage
Respondents
Assuming 6 10%
Engaging 52 86.66%
Difficult 0 0%
Participative 2 3.33%

Percentage

86.66%
90%
80%
70%
60%
50%
40%
30%
20% 10.00%
3.33%
10% 0.00%
0%
Assuming Engaging Difficult Participative

Percentage

Interpretation:

From the above graph we can observe, 10% of respondents feel their work as assuming, 86.66% feel work as
engaging and 3.33% employees feel their work as participative. From the above analysis it can be interpreted
most of the respondents feel work as engaged.

7.Do you feel lack of rapport with your superior?

32
 Responses No of Percentage
Respondents
Always 4 6.66%
Sometimes 52 86.66%
Never 4 6.66%

Percentage

86.66%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00% 6.66% 6.66%
10.00%
0.00%
Always Sometimes Never

Percentage

Interpretation:

From the above graph we can observe, 6.66% of respondents always felt lack of rapport with their superior,
86.66% sometimes felt lack of rapport with their superior and there are 6.66% respondents who never feel that
there is lack of rapport from their superior. From the above analysis it can be interpreted most of the respondents
sometimes felt lack of rapport with their superior

8.Are you comfortable with your work environment?

33
 Responses No of Percentage
Respondents
Totally 16 26.66%
Partially 44 73.33%
Not at all 0 0%

73.33%
80.00%

70.00%

60.00%

50.00%

40.00% 26.66%

30.00%

20.00%
0.00%
10.00%

0.00%
Totally Partially Not at all

Percentage

Interpretation:

From the above graph we can observe, 16 respondents say, they are comfortable with their work environment, 44
are partially comfortable in their work environment and there are 0 respondents who feel uncomfortable with
their work environment. From the above analysis it can be interpreted most of the respondents are partially
comfortable with their work environment.

9.How is your relationship with other employees?

34
 Response No of Percentage
s Respondents
Excellent 2 3.33%
Good 58 96.66%
Fair 0 0%
Poor 0 0%
Very poor 0 0%

Percentage
96.66%
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
3.33%
10.00% 0.00% 0.00% 0.00%
0.00%
Excellent Good Fair Poor Very poor

Percentage

Interpretation:

From the above graph we can observe, 3.33% respondents have excellent relationship with other employees,
96.66% have good relationship and there are no respondents with fair, poor and very poor relation. From the
above analysis it can be interpreted most of the respondents have good relationship with other employees.

10. If employer gives you over time will you accept

35
 Response No of Percentage
s Respondents

Yes 56 93.33%

No 4 6.66%

Percentage
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
93.33%
40.00%
30.00%
20.00%
10.00%
6.66%
0.00%
Yes No

Percentage

Interpretation:

From the above graph we can observe, 56 respondents accepted to do overtime work and 6.66% of respondents
have said no respondents. From the above analysis it can be interpreted most of the respondents are ready to do
overtime work

11.Ifyes, when forced to work overtime, how do you deal with it?

36
 Responses No of Percentage
Respondents
Working on the things that 20 35.71%
need to be done
Think first and then do the 36 64.28%
work
Get annoyed and bored with 0 0%
work

64.28%

70.00%

60.00%

50.00% 35.71%

40.00%

30.00%

20.00%
0.00%
10.00%

0.00%
Working on the things that Think first and then do the Get annoyed and bored with
need to be done work work

Percentage

Interpretation:

Out of 56 respondents 35.71% respondents say that they start working on the things that need to be done
when forced to work overtime, 64.28% respondents will think first and then do the work and there are no
respondents who get annoyed and bored with work. From the above analysis it can be interpreted that most of
respondents think first and then do the work when forced to work overtime.

12.How do you work?

37
 Response No of Percentage
s Respondents
In a hurry 2 3.33%
With fun 54 90%
In a 4 6.66%
relaxed
manner

90%

90.00%

80.00%

70.00%

60.00%

50.00%

40.00%

30.00%
3%
7%
20.00%

10.00%

0.00%
In a hurry With fun In a relaxed manner

Percentage

Interpretation:

From the above graph we can observe that 3.33% of the respondents work in a hurry,
90% respondents work with fun, and remaining 6.66% work in a relaxed manner. From
the above analysis it can be interpreted that most of respondents work with fun

13.How do you manage your time?

38
 Response No of Percentage
s Respondents
With plan 60 100%
Without 0 0%
plan

100% Percentage

100%
90%
80%
70%
60%
50%
40%
30% 0%
20%
10%
0%
With plan Without plan

Percentage

Interpretation:

From the above graph we can observe that 100% of the respondents manage their time with plan and non of them
manage their time without plan. From the above analysis it can be interpreted that all the respondents manage
their time with proper plan.

14.Whom do you seek for managing stress?

39
 Responses No of Percentage
Respondents
Self 52 86.66%
Organizatio 8 13.33%
n
Family 0 0%

86.66%

90.00%

80.00%

70.00%

60.00%

50.00%

40.00%
13.33%
30.00%

20.00%

10.00% 0.00%

0.00%
Self Organization Family

Percentage

Interpretation:

From the above graph we can observe that 86.66% of the respondents manage the stress themselves, 13.33% are
consulting organization. From the above analysis it can be interpreted that most of the respondents manage stress
themselves.

15.“Stress-free state of an individual is like death”

40
 Response No of Percentage
s Respondents
Strongly 2 3.33%
agree
Agree 46 76.66%
Uncertain 2 3.33%
Disagree 6 10%
Strongly 4 6.66%
disagree

Percentage
Percentage

76.66%

10.00%
6.66%
3.33% 3.33%

Strongly agree Agree Uncertain Disagree Strongly disagree

Interpretation:

From the above graph we can observe that 3.33% of the respondents strongly agree that stress-free state is death,
76.66% agree that stress-free state is death, 3.33% of the respondents are uncertain about the statement, 10% of
the respondents disagree with the statement and 6.66% strongly disagree with the statement. From the above
analysis it can be interpreted that most of respondents agree that stress-free state is death.

41
16.How often are you late to the office? (In a month)

Responses No of Percentage
Respondents
Two times 6 10%
More than 14 23.33%
two
Always on 40 66.66%
time

66.66%

70%

60%

50%

40%
23.33%
30%
10.00%
20%

10%

0%
Two times More than two Always on time

Percentage

Interpretation:

From the above graph we can observe that 36.6% of the respondents are never late to the
office, 16.6% are late to the office more than two times in a month, and remaining 46.6% are late to the office
two times in a month. From the above analysis it can be interpreted that most of respondents are late to the office
two times in a month.

42
17.Does stress in your personal life effect your job performance?

Response No of Percentage
s Respondents
Strongly 0 0%
agree
Agree 56 93.33%
Uncertain 4 6.66%
Disagree 0 0%
Strongly 0 0%
disagree

Percentage

93.33%
100%
90%
80%
70%
60%
50%
40%
30%
20%
6.66%
10% 0.00% 0.00% 0.00%
0%
Strongly agree Agree Uncertain Disagree Strongly disagree

Percentage

Interpretation:

From the above graph we can observe that, non of the respondents personal stress effect their job performance ,
93.33% respondents say that there is effect of personal stress to some extent and 6.66% say they are uncertain
about personal stress on job performance. From the above analysis it can be interpreted most of the respondents
say that there is an effect of personal stress on job performance.

43
18.The financial position of an individual is a major cause for stress?

Response No of Percentage
s Respondents
Strongly 2 3.33%
agree
Agree 50 83.33%
Uncertain 4 6.66%
Disagree 4 6.66%
Strongly 0 0%
disagree

90.00% 83.33%

80.00%

70.00%

60.00%

50.00%

40.00%

30.00%

20.00%
6.66% 6.66%
10.00% 3.33%
0.00%
0.00%
Strongly agree Agree Uncertain Disagree Strongly disagree

Percentage

Interpretation:

Out of 60 respondents 3.33% of the respondents strongly agreed that financial position of an individual is a
major cause for stress, whereas 83.33% of the respondents agreed , 6.66% are uncertain whether there is an effect
of financial position on stress or not and 6.66% disagree that financial position of an individual is a major cause
for stress. From the above analysis it can be interpreted that most of respondents agree that financial position of
an individual is a major cause for stress.

19. If you were asked to describe your life in one word it would be.

44
 Responses No of Percentage
Respondents
Progressiv 48 80%
e
Regressive 2 3.33%
Stable 6 10%
Difficult to 4 6.66%
assess
80.00%

80%

70%

60%

50%

40%

30%

20%
10.00%
6.66%
10% 3.33%

0%
Progressive Regressive Stable Difficult to assess

Percentage

Interpretation:

From the above graph we can observe, 48 respondents describe their life as progressive, 2 respondents describe
as regressive, 6 describe as stable and 4 respondents describe their life as difficult to assess. From the above
analysis it can be interpreted most of the respondents life is progressive.

45
20.Does the organization have any formal process for handling grievances relating to stress?

Response No of Percentage
s Respondents
Yes 54 90%
No 6 10%

Percentage

90%
80%
70%
60% 90%
50%
40%
30%
20% 10%
10%
0%
Yes No

Percentage

Interpretation:

From the above graph we can observe that 90% of the respondents say that the organization has the formal
process for handling grievances relating to stress and 10% of the respondents say that the organization doesn’t
have any formal process for handling grievances relating to stress. From the above analysis it can be interpreted
that most of respondents say that their organization as a formal process for handling grievances related to stress.

21.What are the strategies taken by the management to overcome stress?

46
 Response No of Percentage
s Respondents
Wellness 6 10%
programs
Meditation 2 3.33%
counseling 52 52%
Others 0 0%

60% 52.00%

50%

40%

30%

20% 10.00%

3.33%
10%
0.00%

0%
Wellness programs Meditation counseling Others

Percentage

Interpretation:

From the above graph we can observe, 52 respondents say that counseling is the management strategy in
overcoming the stress, 6 respondents overcome by wellness programs and remaining 2 by meditation. From the

above analysis it can be interpreted that management use counseling as the strategy to overcome the stress.

47
 CHAPTER-5

FINDINGS

 From the analysis it can be observed that above 87% of the respondent’s experience stress
 Above 10% of the respondents are not aware of which type of stress they are experiencing.
 From the various observations it was found that 93.33% of respondents are getting stress mainly due to
professional factors.
 Most of the respondents are feeling more there are changes in organization.
 Most of the respondents agree that financial position of an individual is a major cause for stress.

48
SUGGESTIONS

 It can be suggested that management should take effective measures to reduce stress of the employees.
 To reduce stress the management should set strategies like flexible work time, participative management,
etc.
 Management should help the employee in assessing level of stress and also help in knowing which type of
stress they are experiencing.
 It is suggested that management should make the employees to know about the changes in advance, so that
they can be prepared well in advance.
 Management should conduct physical and psychological programs to reduce stress, so that they can
improve performance at work place.

49
CONCLUSION
This study measures individual’s perception towards works related stress. The objective is to identify how likely
an individual may suffer with stress; what factors may cause stress.

 Respondents say that they feel more stressed when there are changes in organization
 Many of the respondents manage their time with plan, since effective time management is one of the ways
to reduce stress.
 Respondents are well aware that the organization has formal process for handling grievances relating to
stress.
 Respondent aren’t comfortable with the environment they are working in.

50