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CHAPTER- 1.
INTRODUCTION TO
STUDY

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 Introduction

Employee Relationship : The definition of employee relations refers to an organization’s efforts to

createandmaintain a positive relationship with its employees. By maintaining
positive,constructiveemployeerelations,organizationshopetokeepemployeesloyaland
moreengagedintheirwork.
Typically, an organization’s human resources department manages employee relations efforts; however,
someorganizations may have a dedicated employee relations manager role. Typical responsibilities of an
employeerelations manager include acting as a liaison or intermediary between employees and managers, and
eithercreating or advising on the creation of policies around employee issues like fair compensation, useful
benefits,proper work-life balance, reasonable working hours, and others. When it comes to employee relations,
an HRdepartment has two primary functions. First, HR helps prevent and resolve problems or disputes
betweenemployeesandmanagement.Second,theyassistincreatingandenforcingpoliciesthatarefairandconsistentfore
veryoneintheworkplace.

OBJECTIVESOFTHESTUDY:

1 Tostudytheconceptofemployeerelationshipmanagement.
2 Tounderstandtheemployeerelationmanagement followed in the organization
3 To understandtherelationshipbetweenemployeesworkingin the organization
4 To studythe employeeopiniontowardsphleboviral facilitiesand processesof the
organization
5 To provide suggestions wherever if necessary

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 Researchmethodology

Marketresearchisoftenneededtoensurethatweproducewhatcustomersreallywantandnotwhatwethinkthey
want. Researchmethodology is a way to systematically solve the research problem.I may beunderstood as
a science of how research is done scientifically understand it be studying the various stepsthat are
generally adopted by a researcher in study his research problem along with the logic behind them.It is
necessary for the researcher to know not only the research methodsor technique but also
researchmethodology.Itrefers toasearchforknowledge.
Researchisthusanoriginalcontributiontotheexistingstockofknowledge makingforitsadvancement.Itis
thepursue oftruthwiththe helpofstudy.

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 DATACOLLECTION

Data isinformationintheformofnumericalfigures.Dataobtainedintheoriginalformiscalledrawdata.

METHODSOFDATACOLLECTION

Sourceofdata:
Botheprimaryandsecondarydatawerecollectedforthisstudy

 PrimaryData:-
Theobjectiveofthestudyhasbeenaccomplishedwiththehelpofprimarydatacollectedfromem
ployees.Forthis,Questionnairemethod isused.

 SecondaryData:-
Secondarydatawascollectedfromthecompanyrecords&websites.

 Sampling methode :-

In Statistics, the sampling method or sampling technique is the process of studying the
population by gathering information and analyzing that data.

 Sample Size :-

It is the number of individuals, items, or data points selected from a larger population to represent
itstatistically.

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 LIMITATIONSOFTHERESEARCH

Itwasmy1stresearchprojectsoduetocuriosity, Iputmywholeheartonhisproject.Butstilltherewerecertain
limitationwhiledoingthe research workwhichis asfollows.
 Lessavailabilityoftimelimit

It is related to limitation of time constraint. Personal visit to each and every department is more
timeconsumingtocollectthedata.Sometimeemployeesdidn’tallowmetomeetthemandtoshareanythingasit
wasagainstthecompanypolicy.

 Someoftheemployeeswereunwillingtofillthequestionnaires.

InIndiamanypeoplehesitateto sharetheinformationwhichmakeshugeproblemforresearchers.Sometime
thereiscommunicationproblem,lackofknowledgeaboutthe productetc. isthemajorreason.

 Informationwas confidential.

All the information related to customer feedback are kept confidential as name of the person,
place,address cannot be communicated / shared with public still people didn’t not cooperate with us as
theythoughtthatweare fraud.Officers deniedtosharethestatisticofthecompany

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 CHAPTER-2.
COMPANYPROFILE

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1.11-

PROFILEOFTHEORGANIZATIONPROF
ILE
Yamaha Corporation, commonly known as Yamaha, is a multinational conglomerate based in
Japan with a diverse range of products and services. Here's a brief description of Yamaha:

1. *History*: Yamaha was founded in 1887 by Torakusu Yamaha as a piano and reed
organ manufacturer. Over the years, it has expanded into various industries.

2. *Product Diversity*: Yamaha is renowned for its wide array of products, including
musical instruments (such as pianos, keyboards, guitars, and drums), audio equipment
(amplifiers, speakers), motorcycles, marine products (boats and outboard motors), and
industrial robots.

3. *Musical Instruments*: Yamaha is a global leader in the production of musical

instruments. They offer a comprehensive range of products catering to both professional
musicians and beginners.

4. *Motorcycles*: Yamaha is a well-known motorcycle manufacturer, producing a variety

of motorcycles, scooters, and off-road vehicles.

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5. *Marine
boats, Products*:and
WaveRunners, Yamaha
marineis engines.
a prominent player in the marine industry, manufacturing
6. *Innovative Technology*: Yamaha is known for its commitment to innovation and cutting-
edge technology in all of its product categories.

7. *Global Presence*: Yamaha operates worldwide with a strong global presence, and
its products are sold in numerous countries.

8. *Quality and Reliability*: Yamaha is synonymous with quality and reliability,

particularly in the musical instrument and motorcycle sectors.

9. *Cultural Influence*: Yamaha's musical instruments have played a significant role in

the world of music and have contributed to the development of musical culture globally.

Yamaha's diverse portfolio, commitment to quality and innovation, and its deep-rooted
history in the world of music and manufacturing make it a prominent and respected
corporation in various industries..

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1.12-History
ServicesLimitedisapartof$8.5BillionGroup.CreditwasincorporatedonNovember5,2008.
The company is registered with the Reserve Bank of India as a Non-Deposit taking non-
BankingFinance company with effect from April 13, 2010. The Company based in Chennai is a
captivefinance company and a step-down subsidiary of Motor Company Ltd. Motor Services Ltd
(holdingCompany of Credit), which held 80.7% stake in the company as on March 31, 2018, while
theremaining was held by TVS Motor Company Ltd (4.2%), HDFC Ltd (3.0%), Phi Research Pvt
Ltd(2.1%),PhiCapitalServicesLLP(1.9%),SundaramClaytonLtd(1.3%)andYamahaCREDITLtd(6.8
%). Mr. Venue Srinivasan is the Chairman of, and he is also the Chairman and ManagingDirector
of Yamaha Motor Company Ltd. The company finances two-wheelers, new tractors,
usedtractors, and used cars. It caters largely to rural customers who have little or no access to
bankfinancing.
The company has points of presence in over 3000 locations and over 128
area officesthroughoutthecountry.

1.13-Mission
ToempowerIndianstodreambigger, secureintheknowledgethatwearepartnersinthe
fulfilmentoftheiraspirations.

1.14-Vision
TVSCredit's visionistoEmpowerIndia,OneIndianatatime.................hasbeenapioneerin
ensuringthatpeoplehaveaccesstocreditinordertofulfilltheiraspirationsand
notletmoneybeadeterrenttotheirdreams.

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1.15-StrengthsintheSWOTAnalysisofYamahaCREDIT

• Multipledifferentbrandsacrosstheportfolio:sellsmopeds,bicycles,scooters,andthree-
wheelersandhascommonbrandsinallcategories.Motorcyclesincludecommonbrands
suchasApacheRR310,ApacheRTRSeries,Radeon,Victor,TVSStarCity,andSportwhilesc
ooters includeZest110,scottyPep+,Notre,andJupiter,etc.
• Goodfinancialresults:hashadgoodfinancialperformanceinrecentyears.Incomegrowt
h (12.3 percent) and operating margin (4.8 percent) were recorded in FY2019. As aresult,
the organization has strengthened its financial conditions, improving shareholderequity,
and promoting growth plans. The company has reported a profit of Rs.
1081.15Croresinthefinancialyear2019.
• StrongR&Dcapabilities:hassetupastrongresearchanddevelopmentdepartmentthatenable
s continuous innovation in product design and integrates newer technology into
itsproducts.This gives astrategicadvantage.
• Hugebrandvalueand oneofthelargestnamesontheIndiantwo-wheelermarket.
• WideRangeofProductsinallcategories.
• Gooddeliveryandalargenumberofservicecentres.

• TheGrouphasover40,000staffandaclientbase ofover 15million.

• Associatingitselfwiththeambassadorsofthepopularcompany.
• ‘scotty’hasbecomethesecond nameforthescooterEttecategoryasabrand.

1.16-Weaknessesin theSWOTAnalysisofYamahaMotors
• LackofScale:Whilehasseenarise insalesinthepastfew years,itisstillnotbigcompared
to large companies like Bajaj Auto and the hero MotoCorp. Such
companieshavecapitaladvantages over
• Dependencyonthedomestic market:
Indiaistheprimarymarketforthatcontributesmore than 75% of its revenues. has a
minimal regional scope and is therefore overlyreliant on the Indian market. Any change
in the Indian market would affect the financesofthe company.

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1.17-OpportunitiesintheSWOTAnalysisofYamahaMotors
• ExpandingIndian2-wheelermarket:Indiahaswitnessedgrowthatarapid pace
inthe2-
wheelermarket,continuousdemandandgrowthisexpectedinthenearfuture.Inthetwo-
wheelerindustry,Indiaisthefastest-growingmarket.This provides withanopportunity
tocapturethedemandandneedto begenerated.
• Developmentinthethree-wheeler industry:thethree-wheelerpassengerindustryaswellas
the load carrier market is rising in India. The three-wheeler industry expanded with
aCAGR of4.4%.Itprovides anopeningfor,too.
• Optimisticoutlookfortheglobalmotorcycleindustry:willlookforwardtoincreasingitsoperati
onsinternationallyinordertotakeadvantageoftheoptimisticoutlookforthe
globalmotorcycleindustry, whichisprojectedtoriseby6.3 percenttoCAGR by2021.
• Thetwo-wheelersegmentisoneofthe fastest-growing industries.
• Exportsofbikesarelimited,i.e.,untappedinternationalmarkets.

1.18-ThreatsintheSWOTAnalysisofYamahaMotors
• Intensecompetition:TheIndiantwo-wheelersectorhasgrownhighlycompetitivewiththe
entry of numerous multinational and national brands such as Yamaha, Honda,
BajajAuto, and the Hero MotoCorp, etc, which is subject to such rivalry, must
continuouslyevolveinordertothriveinsuchan intenselycompetitiveenvironment.
• Environmentalregulations:Theorganizationissubjecttoarangeofstrictenvir
onmental legislation that is continually revised and thus raise the cost
ofenforcement.
• Improvementinpublictransport:PublictransportfacilitiesinIndiaareimproving,whic
h poses a threat to the passenger vehicle industry as a whole.
GovernmentRegulations canalsoaffect the salesofYamahaMotors.

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Item Unit 2020 2021

Number of employees 52,437 51,243

(consolidated) 〈35,883 〈34,611

<Non-Japanese, included in the figure above> persons 〉 〉

10,359 10,154
〈154〉 〈118〉
Number of
employees (non- Male 9,146 8,945
consolidated)
<Non-Japanese, included in the Female persons 1,213 1,209
figure above>
41.4 41.7

Male 41.8 42.1

Average age (non-consolidated) Female age 38.9 38.9

17.7 17.9

Average years of continuous Male 18.2 18.2

service
(non-consolidated) Female years 15.6 15.9

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Item Unit 2020 2021

244 188

Male 174 130

70 58
Female(ratio) (28.7%) (30.9%)

Number of new graduates Of which

recruited global talent
(non-consolidated) (ratio) persons 18 (7.4%) 16 (8.5%)

3,653

Male 3,248

Total number of managers 350

(consolidated)*1 Female(ratio) persons — (9.7%)

1,285 1,315

Male 1,254 1,278

Total number of
managers (non- Female(ratio) persons 31 (2.4%) 37 (2.8%)
consolidated)
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Item Unit 2020 2021

1,663 1,688

Total number of managers Male 1,625 1,644

(non-consolidated,
secondments included) Female(ratio) persons 38 (2.3%) 40 (2.6%)

964 972

Male 940 944

Number of junior 24（ 28（

managers (non- Female(ratio) persons 2.5%） 2.9%）

consolidated)
1,177 1,187

Male 1,149 1,156

Number of junior managers
(non-consolidated, secondments 28（ 31（

included) Female(ratio) persons 2.4%） 2.6%）

152 146
Number of general managers or
higher Male persons 147 140

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Item Unit 2020 2021

(non-consolidated) 5（3.3% 6（4.1%

Female(ratio) ） ）

197 186

Male 191 180

Number of core positions -
general managers or higher 6（3.0% 6（3.2%

(non-consolidated) Female(ratio) positions ） ）

418 408

Number of core positions - Male 404 392

equivalent to general managers or
higher at Yamaha Motor Co., Ltd. 14（ 16（

(consolidated) Female(ratio) positions 3.3%） 3.9%）

26 27

Male 26 27
Number of executive officers
(excluding directors) Female(ratio) persons 0 0

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Item Unit 2020 2021

Ratio of local talent among those

in management positions at
overseas subsidiaries ratio 51% 51%

1,137 1,167

Male 1,118 1,145

Number of managers in revenue-
generating sections 19（ 22（

(non-consolidated) Female(ratio) persons 1.7%） 1.9%）

7,140,882 7,260,800

Male 7,378,620 7,516,364

Average annual
salary (non- Female yen 5,263,422 5,331,311
consolidated)
53 42
Status of
employees Used Male 49 38
leaving the early
Company retirement Female persons 4 4
program

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Item Unit 2020 2021

consolidated) *3 71 113

Male 55 91

Female persons 16 22

10's・20's 34 53

30's 26 45

40's 8 12

Voluntary 50's・60's persons 3 3

0 0

Male 0 0

Involuntary Female persons 0 0

0 0

Transfer Male persons 0 0

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Item Unit 2020 2021

Female 0 0

11 8

Male 11 8

Other Female persons 0 0

Japan 15.5 14.9

North
America 30.1 30.5

Europe 21.2 23.0

Asia 27.1 23.9

Other 22.0 23.1

Ratio of female employees (by
region) (Overall) % 23.5 21.9

Regional breakdown of managers Japan % — 47.7

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 Item Unit 2020 2021

North
America 14.9

Europe 7.6

Asia 25.8

Other 4.0

ORGANIZATION CHART :

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 CHAPTER-3.
THEORETICALBACKGROUND

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Introductiontoemployeerelationship

The success of an organization lies in two major aspects – its employees and management. Despite
beingone of the most important features of a business, the prevalence of major employee relations (ER)
issuesstopanyorganizationandemployeesfrombuddingachievement.

An antidote of communication,better management skills, and proper employee

engagementinthebusinessproceedingshelpsovercomethedetrimentalstatureofanycompany.

Employeerelationsmeaninganddefinition

Employeerelationsdefinitionstates“anyindustrialrelationshipbetweentheorganizationanditsworkersor
employees, concerning physical, emotional, contractual, and practical efforts by the employer
tomaintainapositiverelationshipwithits employees.”

WHATISTHEROLEOFEMPLOYEERELATIONS?

Simplyput,employeerelations arestrategicallycreatedapositiveatmospherefortheemployeeswiththehope to
keep them loyal and more engaged at work. Most organizations employ a dedicated
employeerelationsmanagerwhoplaysthe roleofanadvisor,mediator,andcompensatortoemployeeissues.

Essentially, the role of employee relations manager is to elude better relationships between
managementbyworkingoncertainpolicies,developingmutualrespect,trust,andmarinatingtransparency.

WhatareexamplesofEmployee Relations?

Understanding employee relations is crucial for the company’s human resource management.
Employeerelations gone wrong may cost a bad reputation and dismantling a company despite gaining
monetarysuccess.Hereareafewemployeerelationsexamplesthatmayactasaguidetounderstandthesignificance
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23|Page
›EMPLOYEERELATIONSPROGRAMEXAMPLES

 Lackoftrainingonbasicpeoplemanagementcompetencies

 Lackofbuilding afeedbackmechanismtohelpemployeesprovidetotheirmanagers

 Notsettinganattendancegoal,trackgroupattendance,post-
completionstats,andrewardthebestperforminggroup

 Alldaygossiping

 Neglectingcommunicationwithmanagement

 Appearingalcoholicordrugproblemthataffects workprogress

 Lackinacceptingconstructivecriticism.

EMPLOYEERELATIONSISSUESEXAMPLE

 Watchingsexuallyexplicitmaterialonthecompanyintranet

 Gettingintodisputeswithco-workers

 Issueswithpersonalhygiene

 Violatingsafetyrules

 Lackofcommunicationwithmanagers

 Insufficientproblemsolvingskills

 Lateformeetingsorunreachable

 Lackofdiscipline and work desire.

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 EMPLOYEERELATIONSSTRATEGYEXAMPLES

 Involvingteammembers

 Workplacebullyingaffectsemployee’sperformance

 Decliningor ignoring
employeespayraiserequest.Thisaffectsoverallwork
performanceand demotivates employees

 Poor handling of issues like cultural differences, unfair

treatmentandmishandlingandnotprocuringtoindividualpersonaliti
esandneeds

 Substandardpoliciesandpartialitytowardsandindividualem
ployeeoragroup.

Howtoimproveemployeerelations?

›PROMOTECOMMUNICATION

Communicationbreaksallbarriers.Althoughthisisknowntoall,yetsomeorganizationstendtooverlookthiskeyf
actor.Establishingbettercommunicationisthefoundationofemployeerelations.Themanagement has to find
out ways to interact with its team members, work labours, and union leaders.Convey important notices,
crucial updates about the company’s development, share the organization’svision and develop bonding
with the employees. The relationship must be in such a way that no one
isafraidtospeakoraskanyquestionswiththemanagement.

›RECOGNIZE,APPRECIATE,REWARD

Valuingemployeesandappreciatingthemsolves80%ofemployeerelationsissues.Showyouremployeesthat
you care and give them opportunities. A smart HR professional knows that celebrating co-workersand
appreciating them is the best solution for handling employee relations issues. Having a small
weeklyteam- celebration, regular encouragement, public recognition are
the keys to building strong
employeebonding.Employeesfeelgoodwhentheirachievementsarediscussed,clappedon,andtalkedaboutinth
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eteammeetings.
 TREATEVERYONEEQUALLY.STOPBEINGPARTIAL

Partialityisoneofthemajoremployeerelationsexamples.Ifyouwant
tobuildstrongbondingwithyouremployees then treat everyone equally and don’t play favourites. Staffs give
their best when they hearequally appreciating comments. Creating a partiality-free work environment
truly enables the employeestoparticipateandthrivetoworkhard ingiving out theirbestperformance.

›TRAIN,INVEST,OFFERCAREERDEVELOPMENT

Officestaffs,industryworkers,andyourteammembersaretheelementarypartofyourbusiness.Investingin them,
for example holding learningand training programs, employee skill upgradation program,
peermonitoring, employee wellness programs, and many more. Depending on the size and type of
business,the options here are endless; what matters is treating your staff well and helps them develop
themselves.Hiring a peer coach or establishing an L&D department for the team enables a 360-degree
performancerevolutionamongthem.

TRUSTANDSHARETHECOMPANY’SVISION

Trust your people! What can a company do without its employees? Expectation, reliance, and trust
arethree strong pillars of a successful business. When you convey your expectations and your vision
withyour staff, trust them. Try managing your team through weekly
discussion meetings, graphing out
workprocesses,andhelpthemheadtowardsgoals.Whenyouremployeesunderstandwhatisexpectedofthem,an
dthattheycanapproachyouwheneverneeded,thenletthembe.

›MAKETHEMFEELVALUED

It doesn’t take much to say a simple “thank you” or compliment someone. When you focus on
youremployees’ achievement rather than criticizing their flaws, it reflects your concern towards them.
Takingcorrective actions and focusing their strengths helps in making them feel valued. This also helps
the staffinworkingwitharenewedsenseofresponsibilitytowardsthecompany.

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Herearethefundamentalemployeerelationprocessstepsthathelp to
measuretheeffectivenessofthesolutions;

›CAUSESOFISSUES

Finding the cause of each issue is the initial goal of a manager. The employer has to find out the
reasonsbehind issues, whether the problem was addressed before? This helps in finding out behavioural
changesamongemployees,alackofleadershipaction,andmeasurethetransparencyofcommunication.Resurfa
cing the cause may help in hitting the main issue and establishing correct employment processsolutions.

›PROCESS

Thorough notes, documentation, and process need to be charted to solve employee relations issues.
Theprocessinvolvestryingoutvariousformalmeasurestosolveissues-
conciliation,arbitration,andmediation.Reviewinganissue
throughmutualagreementmaybeoneofthebestmeasurestoconsider.

›LEGALRESOURCE

Whentheprocesslacksmutualagreement,legalresourcesmaybethefinalsteptosolveemployeeissues.The
employee and the employer may choose to take legal advice if they feel that the complaints are
nothandled properly. Employees who provide friendly work ambiance and let the employees
feel heard andvaluedmaytypicallysolve problemswithoutgettinginvolvedlegally.

›OUTCOME

When the issues and complaints are closed, it is understood that employee relations have
developedpositively.Whenthestaffmembersaresatisfiedwiththeprocess,theeffective outcomedepictsre-
joiningto work. However, if the employees are unsatisfied and dispute prevails, they may choose to
resign.Whatever the cause may be, the employer must try to keep its subordinates content and handle
themsmartly.

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 Herearethebenefitsofemployeerelations;

›DEVELOPMENTANDGROWTH

A harmonious association between the management and staff members leads to productivity and
workefficiency.Consistentmotivationandbettercommunicationseliminatethebarrierbetweenthetwoparties.
Whenemployeesarepositive,theywillputtheirbesteffortstomakeprojectssuccessful.Theimportanceofemplo
yeerelationsalsohelpsinusingtheresources toitsmaximum.

›REDUCESCONFLICTS

Conflicts, labour clashes, management encounters are some of the major employee relations
issuesprevailing in companies. When the workplace is serene, friendly, and efficient, the conflicts are
reduced.Fewer rattles result in concentration on work and boost productivity. Investigation, Mediating
are someofthe basic stepsthathelpinconflictreductionandfosteremployer-employeerelations.

›INCREASEINREVENUE

Ahappyandhealthyassociationwillhaveapositiveimpactonthegrowthofrevenue.Whenworkersareengaged
and motivated, they result in better customer satisfaction, better products, and services;
henceincreasesales andprofits.

›EMPLOYEELOYALTY

Employeeloyaltyplaysavitalroleinbusinessdevelopment.Termedas“amostvaluableasset,”employees
cannot be just let to go for petty issues and misunderstanding. Providing a healthy workplaceand helps in
building strong bonding between the owner and his workers. Investing in
developingemployeerelationshipmanagementandgainingemployeeloyaltyinreturnisthebiggestachievemen
tforthe business.

›EASYDELEGATION

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When your employees do not listen to you and there is a lack of understanding, it becomes difficult
todelegate tasks and expect better returns from them. Building a healthy workplace relation
squeezesdistance between the boss and his staff. It becomes easier to acknowledge and understand each
other’sstrengths,weaknesses,andexpectations.However,theemployermustconsiderfewpointswhiledelegati
ngtasks andavoidingmisinterpretations.Few points are;

 Takeresponsibilities forthefaultsofyouremployees

 Delegatetaskaccordingtotheirability

 Donottake awaycreditsforthetaskaccomplishedbyothers

 Assignchallengingandmotivationaltask.

Whatarethetypesofemployeerelations?

Asabusinessowner,theemployerholdsresponsibilityforadvising,educating,andsupportingemployeesand
develops healthy, interactive relations with them. Itnot only encourages productivity but alsoenhances
morale. The common types of employee relations issues revolving in and around the
companyareasfollows;

›CORRECTIVEACTION

When the employee is served with verbal warning or documentation, this is known as corrective
action.Irrespective of the person, the warning is issued against the misconduct of citing companies'
policies andrules.

›SUPPORTIVEACTION

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 Another enhanced type of employee relations is taking supporting action towards employees
facingpersonal issues outside the workplace. This type of relation is developed through regular
communicationandhavinganopen-
doorpolicy.Encouragingworkerstodiscusstheirproblemswhichdirectlyaffecttheirwork quality may help in
building better employee relations. Adjusting work timings, scheduling
tasks,makingreferralsforusefulresources helpsindeveloping supportiveemployeerelations.

›RULEANDPOLICYINTERPRETATION

When you hire new staff, it is important to make them aware of the company’s policies and build a
healthyrelationship. The association in its initial stage immunes trust and eliminates further chances of
discrepancies.Encourageemployeestofollowrules,andstopthemfromviolatingthepolicies.Interpretingspecific
companyguidelinesprocuresiscausingfurther workplacediscriminationandadvancingemployeerelation.

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 CHAPTER-4
DATAANALYSIS &INTERPRETATION

31|Page
 QUESTIONNAIREDESIGN/FORMULATION

Questionsbeingusedinquestionnairesarebothopenendedandcloseendedquestions
.

SAMPLEDESIGN
Sampleelement/Sampleunit:-
OursampleconsistsofHRdepartmentemployeesofYAMAHASHOWROOM ADTIYAAUTO

SampleExtent:-YAMAHASHOWROOMJULESOLAPUR.
SamplingTechnique:-Convenienceandjudgmentalsampling.
SampleSize:-50employeesofYAMAHASHOWROOMJULESOLAPUR.

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 DATAANALYSISANDINTERPRETATION

Q1.Issuespreventingemployeesfromworkingwell witheachother.

Opinion Employees Total Percentage

Male Female
Yes 15 15 30 60%
No 10 10 20 40%
Total 50 100%

PERCENTAGE%

40% YES NO

60%

DATAANALYSIS:

From the above table and pie chart it is clear that 60% of employees have given good
opinionforissuespreventingemployeesfromworkingwellwitheachother,while40%ofemployeeshavegiven
pooropinion.

INTERPRETATION:
The ratio of female in organizations guardian preventing employee’s from workings well each other
and ratio is female 60% and male 40%
Response. 33|Page
Q.2Employeeperceivesthemoralincompany.

Opinion Employee Total Percentage

18-30 31-42 43-55 55-60
Poor 2 1 1 1 5 10%
Fair 5 6 2 2 15 30%
Good 10 5 5 5 25 50%
Excellent 1 1 2 1 5 10%
Total 50 100%

PERCENTAGE%

10% 10%

POOR

30%
FAIR
GOOD
50% EXCELLENT

DATAANALYSIS:

From the above table and graph it is clear that from 100% 10% people are
excellent10% peoplearepoor30%people arefair&50%peoplearegood

INTERPRETATION

The employee perceive in company is dividend into 4 and type poor holders 10% and fair holda 30%
and good holder 50% and excellent carriers 10%.

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 Q3.EmployeesManagementoverworkload.

Opinion Employees Total

Percentage
Male Female
NotAll 16 14 30 60%
Moderately 7 3 10 20%
Very 7 3 10 20%

Total 50 100%

20%

Notatall

Moderatly
20% 60%
Very

DATAANALYSIS

From the above table and pie chart it is clear that from 100% 60% of employees
cannotmanagetheirworkload,20%ofemployeestheycanmanagetheirworkload&60%ofemployeestheym
oderatelymanagetheirworkload

INTERPRETATION :

Majorority of employees have give positive response ?

The above graphic tells that the work good in male and female and they are dividend in 4 sectors and each
sector they respective percentage.
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 .4Communicationswithemployees.

Opinion Employees Total Percentage

18-30 31-40 41-50 51-60

poor 3 5 2 5 15 30%

Good 10 10 10 5 35 70%

Total 50 100%

Percentage%

Poor
30%

Poor

Good

Good
70%

DATAANALYSIS:

From the above table and pie chart it is clear that from 100% of employees, 30% of
employeesthey are poor in communication with their colleagues & 70% of employees are just good
incommunicationwiththeircolleagues.

INTERPRETATION ;
The above table shows that the communication and with employees and it is dividend in poor and good
sIeNcTtioEnRtPhRe pEeTrcAeTntIaOgeNit holds are poor 30% and good 70% .
I havecollecteddatafrom50employees.Majorityofemployees havegivenpositiveresponse.
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 Q5.Satisfactionofemployeesduringwork.

OPINION EMPLOYEES Total Percentage

Male Female
Dissatisfied 3 2 5 10%

Moderate 10 10 20 40%
Satisfied 15 10 25 50%
Total
50 100%

1
10% 40% 50%

DISSATISFIED MODERATE SATISFIED

Employee Percentage

DATAANALYSIS

Fromthe abovetableandgraphitisclearthatfrom100% ofemployees,10% ofemployeesare

dissatisfied while working with their colleagues, 40% of employees they are moderate & 50%
ofemployeesare satisfiedwhile workingwiththeircolleagues.

INTERPRETATION ;
The above tabale shows that satisfaction level of employee during work and it is distributed in 4 types
distributed and it holds 10% and moderate holds 40% satisfied 50%

INTERPRETATION

I havecollecteddatafrom50employees.Majorityofemployees havegivenpositiveresponse.
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 Q6.Conflictsbetweentheemployees.

Opinion Employees Total Percentage

Male Female
Yes 8 7 15 30%
No 3 2 5 10%
Sometimes 20 10 30 60%
Never 0 0 0 0
Total 50 100%

Yes No Sometimes Neve

Employees Percentage

DATAANALYSIS

Fromtheabovetableandgraphitisclearthatfrom100%ofemployees,30%ofemployeeshaveconflicts
between their colleagues, 10% of employees there is no conflicts, and 60% of employeessometimes.

ININTTEERRPERSTEETDATION

I havecollecteddatafrom50employees.Majorityofemployees havegivenpositiveresponse.
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 Q7.Opinionsharingwithemployees.
Opinion Employees Total Percentage
Male Female
Yes 15 10 30 60%
No 3 2 5 10%
Sometimes 6 4 10 20%
Never 3 2 5 10%
Total 50 100%

10%
NEVER

20%
SOMETIMES

10%
NO

60%
YES

Percentage Employees

DATAANALYSIS

From the above table and graph it is clear that from 100% of employees, 60% of
employeesthey share opinion with each other, 10% of employees they don’t share, 20% of employees
they sharesometimes&10%ofemployees theynevershareopinionwitheachother.

INTERPRETATION

I havecollecteddatafrom50employees.Majorityofemployees havegivenpositiveresponse.
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 Q8.Recognizationforyourwork.

Opinion Employees Total Percentage

NotAtall 3 2 5 10%
Moderately 15 10 25 50%
VERY 13 7 20 40%
Total 50 100%

ChartTitle

40%
Very

50%
Moderately

10%
Notatall

Percentage Employees

DATAANALYSIS

Fromthe above tableandgraphitisclearthatfrom100%ofemployees

INTERPRETATION:
The above table showes that the recognition of work not at all contains 10% moderately contains 50% very
contains 40%

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.
 Q9.Opiniononwhilebeingrespectedinworkplace.

Opinion EMPLOYEES PERCENTAGE

Slightly 10 20%
Moderately 10 20%
Very 30 60%
Total 50 100%

20% 20% 60%

SLIGHTLY MODERATELY VERY

Employees Percentage

DATAANALYSIS

From the above table and graph it is clear that from 100% of employees, 20% of
employeestheyslightlyfeelrespectedintheirworkplace,20%ofemployeestheyfeelmoderate
&60%ofemployeestheyfeelmorerespectedintheirworkplace.

INTERPRETATION:
The above table showes that opinion while being not at all contain 10%sightly,20% moderate, 60%
very 60%

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 Q10Relationwithyouremployees.

Opinion EMPLOYEES PERCENTAGE

Slightly 10 20%
Moderately 15 30%
Extremely 25 50%
Total 50 100%

20% 30% 50%

Slightly Moderately Extremly

Employees Percentage

DATAANALYSIS

From the above table and graph it is clear that from 100% of employees, 20% of
employeesthey slightly feel comfortable working with their colleagues, 30% of employees they
moderate & 50% ofemployeestheyextremelysatisfied.

INTERPRETATION;
The above table showes that the relation with employees slightly occupied 20% moderately occupies
30% extremely occupies 50% .

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 CHAPTER: -5

FINDING SUGGESTIONS AND CONCLUSION

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Findings:

1. This study reveals that majority of the respondents own‘s a YAMAHA vehicle.

2. . More than half ofthe respondents are using the YAMAHA bike for official purpose..

3. Most of the respondents specifiedthe pricing policy of YAMAHA vehicles is

affordable and only few respondents feel it‘s expensive.

4. .HalfoftherespondentsarechangingfromothervehicletoYAMAHA vehiclebecause,they
aredesiretobuynewvehicle.

5. MostoftherespondentsspecifiedthereasontopurchaseYAMAHAvehicle
as Fuel economy, Low cost price and credit facility available.
6. About 57.27% of the respondents have come across ads of ADITYA AUTO YAMAHA,
SOLAPUR innewspaper which they read and 42.72% of respondents doesn‘t see any
ads
7. Most of the respondentsprefer reading Vijaya Karnataka newspaper in which the
ADITYA AUTO YAMAHA, SOLAPURadvertising is present.
8. Billboards advertising was found attractive by most of the respondents asoutdoor
advertising and Neon signs was found least attractive.
9. More than half of the respondents arenot aware of direct advertisement by telephone which
is done by ADITYA AUTO YAMAHA,SOLAPUR
10. Newspaper and Banners was preferred by most of the respondents as Print mediaadvertising.
11. Brand ambassador is not more influential in advertising of two-wheelers as most
of therespondentsdisagreewithit.
12. TheadvertisementsdonebyADITYAAUTOYAMAHA,SOLAPURhasprovidedthe
sufficientinformation aboutthe vehicleas requiredbycustomers.
13. Most ofthe respondents likes Discounts and Free service campaigns as sales promotion
activities adopted byADITYA AUTO YAMAHA, SOLAPUR. The advertising and sales
promotion programs of YAMAHAmotorcycles was very effective as most of the
respondents specified agree with it. AUTOYAMAHA, SOLAPURwas satisfiedby
14. .Most of the respondentsfeelgoodabout the effectivenessof loyaltyprogramscarried
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outby SOLAPUR.All types of Demo bikes were available in showroom since, most of
the

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offeredbyADITYAAUTOYAMAHA,SOLAPURandnoneoftherespondentsareHighlydissatisfiedwith

15. ADITYA AUTO YAMAHA, SOLAPUR is Good

16. Majorityoftherespondentshas given good ratings to dealer ‘s service and none of the
respondents are specified very poor ratings.
17. About 80% of the respondents would advise others to buy a YAMAHA vehicle
based on theirexperiencewith it.

Suggestions:

1. ADITYAAUTOYAMAHA,SOLAPURcouldconcentratemoreon
advertisementinBillboardsandPosters, it will attract new
customers.

2. The advertising and sales promotion programs of ADITYAAUTO YAMAHA,

SOLAPUR was effective so, the company would continue the same.

3. Advertisement of YAMAHA motorcycles with brand ambassador is in low level, hence

the companycould focus less on it.

4. The customers are not aware on direct advertisement by telephone. So, thecompany want
to create awareness by telephone calls.

5. The satisfaction level on extended warrantypolicy is only 30 percent, the company

could give this to all customers.

6. 6. Most of the customers aregettingtheincomebetween 20000-30000.so, the company

could fixthepricesof vehiclesat average.

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APPENDIX BIBLIOGRAPHY :

47|Page
 CONCLUSION

While preparing this project report we learnt many concepts of “HUMAN

RESOURCEMANAGEMENT”like-Recruitment,research ,Training,Motivationetc.
We have done this project with reference to ADTIYA AUTO YAMAHA SHOWROOM and
wefind that many facts while working on this project which has added a valuable experience in my
life.Someofthevaluablefacts andexperiences areasfollows:
MULisalsogoingfor“OUTSOURCING”.
Co. also conducts “EXIT INTERVIEWS” at the time when any employee is leaving
theorganization.Inthisheisfreetosayanythingwhathe/shefeelslikeabouttheorganizationanditsmembe
rs.
Itisnecessarytohave workexperiencefroma ManufacturingFirmfor applying toMUL.
Mostofthetimesco.gofor “INTELLIGENCETEST”.
MULfollows“FORMAL”cultureintheorganization.
Co.isalsogoingforJob-RotationandJob-Enrichment.
Co.follows“DIVISIONAL”type oforganizationalstructure.
Itfollows“HORIZONTAL”typeofcommunicationchannel.
MULadopts“PARTICIPATIVEMANAGEMENTSTYLE”.

Enforcingsmartsystemsandanalyzingpropertalentisoneofthetopprioritiesofeverycompany.Strongand
efficient employee relations lead to better performance and workforce productivity. Every
individualstaff looks forward to working in a comfortable place with a healthy atmosphere. The owner
has to workhas in developing a work culture that promotes positivity, discipline, and coordination
among peopleworking in the organization. When your staffs are happy, they look forward to
contributing towards thevision,mission,and goals oftheirestablishment.

Having effective employee relations is a difficult job. However, following emerging trends,
properplanning, promoting safety, assisting employees, training, and upgrading work techniques are few
waystobuildinghealthyemployeerelations.

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 Suggestion

1. Ihaddonethisresearchwithfullenthusiasmandhadlearnedmanythings.Thisresearchhelpsmetoknowaboutv
ariouspolicieswhichareusedbythetoADTIYAAUTOYAMAHASHOWROOMincreasetheirsalesperfor
mance.Itis goodtogettheknowledgeaboutit.

2. But through our research we had concluded that the company is giving only 1-5 months training to
theemployers before selecting them for the job. But we think that they should give at least 6 months
trainingtotheemployees sothattheyeasilycoopupwiththeirjobs.
3. Thecompanyfollowstheexitinterviewsbeforetheemployeeleavesthejob;itisthebetterwaytoimprovethe
various problems occurring in the company. But the company should conduct the interviews where
theemployers can discuss their problems and the problem of leaving the job will not occur. So, time to
timeinterviewswithemployeesis alsoanecessity.
4. The company should give freedom to employees to form the informal groups, it can help the company
toknow about the thinking of the employees easily through rumors. The company should give
promotion toemployees;itcan helpinincreasingtheirmorale.

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 QUESSTIONARE:

NAME…………………………………………………………………

AGE..................................GENDER:MALE/FEMALE

CITY…………………………………PINCODE………………….

CONTACTNO.…………………………………………………….

EMAIL-ID……………………………………………………………

1. Howdoyou handlestress?
a. Teabreak
b. Listeningmusic
c. Naptime
d. Alloftheabove

2. Howdo youidentifytheemployeeswhoneed help?

a. Theyshareissues
b. Observingthem
c. Friendlyadvices
d. Throughindirect Conversation

3. Are thereanyconflictsbetweentheemployers?
a. Yes
b. No.
c. Sometimes.
d. Never

4. Doyoushareyouropinionswithyourteammates?
a. Yes
b. No
c. Sometimes
d. Never

5. Areyoucomfortablewithyourdepartment?
a. Stronglyagree
b. Agree
c. Stronglydisagree
d. Disagree

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6. Doyouhelpotheremployees in hiswork?
a. Yes
b. No
c. Sometimes
d. Never

7. Arethereissuespreventingyou fromworkingwellwitheachother?
a. Yes
b. No

8. Howdoyou perceivethemoralinthecompany?
a. Poor
b. Fair
c. Good
d. Excellent

9. Howwellareabletomanageyourworkload?
a. Notatall
b. Moderately
c. Very

10. Howisthecommunicationlikewithyourcolleagues?
a. Poor
b. Good

11. Doyoufeelsatisfiedwhileworkingwithyourcolleagues?
a. Dissatisfied
b. Moderate
c. Satisfied

12. Arethereanyconflictsbetweentheemployees?
a. Yes
b. No
c. Sometimes
d. Never

13. Doyoufeelrespectedinyourworkplace?
a. Slightly
b. Moderately
c. Very

14. Do youfeelcomfortableworkingwithyourcolleagues?
a. Slightly
b. Moderately
c. Extremely.
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 Bibliography

Ghosh,AjitKumar,“ManagingHumanResourcesStrategicApproachtoWin”,2005,FirstEdition.
Ghosh,Biswanath,“HumanResourceDevelopmentandManagement”,VikashPublishingHouse,
2005,FourthEdition.
Bhatia,S.K.,“TrainingandDevelopmentConceptsandPractices”,DeepandDeepPublishingHouse,
2005FirstEdition.
www.Yamaha.com

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