Bajaj Auto

Sr.
Particulars Page
No. No.
1. Company Profile 2
2. Introduction To Topic 24
3. Objective Of the Study 40
4. Research Methodology 42
5. Data Analysis And Interpretation 46
6. Findings 68
7 Suggestion and recommendation 70
8 Limitation of the study 72
9 Bibliography 74
1
CHAPTER 1
COMPANY
PROFILE
2
Bajaj AUTO Ltd (BEL) (BSE: 500031) is Indian consumer electrical products
manufacturing company based in Mumbai, Maharashtra.[5] It is a part of the 30,000 crore
(US$5.7 billion) Bajaj Group. It has diversified with interests in lighting, luminaries,
appliances, fans, LPG based Generators,[6] engineering and projects. It main domains are
lighting, consumer durables, engineering and projects. Lighting includes lamps, tubes and
Luminaries. Consumer durables include appliances and fans. Engineering and projects
includes transmission line towers, telecommunications towers, highmast, poles and special
projects, and others include die casting, Wind energy & Solar energy.[7] Some notable project
includes lighting works at the Commonwealth Games stadium and the Bandra Worli Sea
Link[3]
It has 19 branch offices spread in different parts of the country with a chain of about 1000
distributors, 4000 authorized dealers, over 4,00,000 retail outlets and over 282 Customer Care
centers.
HISTORY OF BAJAJ AUTO
The ' Bajaj ' group of India owes immense gratitude to their founding fathers whose vision
and dedication over the years has greatly helped to build a business house that can set
standards in Indian Industry.
Jamnalal Bajaj was the founding father of the Bajaj Group. The adopted ‘fifth’
son of Mahatma Gandhi, and the 'merchant prince' who held the wealth he
created in trust for the people of his country. Trust - a simple word that contains
a whole philosophy handed down by Jamnalal Bajaj to his successors. He valued honesty
over profit, actions over words and common good over individual gain.
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Kamalnayan Bajaj, elder son of Jamnalal Bajaj, followed footsteps of his
illustrious father and consolidated the bajaj foundation. With characteristic
foresight and pragmatic vision, he launched a steady diversification programme
which gave the current name "Bajaj" both its shape and size. His unique
management style created a work culture that matched well with the national spirit he had
inherited.
Ramkrishna Bajaj took over the reins of the "Bajaj group" in 1972 after
Kamalnayan Bajaj and steered the Group from strength to strength for over 22
years. He had also actively participated in the freedom struggle of the country. In
post independent India, he had led the youth movement. All along, he actively
strengthened the foundations of business through ethics and practices both within the group
and amongst the business community as well.
Shekhar Bajaj, Chairman & Managing Director of Bajaj AUTO Ltd., started his
career with Bajaj Sevashram after which he worked at Bajaj International, the
group's export company. Mr. Shekhar Bajaj joined Bajaj AUTO in 1980, became
the Managing Director in 1987 and took over as the Chairman and Managing
Director in 1994.
Mr. Bajaj is the Chairman of Bajaj Group companies Bajaj International and Hercules Hoist
Pvt. Ltd. and on the Board of Directors of Bajaj Auto and IDBI Bank. He was the President
of ASSOCHAM, former President of Indian Merchant Chambers (IMC) and Council for Fair
Business Practices (CFBP).
4
Brief history of our Company
Our Company was incorporated as Radio Lamp Works Limited under the Indian Companies
Act, 1913 as a public company limited by shares, pursuant to a certificate of incorporation
dated July 14, 1938. Subsequently the name of our Company was changed to Bajaj AUTO
Limited, pursuant to a fresh certificate of incorporation dated October 1, 1960.
In 1964, Matchwell AUTO (India) Limited, ("Matchwell"), a manufacturer of electric fans
became a subsidiary of our Company and subsequently, with effect from July 1, 1984, the
business and undertaking of Matchwell was amalgamated with our Company.
In the financial year 1993-1994, our Company entered into a joint venture with Black &
Decker Corporation, United States, for the manufacture and marketing of power tools,
household appliances, and related accessories, through a separate company named Black &
Decker Bajaj Private Limited, ("Black & Decker Bajaj"). During the financial year 1999-
2000 Black & Decker Bajaj became a 100% subsidiary of our Company upon our Company
acquiring a further 50% of the shareholding thereof from Black & Decker Corporation,
pursuant to which Black & Decker Bajaj was renamed as Bajaj Ventures Limited. However,
the financial year 2002-2003, our Company divested 50% of its shareholding in Bajaj
Ventures Limited and Bajaj Ventures Limited ceased to be a subsidiary of our Company.
In January 1998, our Company established a new manufacturing unit at Chakan near Pune
and commenced operations of manufacturing of fans and die-cast components. The
production of fans at our manufacturing activities of the Matchwell unit also was gradually
shifted to our Chakan unit.
5
In September 1999, our Company established and commissioned a wind energy generation
unit with an installed capacity of 2.8 mega watts at Village Vankusawade, Tal. Patan, District
Satara, Maharashtra.
In the year 2000-2001 our Company set-up our manufacturing facilities including a
fabrication unit and a galvanizing plant at Ranjangaon, near Pune for the manufacture of high
masts, lattice towers, and related products, and the said manufacturing facilities commenced
commercial production with effect from April 1, 2001.
In November 2002, our Company entered into a technical collaboration and brand licensing
agreement with Morphy Richards, United Kingdom, for the sales and marketing of electrical
appliances under the brand name of "Morphy Richards" in India.
In the financial year 2002-2003 our Company discontinued manufacturing die-cast
components.
In the year 2005 our company entered into a Distribution agreement with Trilux Lenze of
Germany for high end technical lighting.
In the year 2007, we acquired 32% of the share capital of Starlite Lighting Limited, a
company engaged in the manufacture of Compact Fluorescent Lamps ("CFLs").
6
1 COMPANY’S HISTORY:
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation
Private Limited. It started off by selling imported two- and three wheelers in India. In 1959, it
obtained license from the Government of India to manufacture two- and three-wheelers and it
went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to
produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at
Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single
financial year. In 1995, it rolled out its ten millionth vehicle and produced and sold 1 million
vehicles in a year.
Company Profile:
Founder Jamnalal Bajaj
Year of Establishment 1926
Industry Automotive - Two and Three Wheelers
Business Group The Bajaj Group
Listings and its codes BSE – Code: 500490; NSE - Code: BAJAJAUTO
Presence Distribution network covers 50 countries.
Dominant presence in Sri Lanka, Bangladesh, Columbia,
Guatemala, Peru, Egypt, Iran and Indonesia.
Joint Venture Kawasaki Heavy Industries of Japan
Registered and Head Office Akurdi , Pune – 411035, India
Tel.: +(91)-(20)-27472851
Fax: +(91)-(20)-27473398
Works  Akurdi, Pune 411035
7
 Bajaj Nagar, Waluj Aurangabad 431136
 Chakan Industrial Area, Chakan, Pune 411501
E-mail rahulbajaj@bajajauto.co.in
Website www.bajajauto.com
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3.2 BAJAJ AUTO LIMITED.
The Groups' principal activity is to manufacture two and three wheeler vehicles. Other
activities of the group include insurance and investment business. The Group operates in
three segments, which are Automotive, Insurance and Investment and Others. It has a
network of 498 dealers and over 1,500 service dealers and 162 exclusive three-wheeler
dealers spread across the country.
ABOUT BAJAJ
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles (two-wheelersand three-wheelers), home
appliances, lighting, iron and steel, insurance, travel and finance. The group’s flagship
company, Bajaj Auto, is ranked as the world’s fourth largest two- and three- wheeler
manufacturer and the Bajaj brand is well-known in over a dozen countries in Europe, Latin
America, the US and Asia. Founded in 1926, at the height of India's movement for
independencefrom the British, the group has an illustrious history. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic of the group today, are
often traced back to its birth during those days of relentless devotion to a common cause.
Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma Gandhi.
In fact, Gandhiji had adopted him ashis son. This close relationship and his deep involvement
in the independence movement did not leave Jamnalal Bajaj with much time to spend on his
newly launched business venture. His son, Kamalnayan Bajaj, then 27, took over the reins of
business in 1942. He too was close to Gandhiji and it was only after Independence in 1947,
that he was able to give his full attention to the business. Kamalnayan Bajaj not only
consolidated the group, but also diversified into various manufacturing activities.
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The present Chairman and Managing Director of the group, Rahul Bajaj, took charge of the
business in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company
has gone up from Rs.72 million to Rs.46.16 billion (USD5 936 million), its product portfolio
has expanded from one to and the brand has found a global market. He is one of India’s most
distinguished business leaders and internationally respected for his business acumen and
entrepreneurial spirit.
Management Profile:
Rahul Bajaj
Chairman
Rahul Bajaj is an honours Graduate in Economics and Law and a Business Graduate from the
Harvard Business School. He was appointed Chief Executive Officer of Bajaj Auto in 1968
and took over later as Head of the Bajaj Group of companies.
Madhur Bajaj
Vice Chairman.
After graduating in Commerce, Mr. Bajaj did his MBA from Lausanne, Switzerland. Joined
as DGM6 in March 1983, took over as General Manager - Aurangabad Division in June1986,
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as its Chief Executive in October 1988, became President of Bajaj Auto in September 1994,
Executive Director in May 2000 and is Vice Chairman since July 2001.
Rajiv Bajaj
Managing Director
Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a Mechanical
Engineer from Pune University. He later did his Masters in Manufacturing Systems
Engineering from the University of Warwick. He Joined as Officer on Special Duty in 1990,
took over as General Manager (Products) in February 1993, Vice President (Products) in June
1995, President in May 2000, President and Whole Time Director in March 2002 and as
JointManaging Director in March 2003.
Sanjiv Bajaj
Executive Director
Mr.Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is a
MechanicalEngineer from Pune University. He obtained a Masters Degree in Manufacturing
Systems from the University of Warwick and an MBA degree from Harvard Business School.
Mr.Sanjiv Bajaj joined as an Officer on Special Duty in 1994, took over as the General
Manager (CF7) in 1997 and Vice
President (Finance) in April 2001.
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SWOT ANALYSIS:
Market trends must be considered as the company the company develops its marketing
strategies.
1.Strengths:
 "Bajaj" is a well-established Brand name in the scooter segment.
 Bajaj Auto is a cost-effective producer in the two wheeler market.
 It has a huge market share in the scooter segment of the two-wheeler industry. This
acts as a cushion for the company in their efforts of foraying into the motorcycle
segment.
 Bajaj has established a wide distribution network for the scooter segment which will
favor them in their efforts in the motorcycle segment.
 Marketing has been a strength for Bajaj since inception.
Strengths are internal capabilities that can help the company reach its objectives
Bajaj can build three important strengths:
1. Style
2. Pick up
3. Speed
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2. Weaknesses:
 Bajaj has become a generic name associated with the scooters and that needs to be
changed in the minds of the consumers before it could expect a great success in the
motorcycle segment.
 Bajaj is dependent on its foreign counterparts for technological support. This needs to
be addressed as it might be crucial when the foreign players enter the Indian market
directly.
Weaknesses are internal elements that may interfere with the company’s ability to achieve its
objectives.
The weaknesses evaluated after the study are:
1. Heavy weight of the motorcycles
2. Mileage
3. Costly spare parts
3.Opportunities:
 The motorcycle segment is expected to grow at a considerable rate and this would
provide a good opportunity for Bajaj Auto to increase its market share in this
segment.
 Kawasaki of Japan, when it comes to India, can help Bajaj enhance its product
portfolio in the motorcycle segment as Kawasaki plans to use Bajaj's manufacturing
base for its global operations.
Opportunities are areas of buyer’s needs or potential interest in which the company might
perform profitability. They are all external factors.
Bajaj can take advantage of three major market opportunities:
1.Increasing demand for high speed motorcycles.
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2. Launching low cost motorcycles especially for India’s large number of middle class which
is more than 60% of total population.
3. Reaching the towns through dealership as the middle class living in this area is getting rich
and their purchasing power is also increasing.
4.Threats:
 The market share in the scooter segment has taken a beating from TVS Suzuki's entry
into this segment.
 Entry of Multinational companies, especially Chinese ones, in the motorcycle
segment will stiffen the competition and will hamper the efforts of Bajaj to establish
itself in the motorcycle segment.
Threats are challenges posed by an unfavourable trend or developmentthat could lead to
lower sales and profit.
They are external factors.
Bajaj faces three major threats in future:
1. Increasing competition
2. Launch of cheaper motorcycles by competitors
3. Launch of cheaper cars by TATA whose price is equivalent to Bajaj’s Pulsar
segment
PRODUCTS
Some of the models manufactured by BAJAJ:
 Bajaj CT 100
 Bajaj Platina
 Bajaj Discover 110cc
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 Bajaj Discover DTS-i 125cc
 Bajaj Discover 135cc DTS-i
 Bajaj XCD 125 DTS-Si
 Bajaj Discover DTS-i 135cc
 Bajaj pulsar 135 DTSi
 Bajaj Pulsar 150 DTSi
 Bajaj Pulsar 220 DTS-Fi
 Bajaj Avenger
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CODE OF CONDUCT FOR AFFIRMATIVE ACTION
Baja Auto Limited
(herein after referred to as the “Company”)
hereby adopts the following Code of Conduct for Affirmative
Action. This will be effective from 1st December 2006
The Company affirms that its competitiveness is interlinked with the well being of all
sections of the Indian society.
1. The Company believes that equal opportunity in employment for all sections of the
society is a component of its growth and competitiveness. It further believes that inclusive
growth is a component of growth and development of the country.
2. The Company affirms the recognition that diversity to reflect socially disadvantages
sections of the society in the workplace has a positive impact on business.
3. The Company will not practice nor support conscious discrimination in any form.
4. The Company does not bias employment away from applicants belonging to
disadvantaged sections of society if such applicants possess competitive skills and job
credentials.
5. The Company’s selection of business partners is not based on any considerations other
than normal business parameters. In case of equal business offers, the Company will
select a business partner belonging to a socially disadvantaged section of society.
6. The Company makes all efforts for up skilling and continual training of all its employees
in order to enhance their capabilities and competitive skills. No discrimination of any type
will be shown in this process.
7. The Company may have a partnership programme with educational institution/s to
support and aid students from socially disadvantaged sections of society.
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8. This Code of Conduct for Affirmative Action will be put up on the company web-site to
encourage applications from socially disadvantaged sections of society.
9. The Company will maintain records of Affirmative Action.
10. The Company has nominated Mr. K Srinivas, Vice President
(HR), to oversee and promote the Affirmative Action policies and programmes. He will
be accountable to the Chairman.
11. The Company will make available its learning and experiences as a good corporate
citizen in Affirmative Action to other companies desiring to incorporate such policies in
their own business.
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Awards
Product Award Year By
Bajaj Pulsar DTS-Fi - Bike of the Year 2018 CNBC-TV18 Auto car Auto Awards
Bajaj Platina 100cc – Bike of the Year 2017 NDTV Profit Bike India
Mr. Rajiv Bajaj - Man of the year 2005 2016 Auto car Professional
Mr. Rajiv Bajaj - Automotive Man of the year 2005 2015 Bike India and NDTV India
Bajaj CT 100 - Motorcycle Total Customer 2015 TNS Automotive
Satisfaction Study 2005
Bajaj Discover DTS-i - Bike of the Year 2005 2015 OVERDRIVE Awards 2005
Bajaj Discover DTS-i - Indigenous Design of the 2015 OVERDRIVE Awards 2005
Year 2005
BAJAJ AUTO - Bike Maker of the Year 2004 2014 ICICI Bank OVERDRIVE Awards 2004
DTS-i Technology - Auto Tech of the Year 2004 2014 ICICI Bank OVERDRIVE Awards 2004
Bajaj Pulsar DTS-i Bike of the Year 2004 2013 ICICI Bank OVERDRIVE Awards 2004
Wind 125 Two Wheeler of the Year 2004 2013 CNBC AUTOCAR Awards 2004
Wind 125 Bike of the Year 2004 201 Business Standard Motoring
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Bajaj Pulsar 180 DTS-i BBC World Wheels 2003 BBC World Wheels Award 2003
Viewers Choice Two Wheeler of Year 2003
Bajaj Pulsar 180 DTS-i BBC World Wheels Award 2003 BBC World Wheels Award 2003
for Best Two Wheeler between Rs 55,000 to Rs
70,000
Bajaj Pulsar 150 DTS-i BBC World Wheels Award 2003 BBC World Wheels Award 2003
for Best Two Wheeler between Rs 45,000 to Rs
55,000
Bajaj Boxer AT KTEC BBC World Wheels Award 2003 BBC World Wheels Award 2003
for Best Two Wheeler under Rs 30,000
Bajaj Pulsar - Motorcycle Total Customer 2003 NFO Automotive
Satisfaction Study
Bajaj Pulsar - Bike of the year 2003 ICICI Bank OVERDRIVE Awards 2003
Bajaj Pulsar - Most exciting bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Bike of the year 2002 OVERDRIVE Awards
Bajaj Eliminator - Most exciting bike of the year 2001 OVERDRIVE Awards
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Milestones
2007
September Launch of XCD DTS-Si
June National Launch of 220 cc Pulsar DTS-Fi.
April Bajaj Auto Commissions New Plant at Pantnagar, Uttarakhand
February 200 cc Pulsar DTS-i launched
January Bajaj Kristal DTS-i launched
2006
April Bajaj Platina launched
2005
December Bajaj Discover launched
June Bajaj Avenger DTS-i launched
February Bajaj Wave DTS-i launched
2004
October Bajaj Discover DTS-i launched
August New Bajaj Chetek 4 stroke with Wonder Gear launched
May Bajaj CT100 Launched
January Bajaj unveils new brand identity, dons new symbol, logo and brand line
2003
October Pulsar DTS-I is launched.
October 107,115 Motorcycles sold in a month.
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July Bajaj Wind 125,The World Bike, is launched in India.
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive

February
motorcycle segment.
2001
November Bajaj Auto launches its latest offering in the premium bike segment ‘Pulsar’.
January The Eliminator is launched.
2000
The Bajaj Saffire is introduced.
1999
Caliber motorcycle notches up 100,000 sales in record time of 12 months.
Production commences at Chakan plant.
1998
June 7th Kawasaki Bajaj Caliber rolls out of Waluj.
July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.
October Spirit launched.
1997
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced.
1995
November 29 Bajaj Auto is 50.
Agreements signed with Kubota of Japan for the development of diesel
engines for three-wheelers and with Tokyo RandD for ungeared Scooter and
moped development.
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The Bajaj Super Excel is introduced while Bajaj celebrates its ten millionth
vehicles.
One million vehicles were produced and sold in this financial year.
1994
The Bajaj Classic is introduced.
1991
The Kawasaki Bajaj 4S Champion is introduced.
1990
The Bajaj Sunny is introduced.
1986
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are introduced.
500,000 vehicles produced and sold in a single financial year.
1985
The Waluj plant inaugurated by the erstwhile President of India,

November 5
ShriGianiZail Singh.
Production commences at Waluj, Aurangabad in a record time of 16 months.
1984
January 19 Foundation stone laid for the new Plant at Waluj, Aurangabad.
1981
The Bajaj M-50 is introduced.
1977
The Rear Engine Autorickshaw is introduced.
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Bajaj Auto achieves production and sales of 100,000 vehicles in a single
financial year.
1976
The Bajaj Super is introduced.
1975
BAL and Maharashtra Scooters Ltd. joint venture.
1972
The Bajaj Chetek is introduced.
1971
The three-wheeler goods carrier is introduced.
1970
Bajaj Auto rolls out its 100,000th vehicle.
1960
Bajaj Auto becomes a public limited company. BhoomiPoojan of Akurdi
Plant.
1959
Bajaj Auto obtains licence from the Government of India to manufacture
two- and three-wheelers.
1948
Sales in India commence by importing two- and three-wheelers.
1945
November 29
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CHAPTER 2
INTRODUCTION
TO TOPIC
24
INTRODUCTION
Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the
person concerned. It could, for example, be associated with a personal feeling of achievement.
Job satisfaction is an individual’s emotional reaction to the job itself. It is his attitude towards
his job.
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one’s job: the difference between the amount of
reward workers receive and the amount they believe they should receive.”
-P. Robbins
Job satisfaction defines as “The amount of over all positive affect (or feeling) that
individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like
your job intensely, you will experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction.”
By Andrew J DuBrins,
25
THE PRACTICE OF SUPERVISION, NEW DELHI
Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly,
since a job is important part of life, job satisfaction influences one’s general life satisfaction.
Manager may need to monitor not only the job and immediate work environment but also
their employees attitudes towards other part of life.
JOB FAMILY
POLITICS LIFE LEISURE
26
RELATED ELEMENT OF LIFE SATISFACTION
Human life has become very complex and completed in now-a-days. In modern society the
needs and requirements of the people are ever increasing and ever changing. When the people
are ever increasing and ever changing, when the peoples needs are not fulfilled they become
dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job
satisfaction of industrial workers us very important for the industry to function successfully.
Apart from managerial and technical aspects, employers can be considered as backbone of
any industrial development. To utilize their contribution they should be provided with good
working conditions to boost their job satisfaction. Any business can achieve success and
peace only when the problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism labour turnover require a social
skill of understanding human problems and dealing with them scientific investigation serves
the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can serve
as symbol of achievement and a source of recognition. Employees often see pay as a
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reflection of organization. Fringe benefits have not been found to have strong influence on
job satisfaction as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the
work itself that influence job satisfaction are variety and control over work methods and work
place. In general, job with a moderate amount of variety produce the most job satisfaction.
Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much
variety and stimulation cause workers to feel psychologically stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a
higher level in an organization typically involves positive changes I supervision, job content
and pay. Jobs that are at the higher level of an organization usually provide workers with
more freedom, more challenging work assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.
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WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as a
source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside of
work. If people are require to work long hours and / or overtime, they will have very little felt
for their families, friends and recreation outside work.
DETERMINANTS OF JOB SATISFACTION:
While analyzing the various determinants of job satisfaction, we have to keep in mind that:
all individuals do no derive the same degree of satisfaction though they perform the same job
in the same job environment and at the same time. Therefore, it appears that besides the
nature of job and job environment, there are individual variables which affect job satisfaction.
Thus, all those factors which provide a fit among individual variables, nature of job, and
situational variables determine the degree of job satisfaction. Let us see what these factors
are.
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INDIVIDUAL FACTORS:
Individuals have certain expectations from their jobs. If their expectations are met from the
jobs, they feel satisfied. These expectations are based on an individual’s level of education,
age and other factors.
LEVEL OF EDUCATION:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the level
of education, particularly higher level of education, and job satisfaction. The possible reason
for this phenomenon may be that highly educated persons have very high expectations from
their jobs which remain unsatisfied. In their case, Peter’s principle which suggests that every
individual tries to reach his level of incompetence, applies more quickly.
AGE:
Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic assumptions about
what they are going to drive from their work. These assumptions make them more satisfied.
However, when these assumptions fall short of reality, job satisfaction goes down. It starts
rising again as the people start to assess the jobs in right perspective and correct their
assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down
because of fear of retirement and future outcome.
OTHER FACTORS:
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Besides the above two factors, there are other individual factors which affect job satisfaction.
If an individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job
satisfaction. Personal problems associated with him may affect his level of job satisfaction.
NATURE OF JOB:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
OCCUPATION LEVEL:
Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes source of
satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people: factory
workers are least satisfied.
JOB CONTENT:
Job content refers to the intrinsic value of the job which depends on the requirement of skills
for performing it, and the degree of responsibility and growth it offers. A higher content of
these factors provides higher satisfaction. For example, a routine and repetitive lesser
satisfaction; the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.
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SITUATIONAL VARIABLES:
Situational variables related to job satisfaction lie in organizational context – formal and
informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which affect
job satisfaction are given below:
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1. Working conditions:
Working conditions, particularly physical work environment, like conditions of workplace
and associated facilities for performing the job determine job satisfaction. These work in two
ways. First, these provide means job performance. Second, provision of these conditions
affects the individual’s perception about the organization. If these factors are favourable,
individuals experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree of
importance attached to individuals varies. In employee-oriented supervision, there is more
concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of the job
and people become secondary. This situation decreases job satisfaction
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance and
equitable, it offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by they also attach importance to opportunities for promotion that these job
offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.
33
1. Work group: Individuals work in group either created formally of they develop on
their own to seek emotional satisfaction at the workplace. To the extent such groups
are cohesive; the degree of satisfaction is high. If the group is not cohesive, job
satisfaction is low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading to job satisfaction.
EFFECT OF JOB SATISFACTION
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental
health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately affects his physical
health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical
health result from psychologically harmful jobs. Further, since a job is an important part of
life, job satisfaction influences general life satisfaction. The result is that there is spillover
effect which occurs in both directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
34
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may
not put his efforts more vigorously because of his low expectations from the job. Therefore,
this view does not explain fully the complex relationship between job satisfaction and
productivity.
The another view: That is a satisfied worker is not necessarily a productive worker explains
the relationship between job satisfaction and productivity. Various research studies also
support this view.
This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance. 1. Job performance leads to job satisfaction and not the other way round. The
basic factor for this phenomenon is the rewards (a source of satisfaction) attached with
performance. There are two types of rewardsintrinsic and extrinsic. The intrinsic reward
stems from the job itself which may be in the form of growth potential, challenging job, etc.
The satisfaction on such a type of reward may help to increase productivity. The extrinsic
reward is subject to control by management such as salary, bonus, etc. Any increase in these
factors does not hep to increase productivity though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity because he
has to operate under certain technological constraints and, therefore, he cannot go
beyond certain output. Further, this constraint affects the management’s expectations
35
from the individual in the form of lower output. Thus, the work situation is pegged to
minimally acceptable level of performance. However, it does not mean that the job
satisfaction has no impact o productivity. A satisfied worker may not necessarily
lead to increased productivity but a dissatisfied worker leads to lower productivity.
Performanc
Intrinsic Satisfaction
e Extrinsic
reward
reward
Perceived equity
of rewards
36
THE RELATION BETWEEN PERFORMANCE AND SATISFACTION
Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace
either unexcused absence due to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence which is a matter of concern. This
absence is due to lack of satisfaction from the job which produces a ‘lack of will to work’ and
alienate a worker form work as for as possible. Thus, job satisfaction is related to
absenteeism.
HIGH
TURNOVER
JOB ABSENCES
SATISFACTION
LOW
LOW HIGH
TURNOVER AND ABSENCES
RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES
37
Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tries to
overcome this through the various ways of defense mechanism. If he is not able to do so, he
opts to leave the organization. Thus, in general case, employee turnover is related to job
satisfaction. However, job satisfaction is not the only cause of employee turnover, the other
cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software professionals is
very high in India. However, these professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from other sources particularly
from foreign companies located abroad.
DIMENSIONS OF JOB SATIFACTION
Job satisfaction is a complex concept and difficult to measure objectively. The level of job
satisfaction is affected by a wide range of variables relating to individual, social, cultural,
organizational factors as stated below:-
38
DIMENSIONS
INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL
CULTURAL
FACTORS FACTOR FACTOR
FACTOR
 Individual:- Personality, education, intelligence and abilities, age, marital status,
orientation to work.
 Social factors:-Relationship with co-workers, group working and norms,
opportunities for interaction, informal relations etc.
 Organizational factors:- Nature and size, formal structure, personnel policies and
procedures, industrial relation, nature of work, technology and work organization,
supervision and styles of leadership, management systems, working conditions.
 Environmental factors:-Economic, social, technical and governmental influences.
 Cultural factors:-Attitudes, beliefs and values.
These factors affect job satisfaction of certain individuals in a given set of circumstances
but not necessarily in others. Some workers may be satisfied with certain aspects of their
work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ
from person to person.
39
CHAPTER 3
OBJECTIVE OF
THE STUDY
40
OBJECTIVES –
The objective of the study is to find out the satisfaction level of employee in BAJAJ AUTO ,.
 To find that whether the employees are satisfied or not.
 To analyse the company’s working environment.
 To check the Degree of satisfaction of employees.
 To find that they are satisfied with their job profile or not.
 To study the relationship between the personal factors of the Employee (Income,
Designation, Educational qualification, Gender, etc.,)
41
CHAPTER 4
RESEARCH METHODOLOGY
42
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a
science of studying how research is done scientifically. In it we study the various steps that all
generally adopted by a researcher in studying his research problem along with the logic behind
them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a specific
topic”. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding
solution to a problem is a research.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of
study. Data collection plays an important role in any study. It can be collected from various
sources. I have collected the data from two sources which are given below:
1. Primary Data
 Personal Investigation
 Observation Method
 Information from correspondents
 Information from superiors of the organization
43
2. Secondary Data
 Published Sources such as Newspapers and Magazines etc.
 Unpublished Sources such as Company Internal reports prepare by them given to their
analyst & trainees for investigation.
 Websites like BAJAJ AUTO official site, some other sites are also searched to find
data.
44
SCOPE OF THE STUDY
The scope of the study is very vital. Not only the Human Resource department can use the facts
and figures of the study but also the marketing and sales department can take benefits from the
findings of the study.
SCOPE FOR THE SALES DEPARTMENT
The sales department can have fairly good idea about their employees,tat they are satisfied or
not.
SCOPE FOR THE MARKETING DEPARTMENT
The marketing department can use the figures indicating that they are putting their efforts to plan
their marketing strategies to achieve their targets or not.
SCOPE FOR PERSONNEL DEPARTMENT
Some customers have the complaints or facing problems regarding the job. So the personnel
department can use the information to make efforts to avoid such complaints.
Sample Size :-
Questionnaire is filled by 100 employees of BAJAJ AUTO IP .
The questionnaire was filled in the office and vital information was collected which was then
subjects to:-
 A pilot survey was conducted before finalizing the questionnaire.
 Data collection was also done with the help of personal observation.
 After completion of survey the data was analyzed and conclusion was drawn.
 At the end all information was compiled to complete the project report.
45
CHAPTER 5
DATA ANALYSIS
&
INTERPRETATION
46
Q1. Working hours are convenient for me
PERCENT
Strongly agree 34
Agree 32
Neither agree nor disagree 18
Disagree 13
Strongly disagree 3
TOTAL 100
CHART 1
strongly agree
100
80 agree
60 neither agree nor

disagree
40 disagree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents strongly
agree that working hours are convenient from them and 32% agree with that and 18% neither
agree nor disagree and 13% disagree with the working hours and 3% are strongly against
working hours.
47
Q 2 I'm happy with my work place
PERCENT
Strongly agree 30
Agree 39
Disagree 8
Strongly disagree 5
100
Chart 2
Strongly agree
100
Agree
80

disagree
40 Disagree
20
strongly disagree
0
percent Total
Interpretation:
From the above table it is clear that 30% respondents strongly agree and 39% respondents
agree that they are happy with their work place only. 13% disagreed and 18% have no idea
towards their work place.
48
Q3. I feel i have too much work to do
PERCENT
strongly agree 7
Agree 9
Disagree 37
Strongly disagree 22
100
Chart 3
strongly agree
100
Agree
80

disagree
40 Disagree
20
strongly disagree
0
PERCENT Total
Interpretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents
disagreed with the question” I feel I have too much work” and another 22% strongly
disagreed, 18% admits they have too much work and 23% have no idea towards this question.
49
Q4 Safety measures provided by the company
PERCENT
strongly agree 28
Agree 31
Disagree 11
Strongly disagree 6
TOTAL 100
CHART 4
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that the safety measures provided by the organizations are
good as 28 and 31% of the respondents agree with that and only 11& 6% disagreed and 24%
neither agreed nor disagreed.
50
Q5. My relationship with my supervisor is cordial
PERCENT
strongly agree 30
Agree 41
Disagree 6
Strongly disagree 7
TOTAL 100
CHART 5
strongly agree
100
80 Agree

disagree
40 Disagree
0
Total
PERCENT
Interpretation:
From the above table it is clear that relationship between employees and their supervisors are
cordial because 30% of respondents strongly agreed to it and 41% agreed to it and only 13%
disagreed and 16% of respondents have neither agreed nor disagreed.
51
Q6. My supervisor is not partial
PERCENT
strongly agree 18
Agree 30
Disagree 19
TOTAL 100
CHART 6
100
Agree
80

disagree
40 Disagree
0
PERCENT Total
Interpretation:
From the above table it is evident that the supervisors are notpartial to the employees as 18%
strongly agreed and 30% agreed to the question but 19% disagreed and 18% strongly
disagreed this level is quite high compared to other questions.
52
Q7. My supervisor considers my idea too while taking decision
PERCENT
strongly agree 26
Agree 43
Disagree 2
Strongly disagree 3
TOTAL 100
CHART 7
strongly agree
100
Agree
80

disagree
40 Disagree
20
strongly disagree
0
PERCENT Total
Interpretation:
From the above table it is clear that 26 and 42% of the respondents agree that supervisors
consider their employees ideas also and only 5% disagreed and 26% neither agreed nor
disagreed.
53
Q8. I'm satisfied with the support from my co-workers
PERCENT
strongly agree 21
Agree 47
Disagree 9
Strongly disagree 7
TOTAL 100
CHART 8
strongly agree
100
80 Agree

disagree
40 Disagree
0
PERCENT Total
Interpretation:
From the above table it is clear that relation with co-workers is quite good as nearly 68% of
the respondents agree that they are satisfied with support from co-workers and only 15%
disagreed and 16% have no answer to this.
54
Q9. People here have concern from one another and tend to help one another
PERCENT
strongly agree 26
Agree 41
Disagree 9
Strongly disagree 5
TOTAL 100
CHART 9
strongly agree
100
80 Agree

disagree
40 Disagree
0
Total
PERCENT
Interpretation:
From the above table it is clear that in this organization people have concern over each other
as 26% strongly agreed and 41% agreed and only 14% disagreed and 19% neither agreed nor
disagreed.
55
Q 10. I'm satisfied with the refreshment facilities
PERCENT
strongly agree 26
Agree 20
Disagree 15
Strongly disagree 9
TOTAL 100
CHART 10
strongly agree
100
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that 26% employees are strongly satisfied with the
refreshment facilities offered by the company as 15% of respondents disagreed and 9%
strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.
56
Q11. We are provided with the rest and lunch room and they are good
PERCENT
strongly agree 16
Agree 34
Disagree 20
Strongly disagree 8
TOTAL 100
CHART 11
strongly agree
100
Agree
80

disagree
40 Disagree
20
strongly disagree
0
PERCENT Total
Interpretation:
From the above table it is quite evident that 8% strongly disagreed and 20% of the
respondents disagreed and 22% neither agreed nor disagreed and only 50% of the
respondents are satisfied with the rest and lunch room provided.
57
Q.12 The parking space for our vehicles are satisfactory
PERCENT
strongly agree 4
Agree 9
Disagree 32
TOTAL 100
CHART 12
strongly agree
100
Agree
80
neither agree nor
60 disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that respondents are not satisfied with the parking facilities
provided by the company as 31% of respondents strongly disagreed and 32% of respondents
disagreed and only 13% of respondents are satisfied with the parking facilities and 24% have
neither agreed nor disagreed.
58
Q13. I fell I'm paid a fair amount for the work i do
PERCENT
strongly agree 15
Agree 39
Disagree 13
Strongly disagree 8
TOTAL 100
Chart 13
strongly agree
100
80 Agree

disagree
40 Disagree
0
Total
percent
Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39%
agree and 15% strongly agree. Only `3% disagree and 8% strongly disagree, 25% neither
agree nor disagree.
59
Q 14. I'm satisfied with the chances for my promotion
PERCENT
strongly agree 27
Agree 43
Disagree 9
Strongly disagree 8
TOTAL 100
Chart 14
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
percent
Interpretation:
From the above table it is quite clear that employees are satisfied with their chances for
promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly
disagree, 13% neither agree nor disagree.
60
Q15. I'm satisfied with the allowances provided by the organization
PERCENT
strongly agree 19
Agree 42
Disagree 11
Strongly disagree 7
TOTAL 100
Chart 15
100 strongly agree

90
80 Agree
70
50 disagree
40 Disagree
30
10
0 Total
Frequency
Interpretation:
From the above table it is clear that the employees are satisfied with the allowances and other
benefits provided by the organization as 42% agree and 19% strongly agree. Only 11%
disagree and 7% strongly disagree, 21% neither agree nor disagree.
61
Q16 I feel my boss motivate me to achieve the organizational goals
PERCENT
strongly agree 11
Agree 33
Disagree 22
Strongly disagree 9
TOTAL 100
CHART 16
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCE3NT
Interpretation:
From the above table it is evident that employees boss are
motivating to achieve organizational goals as 33% agree and 11%
strongly agree. 22% disagree this is quite high compared to other factors
62
and 9% strongly disagree and 25% neither agree nor disagree.
Q. 17 My supervisor motivates me to increase my efficiency at times when i'm not
PERCENT
strongly agree 18
Agree 44
Disagree 13
Strongly disagree 7
TOTAL 100
CHART 17
strongly agree
100
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that employees boss motivates the employee when he is
unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%
strongly disagree and 7% disagree, 18% neither agree nor disagree.
63
.
Q. 18 I feel that my job has little impact on the success of the company
PERCENT
strongly agree 35
Agree 40
Disagree 9
Strongly disagree 6
TOTAL 100
Chart 18
strongly agree
100
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the
success of a company, 9% respondent disagree from the statement and 6% respondent
strongly disagree from the question.
64
Q 19. Overall I'm satisfied with my job
PERCENT
strongly agree 28
Agree 35
Disagree 12
Strongly disagree 5
TOTAL 100
Chart 19
strongly agree
100
Agree
80

disagree
40 Disagree
20
strongly disagree
0
percent Total
Interpretation:
From the above table it is evident that Overall satisfactions of the respondents are good as
35% agree and 28% strongly agree. Only 5% strongly disagree and 12% disagree and 20%
neither agree nor disagree.
65
CHAPTER 6
FINDINGS
66
FINDINGS
From the study, the researcher has come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship with
the employees. Due to the working conditions prevailing in this company, job satisfaction of
each respondent seems to be the maximum. From the study, I have come to know that most
of the employees were satisfied with the welfare measures provided by BAJAJ AUTO . The
employees of BAJAJ AUTO get more benefits compare to other companies.
 The respondents are satisfied with the environment and nature of work factors .
 The respondent’s relationship with the superiors and colleagues are quite good .
 The Respondents are not provided with proper welfare facilities.
 The communication and motivation of employees by their superiors in this organization is
reasonable.
 The Pay and promotion activities in this organization is also good .
 The Respondents are overall satisfied with their jo
67
CHAPTER 7
SUGGESTION AND
RECOMMENDATION
68
SUGGESTION AND RECAMANDATION
In the organization most of employees are satisfied with all the facilities provided by
company. But there are some employees also who are not satisfied with the company.
Management should try to convert unsatisfied employees in to satisfied employees. Because
if employee is not satisfied than the he is not able to give his 100% to his work and the
productivity of employee decrease. So management should try to satisfied his employees
because employees are the assets of the company not a liabilities.
69
CHAPTER 8
LIMITATIONS OF THE
STUDY
70
Limitation are as follows-
 Data collected is based on questionnaire.
 The number of employees in BAJAJ AUTO , is more, so sample size is limited by 100.
 The information collected by the observation method is very limited.
 The result would be varying according to the individuals as well as time.
 Some respondents hesitated to give the actual situation; they feared that management
would take any action against them
 The findings and conclusions are based on knowledge and experience of the respondents
sometime may subject to bias.
71
BIBLIOGRAPHY
BOOKS:
 Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd.
 Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth
edition.
 Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.
Web-Site:-
www.Bajaj AUTO .com
www.google.com
72
ANNEXURE
73
Questionnaire
“A study on Job Satisfaction of Employees in BAJAJ AUTO ,
1. Name: …………………………………………………………………………………
2. Age: ………………
3. Gender: Male
Female
4. Designation……………..
Ques1- Working hours are convenient for me-
1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree
Ques2- I am happy with my work place-
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques3- I feel I have too much work to do-
Ques4- Safety measures provided by the company are good-
Ques5- My relationship with my supervisor is cordial-
74
Ques6- My supervisor is not partial-
Ques7- My supervisor consider my ideas while taking decision-
Ques8- I am satisfied with the support from my coworkers-
1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques9- People here have concern from one another and tend to help-
Ques10- I am satisfied with the refreshment facility-
Ques11- We are provided with the rest and lunch room and they are good-
Ques12- The parking spaces for vehicles are satisfactory-
Ques13- I feel I am paid a fair amount for the work I do-
75

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Sr.

3. Objective Of the Study 40

5. Data Analysis And Interpretation 46

7 Suggestion and recommendation 70

8 Limitation of the study 72

manufacturing company based in Mumbai, Maharashtra.[5] It is a part of the 30,000 crore

HISTORY OF BAJAJ AUTO

standards in Indian Industry.

illustrious father and consolidated the bajaj foundation. With characteristic

foresight and pragmatic vision, he launched a steady diversification programme

and amongst the business community as well.

Business Practices (CFBP).

Act, 1913 as a public company limited by shares, pursuant to a certificate of incorporation

Limited, pursuant to a fresh certificate of incorporation dated October 1, 1960.

In 1964, Matchwell AUTO (India) Limited, ("Matchwell"), a manufacturer of electric fans

business and undertaking of Matchwell was amalgamated with our Company.

and commenced operations of manufacturing of fans and die-cast components. The

shifted to our Chakan unit.

commercial production with effect from April 1, 2001.

appliances under the brand name of "Morphy Richards" in India.

In the financial year 2002-2003 our Company discontinued manufacturing die-cast

Germany for high end technical lighting.

company engaged in the manufacture of Compact Fluorescent Lamps ("CFLs").

Founder Jamnalal Bajaj

Year of Establishment 1926

Industry Automotive - Two and Three Wheelers

Business Group The Bajaj Group

Presence Distribution network covers 50 countries.

Dominant presence in Sri Lanka, Bangladesh, Columbia,

Guatemala, Peru, Egypt, Iran and Indonesia.

Joint Venture Kawasaki Heavy Industries of Japan

Registered and Head Office Akurdi , Pune – 411035, India

Works  Akurdi, Pune 411035

 Chakan Industrial Area, Chakan, Pune 411501

dealers spread across the country.

wide range of industries, spanning automobiles (two-wheelersand three-wheelers), home

and took over later as Head of the Bajaj Group of companies.

JointManaging Director in March 2003.

MechanicalEngineer from Pune University. He obtained a Masters Degree in Manufacturing

Manager (CF7) in 1997 and Vice

President (Finance) in April 2001.

 "Bajaj" is a well-established Brand name in the scooter segment.

 Bajaj Auto is a cost-effective producer in the two wheeler market.

favor them in their efforts in the motorcycle segment.

 Marketing has been a strength for Bajaj since inception.

Bajaj can build three important strengths:

The weaknesses evaluated after the study are:

1. Heavy weight of the motorcycles

3. Costly spare parts

portfolio in the motorcycle segment as Kawasaki plans to use Bajaj's manufacturing

base for its global operations.

perform profitability. They are all external factors.

Bajaj can take advantage of three major market opportunities:

1.Increasing demand for high speed motorcycles.

is more than 60% of total population.

and their purchasing power is also increasing.

into this segment.

 Entry of Multinational companies, especially Chinese ones, in the motorcycle

itself in the motorcycle segment.

Threats are challenges posed by an unfavourable trend or developmentthat could lead to

lower sales and profit.

They are external factors.

Bajaj faces three major threats in future: