CHAPTER I

INTRODUCTION

1.2 INTRODUCTION TO THE STUDY

HR practices means that human resources personnel can develop the leadership
of employees. This occurs in the practice of developing extensive training courses and
motivational programs, such as devising systems to direct and assist management in
performing ongoing performance appraisals.

Organization is a place where the entire employees are going to work together.
Commonly in any organization perception towards the work and organizational Human
resource practices play a very important role. The best HR practices in an organization
are going to create a good working culture of the organization.

HR best practices are a set of processes and techniques that have been proven by
research and experience to produce increased business performance results. They are
internal guidelines that a company establishes to streamline procedures and obtain
optimum results in all business areas. A firm HRM practices refers to the policies,
practices, and systems that influence employees’ behavior, attitudes, and performance.
It is sometimes referred to as involving “people practices”. HRM practices include
analyzing and designing work, determining human resource needs ,attracting potential
employees, choosing employees, teaching them how to perform their jobs and preparing
them for the future, rewarding employees, evaluating their performance and creating a
positive work environment. It can also be explained as a practice that is devised to
increase the competence, commitment and improve the culture.

Definition of HR Practices:
Human resource management (HRM) is defined as the practices, policies, and
systems that influence employees, behaviour, attitudes, and performance.

1
The Characteristics of human resource management are:

People Oriented:

This essential HRM feature is rather obvious. But, of course, humans are what
human resource management is all about. Therefore, people have to be the focus of
successful HRM. While managing their affairs at work is a given, excellent HR
management considers everything that surrounds us as people.

Employee Oriented:

This vital HRM characteristic means making the lives of employees at work
easy. It includes not just managing them but also remaining accessible for all queries
and support. The quicker HR professionals understand that a business runs most
efficiently when its employees are happy, the better the outcome.

Gives Opportunities:

This characteristic of HRM could have a rather large scope. However, the focus
of this HRM feature should be to let employees know that there is room for career
growth. HR management teams must help employees set realistic, time-bound goals for
their growth in the organization.

A question that always arises here is, what do we do when we have too many
tenured employees?

Well, find opportunities where you can leverage their skills and use them to help
the company grow. If you still have too many tenured employees who don’t have
enough work, you need to rethink your resource management strategy.

Development Oriented:
One aspect of this HRM feature is to ensure the development of employees. Plan
training schedules well in advance to meet current and future growth requirements and
ensure that the employees are meeting business demands. An employee who is given
knowledge naturally has more confidence in executing their job better.

2
Decision Oriented:

Data gathering is relatively easy in today’s world. However, what gets done with
that data is essential. Therefore, a crucial feature of HRM is to crunch data and provide
a wealth of accurate, helpful information.

Having the facts greatly facilitates decision-making. In many cases, this means
looking into the future and analysing potential outcomes before they happen.

The features of HRM are:

● HRM is an art and a science

● HRM is pervasive

● HRM is a process

● HRM is a continuous process

● HRM is a service process

● HRM must be regulation-friendly

● HRM is interdisciplinary and fast changing

● HRM is focused on results

● HRM is people-centered

● HRM is an integrated concept

● HRM is a develops team spirit

The importance of HR practices:

Rhoades and Wiesenberger (2002) stated that providing training and appraising
performance helps employees feel supported by their company, which leads to more
workplace commitment. In other words, quality HR practices can increase employees'
affective commitment toward their companies.

3
Functions of hr practices are:

● Recruitment and selection. It takes time and planning to attract and recruit highly
talented employees.

● Training and Development.

● Company Brand and Culture.

● Safety and Health.

● Performance Management.

● Succession Planning.

● Compensation and Benefits.

● Compliance and Legal.

1. Recruitment and hiring:

One of the most well-known functions of human resource management is

recruitment and hiring. To remain competitive in the industry, businesses need to attract
and retain top talent. The HR team typically meets with a hiring manager to learn more
about open positions and gain a detailed understanding of the kind of people that will fit
best in those roles. While they also consider education, experience, and skills, HR must
look at personality traits and working styles to increase the chances of long-term
compatibility.

2. Onboarding and ongoing training and development:

Once a company hires employees, it’s vital to properly onboard and train them
so they have the tools to excel in their roles. Human resource management provides
onboarding for new employees, which can include sharing the company mission, vision,
and values, in addition to internal policies and procedures. It may also include safety
training, depending on the workplace.

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3. Managing employee and employer relationships:

A company’s success relies on its people, so human resource management must

focus on fostering healthy relationships among all levels of employees. This can include
conflict resolution during tense situations or negotiating positive outcomes for all
involved parties. It may also include providing specific types of training, such as anger
management or mindfulness, to ensure employees have the resources to manage
themselves effectively in the workplace.

4. Creating a rewarding company culture:

One of the most overlooked functions of human resource management is

developing an engaging company culture. Keeping employee morale high doesn’t
happen only during team lunches or after-work drinks. It happens through the ethos of
the company — the mission, vision, and core values. Another HR responsibility
includes making sure employees have competitive pay and both tangible and intangible
benefits.

Human Resource best practices are:

1. Providing security to employees

2. Selective hiring: Hiring the right people

3. Self-managed and effective teams

4. Fair and performance-based compensation

5. Training in relevant skills

6. Creating a flat and egalitarian organization

7. Making information easily accessible to those who need it

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1. Providing security to employees:

The first Human Resource best practice is employment security. Life is

unpredictable and work is a stable factor that is very important to most people. Having
an employer who enables the employee to provide for themselves and their family is, in
essence, the number one reason why people come to work. Employment security
enables employees to go home after work and provide for themselves and their families.
This concept of security is essential and underpins almost everything HR does.

2. Selective hiring: Hiring the right people

The second HR best practice is selective hiring. This enables an organization to

bring in employees who add value. You can’t just hire anyone; you want people who are
fit for the job. Companies do their utmost best to hire exceptional people because they
add the most value to the business. There also needs to be a prioritization of building a
structured and fair selection process.

3. Self-managed and effective teams:

We all know that teamwork is crucial in achieving goals. High-performance

teams are crucial for any company when it comes to achieving success. Teams provide
value because they consist of people who are, and think differently but are working
towards a common goal. This means that different ideas are generated to help achieve
the goal. These ideas are then processed and combined, resulting in the best ones being
selected. Finally, HR needs to encourage different teams to work together in the
organization. A team is usually part of a larger entity, like another team or a department.
These larger entities also need to work together. Facilitating this helps to build an
efficient and effective organization. One of the tools that can be used for this is
Organizational network analysis.

4. Fair and performance-based compensation:

Contingent compensation is the fourth Human Resource best practice. It has

everything to do with compensation and benefits. First of all, if you hire the right
people, you want to compensate them above average. These are the people that will add
the most value to your company so you want to retain them and pay them fairly. Think
of profit sharing, shared ownership, or stock options for instance. These are great ways

6
to create employee commitment to the company’s long-term vision and retain high
potentials. Compensation is a key element for successful talent management.

5. Training in relevant skills

This HR best practice states that companies should invest heavily in training
time and budget for its employees. After recruiting the best people, you need to ensure
that they remain the frontrunners in the field. This has become even more relevant today
as the rate at which technology is developing is growing exponentially.

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 1.2 NEED OF THE STUDY

The need of the study is to analyse various dimensions of employees' perception of HR

practices and its impact on satisfaction of employees. To know what are the few more
hr practices could be adopted for the development of the organization.

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 1.3 OBJECTIVES OF THE STUDY

Primary objective:

The primary objective of the study is to study the employee perception of HR policies
and practices towards job satisfaction at Lanson Motors Private Limited

Secondary objective:
⮚ To know the level of employee satisfaction based on their perception.

⮚ To analyse the ethical culture contacts of the HR practices from employee’s

assumption.

⮚ To analyse the internal environment contacts of the HR of an organization.

⮚ To provide suggestions to improve HR practices followed in the organization.

➢ To suggest measures to improve employee perception towards HR policies.

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 1.4 SCOPE OF THE STUDY

This study is aimed at understanding the employee’s perception of HR practices

at Automobile Industry. This study is confined to the employees of Automobile
Industry. This study tries to address the relationship between employees' perception and
its impact on Satisfaction in Automobile Industry.

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 1.5 LIMITATIONS OF THE STUDY

➢ The study was confined to LANSON TOYOTA PVT LTD so the generalization
of results was not possible.
➢ Some of the respondents felt uncomfortable answering a few questions so the
responses were biased.
➢ There was a time limitation of 1 month.

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 1.6 INDUSTRY PROFILE

AUTOMOBILE INDUSTRY

Introduction

The broad aim of this chapter is to study the Indian Automobile Sector and the changing
forms of innovation in Indian automotive firms over the last few years. Starting with a
broader contextual view of the automotive sector, to give a flavour of the general industrial
environment and their effects on receivables of the Automobile sector. This has shown
remarkable trends over the last two decades. In this chapter we will study the development
path of the industry through the changes in policies and an econometric analysis of
quantitative and qualitative data to understand the nature and extent of capability building
processes at the firm level in the automotive industry.

History and the Growth of Indian Automobile Sector

It begins from 1769. The automobile sector is one of the key factor of the economy
having extensive forward and backward linkages with other key factors of the economy. It
contributes about 4 per cent in India's Gross Domestic Product (GDP) and 5 per cent in India's
industrial production. Indian Automobile sales growth rate would be 9.5 % by 2010. Indian
market before independence was seen as a market for imported vehicles while assembling of
cars manufactured by General Motors and other brands. Indian automobile industry mainly
focused on servicing, dealership, financing and maintenance of vehicles. Later only after a
decade from independence Companies started manufacturing. Since independence the Indian
automobile industry faced several challenges and hurdles like manufacturing capability was
restricted by the rule of license and could not be increased but still it lead to growth and
success it has achieved today.

Last three decades the total production of passenger cars was limited. Even the production
was limited to three main manufacturers Hindustan Motors, Premier Automobiles and
Standard Motors. There was no expertise or research & development initiative taking place.
Initially labour was unskilled and had to go through a process of learning through trial and
error. In the 1950’s, The Morris Oxford, became the Ambassador, the Fiat 1100 became the
Premier Padmini. Then in 1960's nearly 98% ofthe product was developed indigenously.

12
There were significant changes witnessed by the end of 1970's in the automobile industry.
Strong and huge initiatives like joint ventures for light commercial vehicles did not succeed.
Till later part of 1980's India by and large followed a socialist system.

The Indian Automobile industry includes two-wheelers, trucks, cars, buses and three-
wheelers which play a crucial role in growth of the Indian economy. India has emerged as
Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. The
country is expected to top the world in car volumes with approximately 611 million vehicles.
The Economic progress of this industry is indicated by the amount of goods and services
produced which gave the capacity for transportation and boost the sale of vehicles. There is a
huge increase in automobile production with the effect by indirectly increasing the demand
for a number of raw materials like steel, rubber, plastics, glass, paint, electronics and services.
The Automobile industry is one of the key functions of economic growth of the nation.
Government has relicensing ofthe sector in 1991 and the subsequent opening up of 100
percent FDI through automatic route; Indian automobile sector has come a long way. Today,
almost every global auto major has set up facilities in the country. The world standings for the
Indian automobile sector, as per their genre, which are as follows:

• Largest three-wheeler market

• Second largest two-wheeler market
• Tenth largest passenger car market
• Fourth largest tractor market
• Fifth largest commercial vehicle market
• Fifth largest bus and truck segment

The automobiles sector is divided into four segments - two-wheelers (mopeds, scooters,
motorcycles, electric two-wheelers), passenger vehicles (passenger cars, utility vehicles,
multi-purpose vehicles), commercial vehicles (light and medium- heavy vehicles), and three
wheelers (passenger carriers and good earners).

Dynamics Growth of Automotive Segment

The automobile industry in India is recognized as a key factor of manufacturing sector with it
is to increase the national economic growth and the development of technological capabilities

13
through its powerful backv/ard and forward linkages, and the localization of high value added
manufacturing processes within domestic economies. In recent years, the contribution of the
automotive industry to GDP has risen noticeably - from 2.77 percent in 1992-93 to 4 percent
in 2003-2004. The automotive industry in India comprises of all vehicles, including 2-3
wheelers, passenger cars and multi-utility vehicles, light and heavy commercial vehicles, and
agricultural tractors and other earth moving machineries, besides the component segment for
all these categories (see Genre Chart for the various types of vehicles produced in India). The
vehicles segment and the allied components segment are sometimes alternatively termed as
automotive industry. The industry is characterized by a very high percentage (about 80%) of
2-3 wheelers production. To mention, India ranks as the largest manufacturer of motorcycles
and second largest in manufacturing of scooters in the world. In tractor manufacturing also
India is the second largest producer in the world.

Future prospect of Indian Automobile Sector

Automobile industry expert predicts that by 2050 every sixth car in the world will be for
Indians. By 2010 India will take over Germany in sales volumes and Japan by 2012. The
Indian automobile component industry is estimated to triple from USD 63 billion to USD 190
billion within a span of six years by 2012. Industry analysts predict this industry to touch
USD 13000 million mark by 2010, a cumulative growth of 9.5% annually. It is said that for
every Re 1 spent, the auto sector returns Rs. 2.24 to the Indian economy.

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 1.7 COMPANY PROFILE

The company was originally founded as a spinoff of Toyota Industries, a machine maker
started by Sakichi Toyoda, Kiichiro's father. Both companies are now part of the Toyota
Group, one of the largest conglomerates in the world. While still a department of Toyota
Industries, the company developed its first product, the Type A engine, in 1934 and its first
passenger car in 1936, the Toyota AA.

After World War II, Toyota benefited from Japan's alliance with the United States to learn
from American automakers and other companies, which gave rise to The Toyota Way (a
management philosophy) and the Toyota Production System (a lean manufacturing practice)
that transformed the small company into a leader in the industry and was the subject of many
academic studies.

In the 1960s, Toyota took advantage of the rapidly growing Japanese economy to sell cars to
a growing middle-class, leading to the development of the Toyota Corolla, which became the
world's all-time best-selling automobile. The booming economy also funded an international
expansion that allowed Toyota to grow into one of the largest automakers in the world,
the largest company in Japan and the ninth-largest company in the world by revenue, as of
December 2020. Toyota was the world's first automobile manufacturer to produce more than
10 million vehicles per year, a record set in 2012, when it also reported the production of its
200 millionth vehicle. By September 2023, total production reached 300 million vehicles.

Toyota was praised for being a leader in the development and sales of more fuel-
efficient hybrid electric vehicles, starting with the introduction of the XW10 Toyota Prius in
1997. The company now sells more than 40 hybrid vehicle models around the world. More
recently, the company has also been criticized for being slow to adopt all-electric vehicles and
focusing on the development of hydrogen fuel cell vehicles, like the Toyota Mirai, a
technology that is costlier and has fallen far behind electric batteries.

15
 Products

SUV and crossover

Toyota SUV and crossover line-up grew quickly in the late 2010s to 2020s due to the
market shift to SUVs. Toyota crossovers range from the subcompact Yaris Cross and C-
HR, compact Corolla Cross and RAV4, to
midsize Harrier/Venza and Kluger/HighlanderPickup trucks

Toyota Hilux (global)

Toyota Tacoma (US/Canada)

Toyota first entered the pickup truck market in 1947 with the SB that was only sold in Japan
and limited Asian markets. It was followed in 1954 by the RK (renamed in 1959 as the Stout)
and in 1968 by the compact Hilux. With continued refinement, the Hilux (simply known as
the Pickup in some markets) became famous for being extremely durable and reliable.

Luxury vehicles

Toyota Crown RS (fifteenth generation, S220; 2018)

In the Japanese home market, Toyota has two flagship models: the Crown premium sedan and
the Century limousine.

16
In the 1980s, Toyota wanted to expand its luxury car offerings but realized that existing
Japanese-market flagship models had little global appeal and could not compete with
established brands such as Mercedes-Benz, BMW and Jaguar or the Acura and Infiniti
marquees being launched by Japanese competitors.

Hybrid electric vehicles

The Toyota Prius, flagship of Toyota's hybrid

technology, is the world's best-selling hybrid car.

Toyota is the world's leader in sales of hybrid electric vehicles, one of the largest companies
to encourage the mass-market adoption of hybrid vehicles across the globe, and the first to
commercially mass-produce and sell such vehicles, with the introduction of the XW10 Toyota
Prius in 1997.

17
 CHAPTER II

REVIEW OF LITERATURE

Singh, A. k. 2009, “HRM PRACTICES AND ORGANIZATIONAL CULTURE

IN SELECTED PRIVATE SECTOR ORGANIZATIONS”. The review of literature has
identified that the major chunk of research in India emanates from descriptive data and
experience sharing, which does not serve certain practice-oriented concerns. The
questionnaire consists of 90 items, of which 69 items concern HRM practices of the
organization, and 21 items concern organization culture.The correlation analysis has
been used to infer the relationship between variables of HRM practices and
organizational culture. A healthy culture is required for utilizing and enhancing
employee competencies and to develop people

Jarad, I. y. 2010, “Organizational Culture and Organizational Performance 60

research studies”. Covering 7619 companies and small business units in 26 countries
have found that market culture and business performance are strongly related. This
positive correlation is identified by more than 35 performance measures. Organizational
culture was based more on differences in norms and shared practices, which was
learned at the workplace and considered as valid within the boundaries of a particular
organization. Hence, in the context of organizational culture, cultural differences
resided more on practices while national, the differences lie in values.

Alnaqbi, w. 2011, “The relationship between human resource practices and

employee retention in public organizations”. The purpose of this study was to identify
HR practices and other factors such as job satisfaction, organizational commitments and
leadership practice that affect employee retention in the UAE with emphasis on public
organizations, in a comparative study of Sharjah and Dubai. To accomplish this task,
both quantitative and qualitative research approaches were employed. The results show
that national culture has a direct influence on organizational culture.

Research participants indicate that the current workplace culture is not highly
satisfactory, and that strategies are needed to improve it. The research finds that lack of
empowerment and management style are factors that influence the retention of
employees in UAE public organizations.

18
 RAHMAN, M. M. 2012, “The Role of Human Resource Management practices
on Job Satisfaction and Organizational Commitment”. This study aims at exploring the
impact of HRM practices on job satisfaction and organizational commitment. The
influencing factors relating to HRM practices on job satisfaction and organizational
commitment are job security, reward, training and development, equity, attitude of the
top management and work autonomy, etc. A survey has been conducted among 1000
employees on a structured questionnaire and analyzed them objectively. To quantify
those factors a five point rating “likert scale” has been used in this paper. After
tabulating the primary data the researchers conducted various tests such as Chi- square
test, ANOVA test and identified a number of key findings as to the effect of HRM
practices on Job satisfaction and Organizational commitment in the banking sector.

SAIFULISLAM. 2014, “Human Resource Management Practices: Influence of

recruitment and selection, and training and development on the organizational
performance”. The sample comprises staff and lecturers of the university. To achieve the
study objectives, the researchers developed a questionnaire, which was administered in
a survey. The collected data were analyzed by using SPSS. The analysis of the
descriptive statistics and correlations indicated that recruitment and selection as well as
training and development significantly correlated with the organizational performance.

Kennedy Alusa, Anne Kariuki 2015, “The study has been understood to know
Human Resource Management Practices, Employee Outcome and Performance of

Tea Research Foundation, Kenya”. The data has been collected by 150 employees of a
government organization. The descriptive research design has been used for this study.
Stratified sampling method was used for collecting the data. The tools used to analyze
the data are percentage analysis and correlation. The study established that employee
outcome fully mediates the influence of HRM practices on organizational performance.

Iqbal, s. 2016, “EMPLOYEES’ PERCEPTION REGARDING THE ROLE OF

SPECIFIC HRM PRACTICES IN KNOWLEDGE INTENSIVE FIRMS”.
Questionnaires of this study were distributed by the gatekeepers and completed
questionnaires were received by the contact persons at a time convenient to the
respondents. The results of the study revealed that employees perceive that in this
dynamic business environment organizational recruitment practices should be on
priority. Fair recruitment and selection processes may boost employees’ confidence to

19
collaborate and share their skills with colleagues. This may help to create new
knowledge that can eventually improve an organization's knowledge capability.

M.E., D. C. 2017, “HRM Practices in IT Industries”. The 150 questionnaires are

given to some employees and then the opinion of the employee’s bar chart is prepared.
The questionnaires are given with one-two chosen answers based on that the percentage
of satisfaction and dissatisfaction is eradicated. The greater number of dissatisfaction
issues are identified i.e. performance evaluation, promotion, transportation facility,
Appraisals. These issues are discussed and given some of the suggestions to make
employees satisfied.

MADANAT, H. G. 2018,”LEVEL OF EFFECTIVENESS OF HUMAN

RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEES’
SATISFACTION”. A questionnaire was developed and administered to 540 employees
in the banking sector of Jordan out of which 406 were returned to test research
hypotheses. The findings revealed a high level of effectiveness of all HRM practices
combined and for four individual practices while a medium level of compensation
effectiveness was yielded. It has been found that employees’ satisfaction level was
medium. A strong positive relationship has been identified between the effectiveness of
HRM and employees’ satisfaction. The study recommended improving the financial
compensation system of banks, which would positively increase the level of employees’
satisfaction.

Soni, S. 2019, “Engagement of employees is considered as a robust indicator of

outcomes that are highly valued by any business in any sector of the industry”.
Therefore, employee engagement and effectiveness could prove to be an excellent
parameter to assess the health of the organization as such with regards to satisfaction,
innovation, commitment, retention and productivity.

Ying Wang, Sunghoon Kim 2020, “The study has been undertaken to know
Employee Perceptions of HR Practices: A Critical Review and Future Directions”. The
data has been collected among 105 employees in an organization. Descriptive statistics
Research has been used. The study explained Empirical studies confirm that HR
perceptions vary across the organizational hierarchy.

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 CHAPTER III

RESEARCH METHODOLOGY

RESEARCH:

Research is “creative and systematic work undertaken to increase the stock of

knowledge”. It involves the collection, organization, and analysis of information to
increase understanding of a topic or issue. A research project may be an expansion on
past work in the field. To test the validity of instruments, procedures, or experiments,
research may replicate elements of prior projects or the project as a whole.

The research methodology adopted in this report is based on secondary data.

The information gathered is based on the data from various journals, newspapers and
magazines.

DEFINITION OF RESEARCH:

Research is defined as the creation of new knowledge and/or the use of existing
knowledge in a new and creative way so as to generate new concepts, methodologies
and understandings. This could include synthesis and analysis of previous research to
the extent that it leads to new and creative outcomes.

RESEARCH METHODOLOGY:

The methodology is the general research strategy that outlines the way in which
research is to be undertaken and, among other things, identifies the methods to be used
in it. These methods, described in the methodology, define the means or modes of data
collection or, sometimes, how a specific result is to be calculated. Methodology does
not define specific methods, even though much attention is given to the nature and
kinds of processes to be followed in a particular procedure or to attain an objective.

21
3.1 RESEARCH DESIGN:

Research design refers to the overall strategy utilized to carry out research that
defines a succinct and logical plan to tackle established research question(s) through the
collection, interpretation, analysis, and discussion of data. The type of design chosen for
this study is descriptive research.

DESCRIPTIVE RESEARCH:

Descriptive research aims to accurately and systematically describe a

population, situation or phenomenon. It can answer what, where, when and how
questions, but not why questions. A descriptive research design can use a wide variety
of research methods to investigate one or more variables.

Descriptive research is an appropriate choice when the research aim is to

identify characteristics, frequencies, trends, and categories. It is useful when not much
is known yet about the topic or problem. Before you can research why something
happens, you need to understand how, when and where it happens.

There are three ways a researcher can go about doing a descriptive research
project, and they are

Observational: defined as a method of viewing and recording the participants.

Case study: defined as an in-depth study on an individual or group of individuals.

Survey: defined as a brief interview or discussion with an individual about a specific

topic. In this project the survey method is opted.

SAMPLING METHODOLOGY:

Sampling is the selection of a subset (a statistical sample) of individuals from

within a statistical population to estimate characteristics of the whole population.
Statisticians attempt for the samples to represent the population in question. Two
advantages of sampling are lower cost and faster data collection than measuring the
entire population. In survey sampling, weights can be applied to the data to adjust for
the sample design, particularly in stratified sampling. Results from probability theory

22
and statistical theory are employed to guide the practice. In business and medical
research, sampling is widely used for gathering information about a population.

3.2 SAMPLE DESIGN:

A sample design is a definite plan for obtaining a sample from a given

population (Kothari 1988). Sample constitutes a certain portion of the population or
universe. Sampling design refers to the technique or the procedure the researcher adopts
for selecting items for the sample from the population or universe. A sample design
helps to decide the number of items to be included in the sample, i.e., the size of the
sample.

SAMPLING TECHNIQUE: In This Study Convenience Sampling Technique Has

Been Adopted.

Convenience sampling: It is a type of non-probability sampling that involves the

sample being drawn from that part of the population that is close to hand. This type of
sampling is most useful for pilot testing.

SAMPLE SIZE:
A sample size of 150 respondents was taken for the study.

TARGET RESPONDENTS:
The target respondents are the employees who are involved in HR Practices in
India.

3.3 DATA COLLECTION:

Data collection methods can be divided into two categories: secondary method
data collection and primary methods of data collection.

PRIMARY DATA:
Primary data is the data which is fresh and collected for the first time, and is
original in character. Primary data can be explained; therefore, as information collected
from sources such as personal interviews, questionnaire surveys with a specific

23
intention and on a specific subject, and observation and discussion by the researcher
himself or herself, which information is then assessed by that person.

SECONDARY DATA:
Secondary data has been taken from the internet, Google forms, research
articles. Secondary data: those data, which have been already collected or published for
the purpose other than specific research needed at hand.

QUESTIONNAIRE:

Questionnaire is the tool used for the data collection under Primary Method. The
questionnaire was simple with accuracy and completeness which directs the questioning
process and promotes clear and proper recording. Questionnaire was divided into two
sections. First part was designed to know the general information about HR practices
and the second part contained the respondent‘s opinions about employees' perception.

STRUCTURE OF QUESTIONNAIRE:
Questionnaire was divided into two sections. First part was designed to know
general information about respondents and the second part contained the respondents
opinion about financial planning and knowledge

Basic introduction

Personal details

Research related question

Perception question

Likert Scaling question

PERIOD OF STUDY:

This period of study for the project was about 30 days. The entire project is
based on the response collected from the 150 participants in 30 days time.

24
3.4 STATISTICAL TOOLS:

Simple percentage method is used for the analysis and the formula.

PERCENTAGE METHOD:

Percentage of respondents = Number of respondents/ Total respondents *100

25
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

Table 4.1: Table showing Age of the respondents

S.NO AGE NO. OF RESPONDENTS PERCENTAGE

1 20-30years 97 64.7%
2 31-40years 32 21.3%
3 41-50years 15 10%
4. Above 50 Years 6 4%
Total 150 100

Chart 4.1: Chart showing Age of the respondents

70.00% 64.70%

60.00%

50.00%

40.00%

30.00%
21.30%
20.00%
10%
10.00%
4%

0.00%
20-30years 31-40years 41-50years Above 50 Years

Interpretation:
From the above table it is inferred that 64% of respondents are between 20-30,
21.3% age of the respondents are between 31-40, 10% of the respondents are between
41-50, and 4% of the respondents are above 50 years.

26
Table 4.2: Gender of the respondents

S.NO Gender No. of Percentage

Respondents

1 Male 72 48%

2 Female 78 52%

Total 150 100

Chart 4.2: Gender of the respondents

52%
48%

MALE FEMALE

Interpretation;

From the above table it is inferred that 52% of the respondents are female and
48% are male.

27
Table 4.3. Education of the respondents

S.NO Educational Qualification No. of Respondents Percentage

1 HSC 7 4.7%

2 UG 97 64.7%

3 PG 45 30%

4 Diploma 1 0.7%

Total 150 100

Chart 4.3: Education

70.00%

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
HSC UG PG Diploma

Interpretation:

From the above table it is inferred that 4.7% respondents have completed HSE, 64.7% are
Under Graduate, 30% are Post Graduate and 0.7% are Diploma holders.

28
Table 4.4. Annual Income of the respondents

S.NO Annual Income No. of Respondents Percentage

1 Less than 30000 50 33.3%

2 30001 to 40000 24 16%

3 40001 to 50000 28 18.7%

4 50001 to 60000 25 16.7%

5 60001 to 70000 10 6.7%

6 Above 1,00,000 13 8.7%

Total 150 100

Chart 4.4: Annual income

35.00% 33.30%

30.00%

25.00%

20.00% 18.70%
16% 16.70%
15.00%

10.00% 8.70%
6.70%
5.00%

0.00%
Less than 30001 to 40001 to 50001 to 60001 to Above
30000 40000 50000 60000 70000 1,00,000

Interpretation:

In the above table it is inferred that 33.3% of respondents earn less than 30000,
16 % earn between 30001 to 4000018.7% of the respondents earn between 40001 to
50000, 16.7% earn between 50001 to 60000, 6.7% earn between 60001 to 70000 and
8.7% earn Above 100000.

29
 Table 4. 5. Marital Status

S.NO Marital No. of Percentage

Status Respondents
1 Unmarried 102 68%

2 Married 48 32%

Total 150 100

Chart 4. 5. Marital Status

68%

32%

UNMARRIED MARRIED

Interpretation

From the above table it is interpreted that 68% of the respondents are Unmarried
and 32% are Married.

30
Table 4.6: The organization encourages employees to suggest product/process
improvement

S.NO Opinion No. of Respondents Percentage

1 Highly satisfied 25 16.7%

2 Satisfied 89 59.3%

3 Neutral 31 20.7%

4 Disagree 4 2.7%

5 Highly disagree 1 0.7%

Total 150 100

Chart 4.6: The organisation employees to suggest product/process improvement

70.00%

59.30%
60.00%

50.00%

40.00%

30.00%
20.70%
20.00% 16.70%

10.00%
2.70%
0.70%
0.00%
Highly satisfied Satisfied Neutral Disagree Highly disagree

Interpretation

In the above table it is inferred that 16.7% of the respondents are highly satisfied
59.3% are satisfied, 20.7% are neutral, 2.7% disagree and 0.7% highly disagree.

31
4.7: Table showing Organization has the practice of carrying employee
attitude/employee satisfaction surveys

Options No. of Percentage

S.NO Respondents

1 Strongly disagree 7 4.7%

2 Disagree 9 6%
3 Neutral 38 25.3%
4 Agree 77 51.3%
5 Strongly agree 19 12.7%
Total 150 100

Chart 4.7: Chart showing Organization has the practice of carrying employee
attitude/employee satisfaction surveys.

60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%
Strongly Disagree Neutral Agree Strongly
disagree agree

Interpretation

In the above table it is inferred that 4.7% of the respondents are strongly agree 6%
disagree, 25.3% are neutral, 51.3% agree and 12.7% strongly agree.

32
Table 4.8: Table showing the clearance about your work/ job responsibilities

Options No. of Percentage

S.NO Respondents

1 Well clear 37 24.7%

2 Good 74 49.3%
3 Poor 3 2%
4 Neutral 12 8%
5 Very clear 24 16%
Total 150 100

Chart 4.8. Chart showing the clearance about your work/ job responsibilities

60.00%

49.30%
50.00%

40.00%

30.00%
24.70%

20.00% 16%

10.00% 8%

2%
0.00%
Well clear Good Poor Neutral Very clear

Interpretation

In the above table it is inferred that 24.7% of the respondents are well clear 49.3% are
good, 2% are poor, 8% are neutral and 16% are very clear..

33
 Table 4.9. Table showing assignment of challenging jobs to charge our enthusiasm
develop our skills

Options No. of Percentage

S.NO Respondents

1 Strongly disagree 7 4.7%

2 disagree 8 5.3%
3 Neutral 31 20.7%
4 Agree 82 54.7%
5 Strongly agree 22 14.7%
Total 150 100

Chart 4.9. Chart showing assignment of challenging jobs to charge our enthusiasm
develop our skills

60.00%
54.70%

50.00%

40.00%

30.00%
20.70%
20.00%
14.70%

10.00% 5.30%
4.70%

0.00%
Strongly disagree Neutral Agree Strongly
disagree agree

Interpretation

In the above table it is inferred that 4.7% of the respondents are strongly agree 5.3%
disagree, 20.7% are neutral, 54.7% agree and 14.7% strongly agree.

34
Table 4.10: Table showing Organization getting team opinion and ideas before making
decisions.

Options No. of Respondents Percentage

S.NO

1 Strongly agree 25 16.7%

2 Agree 97 64.7%
3 Neutral 22 14.7%
4 Disagree 3 2%
5 Strongly disagree 3 2%
Total 150 100

Chart 4.10. Chart showing Organization getting team opinion and ideas before
making decisions

70.00% 64.70%

60.00%

50.00%

40.00%

30.00%

20.00% 16.70%
14.70%

10.00%
2% 2%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Interpretation

In the above table it is inferred that 16.7% of the respondents are strongly agree 64.7%
disagree, 14.7% are neutral, 2% agree and 2% strongly agree.

35
Table 4.11: Table showing the respondents views regarding the working environment
in the Organisation

Options No. of Respondents Percentage

S.NO

1 Excellent 21 14%
2 Good 80 53.3%
3 Neutral 21 14%
4 Fair 26 17.3%
5 Poor 2 1.3%
Total 150 100

Chart 4.11: Chart showing the respondents views regarding the working
environment in the Organisation

60%
53.30%

50%

40%

30%

20% 17.30%
14% 14%

10%
1.30%
0%
Excellent Good Neutral Fair Poor

Interpretation

From the above table it is inferred that 14% of the respondents have answered as
Excellent, 53.3% as Good, 14% as Neutral, 17.3% as Fair and 1.3% as poor.

36
 Table 4.12: Table showing the encouragement of employees to take initiatives and
do things on their way.

Options No. of Percentage

S.NO Respondents

1 Strongly disagree 5 3.3%

2 disagree 6 4%
3 Neutral 32 21.3%
4 Agree 86 57.3%
5 Strongly agree 21 14%
Total 150 100

Chart 4.12: Chart showing the encouragement of employees to take initiatives and
do things on their way.

70.00%

60.00% 57.30%

50.00%

40.00%

30.00%
21.30%
20.00%
14%

10.00%
3.30% 4%

0.00%
Strongly disagree Neutral Agree Strongly
disagree agree

Interpretation

In the above table it is inferred that 3.3% of the respondents are strongly disagree 4%
disagree, 21.3% are neutral, 57.3% agree and 14% strongly agree.

37
Table 4.13: Table showing organization places the right person in the right job.

Options No. of Percentage

S.NO Respondents

1 Strongly agree 33 22%

2 agree 81 54%

3 Neutral 29 19.3%

4 Disagree 5 3.3%

5 Strongly disagree 2 1.3%

Total 150 100

Chart 4.13: Chart showing organization places the right person in the right job.

60%
54%

50%

40%

30%
22%
19.30%
20%

10%
3.30%
1.30%
0%
Strongly agree agree Neutral Disagree Strongly
disagree

Interpretation

In the above table it is inferred that 22% of the respondents are strongly agree
54% disagree, 19.3% are neutral, 3.3% agree and 1.3% strongly agree.

38
Table 4.14: Table showing respondents are being paid adequately for the work they
do.

S.NO Options No. of Respondents Percentage

1 Highly satisfied 24 16%
2 Satisfied 74 49.3%
3 Neutral 44 29.3%
4 Dissatisfied 5 3.3%
5 Highly Dissatisfied 3 2%
Total 150 100

Chart 4.14: Chart showing respondents are being paid adequately for the work they
do.

60%

49.30%
50%

40%

29.30%
30%

20% 16%

10%
3.30% 2%
0%
Highly satisfied Satisfied Neutral Dissatisfied Highly
Dissatisfied

Interpretation

In the above table it is inferred that 16% of the respondents are Highly satisfied 49.3%
satisfied, 29.3% are neutral, 3.3% dissatisfied and 2% highly dissatisfied.

39
Table 4.15: Table showing Training in the organization includes social skills,
general problem solving skills and broader knowledge of the organization and
business.

Options No. of Respondents Percentage

S.NO

1 Strongly disagree 4 2.7%

2 Disagree 4 2.7%
3 Neutral 13 8.7%
4 Agree 107 71.8%
5 Strongly agree 21 14%
Total 150 100

Chart 4.15: Chart showing Training in the organization includes social skills,
general problem solving skills and broader knowledge of the organization and
business.

80.00%
71.80%
70.00%

60.00%

50.00%

40.00%

30.00%

20.00% 14%
8.70%
10.00%
2.70% 2.70%
0.00%
Strongly Disagree Neutral Agree Strongly
disagree agree

Interpretation

In the above table it is inferred that 2.7% of the respondents are strongly agree 2.7%
disagree, 8.7% are neutral, 71.8% agree and 14% strongly agree.

40
Table 4.16: Table showing the organization uses a performance appraisal process to
make sure every member of the organization achieves goals established by op
management.

Options No. of Respondents Percentage

S.NO

1 Strongly agree 29 19.3%

2 Agree 89 59%

3 Neutral 29 19.3%

4 Disagree 2 1.4%

5 Strongly disagree 1 1%

Total 150 100

Chart 4.16: Chart showing the organization uses a performance appraisal process
to make sure every member of the organization achieves goals established by op
management.

70.00%
59%
60.00%

50.00%

40.00%

30.00%
19.30% 19.30%
20.00%

10.00%
1.40% 1%
0.00%
Strongly Agree Neutral Disagree Strongly
agree disagree

Interpretation

In the above table it is inferred that 19.3% of the respondents are strongly agree
59% disagree, 19.3% are neutral, 1.4% agree and 1% strongly agree.

41
Table 4.17: Table showing Salary/Monetary incentives are sufficient in your
organizations.

S.NO Options No. of Respondents Percentage

1 Highly satisfied 14 9.3%

2 Satisfied 90 60%
3 Neutral 37 24.7%
4 Dissatisfied 5 3.3%
Highly 4 2.7%
5
Dissatisfied
Total 150 100

Chart 4.17: Chart showing Salary/Monetary incentives are sufficient in your

organizations.

70.00%
60%
60.00%

50.00%

40.00%

30.00% 24.70%

20.00%
9.30%
10.00%
3.30% 2.70%
0.00%
Highly satisfied Satisfied Neutral Dissatisfied Highly
DIsatisfied

Interpretation

In the above table it is inferred that 9.3% of the respondents are highly satisfied, 60%
are satisfied, 24.7% are neutral, 3.3% are dissatisfied and 2.7% are highly satisfied.

42
 Table 4.18: Table showing peformance appraisal is a part of the performance
management system.

Options No. of Respondents Percentage

S.NO

1 Strongly disagree 3 2%
2 disagree 3 2%
3 Neutral 31 24%
4 Agree 14 9.3%
5 Strongly agree 94 62.7%
Total 150 100

Chart 4.18: Chart showing peformance appraisal is a part of the performance

management system.

70%
62.70%
60%

50%

40%

30%
24%

20%
9.30%
10%
2% 2%
0%
Strongly disagree Neutral Agree Strongly agree
disagree

Interpretation

In the above table it is inferred that 2% of the respondents are strongly agree 2%
disagree, 24% are neutral, 9.3% agree and 62.7% strongly agree.

43
 Table 4.19: Table showing flexibility of HR practices in the organization towards
the Environment.

Options No. of Respondents Percentage

S.NO

1 Strongly agree 26 17.3%

2 agree 84 56.7%

3 Neutral 36 24%

4 disagree 3 2%

5 strongly disagree 1 1%

Total 150 100

Chart 4.19: Chart showing flexibility of HR practices in the organization towards

the Environment

60.00% 56.70%

50.00%

40.00%

30.00%
24%

20.00% 17.30%

10.00%
2% 1%
0.00%
Strongly agree Neutral disagree strongly
agree disagree

Interpretation

In the above table it is inferred that 17.3% of the respondents are strongly agree 56.7%
disagree, 24% are neutral, 2% agree and 1% strongly agree.

44
 Table 4.20: Table showing the understanding of HR policies & procedure in your
organization

S.NO Options No. of Respondents Percentage

Highly 90 60%
1
satisfied
2 Satisfied 37 24.6%
3 Neutral 18 12%
4 Dissatisfied 3 2%
Highly 2 1.4%
5
Satisfied
Total 150 100

Chart 4.20: Chart showing the understanding of HR policies & procedure in your
organization

70%
60%
60%

50%

40%

30%
24.60%

20%
12%
10%
2% 1.40%
0%
Highly satisfied Satisfied Neutral Dissatisfied Highly Satisfied

Interpretation

In the above table it is inferred that 60% of the respondents are highly satisfied,
24.6% are satisfied, 12% are neutral, 2% are dissatisfied and 1.4% are highly satisfied.

45
 Table 4.21: Table showing the Classification of respondents according to Working
shifts

S.NO Shifts No .of respondents Percentage

1 Day 88 58.6%
2 Night 44 29.3%
3 Alternatives 18 12.1%
Total 150 100

Chart 4.21: Chart showing the Classification of respondents according to Working

shifts

70.00%

58.60%
60.00%

50.00%

40.00%

29.30%
30.00%

20.00%
12.10%
10.00%

0.00%
Day Night Alternatives

Interpretation

From the above table it is inferred that 58.6% work at day, 29.3% work at night and
12.1/5 work at alternative shifts.

46
Table 4.22: Table showing the evaluation of organizational performance based on
financial performance

Options No. of Respondents Percentage

S.NO

1 Strongly disagree 1 0.7%

2 disagree 11 7.9%
3 Neutral 45 30%
4 Agree 80 53.3%
5 Strongly agree 12 8.1%
Total 150 100

Chart 4.22: Chart showing the evaluation of organizational performance based on

financial performance

60.00%
53.30%

50.00%

40.00%

30%
30.00%

20.00%

10.00% 7.90% 8.10%

0.70%
0.00%
Strongly disagree Neutral Agree Strongly
disagree agree

I
Interpretation

In the above table it is inferred that 0.7% of the respondents are strongly disagree 7.9%
disagree, 30% are neutral, 53.3% agree and 8.1% strongly agree.

47
 Table 4.23: Table showing the Classification of respondents based on Working day
per week

S.NO Days per No of Percentage

week respondents
1 5 Days 92 61.3%

2 6 Days 58 38.7%

3 Total 150 100

Chart 4.23: Chart showing the Classification of respondents based on Working day
per week

70.00%
61.30%
60.00%

50.00%

38.70%
40.00%

30.00%

20.00%

10.00%

0.00%
5 Days 6 Days

INTERPRETAION:
From the above table it is inferred that 61.35 work 5 days a week and 38.7% work
6 days a week.

48
Table 4.24: Table showing the organization has been managing change by
integrating the HR issues with the business strategies and the strategic change
process

Options No. of Respondents Percentage

S.NO

1 Fully agree 24 16%

2 Agree 100 66.6%
Neither agree nor 20 13.3%
3
disagree
4 Partially disagree 4 2.6%
5 Fully disagree 2 1.3%
Total 150 100

Chart 4.24: Chart showing the organization has been managing change by
integrating the HR issues with the business strategies and the strategic change
process

Interpretation:
From the above table it is inferred that 16% of the respondents fully agree, 66.6%
agree, 13.3% neither agree nor disagree, 2.6% partially agree and 1.3% fully disagree.

49
 Chapter-5
FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS:

• Majority 64.7% of the respondents are aged between 20-30 years.

• Majority 52% of the respondents are Female.
• Majority 64.7% of the respondents are UG students.
• Majority 33.3% of the respondents are less than 30000.
• Majority 68% of the respondents are unmarried.
• Majority 22% of the respondents strongly agree with job enrichment.
• Majority 49 % of the respondents are neutral Work modules and flexi-time.
• Majority 59.3% of the respondents are satisfied the organization encourages employees
to suggest product/process improvement.
• Majority 51.3% of the respondents agree the organization has the practice of carrying
employee attitude/employee satisfaction surveys.
• Majority 49.3% of the respondents are good clear about your work/ job responsibilities.
• Majority 54.7% of the respondents agree we are assigned challenging jobs to charge our
enthusiasm and develop our skills.
• Majority 64.7% of the respondents agree organizations get team opinion and ideas
before making decisions.
• Majority 64.7% of the respondents have good views regarding the working
environment in the Organisation.
• Majority 57.3% of the respondents agree. Employees are encouraged to take initiatives
and do things on their way.
• Majority 54% of the respondents agree our organization places the right person in the
right job.
• Majority 49.3% of the respondents agree you are being paid adequately for the work
you do.
• Majority 48.60% of the respondents are highly satisfied in human resource planning.
• Majority 49.30 % of the respondents are highly satisfied in employment development
• Majority 60% of the respondents agree.
• Majority 60% of the respondents are satisfied Salary/ Monetary incentives are sufficient
in your organizations.
• Majority 62.7% of the respondents strongly agree. Performance appraisal is a part of the
performance management system.

50
• Majority 56.7% of the respondents agree HR practices are flexible in your organization
towards the Environment.
• Majority 60% of the respondents are highly satisfied. There is a clear understanding of
HR policies & procedure in your organization
• Majority 58.6% of the respondents are working on day shift.
• Majority 53.3% of the respondents are agree. performance based on financial
performance.
• Majority 61.3% of the respondents work for 5 days per week.
• Majority 66.6% of the respondents are agree the organization has been managing
change by integrating the HR issues with the business strategies and the strategic
change process.

51
5.2 Suggestion
The management can adopt a new method of appraisal than the present tool
performance evaluation sheet.

They can adopt 360 degree appraisal. Employees should be considered for the
increment in salary. If their performance exceeds predetermined standards. Employees
should be given a chance to express their thoughts and ideas for organization benefit.
New technologies should be adopted.

52
5.3 Conclusion

The conclusion of this study shows the employee’s perception towards organizational
HR practices. By the perception, it also signifies the personal characteristics of the
employees such as attitudes, personality, motives and interests. It also determines the
relationship between the different activities of the members. It also signifies the best
HR practices of an organization. These practices are important to carry out different
tasks between the employees in an organization. Through perception, it shows the
commitment in the organization.

53
 BIBLIOGRAPHY

1. Naeem Akhter, Aizaz Hussain (2016) “Impact of HR Practices on Job Satisfaction:

A Study on Teachers of Private and Public Sector”, International Review of

Management and Business Research Vol. 5 Issue.2 ISSN: 2306-9007.

2. Harsh Purohit, Poonam Malik and S.C. Malik (2014)” Impact of HR Practices on
Job Satisfaction Level of Managerial Employees in Textile Units” International
Journal of Statistics and Reliability Engineering Vol. 1 (2), pp. 140-154, 2014
(ISSN: 23500174).

3. Mehvish Mehmood (2017) “Impact of human resource development (HRD)

practices on employee’s performance in textile industry” International Journal of
Academic Research and Development, Volume 2; Issue 6; November 2017; Page
No. 970-973.

4. Kennedy Alusa, Anne Kariuki (2015) “Human Resource Management Practices,

Employee Outcome and Performance of Coffee Research Foundation, Kenya”

European Journal of Business and Management, 7, No.3, 2015

5. Rabindra Kumar Pradhan, Sangya Dash, Lalatendu Kesari Jena (2017) “Do HR

Practices Influence Job Satisfaction? Examining the Mediating Role of Employee

Engagement in Indian Public Sector Undertakings” Journal of Sage publication Global
Business Review.

6. Khurram Shahzad, Sajid Bashir and Muhammad I Ramay (2018) “Impact of HR

Practices on Perceived Performance of University Teachers in Pakistan” International

Review of Business Research Papers Vol. 4 No.2 March 2008 Pp.302-315.

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7. Ying Wang, Sunghoon Kim (2020) “Employee Perceptions of HR Practices: A
Critical Review and Future Directions” The International Journal of HRM.

https://www.tandfonline.com/loi/rijh20

55
 ANNEXURE

1. Name:
2. Age: 20-30 / 31-40 / 41-50 /Above 50
3. Gender: Male / Female
4. Education: HSE / UG / PG / DIPLOMA
5. Income: Less than 30000 / 30001-40000 / 40001-50000 / 50001-60000 / 60001-
70000/ Above 100000
6. Marital Status: Married / Unmarried
7. The organisation encourages employees to suggest product or process
improvement. Highly Satisfied/ Satisfied/ Neutral/ Dissatisfied/ Highly Dissatisfied
8. The organisation has the practice of carrying employee attitude/employee
satisfaction surveys. Strongly Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
9. Are you clear about your work/job responsibilities? Well clear/ Good/ Poor/
Neutral/ very Clear
10. We are assigned challenged jobs to charge our enthusiasm develop our skills.
Strongly Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
11. The organisation gets team ideas and opinions before making decisions.
Strongly Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
12. Your views regarding work environment in automobile sector. Excellent / good
/ Neutral /Fair / Poor
13. The employees are encouraged to take initiatives on their way. Strongly
Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
14. Our organisation places the right person to the right job. Strongly Disagree/
Disagree/ Neutral/ Agree/ Strongly agree
15. You are being paid adequately for the work you do. HighlySatisfied/ Satisfied/
Neutral/ Dissatisfied/ Highly Dissatisfied
16. Training in the organisation includes social skills, general problem solving
skills and broader knowledge of the organisation and the business. Strongly
Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
17. The organisation uses performance appraisal process to make sure every
member of organisation achieve goals established by top management. Strongly
Disagree/ Disagree/ Neutral/ Agree/ Strongly agree

56
18. Salary/Monetary incentives are sufficient in your organisation. Highly
Satisfied/ Satisfied/ Neutral/ Dissatisfied/ Highly Dissatisfied
19. Performance appraisal is a part of performance management system. Strongly
Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
20. Hr practices are flexible in your organisation towards environment. Strongly
Disagree/ Disagree/ Neutral/ Agree/ Strongly agree
21. There is a clear understanding of hr policies and procedures in your
organisation. Highly Satisfied/ Satisfied/ Neutral/ Dissatisfied/ Highly Dissatisfied
22. Working shifts: day/ night/ alternatives
23. This organisation evaluates organisational performance based on financial
performance. Strongly Disagree/ Disagree/ Neutral/ Agree/ Strongly agree

57