INTRODUCTION

In current competitive era the success of an organization depends on the caliber it s

human resources. The quality of people determines the survival and growth of the
organization, people are the most valuable asset of the organization; without people
firm cannot be produced can replace the best asset of an organization can have the
people.
As organization, thoughts must be given for managing the relation with the employees
as success of an organization largely depends on the sound relationship among
employer-employees gross more complex and more critical every year . An
organization needs strong array of resources to navigate the human resources.
The relationship between employer and its employee is an important factor in
company success. Employers will create their employees with respect and vice versa.
The employer employee relationship should not be looked at simply in economic
term. It is a significant human relationship on mutual dependency that has great
impact of the people involved.
Labour is the one of the factor of production; so employee- employer is the factor for
the success of business. When firm has a well outlined employee and employer
relationship a firm can sustain its development and increase productivity and thereby
run in a profitable way. A good employer-employee relationship develops the skills
and the methods adjusting to and co-operating with each other. It will create a greater
human satisfaction and higher productivity to the organization.
Employer-Employee relations refer to the communication that take place between
representatives of employees and employers. Much of the employee relations involve
employees and employers working together. Indeed, part of the aim of European
Union’s social policy today is to create a system of shared responsibility of employers
and employees for working practices, conditions and other areas of working life.

1
STATEMENT OF THE PROBLEM

Employees are the heart of the organisation without employees, the

organiation cannot work. Employer Employee relationship is very important for
every organization. Without effective employer employee relationship any firm
can’t survive for long. So this study aims end employer employee relationship
at KAMBRA MOTORS, Aripra, Malappuram District. The research will helps
to identify the employee’s opinion about KAMBRA MOTORS.

OBJECTIVES OF STUDY

The main objective of my project is:

Primary Objective

 To study the employer employee relationship of KAMBRA MOTORS,

Aripra.
 To measure overall satisfaction level of employees on various factor.

Secondary Objective.

 To know about working environment in the organisation.

 To know whether the employees are satisfied with their salary.
 To understand the attitude of managers towards the employees.
 To understand the problems faced by the employees.
 To find the measures that improves the employee employer relationship.

2
 SCOPE OF THE STUDY

My project aims to about the employer employee relationship of

KAMBRA MOTORS, Aripra. The study provides the extent of the relationship
among the employer and employee. Adequate measure can be taken to develop
a harmonious relationship among them.

RESEARCH METHODOLOGY

Type of research

For this study exploratory research has been used. Exploratory research
means there are certain studies for which comprehensive or in-depth analysis or
investigation is required to drive solution for problems. This method is adopted
when the results are not obtained on observation basis.

On observation basis the results could not be obtained so the respondents

were approached through face to face communication.

Research design

A research design is the detailed blue print used to guide a research study
towards its objective. It helps to collect, measure and analysis of data. The
present study about employer employee relationship in KAMBRA MOTORS.

Sources of data

Both primary and secondary sources are used for data collection.

Primary Data:

Primary data is collected from 50 employees in KAMBRA MOTORS

through questionnaires.

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Secondary Data:

Secondary data is collected from the company records, books, journals,

website etc...

Statistical tool

The simple percentage analysis is used as tool for the study. Pie-diagram,
column diagram, line diagram and doughnutarealso used for the diagrammatic
representation.

Period of the study

The period of the study consists of duration of 3 weeks from 16 th

December 2015 to 5th January 2016.

Sample size

Out of the employees of KAMBRA MOTORS in Aripra 50 employees

are taken as sample size of the study.

The instrumentation technique used for this research is;

 Questionnaire
 Personal interview
 Observation

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LIMITATIONS OF THE STUDY

1. Employees were not ready to answer the questions frankly.

2. The data collection period was very less.
3. Employees are depended with their superior officer to give information to
me.
4. Managers does not co-operate with the data collection in more days.
5. The study contains all the limitation of convenience sampling.
6. Employees have no time to answer to the question.
7. Low response rate and collection of questionnaires.

5
 CHAPTER – 2

INDUSTRY PROFILE

&

COMPANY PROFILE

6
 INDUSTRY PROFILE

INTRODUCTION

In terms of the lives of average people, there is a little doubt that the
automobile is the most revolutionary invention in the history of transportation
since the wheel. It was the replay to the 19 th-century dream of self-propelling
the horse drawn carriage. The basic premise of the automobile is simple; choose
a wheeled vehicle from the many types typically pulled by horses or oxen, add a
motor and create self-propelled, personal transportation vehicle.

DEFINITION OF TWO WHEELER

The Britannica encyclopedia describes a motorcycle as a bicycle or tricycle

propelled by an internal-combustion engine (or, less often, by an electric
engine).

EVOLUTION OF TWO WHEELERS

The first commercial design was a three-wheeler built by Edward Butler in

Great Britain in 1884. This employed a horizontal single-cylinder gasoline
engine mounted between two steerable front wheels and connected by a drive
chain to the rear wheel. The 1900s saw the conversion of many bicycles, or
pedal cycles by adding small, centrally mounted spark ignition engines. There
was then felt the need for reliable constructions. This led to road trial tests and
competition between manufacturers. Tourist Trophy (TT) races were held on
the Isle of Man in1907 as reliability or endurance races. Such were the proving
ground for many new ideas from early two-stroke-cycle designs to
supercharged, multivalve engines mounted on aerodynamic, carbon-fiber
reinforced bodywork.

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INDIAN TWO WHEELER INDUSTRY

Automobile is the one of the largest industries in the global market. Being
the leader in product and process technologies in the manufacturing sector, it
has been recognized as one of the drivers of economic growth. During the last
decade, well directed efforts have been made to provide a new look to the
automobile policy for realizing the sector’s full potential for the economy.

Steps like abolition of licensing, removal of quantitative restrictions and

initiatives to bring the policy frame work in consonance with WTO
requirements have set the industry in a progressive track. Removal of restrictive
environment has helped restructuring, and enabled industry to absorb new
technologies, aligning itself with the global development and also to realize its
potential in the country. The liberalization policies have led to continuous
increase in competition which has ultimately resulted in modernization in line
with the global standards as well as in substantial cut in prices. Aggressive
marketing by the auto finance companies have played a significant role in
boosting automobile demand, especially from the population in the middle
income group.

INDIA is the second largest producer of two-wheelers in the world. In the

last few years, the Indian two wheeler industry has seen spectacular growth. The
country stands next to china and Japan in terms of production and sales
respectively.

Majority of Indians, especially the youngsters prefer motorbikes rather than

cars. Capturing a large share in the two-wheeler industry, bikes and scooters
cover a major segment. Bikes are considered to be favorite among the youth
generation, as they help in easy communication.

8
 Large varieties of two-wheeler are available in the market, known for their
latest technology and enhanced mileage. Indian bikes, scooters and mopeds
represent style and class for both men and women in India. However, few
Indian bike enthusiasts prefer high performance imported bikes. Some of the
most popular high-speed bikes are Suzuki Hayabusa, Kawasaki ninja, Suzuki
Zeus, KTM duke, hero Karizma, Bajaj pulsar and Honda Unicorn. These super
bikes are specially designed for those who have a zeal for speedy drive.

BENEFITS OF TWO WHEELERS

Two-wheelers are most popular and highly sought out medium of transport
in India. The trend of owning two-wheelers is due to its-

Economical price, safety, fuel-efficiency, comfort level

EVOLUTION OF INDIAN TWO WHEELER

INDUSTRY

Two-wheeler segment is the one of most important components of the

automobile sector that has undergone significant change due to shift in policy
environment. The two-wheeler industry has been in existence in the country
since 1955. It consists of three segments viz. scooters, motorbikes and mopeds.
According to figures published by SIAM, the share of two-wheelers in
automobile sector in terms of units sold was about 80 percent during 2003-04.
This high figure itself is suggestive of the importance of the sector. In the initial
year, entry of firms, capacity expansion, choice of products including capacity
mix and technology, all critical areas of functioning of an industry, were
effectively controlled by the state machinery. The lapses in the system had
invited fresh policy options that came into being in late sixties. Among these
policies, Monopolies and Restrictive Trade Practices (MRTP) and Foreign
Exchange Regulation Act (FERA) were aimed at regulating monopoly and

9
foreign investment respectively. This controlling mechanism over the industry
resulted in: (a) several firms operating below minimum scale of efficiency; (b)
under-utilization of capacity; (c) usage of outdated technology. Recognition of
the damaging effects of licensing and fettering policies led to initiation of
reforms, which ultimately took a more prominent shape with the introduction of
the New Economic Policy (NEP) in 1985.

However the major set of reforms was launched in the year 1991 in response
to the major macroeconomic crisis faced by the economy. The industrial
policies shifted from a regime of regulation and tight control to a more
liberalized and competitive era. Two major results of policy changes during
these years in two-wheeler industry were that the weaker players died out giving
way to the new entrants and superior products and a sizeable increase in number
of brands entered the market that compelled the firm to compete on the basis of
product attributes. Finally, the two-wheeler industry in the country has been
able to witness a proliferation of brands with introduction of new technology as
well as increase in number of players. However, with various policy measures
undertaken in order to increase the competition, though the degree of
concentration has been lessened over time, deregulation of the industry has not
really resulted in higher level of competition.

INDUSTRY NATURE AND HISTORY OF TWO

WHEELERS

A motor cycle (also called a motor bike, bike, motor cycle) is a two wheeled
motor vehicle.

Motor cycles very considerably depending on the task they are designed for,
such as long distance travel, navigating congested urban traffic, racing sports
and racing or of-road conditions. Motor cycle is one of the most affordable

10
forms of motorized transports in many parts of the world and for most of the
world’s population, they are also the most common type of meter vehicle.

Two wheeler segment is one of the most important components of the auto
mobile sector that has undergone significant changes due to shift in policy
environment. The two wheeler industry has been in existence in the country
since 1955. It consist of three segments viz, scooters, motor cycle and mopeds.
According to the figures published by SIAM, the share of two wheeler in
automobile sector in terms of units said was about so percent during 2003-04.
This high figure itself is suggestive of the importance of the sector. In the initial
years, entry of firms, capacity expansion, choice of product including capacity
mix and technology, all critical areas of functioning of an industry, were
effectively controlled by the state machinery. The lapses in the system had
invited fresh policy options that came into being in the sixteen. Amongst their
policies, monopolies and restrictive trade practices (MRTP) and foreign
exchange regulation act (FERA) were aimed at regularly monopoly and foreign
investment respectively. This controlling mechanism over the industry rejected
in (a) several firms operating below minimum scale of efficiency; (b)
underutilization of capacity and (c) usage of out dated technology. Recognition
of the damaging effects of licensing and policies led to invitation of reforms,
which ultimately took a more prominent shape with the introduction of the
NEW ECONOMIC policy (NEP) in 1985. However, the major set of reforms
was launched in the year 1991 in response to the major micro economic crisis
faced by the economy. The industrial policy shifted from a regime of regulation
and light control to a more liberalized and competitive era. Two major results of
policy changes during there years in two wheeler industry were that the, weaker
player deed out giving way to the new entrants and superior products and a
sizeable in incurred number of brands entered the market that compelled the
firms to complete on the basis of product attributes. Finally the two wheeler

11
industry in the country has been able to witness a proliferation of brands with
introduction of new technology as increased in number of players. However,
with various policy measure undertaken in order to increase the competition
through the degree of concentration has been lessened over time, deregulation
of the industry has not really resulted in higher level of competition.

HISTORY OF YAMAHA

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

The Yamaha Motor Corporation, Ltd., begun on July 1, 1955, is a major part of
the entire Yamaha group, but is a separately managed business entity from the
Yamaha Corporation. The Yamaha Motor Corporation is the second largest
manufacturer of motorcycles in the world. Yamaha Motor Corporation owns its
wholly-owned subsidiary in the U.S. called Yamaha Motor Corporation, USA,
that is handling not only motorcycles, but also snow mobiles, golf carts,
outboard engines, and water vehicles, under the brand name of Yamaha as well.

"I want to carry out trial manufacture of motorcycle engines." It was from
these words spoken by Genichi Kawakami (Yamaha Motor's first president) in
1953, that today's Yamaha Motor Company was born.Genichi Kawakami was
the first son of Kaichi Kawakami, the third-generation president of Nippon
Gakki (musical instruments and electronics; presently Yamaha Corporation).
Genichi studied and graduated from Takachiho Higher Commercial School in

12
March of 1934. In July of 1937, he was the second Kawakami to join the
Nippon Gakki Company.

In 1954 production of the first motorcycles began, a simple 125cc single-

cylinder two-stroke. It was a copy of the German DKW design, which the
British BSA Company had also copied in the post-war era and manufactured as
the Bantam.

   The first Yamaha, the YAI, known to Japanese enthusiasts as Akatombo,

the "Red Dragonfly", established a reputation as a well-built and reliable
machine. Racing successes helped boost its popularity and a second machine,
the 175cc YCI was soon in production.

The first Yamaha-designed motorcycle was the twin-cylinder YDI produced

in 1957. The racing version, producing 20bhp, won the Mount Asama race that
year. Production was still modest at 15,811 motorcycle, far less than Honda or
Suzuki.

The company grew rapidly over the next three years and in 1959 introduced
the first sports model to be offered by a Japanese factory, the twin-cylinder
YDSI with five-speed gearbox. Owners who wanted to compete in road racing
or motocross could buy kits to convert the machine for both road and motocross
racing.

By 1960 production had increased 600% to 138,000 motorcycles. In Japan a

period of recession followed during which Yamaha, and the other major
Japanese manufacturers, increased their exports so that they would not be so
dependent on the home market.

To help boost export sales, Yamaha sent a team to the European Grand Prix
in 1961, but it was not until the 1963 season that results were achieved.

13
 After the Korean War the American economy was booming and Japanese
exports were increasing. In 1962 Yamaha exported 12,000 motorcycles. The
next year it was 36,000 and in 1964 production rose to 87,000.

In 1963 Yamaha had produced a small batch of 250CC road racing

motorcycles for sale, the air-cooled, twin-cylinder TDI. Ever since then Yamaha
has built and sold motorcycles that could be raced successfully "straight out of
the crate", and as a consequence Yamaha machines have won more road races
than any other make, exposing Yamaha to a good deal of publicity.

By 1965 production was 244,000 units, split about 50/50 between home and
export sales. One of the biggest drawbacks to the sales of two-strokes was that
the rider had to mix oil with their gas. Yamaha technicians accomplished a
major technical feat by the development and introduction of a new Auto lube
system.

Basically an oil tank that fed lubricant to a pump that metered oil to the big
ends, main bearings and cylinder barrels. It proved very reliable and did away
with mixing oil and gas at every fill up.

The first overseas factory was opened in Siam in 1966 to supply Southeast
Asia. In 1967 Yamaha production surpassed that of Suzuki by 4,000 at 406,000
units. Yamaha established a lead with the introduction of the first true trail bike
"the 250cc single-cylinder DTI". The company also developed a two-liter, six-
cylinder, double overhead-camshaft sports car unit for Toyota Motor. Which
proved helpful when Yamaha produced their own high-performance four-stroke
motorcycles.

By 1970 the number of models had expanded to 20 ranging from 50cc to

350cc, with production up to 574,000 machines, 60% of which were for export.
That year Yamaha broke their two-stroke tradition by launching their first four-

14
stroke motorcycle, the 650cc XSI vertical twin modeled on the famous Triumph
twins.

Yamaha realized the long-term potential of the two-stroke engine and

continued to develop two-stroke bikes, concentrating on engines 400cc and
under.

In 1973 production topped one million (1,000,000) motorcycles per year for
the first time, leaving Suzuki way behind at 642,000 and catching up on
Honda's 1,836,000. During the 1970's Yamaha technicians concentrated on
development of four-stroke models that were designed to pass the ever-
increasing exhaust emission laws and to be more economical than the two-
strokes that had made Yamaha's fortune.

  Over the years Yamaha produced some less successful motorcycles:

 The TX750 twin of 1972.

 The TX500 double overhead-camshaft, four-valve per cylinder, twin of
1973.
 The XS750 shaft-drive, double overhead-camshaft, three cylinder of
1976.
 And the XS Eleven, four-cylinder of 1977, was at the time the biggest
bike produced by a Japanese manufacturer.
 Other four-strokes were more successful, notably.
 The XT500 single-cylinder trail bike of 1976.
 And the XS350 single overhead-camshaft, twin.

15
 In the 70's the RD twin cylinder sports models were a big success as well as
the RD250LC and RD350LC water-cooled versions that replaced them in the
eighties which were based on the famous TZ race bikes.

Production in 1980 was 2,214,000, with export sales of 1,383,000. In the

1980's the company introduced the compact XJ four cylinder models, ranging
from 550cc to 1100cc. Not wanting to miss anything the company also
introduced the 750cc and 1000cc air-cooled V-twin models followed by the
XZ550 water-cooled, mid-weight sports bike

16
 COMPANY PROFILE

Kambra motors, exclusive dealership and service center (work shop) of Yamaha
in Perinthalmanna.it sell and services Yamaha two wheelers such as Fascino,
Alpha , Rey, Fz, Sz, YBR 125, Crux etc. Mr. ANAND is the CEO of the
firm. It was the mission of the management relentless effort put in by the
committed employees that enabled the organization to distinguish itself in the
organization.

In the process of continuous development of our facilities in order to satisfy the

mounting expectation our valuable customers and employees. Within a short
span of time, we became able to catch the attention of public by our attitude
towards customers, sales person knowledge, after sale service.

Kambra motors employee-partners in our success-vigorously uphold our

mission statement for every assignment. Our customers have responded
tremendously to our commitment and there support has enabled Kambra Motors
to offer unmatched service in 4 major towns in Malappuram district.

With the entire staff of Kambra Motors sharing the vision of distinctive
unparalleled customer service, undoubtedly, searching ahead for greater
success.

NATURE OF THE BUSINESS

Kambra Motors is the authorized dealers of Yamaha motorcycle. It is the sub

firm of Kambra motors Pvt ltd. There are providing all type of Yamaha motors
bike sales and service. Kambra Motors situated in Perinthalmanna and their
branches Pulamanthol, Kottakkal, Pandikkad, Vandoor, Nilampoor etc. Kambra
Motor work as a dealer of Yamaha Alpha, Fz, Rey, YBR, Fazer etc. Within a
short span of time, they became able to catch the attention of public by their
attitude towards customers, sales person knowledge, after sale services.
17
Marketing strategies

 Tele marketing
 Road show and display
 Focused meet
 Exchange meet
 Field marketing
 Test drive

INFRASTRUCTURE

The head office is functioning at owned building. It has separate section for
servicing, PDI, showroom, etc. it specious area for the exclusive display of new
bikes itself attract customers and it will give a new buying new experience to
the customers. Service section has the capacity of servicing more than 50
vehicles are structured like head office.

MISSION

The mission differs from organization to organization. It designed to work

together for common aim of the successful performance of the organization not
only in the short run but also for a long run. it identifies the scope of the
company’s product, marketing and technological areas of thrust and reflect the
value and priorities of its strategic decision makers

ORGANISATIONAL OBJECTIVES

 To be dynamic and growth oriented.

 To create a distinguished climate within the organization.
 To protect environment.
 To be law abiding and comply with all statutory requirement.
 To protect the right of the customer.

18
  To be a front runner in providing match less services.
 To create good employment opportunity.
 To protect the right of employees.

FAMOUS INDIAN TWO WHEELER DEALERS

Yamaha Motors India Pvt. Ltd

Honda Motorcycle & scooters India Pvt. Ltd (HMSI)

Bajaj Auto Ltd.

Hero Motors Ltd.

Mahindra 2 Wheelers Ltd.

TVS Motor Co.

Suzuki Motor Corporation

Royal Enfield Motors India Ltd.

Monto Motors

LML India Ltd.

Kinetic Motor Co. Ltd

Hero Electric

19
 PRODUCT PROFILE

1. FASCINO
Year : 2015
Price : 52500
Horsepower @RPM : 7 .1@ 7500
torque@ RPM : 8.1@ 5000
displacement : 113cc
top speed : 80 kmph

2. ALPHA
Year : 2014
Price : 47735
Engine : air-cooled
Horsepower @RPM : 7@7500
Torque @ RPM : 8 @ 5000
Displacement : 113cc

3. RAY
Year : 2012
Price : 46500
Engine : air-cooled
Horsepower @RPM : 7 @ 7500
Torque @ RPM : 6 @ 5000
Displacement : 113cc

20
4. Yamaha Sz
Year : 2012
Price : 56155
Horsepower @ RPM : 12 @ 7500
Torque @RPM : 512@ 4500
Displacement : 153cc
Top speed : 62 mph

5. Yamaha ybr 125

Year : 2010
Price : 47000
Engine : air cooled
Horsepower @ RPM : 10 @ 7500
Torque @RPM : 7 @ 6500
Displacement : 123cc
0-60 time : 6 sec
Top speed : 62 mph

6. CRUX
Year : 2009
Price : 37500
Engine : air cooled
Horsepower @ RPM : 7 @ 7500
Torque @ RPM : 5 @ 6000
Displacement : 106cc

21
7. Fz
Year : 2008
Price : 73500
Engine : air cooled
Horsepower @ RPM : 14
Torque @RPM : 10
Energy : carburetor
Displacement : 150cc

8. FAZER
Year : 2008
Price : 78500
Engine : air cooled
Horsepower @ RPM : 14
Torque @RPM : 10
Energy : carburetor
Displacement : 153cc

22
 ORGANISATION STRUCTURE OF KAMBRA
MOTOTRS

GENARAL MANAGER

SALES SPARE SERVICE ACCOUNT

MANAGER MANAGER MANAGER MANAGER

RECEPTIONIST SALES MAN SUPERVISOR SENIOR

ACCOUNTANT

SHOW ROOM MECHANIC ACCOUNTS

INCHARGE

EXECUTIVE HELPER

23
 REVIEW OF LITERATURE

DEFINITION

It is the process of reading, analysing, evaluating and summarizing

scholarly materials about a specific topic. The results of a literature review may
be compiled in a report or they may serve as part of a research articles, thesis, or
grant proposal.

Reviews can be contrasted with more subjective examinations of

recorded information. When doing a research reviews, we systematically
examine all sources and describe and justify what we have done. This enables
someone else to reproduce our methods and to determine objectively whether to
accept the results of the review.

1. Holbeche and Soringett (2003)

People’s perceptions of ‘meaning’ with regard to the workspace are

clearly linked to their levels of engagement and, ultimately, their
performance. They argue that employees actively seek meaning through their
work and, unless organisations try to provide a sense of meaning, employees
are likely to quit. The research findings suggest that many people experience
a greater search for meaning in the workspace (70 per cent) than in life in
general. There are numerous possible reasons for this, for example, it may be
because people generally spend longer at work than on other parts of their
lives.

In Search of Meaning in the workspace

24
2. Kahn’s (1990) and Maslach et al’s(2001)

The authors indicate the psychological conditions or antecedents that are

necessary for engagement, but they do not fully explain why individuals will
respond to these conditions with varying degrees of engagement.

Academy of management journal, Vol: 33, pp: 692-724

3. Gallup organisation (2004)

The critical links between employee engagement, customer loyalty,

business

Growth and profitability. They compared the scores of these variables among
a sample of stores scoring in the top 25 per cent on employee engagement
and customer loyalty with those in the bottom 25 per cent. Stores in the
bottom 25 per cent significantly under-performed across three productivity
measures: sales, customer complaints and turnover. Whilst this research does
not show investors and business leaders exactly what organisations are doing
on a day-to-day basis to develop engaged employees, the findings do
demonstrate differences in overall performance between companies, and
Gallup’s meta-analysis present strong evidence that highly engaged
workgroups within companies outperform groups with lover employee
engagement levels, and the recent findings reinforce these conclusions at the
workgroup level.

4. Tower Perrin (2003)

Study of engagement identified both emotions and rationality as core

components. They found that emotional factors are linked to an individual’s
personal satisfaction and the sense of inspiration and affirmation they get
from their work and from being a part of their organisation. For example, a
key element here is having a sense of personal accomplishment from one’s

25
job. By contract, the rational factors generally relate to the relationship
between the individual and the broader corporation, for instance the extent to
which employees understand their role and their unit’s role, relative to
company objectives.

5. Robinson (2006)

Employee engagement can be achieved through the creation of an

organisational environment where positive emotions such as involvement and
pride are encouraged, resulting in improved organisational performance,
lower employee turnover and better health. When individuals feel positive
emotions, they are able to think in a more flexible, open-minded way and are
also likely to feel greater self-control, cope more effectively and be less
defensive in the workspace. Emotions can also be related to wellbeing.
Perhaps some of the clearest evidence on wellbeing and employee health is
evident in the research of the Roffey Park Institute (RPI). The RPI shares the
belief of various authors who suggest a potential causal relationship between
a more holistic approach to management, one that takes account of emotions
and people’s deeper needs, and improved business performance.

Human Resource Management in Organisations

6. Lawler and Worley (2006)

For a high-involvement work practice to be effective and for it to have a

positive impact on employee engagement, employees must be given power.
They argue this will lead to employees having the ability to make decisions
that are important to their performance and to the quality of their working
lives, thus engaging them in their work. Furthermore, contend that power can
mean a relatively low level of influence, as in providing input into decision
made by others or it can mean having final authority and accountability for
decisions and their outcomes. Involvement is maximised when the highest
26
possible level of power is pushed down to the employees that have to carry
out the decision, resulting in gaining the maximum level of engagement
possible from employees

Ivey Business Journal, march/April, pp

7. Purecell et al’s (2003)

Study found a number of factors to be strongly associated with high levels

of employee engagement. The one thing all of these factors had in common
was that they were connected with an employee’s involvement in a practice
related to their work. For example, effective communications was found to be
a factor as engagement levels were affected by the amount of information
employees received about how well the company was performing and how
they contributed to the company achieving its business objectives.
Furthermore, employees having involvement in decisions’ affecting their job
or work was also associated with high levels of engagement.

27
 4.1 TABLE SHOWING JOB EXPERIENCE OF THE EMPLOYEES

CATEGORIES NO: OF RESPONDENTS PERCENTAGE

Below 1 years 11 22
2-4 years 12 24
6-8 years 17 34
Above 10 years 10 20
Total 50 100

4.1 CHART SHOWING JOB EXPERIENCE OF THE EMPLOYEES

40

35

30

25

20
34
15
24
22
10 20

0
Below 1 years 2-4 years 6-8 years Above 10 years

Source: primary data

INTERPRETATION

Table number 4.1 shows that 22% of respondents have an experience

below 1 years. 24% of respondent have experience between 2-4 years. 34% of
respondents are between 6-8 years. So majority of employees have 10-20
years job experience in the organization.

4.2 TABLE SHOWING SATISFACTION LEVEL RELATIONSHIP WITH THE top

MANAGEMENT
28
 CATEGORIES NO: OF RESPONDENT PERCENTAGE
Highly satisfied 10 20
Satisfied 30 60
Dissatisfied 7 14
Highly dissatisfied 3 6
total 50 100

4.2 CHART SHOWING SATISFACTION LEVEL RELATIONSHIP WITH THE TOP

MANAGEMENT
70

60
60

50

40

30

20
20
14
10 6

0
highly satisfied satisfied dissatisfied highly dissatisfied

Series 3

Source: primary data

INTERPRETATION

Table number 4.2 show the satisfaction level of respondents towards

the relationship with the top management, 20% of them are highly
satisfied.60% are merely satisfied, 20% respondents are dissatisfied ,6%
respondents are highly dissatisfied. So majority of the employees are satisfied
towards the relationship with the top management.

4.3 TABLE SHOWING OPINION ABOUT THE SUPERVISION OF WORK

29
 CATEGORIES NO: OF RESPONDENT PERCENTAGE
Highly satisfied 8 16
Satisfied 38 76
Dissatisfied 4 8
Highly dissatisfied 0 0
total 50 100

4.3 CHART SHOWING OPINION ABOUT THE SUPERVISION OF WORK

80 76

70

60

50

40

30

20 16

10 8

0
0
highly satisfied satisfied dissatisfied highlg dissatisfied

Series 3

Source: primary data

INTERPRETATION
The table number 4.3 shows the opinion of employees about the
supervision, 16% of the respondents are highly satisfied with the supervision of
work,76% are satisfied, and 8% are dissatisfied.

4.4 TABLE SHOWING SATISFACTION LEVEL WITH PRESENT JOB

30
 CATEGORIES NO: OF RESPONDENT PERCENTAGE
Highly satisfied 8 16
Satisfied 34 68
Dissatisfied 5 10
Highly dissatisfied 3 6
total 50 100

4.4 CHART SHOWING SATISFACTION LEVEL WITH PRESENT JOB

80

70 68

60

50

40

30

20 16
10
10 6

0
highly satisfied satisfied dissatisfied highly dissatisfied

Series 3

Source: primary data

INTERPRETATION
Table number 4.4 shows the satisfaction level with present job. 16%
are highly satisfied, 68% are merely satisfied, 10% respondents are highly
dissatisfied. 6% are highly dissatisfied. So majority of the employees are
satisfied with the present job.

4.5 TABLE SHOWING SATISFACTION LEVEL WITH CO-WORKERS

31
 CATEGORIES NO: OF RESPONDENT PERCENTAGE
Highly satisfied 18 36
Satisfied 25 50
Dissatisfied 5 10
Highly dissatisfied 2 4
total 50 100

4.5 CHART SHOWING SATISFACTION LEVEL WITH CO-WORKERS

60

50
50

40
36

30

20

10
10
4

0
highly satisfied satisfied dissatisfied highly dissatisfied

Series 3

Source: Primary data

INTERPRETATION
Table number 4.5 Above shows the satisfaction level with co-workers.
36% highly satisfied with the co-workers, 50% are merely satisfied, 10%
respondents are dissatisfied and 4% are highly dissatisfied. So majority of the
employees are satisfied level with co-workers.

32
4.6 TABLE SHOWING OPINION REGARDING, ADOPTION OF CHANGES IN THE
WORKPLACE

CATEGORIES NO: OF RESPONDENT PERCENTAGE

Yes 30 60
No 20 40
total 50 100

4.6 CHART SHOWING OPINION REGARDING, ADOPTION OF CHANGES IN THE

WORKPLACE

60

50

40
60

30
40

20

10

0
Yes No

Source: primary data

INTERPRETATION
Table number 4.6 shows the opinion regarding adoption of changes in
the work place. 60% of the employees said yes, That they are willing to accept
changes in the workplace .40% said they are not willing to adopt changes .

33
 4.7 TABLE SHOWING OPINION ABOUT FREE FLOW OF COMMUNICATION
WITH SUPERIORS

CATEGORIES NO: OF RESPONDENTS PERCENTAGE

Highly satisfied 20 40
Satisfied 18 36
Dissatisfied 10 20
Highly dissatisfied 2 4
Total 50 100

4.7 CHART SHOWING OPINION ABOUT FREE FLOW OF COMMUNICATION

WITH SUPERIORS
25

20
20
18

15

10
10

5
2

0
ALWAYS OFTEN SOMETIMES RARELY

Series 3

Source: primary data

INTERPRETATION
Table number 4.7 show the free flow communication with
superiors.40% respondents are highly satisfied with the free flow of
communication with superiors. 36% are merely satisfied, 20% respondents are
dissatisfied with the communication &4% are highly dissatisfied. So majority
respondents response is always free flow of communicate with superiors.

34
4.8 TABLE SHOWING LEVEL OF SATISFICATION WITH ALLOWANCES PROVIDED
BY THE ORGANISATION

CATEGORIES NO: OF RESPONDENT PERCENTAGE

Highly satisfied 15 30
Satisfied 30 60
Dissatisfied 5 10
Highly dissatisfied 0 0
total 50 100

4.8 CHART SHOWING LEVEL OF SATISFACTION WITH ALLOWANCES PROVIDED

BY THE ORGANISATION

70

60
60

50

40

30
30

20

10
10

0
0
highly satisfied satisfied dissatisfied highly dissatisfied

Series 3

Source: primary data

INTERPRETATION
The table number 4.8 show the level of satisfaction with allowances
provided by organization. 30% are highly satisfied. 60% are merely satisfied,
10% respondents are dissatisfied. So majority of the employees are satisfied
towards the allowances provided by the organization.

35
 4.9 OPINION REGARDING PROMOTION POLICIES OF THE ORGANIZATION

CATEGORIES NO: OF OPINION PERCENTAGE

Very good 20 40
Good 19 38
Average 7 14
Poor 4 8
total 50 100

4.9 CHART SHOWING OPINION REGARDING PROMOTION POLICIES OF THE

ORGANIZATION

45
40
40 38

35

30

25

20

15 14

10 8

0
very good good average poor

Series 3

Source: primary data

INTERPRETATION
Table number 4.9 show the opinion regarding promotion policies of the
organization. 40% of them opined very good ,38% of them said good, 14% of
them commented average and 8% of them are poor. So majority of employees
are highly satisfied with the promotion of the company.

36
4.10 TABLE SHOWING SATISFACTION ON SAFETY MEASURES PROVIDED BY
THE ORGANIZATION

CATEGORIES RESPONDENTS PERCENTAGE

Highly satisfied 5 10
satisfied 40 80
dissatisfied 5 10
Total 50 100

4.10 CHART SHOWING SAFETY MEASURES PROVIDED BY THE ORGANIZATION

10 10

HIGHLY SATISFIED
SATISFIED
DISSATISFIED

80

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.10 shows opinion regarding satisfaction on safety
measures provided by the organization. 10% of respondents are highly
satisfied, 80% are merely satisfied, and 10% are dissatisfied with the safety
measures provided by the company.

37
4.11 TABLE SHOWING OPINION ABOUT WORKING HOUR IN THE
ORGASNIZATION

CATEGORIES RESPONDENTS PERCENTAGE

Highly satisfied 20 40
Satisfied 25 50
Dissatisfied 5 10
Total 50 100

4.11 CHART SHOWING OPINION ABOUT WORKING HOURS OF THE

ORGANIZATION

10

40

highly satisfied
satisfied
dissatisfied

50

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.11show the opinion about working hour in the
organization.40% are highly satisfied, 50% are merely satisfied and 10% of
respondents are dissatisfied. So majority of employees are satisfied the
working hours of the company.

38
4.12 TABLE SHOWING OPPORTUNITY TO PARTICIPATE IN DECISION MAKING

CATEGORIES RESPONDENTS PERCENTAGE

Yes 45 90
No 5 10
Total 50 100

4.12 CHART SHOWING OPPORTUNITY TO PARTICIPATE IN DECISION MAKING

100

90

80

70

60

50
90
40

30

20

10
10
0
Yes No

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.12 show the opportunity to participate in decision
making.90% respondents gets an opportunity to participate in decision making.
10% of them are not getting opportunity to participate in decision making. So,
majority of respondents getting opportunity to participate in decision making

4.13 TABLE SHOWING OPINION REGARDING GIVING SUGGESTIONS TO THE

MANAGEMENT
39
 CATEGORIES RESPONDENTS PERCENTAGE
Yes 38 76
No 12 24
Total 50 100

4.13 CHART SHOWING OPINION REGARDING GIVING SUGGESSTION TO THE

MANAGEMENT

No; 24

Yes; 76

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.13 shows the opinion regarding giving suggestion to the
management. 76% respondents agree with the statement, 24% respondents
are not agreeing. Majority of them are chances to giving suggestion to the
management.

4.14 TABLE SHOWING OPINION REGARDING THE WORKING CONDITION

CATEGORIES RESPONDENTS PERCENTAGE

40
 Highly satisfied 14 28
Satisfied 30 60
Dissatisfied 4 8
Highly dissatisfied 2 4
50 100

4.14 CHART SHOWING OPINION REGARDING THE WORKING CONDITION

4
8

28

HIGHLY SATISFIED
SATISFIED
DISSATISFIED
HIGHLY DISSATISFIED

60

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.14 shows the working condition in organization.28% of
respondents are highly satisfied, 60% of respondents are merely satisfied,8% of
respondents are dissatisfied, and 4% of employees are highly dissatisfied with
the working condition of the organisation.

4.15 TABLE SHOWING WHETHER EMPLOYEES ARE GETTING

ENOUGH TRAINING OPPORTUNITY

41
 CATEGORIES NO: of Respondent %of respondents
Yes 48 96
No 2 4
Total 50 100

4.15 CHART SHOWING WHETHER EMPLOYEES ARE GETTING

ENOUGH TRAINING OPPORTUNITY

120

100

80

60

96
40

20

0 4
Yes No

INTERPRETATION

Table number 4.15 shows the getting enough training

opportunity. 96% of respondents are getting the enough training
opportunity, and 4 % are not getting enough training opportunity. So
majority of respondents are getting enough training opportunity.

4.16 TABLE SHOWING TRAINING PROGRAMS OF THE ORGANIZATION

42
 CATEGORIES RESPONDENTS PERCENTAGE
Highly satisfied 0 0
Satisfied 40 80
dissatisfied 10 20
50 100

4.16 CHART SHOWING TRAINING PROGRAMS OF THE ORGANIZATION

20

HIGHLY SATISFIED
SATISFIED
DISSATISFIED

80

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.16 shows the opinion regarding training programs of the
organization. 80% of employees are satisfied. 20% of employees are
dissatisfied. So majority of satisfied the employees training programs of the
organisation.

4.17 TABLE SHOWING OPINION ABOUT PRESENT COMMUNICATION SYSTEM

43
 CATEGORIES RESPONDENTS PERCENTAGE
Highly satisfied 10 20
Satisfied 28 56
Dissatisfied 8 16
Highly dissatisfied 4 8
50 100

4.17 CHART SHOWING OPINION ABOUT PRESENT COMMUNICATION SYSTEM

20

16

Highly satisfied
satisfied
dissatisfied
highly dissatisfied

56

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.17 shows the opinion about present communication
system in the organization. 20% of respondents are highly satisfied.56% of
respondents merely satisfied, 16% of respondents are dissatisfied, and 8% of
respondents are highly dissatisfied. Majority of respondents are satisfied the
present communication system in the organization.

4.18 SHOWING MOTIVATION FROM MANAGEMENT FOR EFFICIENT WORK

44
 CATEGORIES RESPONDENTS PERCENTAGE
Yes 45 90
No 5 10
Total 50 100

4.18 CHART SHOWING MOTIVATION FROM MANAGEMENT FOR EFFICIENT

WORK

No
10%

Yes
90%

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.18 shows the motivation for efficient work in organization.
90% of respondents agree, and 10% of the on not agree. So majority
employees are getting enough motivation from top management .

4.19 TABLE SHOWING SATISFACTION LEVEL REGARDING PRESENT SALARY

45
CATEGORIES RESPONDENTS PERCENTAGE
Highly Satisfied 25 50
Satisfied 10 20
Dissatisfied 15 30
Total 50 100

4.19 CHART SHOWING SATISFACTION LEVEL REGARDING PRESENT SALARY

60

50

40

30
50
20
30
10 20

0
Highly Satisfied Satisfied Dissatisfied

SOURCE: PRIMARY DATA

INTERPRETATION
Table number 4.19 shows the satisfaction level regarding present salary.
50% of respondents are highly satisfied. 20% of respondents merely satisfied,
and 30% of respondents are dissatisfied, so majority of respondents are
satisfied the present salary of the organization.

4.20. TABLE SHOWING THE GETTING ENOUGH RECREATIONAL

FACILITY

CATEGORIES NO: of Respondent %of respondents

46
 Yes 50 100
No 0 0
Total 50 100

4.20 CHART SHOWING THE GETTING ENOUGH RECREATIONAL

FACILITY

120

100

80

60
100
40

20

0
0
Yes No

INTERPRETATION
Table number 4.20 shows the getting recreational facility.100% of
respondents are getting recreational facility.

4.21 TABLE SHOWING WHETHER EMPLOYEES ARE GETTING

THE SALARY IN THE RIGHT TIME

47
 CATEGORIES NO: of Respondent %of respondents
Yes 50 100
No 0 0
Total 50 100

4.21 CHART SHOWING EHETHER EMPLOYEES ARE GETTING THE

SALARY IN THE RIGHT TIME

Yes
100%

INTERPRETATION
Table number 4.21 shows whether employees are getting salary in the
right time.100% of respondents opined they one getting salary in the right time.

4.22 TABLE SHOWING THEOPINION ABOUT THE MEETING TIME

CATEGORIES NO: of Respondent %of respondents

48
 Highly satisfied 30 60
Satisfied 15 30
Dissatisfied 3 6
Highly dissatisfied 2 4
Total 50 100

4.22 CHART SHOWING THE OPINION ABOUT THE MEETING TIME

70

60

50

40

30 60

20
30
10

6 4
0
Highly satisfied Satisfied Dissatisfied Highly dissatisfied

INTERPRETATION
Table number 4.22 showing the opinion about the meeting time .60% of
respondents are highly satisfied ,30%are merely satisfied.6% of respondents
are dissatisfied , and 4% of respondents are highly dissatisfied . so major
respondents satisfied with the meeting time .

FINDINGS
 90%of respondents there motivational factor is salary increase.
 100%p of the respondents are satisfied with the rest and intervals they get
during work hours.

49
 76% of respondents are responding that good communication system in
the organization.
 86% of respondents are respond satisfied co-worker relation in the
organization.
 88% of the respondents expressed that good physical working condition
in the organization..
 Majority of the respondents are responding that good infrastructure.
 Most of the respondents are responding that the organization recognise
the work in neutral.
 90% of the respondents opinion that main motivational factor in the
organization is salary increase.
 Almost more respondents are respond satisfied level of intervals during
working time.
 10% are dissatisfied with the safety measures provided by the company.
 So majority of employees are satisfied the working hours of the company.
 10% of them are not getting opportunity to participate in decision
making.
 Majority of them are chances to giving suggestion to the management.
 4% of employees are highly dissatisfied with the working condition of the
organisation.
 So majority of respondents are getting enough training opportunity.
 20% of employees are dissatisfied. So majority of satisfied the employees
training programs of the organisation.
 Majority of respondents are satisfied the present communication system
in the organization.
 10% of the on not agree. So majority employees are getting enough
motivation from top management .

SUGGESTIONS

The following are some of my suggestions:

50
.

 Try to improve the co-worker relationship.

 Organization will create good working condition and infrastructure
facilities.
 The organisational should increase co- work relation
 The organisation should be given more opportunity to try and use new
technology
 The organisation should be given more incentive to the employees to
their work
 The organisation conduct training facility to the employees

CONCLUSION

51
My project topic was employer employee relationship. I have the project in

KAMBRA MOTORS Aripra in Malappuram district. My project is “A STUDY

ON EMPLOYER EMPLOYEE RELATIONSHIP IN KAMBRA MOTORS,

AT ARIPRA, MALAPPURAM”. I made questionnaire for collecting the data

from employees of KAMBRA MOTORS. It gives good experience to me to

interact with different people. I collected data from 4 different departments in

the organisation. The period of the study consists of duration of 21 days from

16-12-2015 to 05-01-2016. For the convenience of study the sample size was

fixed at 50 respondents. For that I have study in 4 different departments viz

Sales, Marketing, Finance, Service.

Most of the employees are not satisfied with their present salary the
employees have good opinion about the working condition and training facility
provided by organisation. So from the study it can be concluded that the study
on employer employees relationship with their job and working conditions
prevailing in the organisation.

BIBLIOGRAPHY

52
 Keith Davis,(1992) “Human behaviour at work” Tata McGraw Hill publishing

Co.Ltd , Page 83-108

 Henequen. Et Al (2000) “Astidy of die inter relationship between employees.

Asia Pacific Journal of Tourism research, Hong Kong. Page 58

 Udai Pareek and Rao (1981) raeding in Human Resource development oxford

and IBH publishing house co.pvt ltd. New Delhi Page No 296

 Zhanquin et AI (2000) a study if the inter relationship between employees Asia

Pacafic, Journal of Tourism Research Hong Kong 59(2) page 58-59

 Human resource management :- Abdul Assis Koroth

 Research methodology :- CR Kotari

WEBSITES:

 www.honda2wheelersindia.com

 www.automobilesindia.com

 www. wikipedia.com

QUESTIOANNAIRE

53
PERSONNEL DETAILS

Name :

Age : below 30 30-40

30-40

Gender : male female

Destination :

1. How long have you been working in the organization?

Below 1 years 2-4 years
6-8 years above 10

2. Are you satisfied on the relationship with the top management?

Highly satisfied satisfied

dissatisfied highly dissatisfied

3. What is your opinion about the supervision of work?

Highly satisfied satisfied
dissatisfied highly dissatisfied

4. Are you satisfied with your present job?

Highly satisfied satisfied
dissatisfied highly dissatisfied

5. Are you satisfied with the co-workers ?

Highly satisfied satisfied

6. Are you ready to adopt changes in the workplace?

Yes No

54
7. Are you satisfied with the communication with superior?
Highly satisfied satisfied
dissatisfied highly dissatisfied

8. Are you satisfied with the allowances provided by the organization?

Highly satisfied satisfied
dissatisfied highly dissatisfied

9. Give your opinion regarding the promotion policies of the company?

Very good good
average poor

10.Give your opinion regarding safety measures provided by the

organization?
Highly satisfied satisfied
dissatisfied highly dissatisfied

11. Give your opinion about working hours of your organization?

Highly satisfied satisfied
dissatisfied highly dissatisfied

12. Do you have an opportunity to participate in decision making processes

of the organization?
Yes No
13. Are you ready to give suggestions to the top management?

55
 No No
14.Give your opinion regarding the working condition?
Highly satisfied satisfied
dissatisfied highly dissatisfied

15. Are you getting enough training opportunity?

Yes No

16.Are you satisfied with the training programs provided by the

organization?
Highly satisfied satisfied
dissatisfied highly dissatisfied

17.Give your level of satisfaction regarding present communication system?

Highly satisfied satisfied
dissatisfied highly dissatisfied

18.Do you get motivation from management for efficient work?

Always often z
sometimes rarely

19. Are you satisfied with present salary?

Highly satisfied satisfied
dissatisfied highly dissatisfied

20.Are you getting enough recreational facility?

Yes No

If yes what all?

…………………………………………….

56
 21.What is your opinion about the meeting time ?
Highly satisfied satisfied
dissatisfied highly dissatisfied

21. Are you getting the salary in the right time?

Yes No

Suggestions if any
………………………………………………………………………………………

Paid Amound : 500 on 25.02.2017

57