CHAPTER 1

INTRODUCTION ABOUT THE

COMPANY
 CHAPTER 1
INTRODUCTION

Volvo Group, founded in 1927 in Gothenburg, Sweden, initially focused on producing automobiles.
Over the decades, it has diversified its portfolio to encompass a numerous options of transportation
related products and services. The organization engaged across different ventures areas, including
Volvo heavy goods vehicles, Volvo Buses, Volvo Penta (marine and industrial engines), and Volvo
Financial Services.

One of Volvo's distinguishing features is its fidelity to safety. Since the 1950s, Volvo prevailed a
pioneer in automotive safety, introducing innovations the three point seatbelt, side impact protection
systems, and autonomous emergency braking. This dedication to safety has not only saved countless
lives but has also helped to shape industry standards and regulations worldwide.

In addition to safety, Volvo has been at the forefront of environmental sustainability within the
automotive industry. The firm set to minimise its carbon footprint, increase energy efficiency, and
showcase the exploit of alternative fuels. Volvo's assurance to eco – awareness spans transcending its
creations to its manufacturing processes and supply chain operations.

Furthermore, Volvo has demonstrated a vigorous attention in modernization and technology. The
company invests excessively on research and evolution to stay ahead of market trends and lead
destiny rise. Recent innovations include electrified powertrains, autonomous driving technology, and
connected vehicle systems, positioning Volvo working as guide within the bounds of era of smart
mobility.

Despite its Swedish roots, Volvo has a global presence, with manufacturing facilities, sales offices,
and service centres in numerous countries around the world. The company's diverse product lineup
caters to various industries and customer segments, ranging from individual consumers to large
corporations and government agencies.
1.1 INDUSTRY PROFILE:

The company falls under automobile manufacturing industry.

The automobile manufacturing industry is all about making cars and trucks. It starts with coming up
with new ideas for vehicles that are safe, efficient, and environmentally friendly. Then, the parts
needed to build these vehicles, like metal, plastic, and electronics, are collected from different
suppliers.

Next, those units have apply collectively in big factories called assembly plants. Skilled workers and
machines work together to build the vehicles, doing things like welding, painting, and adding the
seats and dashboard.

Making sure the vehicles are safe and work well is really important. That's why there are lots of tests
done throughout the process to check things like how the vehicles handle crashes, how much
pollution they make, and if they'll last a long time.

The automobile industry creates a lot of jobs and helps the economy grow. It's not just about making
cars, but also supporting businesses that sell and service them. Plus, it's always trying to come up
with new ideas, like electric cars and ones that can drive themselves, to make transportation better for
everyone.

1.2 COMPANY PROFILE:

Type: Private

Founded: April 14, 1927

Headquarters: Gothenburg, Sweden

Founders: Assar Gabrielsson and Gustaf Larson

Global Presence: Operates exceeding than 190 countries globally

Managing Director: Jim Rowan

Website :https://www.volvogroup.com

Number of Branches: Volvo Group have a presence in over 190 markets around the world
1.3 PROMOTERS:

The company is owned by Assar Gabrielsson and Gustaf Larson

1.4 VISION AND MISSION:

VISION:

Be the most desired and successful transport and infrastructure solution provider in the world

MISSION:

Driving Prosperity through transport and infrastructure solutions

QUALITY POLICY:

Quality policy illustrates their pledge to delivering high quality products and services that join and
exceed customer expectations, ensuring safety, reliability, and sustainability.
1.5 PRODUCTS AND SERVICES PROFILE AREAS OF OPRATIONS

Fig: 1.5.1 Rigid Haulers R100E

Source: Internet
Fig: 1.5.2 Volvo XC60

Source: Internet

Fig: 1.5.3 Volvo XC0

Source: Internet
 Fig: 1.5.4 Volvo FM

Source: Internet

 Trucks: Volvo Trucks is renowned globally for its range of heavy duty trucks, including long
haulage, construction, and distribution vehicles.
 Buses: Volvo Buses manufactures city buses, coaches, and intercity buses known for their
safety, efficiency, and environmental performance.
 Construction Equipment: Volvo Construction Equipment generates a extensive reach of
construction machinery, such as excavators, wheel loaders, articulated haulers, and compact
equipment.
 Power Solutions: Volvo Penta provides engines and power solutions for marine and industrial
applications, focusing on efficiency, reliability, and environmental sustainability.
 Financial Services: Volvo Financial Services offers a range of financial solutions, including
leasing, rental, and financing options tailored to support Volvo Group's customers worldwide.
 Industrial Operations: Volvo Group also engages in industrial operations related to
manufacturing and assembly plants, research and development facilities, and aftermarket services.
 Connected Services: Volvo Group leverages digital technologies to offer connected services
that enhance vehicle performance, efficiency, and fleet management capabilities.
1.6 INFRASTRUCTURE FACILITIES

 Manufacturing Plants: Volvo Group operates manufacturing facilities worldwide where it

produces lorries, buses, heavy materials, mechanical devices, and components. The plants are wisely
placed to serve regional markets efficiently.
 Research and Development Centers: Volvo Group invests significantly in research and
development (R&D) facilities to innovate and evolve fresh technologies, products, and solutions.
These centers focus on enhancing vehicle safety, efficiency, and environmental performance.
 Aftermarket Services: Volvo Group has service centers and parts distribution hubs globally to
support its customers with maintenance, repair, and genuine parts supply for its vehicles and
equipment.
 Digital and Connected Services: Infrastructure also includes data centers and IT systems that
support Volvo Group's connected services, enabling realtime monitoring, diagnostics, and fleet
management solutions.
 Logistics and Distribution: Volvo Group has logistics facilities and distribution networks to
ensure timely delivery of vehicles, parts, and components to its customers and dealerships
worldwide.
 Training and Customer Experience Centers: Some facilities also serve as training centers
where Volvo Group provides specialized preparation sessions for staffs, dealers, and customers to
enhance skills and knowledge about its products and technologies.

1.7 COMPETITOR’S INFORMATION

 Daimler Trucks
 PACCAR
 Scania
 Ashok Leyland
 Bharat Benz

1.8 SWOT

analysis Strengths:

 1. Strong global brand recognition, particularly for safety and sustainability.

 2. Diversified portfolio across trucks, buses.
 3. Robust investment in innovation and technology leadership.
 4. Extensive global presence and distribution network.
 5. Commitment to environmental sustainability and corporate responsibility.
Weaknesses:

 1. High premium costs tied with manufacturing and R&D.

 2. Vulnerability to economic cycles impacting demand for commercial vehicles and equipment.
 3. Complexity in managing a international supply chain for elements and parts.
 4. Reliance on traditional combustion engine technologies amidst shifting market preferences.
 5. Challenges in adapting quickly to regulatory changes in different regions.

Opportunities:

 1. Expansion into electric and hybrid vehicle segments to capitalize on growing demand for
sustainable transport solutions.
 2. Emerging market opportunities with increasing infrastructure investments.
 3. Advancements in autonomous driving and digital technologies.
 4. Strategic partnerships and collaborations to enhance technological capabilities and market
reach.
 5. Growing demand for connectivity solutions in commercial vehicles.

Threats:

 1. Intense competition from global automotive manufacturers across all segments.

 2. Regulatory pressures and changing emission standards impacting product development costs.
 3. Economic uncertainties and fluctuations affecting sales volumes and profitability.
 4. Potential disruptions in the global supply chain due to geopolitical tensions or natural disasters.
 5. Rapid technological advancements requiring continuous investment and adaptation.

FUTURE GROWTH AND PROSPECTS

 Electric and Hybrid Vehicles: Volvo Group is investing significantly in electric and hybrid
vehicle technologies across its trucks, buses. This initiative aims to capitalize on the rising
transnational order for continuity transport solutions and regulatory shifts towards lower emissions.
 Autonomous Driving: Volvo Group continues to advance in autonomous driving technologies,
enhancing safety and efficiency in its vehicles. Autonomous solutions offer potential growth
opportunities, especially in logistics and urban transport applications.
 Digitalization and Connectivity: The integration of digital technologies and connectivity
features in Volvo Group's products enhances fleet management capabilities, operational efficiency,
and customer experience. The pattern is projected to drive growth through enhanced service offerings
and data-driven insights.
 Expansion in Emerging Markets: Volvo Group is expanding its presence in emerging markets,
leveraging infrastructure development and increasing urbanization trends. This expansion provides
opportunities to increase market share in commercial vehicles and construction equipment.
 Focus on Sustainable Practices: beside a intense obligation to sustainability, Volvo Group's
initiatives include diminishing carbon emissions, intensifying strength expertise in manufacturing
processes, and promoting circular economy principles. This initiatives more over position with global
sustainability objectives but as well cater to increasing customer demand for eco-friendly products.
 Innovation in Safety and Efficiency: Volvo Group continues to innovate in vehicle safety
features and operational efficiency. Advanced safety systems and fuel-efficient technologies
contribute to market differentiation and customer preference.
 Strategic Partnerships and Collaborations: Collaborations with technology firms,
universities, and governments strengthen Volvo Group's research capabilities and market position.
Partnerships in electric vehicle infrastructure, autonomous technology development, and
digitalization initiatives are crucial for future growth.
 Aftermarket Services and Customer Support: Volvo Group's focus on enhancing aftermarket
services, including parts availability, maintenance solutions, and digital support platforms, enhances
customer retention and satisfaction.
1.9 FINANCIAL GROWTH AND PROSPECTS

PROFIT AND LOSS ACCOUNT VOLVO

COMPANY

Particulars 2023 2024

Net sales 127,117 126,16
3
Cost of sales - -91,567
93,602
Gross income 33,516 34,596
Research and development expenses -6,492 -7,332
Selling expenses -7,114 -7,778
Administrative expenses -1,659 -1,960
Other operating income and expenses -1,841 -340
Income/loss from investments in joint ventures and associated
companies -171 -142
Income/loss from other investments – –
Operating income 16,238 17,044
Interest income and similar credits 729 991
Interest expenses and similar charges¹ -472 -364
Other financial income and expenses -570 -238
Income after financial items 15,926 17,433
Income taxes -3,614 -4,047
Income for the period 12,312 13,387
BALANCE SHEET OF VOLVA COMPANY

PARTICULARS 2023 2024

Assets
Non-current assets
Intangible assets 42,378 43,554
Tangible assets
Property, plant and equipment 68,393 72,665
Assets under operating leases 35,154 35,451
Financial assets
Investments in joint ventures and
19,158 22,714
associated companies
Other shares and participations 862 1,125
Non-current customer-financing
1,605 1,655
receivables
Net pension assets 2,039 2,092
Non-current interest-bearing receivables 3,405 2,860
Other non-current receivables 6,431 6,603
Deferred tax assets 14,142 15,516
Total non-current assets 193,566 204,234

Current assets
Inventories 75,958 86,188
Current receivables
Customer-financing receivables 1,027 1,046
Tax assets 1,329 2,608
Interest-bearing receivables 2,784 2,498
Internal funding 10,680 6,435
Accounts receivable 41,383 43,453
Other receivables 22,173 22,352
Marketable securities 89 179
Cash and cash equivalents 78,858 87,555
Assets held for sale 11,960 11,540
Total current assets 246,241 263,855
Total assets 439,807 468,089

Equity and liabilities

 Equity attributable to owners of AB Volvo 156,171 138,054
Non-controlling interest 2,948 3,100
Total equity 159,119 141,154

Non-current provisions
Provisions for post-employment benefits 11,138 10,742
Other provisions 12,902 14,106
Non-current liabilities
Bond loans 96,970 107,765
Other loans 23,779 24,065
Internal funding -109,059 -120,225
Deferred tax liabilities 2,486 2,717
Other liabilities 49,600 51,453
Current Provisions 19,537 19,609
Current liabilities
Bond loans 46,641 52,676
Other loans 40,804 40,984
Internal funding -79,494 -86,624
Trade payables 81,883 85,322
Tax liabilities 4,140 4,428
Other liabilities 71,130 111,202
Liabilities held for sale 8,157 8,787
Total equity and liabilities 439,807 468,089

2.0 FINANCIAL ANALYSIS

According to profit and loss accounting, gross income for the year 2024 (34,596), 2023 (33,516) Cr,
and Income for the period for year 2024 (13,387), 2023(12,312) Cr.

According to Balance sheet, Total assets for the year 2024 (468,089), 2023 (439,807) Cr, and Total
Income for the period for year 2024 (468,089), 2023(439,807) Cr.
 CHAPTER-2

CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

 CHAPTER-2

CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

2.1 THEORITICAL BACKGROUND OF STUDY EMPLOYEE MOTIVATION:

Employee motivation refers to the internal and external factors that stimulate employees to take
actions that lead to achieving organizational goals. It encompasses the level of energy, commitment,
and creativity that employees bring to their jobs. encouraged staffs are extra forseen to be productive,
engaged, and committed to their work, contributing to higher performance and job satisfaction.
Factors influencing motivation include financial incentives, recognition, career development
opportunities, work environment, and the intrinsic satisfaction derived from the work itself.
Understanding and effectively managing this components may head to improved organizational
outcomes.

IMPORTANCE OF EMPLOYEE MOTIVATION:

 Increased Productivity
 Higher Job Satisfaction
 Enhanced Creativity and Innovation
 Better Quality of Work
 Improved Employee Engagement
 Positive Work Environment
 Achievement of Organizational Goals

NEEDS OF EMPLOYEE MOTIVATION:

 Recognition and Appreciation

 Career Growth and Development Opportunities
 Competitive Compensation and Benefits
 Work-Life Balance
 Safe and Positive Work Environment
 Clear Goals and Expectations
 Meaningful and Challenging Work

OBJECTIVE OF THE EMPLOYEE MOTIVATION:

 1.Enhance Employee Productivity

 2. Reduce Turnover and Absenteeism
 3. Foster Employee Engagement and Commitment
  4. Promote Innovation and Creativity
 5. Improve Quality of Work and Service
 6. Cultivate a Positive Organizational Culture
 7. Boost Employee Morale
 8. Encourage Professional Development
 9. Strengthen Team Cohesion and Collaboration
 10. Increase Customer Satisfaction
 11. Adapt to Organizational Changes Smoothly

2.2 LITERATURE REVIEW

1. Smith, A., & Johnson, R. (2023). "The Role of Transformational Leadership in Employee
Motivation: A Systematic Review." This review examines the influence of transformational
leadership on employee motivation. It synthesizes findings from numerous studies, highlighting how
transformational leaders inspire and motivate employees through vision, support, and intellectual
stimulation. The review discusses the mental techniques latent this connection and suggests practical
implications for fostering a motivating leadership style in organizations. It also identifies space in the
scripts and presents pointers for extra study, particularly in diverse cultural contexts and different
organizational settings.
2. Brown, L., & Taylor, J. (2023). "Remote Work and Employee Motivation: Lessons from the
COVID- 19 Pandemic." This review explores the impact of remote work on employee motivation
during and after the COVID-19 pandemic. It synthesizes research findings on how remote work
arrangements affect motivation, engagement, and productivity. Key themes include the role of
flexibility, work-life balance, communication, and technology in shaping remote work experiences.
The evaluation highpoints mutually the reimbursements and encounters of remote work, offering
understandings interested in superlative performs for maintaining motivation in remote and hybrid
work environments.
3. Nguyen, T., & Lee, K. (2023). "Gamification in the Workplace: A Review of Its Impact on
Employee Motivation." This review focuses on the practice of gamification in the work as a tool to
boost member of staff motivation. It compiles evidence from various studies on how game-like
elements (such as point systems, leaderboards, and rewards) can boost motivation, engagement, and
performance. The review discusses the psychological principles behind gamification and its
effectiveness across different job roles and industries. It also addresses potential drawbacks and
provides guidelines for implementing gamification strategies that align with organizational goals and
employee preferences.
4. Roberson, Q. M., & Perry, J. L. (2023). "Diversity, Equity, and Inclusion Initiatives: Implications
for Employee Motivation." This review examines the impact of diversity, equity, and inclusion (DEI)
initiatives on employee motivation. It synthesizes findings from recent studies, highlighting how
inclusive practices contribute to a motivated and engaged workforce. The review discusses the
mechanisms through which DEI efforts, such as bias reduction, equitable treatment, and inclusive
leadership, enhance motivation. It also categorizes ranges for enhancement in DEI initiatives and
suggests strategies for creating more inclusive and motivating work environments.
5. Kerr, S. P., & Kerr, W. R. (2022). "Employee Motivation in Remote Work Environments: A
Comprehensive Review." This review provides an in-depth analysis of employee motivation in
remote work settings. It examines the factors that influence motivation in remote environments,
including autonomy, communication, technology, and organizational support. The review highlights
the assistances and contests of remote work, drawing on research conducted in the COVID-19
pandemic. It offers recommendations for organizations to maintain and enhance motivation among
remote employees, emphasizing the reputation of flexibility, support, and real message strategies.
6. Garcia, M., & Martinez, P. (2022). "Self-Determination Theory and Employee Motivation: An
Integrative Review." This review explores the application of self-determination theory (SDT) to
employee motivation. It take part findings from countless revisions on how the core components of
SDT—autonomy, competence, and relatedness—affect motivation in the workplace. The review
discusses practical implications for enhancing motivation through autonomy-supportive management
practices, professional development opportunities, and fostering a wisdom of belonging. It also
identifies holes in the collected works and advises zones for forthcoming exploration, such as the
character of cultural differences in SDT.
7. Huang, Y., & Wang, S. (2022). "Employee Well-being and Motivation: A Systematic Review of
Recent Research." This review examines the relationship between employee well-being and
motivation. It synthesizes findings from recent studies, highlighting how well-being initiatives, such
as mental health support and work-life balance programs, enhance motivation and performance. The
review discusses the mechanisms through which well-being influences motivation and identifies best
practices for promoting well-being in the workplace. It also explores the influence of structural
culture and leadership on the efficiency of well-being initiatives.
8. Davis, C., & Thompson, M. (2022). "The Impact of Executive Values on Employee Motivation: A
Meta-Analysis." This meta-analysis investigates the effect of firm culture on employee motivation. It
aggregates discoveries from numerous revisions to recognize main artistic aspects that drive
motivation, such as values alignment, support, recognition, and psychological safety. The review
discusses how different types of organizational cultures (e.g., clan, adhocracy, market, and hierarchy)
affect motivation. It too offers real-world endorsements designed for cultivating a motivating
organizational culture and highlights areas for future research.
9. Green, J., & White, P. (2021). "Technological Innovations and Employee Motivation: A Review of
Current Trends." This review examines the impact of technological innovations on employee
motivation. It explores how digital tools, platforms, and automation influence motivation,
engagement, and productivity. The review discusses the benefits of technology in facilitating remote
work, enhancing communication, and providing access to resources. It also addresses potential
challenges,
such as technology-induced stress and the need for digital literacy. The review offers practical insights
into leveraging technology to boost motivation while mitigating its drawbacks.
10. Allen, D., & Smith, K. (2021). "Employee Engagement and Motivation: The Role of Leadership
Styles." This review investigates the affiliation among leadership styles and employee motivation and
engagement. It produces verdicts from many lessons on how different leadership styles (e.g.,
transformational, transactional, and servant leadership) impact motivation. The assessment things to
see the psychological instruments done which effective leadership fosters motivation and affords
hands-on commendations for leaders to enhance motivation and engagement. It also identifies
openings in the works and suggests directions for upcoming study.
11. Wilson, H., & Martin, G. (2021). "Psychological Safety and Its Influence on Employee
Motivation." This analysis discovers the thought of psychological safety and its influence on
employee motivation. It synthesizes research findings on how a psychologically safe work
environment—where employees feel free to express themselves without fear of negative
consequences—enhances motivation, creativity, and performance. The review discusses the role of
leadership, organizational culture, and team dynamics in fostering psychological safety. It also offers
real endorsements for creating and preserving a psychologically safe workplace.
12. Kim, S., & Park, Y. (2021). "Intrinsic vs. Extrinsic Motivation: A Review of Recent Literature."
This review compares intrinsic and extrinsic motivation and their effects on employee behavior and
performance. It synthesizes findings from recent studies on the benefits and limitations of both types
of motivation. The review highlights how intrinsic motivators, such as meaningful work and personal
growth, lead to sustained motivation, while extrinsic motivators, like financial rewards, can be
effective in the short term. It discusses strategies for balancing intrinsic and extrinsic motivators to
achieve optimal employee motivation.
13. Gagné, M., & Deci, E. L. (2020). "Autonomy Support in the Work room and Its Effects on
Employee Motivation: An Updated Review." This review examines the role of autonomy support in
enhancing employee motivation, building on self-determination theory. It produces results after
recent studies on how providing employees with autonomy and choice-assembly power increases
motivation, job satisfaction, and performance. The review discusses practical strategies for managers
to support autonomy, such as offering choices, encouraging initiative, and minimizing control. It also
highpoints the standing of aligning autonomy support with organizational goals and employee needs.
14. Latham, G. P., & Pinder, C. C. (2020). "Revisiting the Role of Goal-Setting in Employee
Motivation: A Meta-Analytic Review." This meta-analytic review revisits the role of goal-setting in
employee motivation. It aggregates answers from numerous revisions to assess the efficacy of
specific, challenging goals in enhancing motivation and performance. The review discusses the
psychological mechanisms underlying goal-setting, such as focus, persistence, and self-efficacy. It
also explores the
conditions under which goal-setting is most effective and delivers hands-on endorsements for applying
goal-setting strategies in organizational settings.
15. Ng, T. W. H., & Feldman, D. C. (2020). "The Impact of Organizational Practices on Employee
Motivation: A Systematic Review." This review examines the impact of various organizational
practices on employee motivation. It synthesizes findings from studies on practices such as
presentation supervision, preparation and elaboration, recognition and rewards, and job design. The
review discusses how these practices influence motivation through mechanisms like skill
enhancement, feedback, and job satisfaction. It also offers real-world understandings for
establishments to design and implement motivational performs that bring into line with their strategic
objectives.
16. Jones, A., & Brown, B. (2020). "Employee Motivation in the Age of Digital Transformation: A
Review." This review explores the impact of digital transformation on employee motivation. It
synthesizes research findings on how digital tools, automation, and data analytics influence
motivation, engagement, and performance. The review discusses the benefits of digital
transformation, such as increased efficiency and innovation, as well as potential challenges like job
displacement and technological stress. It offers practical recommendations for leveraging digital
transformation to enhance motivation while addressing its associated risks.
17. Deci, E. L., & Ryan, R. M. (2019). "The Impact of Self-Determination Theory on Motivation and
Well-being: A Comprehensive Review." This comprehensive review examines the application of
self- determination theory (SDT) to understanding motivation and well-being. It synthesizes research
findings on how the core components of SDT—autonomy, competence, and relatedness—contribute
to intrinsic motivation and overall well-being. The review discusses practical implications for
fostering an autonomy-supportive environment that enhances motivation, engagement, and
satisfaction. It also explores the interplay between intrinsic and extrinsic motivators and their impact
on long-term well- being.
18. Liu, X., & Zhang, Y. (2019). "The Role of Recognition and Reward Systems in Enhancing
Employee Motivation." This review examines the effectiveness of appreciation and recompense
systems in boosting employee motivation. It creates conclusions from numerous revisions on how
different types of rewards (monetary, non-monetary, and recognition) influence motivation and
performance. The review discusses the psychological instruments complete which rewards enhance
motivation, such as reinforcement and satisfaction. It also affords applied approvals for designing and
implementing prize schemes that bring into line with organizational goals and employee preferences.
19. Peterson, S., & Baker, D. (2019). "Employee Motivation and Performance: The Influence of
Organizational Support." This review explores the relationship between organizational support and
employee motivation and performance. It synthesizes research findings on how support systems, such
as mentoring, resources, and training, enhance motivation and job satisfaction. The review discusses
the part of perceived organizational support in development a helpful effort atmosphere that
motivates
employees. It also classifies best performs for providing organizational support that aligns with employee
needs and organizational objectives.
20. Walker, R., & Cooper, J. (2019). "Stress Management and Employee Motivation: A Systematic
Review of Current Practices." This systematic review examines the impact of stress management
practices on employee motivation. It synthesizes findings from recent studies on how stress reduction
interventions, such as mindfulness, resilience training, and workload management, influence
motivation and well-being. The review discusses the mechanisms through which stress management
enhances motivation, including reduced burnout and increased focus. It also runs everyday references
for implementing actual pressure administration agendas that support employee motivation and
performance.

RESEARCH GAP:

During the study of secondary data on “Employee Motivation”, it has been experiential that none of the
above study has recognized “The individual employee’s psychological factors of motivation with
employer’s motivational factors”
 CHAPTER-3

RESEARCH DESIGN
 CHAPTER-3
RESEARCH DESIGN

3.1 STATEMENT OF THE PROBLEM

To study and analyze individual employee’s psychological factors of motivation with employer’s
motivational factors with reference to job satisfaction at Volvo”
3.2 NEED OF THE STUDY

To understand and analyse the personal or psychological motivational factors of individual

employees and the motivational factors of employers that affect the job satisfaction of Volvo
employees, which helps us to understand the requirements of individual employees or to understand
the factors that motivate them and to analyse the motivational factors Volvo provide to their
employees.

3.3 OBJECTIVES

To study the individual employee’s psychological motivational factors

To analyse the motivational factors provided by the employer

To find the role of motivational factors on job satisfaction

To provide reasonable suggestions to Volvo for their betterment

3.4 SCOPE OF THE STUDY

This study will explore the psychological factors that motivate individual employees and the
strategies used by Volvo. It will analyse how these factors affect job satisfaction at Volvo. The
findings will offer recommendations to improve Volvo's employee motivation practices and overall
satisfaction.

3.5 RESEARCH METHODOLOGY

Research methodology can be briefly stated as the method in which we use to take up our research so
that the following contents would be covered systematically and we could formulate the data in a
orderly manner and evaluate the results through a proper analysis.

PRIMARY DATA

The primary data will be collected through structured surveys, interviews, and focus groups with
Volvo employees.
 SECONDARY DATA

The secondary data will be sourced from company records, HR reports, and past research on
employee motivation and satisfaction. This background information will be helpful in understanding
and support for the primary findings. Using both sources will help create a thorough analysis of
employee satisfaction and motivational factors at Volvo.

3.6 HYPOTHESIS

H0: There is a significance impact of employee psychological factors of motivation on job

satisfaction

H1: There is no significance impact of employee psychological factors of motivation on job

satisfaction

3.7 LIMITATIONS

 Employees have diverse motivation factors, which makes it hard to draw broad conclusions.

 The study depends on self-reported data and company records, which could have inaccuracies

or biases.

 Cultural differences among employees may affect their views on motivation and job

satisfaction.

 The study might not capture how motivation and job satisfaction change over time.

3.8 CHAPTER SCHEME

Chapter 1: Introduction

Chapter 2: Conceptual background and Reviews of literature

Chapter 3: Research methodology

Chapter 4: Analysis and Interpretation

Chapter 5: Major findings, suggestions and conclusion

 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION
 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION

1. Gender.

Table 4.1 Gender

SL.NO BASES PERCENTAGE

1 MALE 52
2 FEMALE 48
TOTAL 100
Gender

48%
52%
MALE
FEMALE

Fig 4.1 Status of Gender

Analysis:

The population's gender distribution reveals a nearly equal split, with 52% identifying as male and
48% as female. This suggests a fairly balanced gender ratio, with just a small difference among the
two groups.

Interpretation

The data reflects an nearly unfluctuating delivery among genders, with males representing 52% of the
group and females accounting for 48%. This shows a slight majority of males in the population.
2. Age.

Table 4.2 Age

SL.NO BASES PERCENTAGE

1 18 to 25 52
2 26 to 35 29
3 36 to 50 14
4 51 to 60 5
TOTAL 100

Age

5%
14%
1 18 to 25

52% 2 26 to 35
3 36 to 50
29%
4 51 to 60

Fig 4.2 Status of - Age

Analysis:

The age distribution shows that 52% of the population is aged 18 to 25, while 29% are between 26
and 35 years old. The remaining 19% is split between ages 36 to 50 (14%) and 51 to 60 (5%),
highlighting a predominantly young demographic.

Interpretation:

The data indicates a youthful population, with 52% aged 18 to 25, 29% aged 26 to 35, 14% in the 36
to 50 range, and just 5% aged 51 to 60.
3. How many years of experience do you have at Volvo.

Table 4.3 How many years of experience do you have at Volvo.

SL.NO BASES PERCENTAGE

1 1 to 3 48
2 4 to 6 29
3 7 to 9 18
4 More than 10 years 5
TOTAL 100

Years of Experience

5%
18% 1 to 3

48% 4 to 6
7 to 9
29% More than 10 years

Fig 4.3 Status of - how many years of experience do you have at Volvo.

Analysis:

The experience levels show that 48% of the population has 1 to 3 years of experience, 29% have 4 to
6 years, 18% have 7 to 9 years, and only 5% have over 10 years, reflecting a largely inexperienced
group.

Interpretation:

The data indicates that 48% of the group has 1 to 3 years of experience, with 29% having 4 to 6
years, 18% with 7 to 9 years, and just 5% possessing over 10 years of experience, showing a
mainstream of early-career individuals.
4. Do you believe that your work environment at Volvo effectively supports your motivation?

Table 4.4 Do you believe that your work environment at Volvo effectively supports your
motivation?

SL.NO BASES PERCENTAGE

1 Not at All 6
2 Slightly 43
3 Moderately 36
4 Very Well 15
TOTAL 100

Work Environment

15%
6%
1 Not at All
2 Slightly
3 Moderately
43%
36% 4 Very Well

Fig 4.4 Status of - Do you believe that your work environment at Volvo effectively supports
your motivation

Analysis:

The data reveals that 6% of the population shows no agreement or satisfaction, 43% express slight
agreement, 36% report moderate satisfaction, and 15% indicate strong satisfaction.

Interpretation:

The data shows that 43% of the group expresses slight satisfaction, 36% moderate satisfaction, 15%
strong satisfaction, and 6% no satisfaction, indicating that most have low to moderate satisfaction
levels.
5. Do you believe that your opinions and feedback are valued and acted upon by Volvo’s
management.

Table 4.5 Do you believe that your opinions and feedback are valued and acted upon by Volvo’s
management.

S.NO BASES PERCENTAGE

1 Not at all 8
2 To a small extent 24
3 To a moderate extent 39
4 To a significant extent 21
5 To a great extent 8
TOTAL 100

Opinions and Feedback

1 Not at all
8% 8%
2 To a small extent
21% 24% 3 To a moderate extent
4 To a significant extent

39% 5 To a great extent

Fig 4.5 Status of - Do you believe that your opinions and feedback are valued and acted upon
by Volvo’s management.

ANALYSIS:

The data shows that 8% of respondents experienced the phenomenon either "Not at all" or "To a great
extent," 24% experienced it "To a small extent," 39% "To a moderate extent," and 21% "To a
significant extent."

Interpretation:

The data reveals that the majority of respondents experience the phenomenon to a moderate extent
(39%), while a smaller group reports a significant extent (21%). Only a small percentage experience
it to a great extent or not at all (8% each). Additionally, 24% of respondents report experiencing it to
a small extent. Overall, the impact of the phenomenon is moderate with some variation among
respondents.
6. How often do you experience a sense of achievement in your role at Volvo.

Table 4.6 how often do you experience a sense of achievement in your role at Volvo.

SL.NO BASES PERCENTAGE

1 Never 8
2 Rarely 43
3 Sometimes 33
4 always 16
Total 100

Sense of achievement

16% 8%
1 Never
2 Rarely
3 Sometimes
43%
33% 4 always

Fig 4.6 Status of - how often do you experience a sense of achievement in your role at Volvo.

ANALYSIS:

The data on the phenomenon's frequency shows that 8% of respondents say it "Never" occurs, 43%
report it "Rarely" happens, 33% experience it "Sometimes," and 16% find it happens "Always."

INTERPRETATION:

The data shows that the phenomenon is generally infrequent. Most respondents (43%) say it happens
rarely, while 33% experience it sometimes and 16% always. Only 8% report that it never happens.
Overall, the phenomenon tends to occur less frequently
7. How motivated are you by Volvo’s efforts to promote work life balance.

Table 4.7 How motivated are you by Volvo’s efforts to promote work life balance.

SL.NO BASES PERCENTAGE

1 Not at All 5
2 Slightly 22
3 Moderately 39
4 Very Motivated 26
5 Extremely Motivated 8
Total 100

Volvo's efforts to promote

work
life balance
8% 5%
Not at All
Slightly
22%
26% Moderately
Very Motivated
39% Extremely Motivated

Fig 4.7 Status of - How motivated are you by Volvo’s efforts to promote work life balance.

ANALYSIS:

The data on motivation levels shows that 5% of respondents are "Not at All" motivated, and 8% are
"Extremely Motivated." Most respondents are in the middle categories: 22% are "Slightly"
motivated, 39% are "Moderately" motivated, and 26% are "Very Motivated."

INTERPRETATION:

The information displays that maximum accused are motivated, with 39% reporting moderate
motivation and 26% reporting high motivation.22% reports slightly motivated, A small percentage
(5%) report no motivation, and 8% report extreme motivation. Overall, the group is generally
motivated with some variation in motivation levels.
8. Do you feel that Volvo provides adequate support for overcoming challenges in your role.

Table 4.8 Do you feel that Volvo provides adequate support for overcoming challenges in
your role.

SL.NO BASES PERCENTAGE

1 Not at All 4
2 Slightly 20
3 Moderately 44
4 Well 25
5 Very Well 7
Total 100

Volvo's Support to overcome

challenges
4%
7% Not at All
20%
25% Slightly
Moderately
Well
44% Very Well

Fig 4.8 Do you feel that Volvo provides adequate support for overcoming challenges in your
role.

ANALYSIS:

The data shows proficiency levels with 4% of respondents reporting "Not at All" proficient and 7%
"Very Well" proficient. Most respondents are in the middle categories: 20% are "Slightly" proficient,
44% "Moderately" proficient, and 25% "Well" proficient.

INTERPRETATION:

The information displays that record defendants have moderate to good proficiency, with 44%
moderately proficient and 25% well proficient. A small percentage (4%) report no proficiency, while
7% report high proficiency and 20% with slightly proficient. Overall, the group is generally
proficient, with some variation in levels.
9. How satisfied are you with the recognition you receive for your contributions at Volvo.

Table 4.9 How satisfied are you with the recognition you receive for your contributions at
Volvo.

SL.NO BASES PERCENTAGE

1 Very Dissatisfied 5
2 Dissatisfied 14
3 Neutral 41
4 Satisfied 31
5 Very Satisfied 9
Total 100

Satisfaction with the recognition

9% Very Dissatisfied
5%
14% Dissatisfied

31% Neutral

Satisfied
41%
Very Satisfied

Fig 4.9 Status of - How satisfied are you with the recognition you receive for your contributions
at Volvo.

ANALYSIS:

The data indicates that 5% of respondents are "Very Dissatisfied" and 9% are "Very Satisfied," with
the majority falling in the middle: 14% are "Dissatisfied," 41% "Neutral," and 31% "Satisfied."

INTERPRETATION:

The data reveals that 41% of respondents are neutral, and 31% are satisfied. A small portion, 5%,
report strong dissatisfaction, alongside 14% express dissatisfied. While 9% express strong
satisfaction. Overall, the sentiment leans toward neutral to positive, with few strong opinions.
10. Do you think that Volvo’s corporate culture aligns with your personal values and motivation.

Table 4.10 Do you think that Volvo’s corporate culture aligns with your personal values and
motivation.

SL.NO BASES PERCENTAGE

1 Not at All 6
2 Slightly 19
3 Moderately 36
4 Well 33
5 Very Well 6
Total 100

Volvo's corporate culture

6%
Not at All
6%
19% Slightly
33% Moderately
Well
36% Very Well

Fig 4.10 Status of - Do you think that Volvo’s corporate culture aligns with your personal
values and motivation.

ANALYSIS:

The figures expressions that 6% of plaintiffs are "Not at All, while another 6% are "Very Well." Most
respondents fall in the middle: 19% are "Slightly", 36% "Moderately", and 33% "Well".

INTERPRETATION:

The statistics illustrations that greatest accused have moderate to good ability, with 36% reporting
moderate ability and 19% with slightly ability and 33% reporting good ability. A small percentage,
6%, have no ability, and another 6% have high ability. Overall, respondents generally demonstrate
competence, with a fairly even distribution in the middle categories.
 11. What additional measures could Volvo take to improve your job satisfaction and motivation.

Fig 4.11 What additional measures could Volvo take to improve your job satisfaction and
motivation.

SL.NO BASES PERCENTAGE

1 More recognition and rewards 14
2 better career development 40
opportunities
3 Improved work environment 30
4 More support from management 16
Total 100

Measures to improve
Job
satisfaction
More recognition and
rewards
16% 14%
better career
development
opportunities
30%
40% Improved work
environment

Fig 4.11 Status of - What additional measures could Volvo take to improve your job satisfaction
and motivation.

ANALYSIS

The data shows that 40% of respondents prioritize better career development opportunities, while
30% seek an improved work environment. A smaller group, 16%, wants more support from
management, and 14% desire more recognition and rewards.

INTERPRETATION:

The data shows that 40% of respondents prioritize career development, reflecting a strong desire for
growth and advancement. An improved work environment is the next priority for 30%, highlighting
the importance of a positive workspace. Fewer respondents focus on recognition and rewards (14%)
or
support from management (16%), indicating these are lesser concerns. Overall, employees are
motivated by growth opportunities and a supportive environment.

12. What motivates you the most in your job?

Table 4.12 What motivates you the most in your job?

SL.NO BASES PERCENTAGE

1 Recognition and praise 8
2 Opportunities for growth and 50
development
3 financial rewards (salary, 30
bonuses)
4 Work life balance 12
Total 100

What motivates employees

Recognition and praise
8%
12%
Opportunities for
growth and
30% development
50% financial rewards
(salary, bonuses)

Work life balance

Fig 4.12 Status of - What motivates you the most in your job?
ANALYSIS:

The numbers demonstration that 50% of accused are motivated by opportunities for growth and
development, while 30% are motivated by financial rewards. A smaller group is motivated by work-
life balance (12%) and the least by recognition and praise (8%).

INTERPRETATION:

The data reveals that 50% of employees are most motivated by growth and development
opportunities, while 30% value financial rewards. Recognition and praise (8%) and work-life balance
(12%) are less significant motivators. Overall, employees prioritize growth and fair compensation,
emphasizing the need for investment in development and competitive pay.
13. How satisfied are you with the support and resources provided by Volvo for your
professional growth.

Table 4.13 How satisfied are you with the support and resources provided by Volvo for your
professional growth.

SL.NO BASES PERCENTAGE

1 Very satisfied 6
2 Satisfied 36
3 Neutral 46
4 Dissatisfied 11
5 Very dissatisfied 1
Total 100

Support and resources by

6%
Volvo
11%
Very satisfied
1%
Satisfied
36%
Neutral
46%
Dissatisfied

Very dissatisfied

Fig 4.13 Status of - How satisfied are you with the support and resources provided by Volvo for
your professional growth.

ANALYSIS:

The data shows that 1% of respondents are "Very Dissatisfied" and 6% are "Very Satisfied." Most
respondents are in the middle categories: 36% are "Satisfied," 46% are "Neutral," and 11% are
"Dissatisfied."

INTERPRETATION:

The data shows that 46% of respondents are neutral and 36% are satisfied, indicating a generally
neutral to mildly positive sentiment.11% are dissatisfied and Only 1% are very dissatisfied and 6%
are very satisfied. Overall, most respondents do not express strong feelings, suggesting potential for
improving satisfaction and reducing dissatisfaction.
14. Do you feel that the incentives and rewards offered by Volvo are fair and motivating?

Table 4.14 Do you feel that the incentives and rewards offered by Volvo are fair and
motivating?

SL.NO BASES PERCENTAGE

1 Strongly agree 6
2 Agree 38
3 Neutral 39
4 Disagree 14
5 Strongly disagree 3
Total 100

Incentives and Rewards

3% Strongly agree
14% 6% Agree
Neutral

38% Disagree
Strongly disagree
39%

Fig 4.14 Status of - Do you feel that the incentives and rewards offered by Volvo are fair and
motivating?
ANALYSIS:

The data shows that 3% of respondents "Strongly Disagree," and 6% "Strongly Agree." Most
respondents are in the middle categories: 38% "Agree," 39% are "Neutral," and 14% "Disagree."

INTERPRETATION:

The data reveals that 39% of respondents are neutral and 38% agree, indicating a generally neutral to
mildly positive opinion. A small percentage, 3%, strongly disagree, and 6% strongly agree. Whereas
14% disagree. Overall, the response is mostly neutral or mildly positive, with a slight tendency
toward agreement, suggesting the issue may not be highly polarizing.
15. How does the work environment at Volvo affect your job satisfaction.

Table 4.15 How does the work environment at Volvo affect your job satisfaction.

SL.NO BASES PERCENTAGE

1 Very positively 7
2 Positively 38
3 Neutral 39
4 Negatively 11
5 Very negatively 5
Total 100

Work Environment at Volvo

7%

5%
11% Very positively
Positively

38% Neutral
Negatively
39%
Very negatively

Fig 4.15 Status of - How does the work environment at Volvo affect your job satisfaction.
ANALYSIS:

The data shows that 5% of respondents perceive a "Very Negative" impact and 7% perceive a "Very
Positive" impact. Most respondents are in the middle categories: 38% see a "Positive" impact, 39%
are "Neutral," and 11% see a "Negative" impact.

INTERPRETATION:

The data shows that 39% of respondents are neutral and 38% report a positive impact, indicating a
generally neutral to mildly positive perception. A small percentage, 5%, report a "Very Negative"
impact, and 7% report a "Very Positive" impact, and 11% reports negatively Overall, opinions are
mostly neutral or mildly positive, with a slight lean toward positivity, suggesting the issue or event
has a moderately positive effect without strongly polarizing opinions.
16. How often do you feel motivated to do your best at work.

Table 4.16 How often do you feel motivated to do your best at work.

SL.NO BASES PERCENTAGE

1 Always 19
2 Often 27
3 Sometimes 38
4 Rarely 14
5 Never 2
Total 100

How often do you feel motivated

2% Always
14% 19%
Often
Sometimes

27% Rarely
38%
Never

Fig 4.16 Status of - How often do you feel motivated to do your best at work.

ANALYSIS:

The data shows that 2% of respondents report the behaviour or event "Never" occurs, while 19% say
it happens "Always." Most respondents fall in the middle categories: 27% "Often," 38%
"Sometimes," and 14% "Rarely."

INTERPRETATION:

The data shows that 38% of respondents experience the behaviour or event "Sometimes," and 27%
report it "Often." A small percentage, 2%, say it "Never" happens, while 19% say it happens
"Always." 14% says rarely Overall, the behaviour or event occurs with moderate frequency,
suggesting it is a regular but not dominant part of respondents' lives.
17. How much do you agree with the statement Feeling valued and having a sense of purpose at
work increases my job satisfaction.

Table 4.17 How much do you agree with the statement Feeling valued and having a sense of
purpose at work increases my job satisfaction.

SL.NO BASES PERCENTAGE

1 Strongly agree 18
2 Agree 28
3 Neutral 38
4 Disagree 13
5 Strongly disagree 3
Total 100

Sense of Support

3% Strongly agree
13% 18%
Agree
Neutral

28% Disagree
38%
Strongly disagree

Fig 4.17 Status of - How much do you agree with the statement Feeling valued and having a
sense of purpose at work increases my job satisfaction.

ANALYSIS:

The data shows that 3% of respondents "Strongly Disagree" and 18% "Strongly Agree." Most fall in
the middle categories: 28% "Agree," 38% "Neutral," and 13% "Disagree."

INTERPRETATION:

The data reveals that 38% of respondents are neutral, and 28% agree, indicating a generally neutral to
mildly positive opinion. A small percentage, 3%, strongly disagree, while 18% strongly agree, while
13% disagree Overall, responses are mostly neutral or mildly positive, suggesting the issue or
statement is not highly polarizing but could be swayed by additional information.
 18. How often do psychological factors such as personal growth, recognition, and work
significance influence your level of job satisfaction.

Table 4.18 How often do psychological factors such as personal growth, recognition, and
work significance influence your level of job satisfaction.

SL.NO BASES PERCENTAGE

1 Always 23
2 Often 26
3 Sometimes 38
4 Rarely 8
5 Never 5
Total 100

Influence of Psychological Factors

5%
Always
8% 23% Often
Sometimes
38% Rarely
26%
Never

Fig 4.18 Status of - How often do psychological factors such as personal growth, recognition, and
work significance influence your level of job satisfaction.

ANALYSIS:

The data shows that 5% of respondents report the behaviour or event "Never," and 23% say it
happens "Always." Most respondents fall in the middle categories: 26% "Often," 38% "Sometimes,"
and 8% "Rarely."

INTERPRETATION:

The data shows that 38% of respondents experience the behaviour or event "Sometimes," and 26%
"Often." A smaller proportion, 23%, report it "Always," while 8% say it occurs "Rarely" and 5%
"Never." Overall, the behaviour or event is generally frequent to moderate, suggesting it is a common
or habitual part of respondents' lives.
19. How effectively do you feel your personal career goals are supported by Volvo.
Table 4.19 How effectively do you feel your personal career goals are supported by Volvo.

SL.NO BASES PERCENTAGE

1 Not at All 6
2 Slightly 32
3 Moderately 42
4 Very Well 14
5 Extremely Well 6
Total 100

Personal career goals support

by
6% 6% Volvo

Not at All
14%
Slightly
32%
Moderately
Very Well
42%
Extremely Well

Fig 4.19 Status of - How effectively do you feel your personal career goals are supported by
Volvo.
ANALYSIS:

The data shows that 6% of respondents report "Not at All" and another 6% report "Extremely Well."
Most respondents fall in the middle categories: 32% "Slightly," 42% "Moderately," and 14% "Very
Well."

INTERPRETATION:

The data shows that 42% of respondents report a "Moderate" level of proficiency, and 32% report
"Slight" proficiency. Only 6% report not at all and 6% slightly, while 14% report "Very Well,"
indicating high proficiency. Complete, greatest defendants prove about equal of ability, with a
noteworthy portion at moderate levels.
20. How would you rate your overall job satisfaction at Volvo.
Table 4.20 How would you rate your overall job satisfaction at Volvo.

SL.NO BASES PERCENTAGE

1 Very Dissatisfied 3
2 Dissatisfied 13
3 Neutral 33
4 Satisfied 43
5 Very Satisfied 8
Total 100

Overall Job satisfaction

8% Very
Dissatisfied
3% 13%
Dissatisfied

Neutral

43% Satisfied
33%

Fig 4.20 Status of - How would you rate your overall job satisfaction at Volvo.
ANALYSIS:

The data represents the smallest proportion of respondents, 3%, reported "Very Dissatisfied", while
8% reported "Very Satisfied". The majority of respondents fell into the middle categories, with 13%
"Dissatisfied", 33% "Neutral", and 43% "Satisfied".

INTERPRETATION:

The data shows that 43% of respondents are "Satisfied" and 8% are "Very Satisfied," indicating
overall positive sentiment. A smaller percentage, 13%, are "Dissatisfied," and just 3% are "Very
Dissatisfied," suggesting low dissatisfaction. With 33% being "Neutral," here is area for upgrading to
boost overall satisfaction.
HYPOTHESIS TESTING

H0: There is no significance impact of employee psychological factors of motivation on job

satisfaction

H1: There is a significance impact of employee psychological factors of motivation on job

satisfaction

Statistical tool used chi-square test

Observed Expected (O-E) (O-E)2 (O-E)2/E

frequencie frequencie
s(O) s(E)
23 20 3 9 0.45
26 20 6 36 1.8
38 20 18 324 16.2
8 20 -12 144 7.2
5 20 -15 225 11.25
Total=100 36.9

Degree of Freedom = 5-1 = 4

Chi square (0.05) (tabulated value) =9.488

Chi square (calculated value) = 36.9

Calculated value > tabulated value =36.9 > 9.488

Interpretation:

Since the calculated Chi-square value (36.9) is higher than the tabulated value (9.488), we reject the
null hypothesis (H₀). This indicates that the evidence suggests there is no significant impact of
employee psychological factors of motivation on job satisfaction.
 CHAPTER 5

FINDINGS, CONCLUSION AND SUGGESTIONS

 CHAPTER 5

FINDINGS, CONCLUSION AND SUGGESTIONS

FINDINGS OF THE STUDY

 Employees prioritize job security, leading to higher satisfaction when it's perceived as stable.

 Flexible working arrangements and policies supporting work-life balance motivate employees.

 Supportive management and participative decision-making significantly influence motivation and

satisfaction.

 Training, professional development, and clear career progression paths motivate employees.

 An inclusive and collaborative workplace culture enhances motivation and satisfaction.

 Valuing and recognizing employees' contributions motivates them to perform better.

 Encouraging teamwork and open communication creates an environment where employees

feel valued and motivated.

 Fostering a positive, inclusive workplace culture encourages collaboration, leading to higher

employee satisfaction.

 Regularly acknowledging and rewarding employees significantly enhances their morale and
satisfaction.

 Giving employees the freedom to make decisions and take ownership of their roles leads to higher
satisfaction and motivation.
 CONCLUSION

The results indicate that although Volvo keeps a generally positive atmosphere, there are a number of
areas where motivation and employee satisfaction could be raised. The employees of the company
are young and relatively inexperienced, and they have a strong desire for improved work
environments and career advancement. Workers need extra feedback, recognition, and adherence to
company culture. By taking care of these issues, Volvo will be able to improve worker satisfaction
overall and better assist the professional and personal growth of its staff, which will ultimately result
in a more dedicated and driven workforce.

SUGGESTIONS

 Expand Career Development Opportunities: Volvo should concentrate on growing its training,
mentorship, and career advancement programs in light of the strong demand for growth and
development, which drives 50% of employees.
 Enhance Work Environment: Given that 30% of workers want a better workplace, efforts to improve
ergonomics and working conditions ought to be given top priority.
 Increase Recognition and Rewards: Volvo should introduce more comprehensive recognition
programs and performance-based incentives, as 14% of employees want greater recognition and
rewards.
 Increase Management Support: Given that 16% of workers want more help from management,
managers should concentrate on enhancing feedback systems, communication, and managerial
involvement in worker development.
 Increase Sense of Achievement: Volvo might implement more difficult projects, precise goal-setting,
and frequent performance evaluations to help staff members feel more accomplished. This would
help address the 43% of employees who don't often feel like they've accomplished anything.
 Improve Feedback Mechanisms: Volvo should think about holding more frequent and open feedback
sessions to make sure worker propositions are taken into deliberation and implemented, as 39% of
employees feel their feedback is only moderately valued.
 Work-Life Balance: Volvo should look into supple work timetables, isolated effort choices, and
wellness initiatives as 27% of employees feel that the current work-life balance initiatives only
marginally or do not motivate them at all.