TABLE OF CONTENTS

Chapter No. Title Page No.

1 INTRODUCTION

1.1 NEED FOR THE STUDY

1.2 SCOPE OF THE STUDY

1.3 OBJECTIVE OF THE STUDY

1.4 STATEMENT OF THE PROBLEM

1.5 LIMITATIONS

2 BACKGROUND OF THE STUDY

2.1 INDUSTRY PROFILE

2.2 COMPANY PROFILE

2.3 THEORIES RELATED TO THE

TOPIC

2.4 LITERATURE REVIEW

3 RESEARCH METHODOLOGY

3.1 RESEARCH APPROACH

3.2 SAMPLE SIZE

Chapter No. Title Page No.

3.3 SAMPLING PROCEDURE

3,4 STATISTICAL TOOLS

USED

3.5 DATA ANALYSIS AND

INTERPRETATION

4 SUMMARY AND
CONCLUSION

4.1 FINDINGS

4.2 SUGGESTIONS

4.3 CONCLUSION

4.4 BIBLIOGRAPHY

4.5 ANNEXURE
 INTRODUCTION

Definition:
Compensation and benefits is a sub-discipline of human resources, focused on employee
compensation and benefits policy-making. While compensation and benefits are tangible there
are intangible rewards such as recognition, work-life and development. Combined, these are
referred to as total rewards. The term "compensation and benefits" refers to the discipline as well
as the rewards themselves.

Types of compensation:

1. Direct compensation:
Direct compensation refers to monetary benefits offered and provided to
employees on return of the services they provide to the organization.

Basic salary:
Salary is the amount received by the employees in lieu of the work done by
him/her for a certain period say a day, a week, a month etc. It is the money an employee receives
from his/her employer by rendering his/her services.

House rent allowance:

Organizations either provide accommodations to its employees who are form
different state or country or they provide house rent allowances to its employees. This is done to
provide them social and motivate them to work.

Medical reimbursement:
Organizations also look after health conditions of their employees. The employees
are provided with medi-claims for them and their family members. These medi-claims include
health- insurance and treatment bills reimbursements.

Special allowance:
Special allowance such as overtime, mobile allowances, meals, commissions,
travel expenses, reduced interest loans, insurance, club members, etc are provided to employees
to provide them social security and motivate them which improve the organizational
productivity.
Conveyance :
Organizations provide for a cab facilities to their employees. Few organizations
also provide vehicles and petrol allowances to their employees to motivate them.

Leave travel allowance:

These allowances are provided to retain the best talent in the organization. The
employees are given allowances to visit any place they wish with their families. The allowances
are scales as per the positions of employee in the organization.

Bonus:
Bonus is paid to the employees during festive seasons to motivate them and
provide them the bonus security. The bonus amount usually amounts to one month’s salary of the
employee.

2. Indirect compensation:
It is provided for the employees benefit nut is not given directly to the
employees.

Benefits:
It may include medical insurance, prescription drug insurance, dental insurance,
group life insurance, long term disability insurance, accident death benefits.

Tax:
It may include disability worker compensation insurance, unemployment
insurance.

Retirement:
It may include severance award, voluntary or involuntary retirements benefits
such as VRS.
The basic components of employee compensation and benefits:
Employee compensation and benefits are divided into four basic categories:

1. Guaranteed pay – a fixed monetary (cash) reward paid by an employer to an employee.

The most common form of guaranteed pay is base salary. Guaranteed pay also includes cash
allowances (housing allowance, transport allowance, etc.) differentials (shift differentials,
holiday differentials) and premiums (night shift)

2. The Variable pay – a non-fixed monetary (cash) reward paid by an employer to an

employee that is contingent on discretion, performance, or results achieved. The most common
forms of variable pay are bonuses and incentives.

3. Benefits – programs an employer uses to supplement employees’ compensation, such as

paid time off, medical insurance, company car, and more.

4. Equity-based compensation – stock or stock programs an employer uses to provide

actual or perceived ownership in the company which ties an employee's compensation to the long
term success of the company. The most common examples are stock options.

Objectives of compensation:
The most important objective of any pay system is fairness or equity. Three
dimensions of equity are as follows:

 Individual equities : Ensures equal pay for equal work i.e each
individuals pay is fair in comparison to other doing
either the same jobs

 Internal equities : Ensures that more difficult jobs are paid more.

 External equities : Ensures that jobs are fairly compensated in

comparisons to similar jobs in the labour market

Intangible benefits:
An employee may receive intangible benefits, such as a desirable work schedule. That could be a
schedule that is controlled by the employee and can be adjusted to accommodate occasional non-
work activities, or one that is highly predictable, which makes it easier for the employee to
arrange childcare or transportation to work. Access to training programs, mentorship,
opportunities to travel or to meet other people in the same field, and similar experiences are all
intangible benefits that may appeal to some employees.

Pay aggregates:

Various combinations of the above four categories are referred to as pay aggregates. Common
aggregates are explained below. Together, guaranteed and variable pay comprise total cash
compensation. The ratio of base salary to variable pay is referred to as the pay mix. For example,
a person receiving a bonus equal to 25% of base salary would have an 80/20 pay mix.
Organizations often set the total cash compensation for sales people at a market level, then they
split the total cash compensation into the base salary component and the incentive component
following a 70/30 pay mix, while other (non-sales) employees may have a 90/10pay mix. Total
guaranteed package or fixed cost to company are aggregates that include guaranteed pay and
benefits. This represents the total fixed cost of the reward package and is useful for budgeting.
All forms of variable pay (annual bonus and equity compensation) are excluded from this
aggregate.

Total direct pay - refers to total cash compensation plus equity compensation.
Benefits are excluded from this aggregate. Total direct pay includes all the elements that may be
negotiated by a job candidate, especially for senior executive positions where annual and long-
term incentives are more substantial.

Total compensation – it would include all four categories: guaranteed pay (salary
and allowances), variable pay, benefits and equity compensation. Remuneration is a term often
used to refer to total cash compensation or total compensation. As noted above, total rewards
would include total compensation as well as intangible benefits such as culture, leadership,
recognition, workplace flexibility, development and career opportunity.
NEED FOR STUDY
The purpose of the study is to examine the organizations compensation and benefits and its
processes. This is an attempt to establish the level of understanding the organization has carried
out and how effectively the compensation management has been identified and evaluated
through various process. So this study clearly explains the whole process of the compensation &
benefits of management in the organization.

SCOPE OF STUDY
The scope of this project is to study the compensation and benefits management strategies and to
evaluate the behaviour and performance of employees on their work. This study provides total
compensation information on a sampling of a faculty and administrative positions with
institution. This study includes the consultant services desired company. The project scope
contains financial analysis, development of market based salary structure, administrative
guidelines, job evaluation and slotting job into structure. It includes design and assist with the
implementation of a compensation and classification structure for all faculty and staff. The
research on compensation and benefits issues including the efficacy of incentive plans, employee
stock ownership plans, and executive compensation.

OBJECTIVE OF STUDY

The major objectives of compensation and benefits are discussed below:

 To understand in details how to establish pay rates to different level of

employees.

 To understand the impact of compensation management on performance level.

 To know the employee satisfaction level of lanson toyota with the company’s
existing compensation and benefits system.

 To identify the problem of compensation and benefits management system of

the company.
STATEMENT OF THE PROBLEM:
 What are the complications involved in compensation and benefits management.

 Whether the direct & indirect compensation has been applicable to all employees without
any unfair bias.

 What are the issues faced by the employees in the compensation and benefits
management.

 What is the extension or limit of sum insured by the company to the employees

LIMITATIONS:
 Sometimes it will be difficult to find out the actual situation inside the company.

 Employees may not be provided proper information about compensation system of the
organization.

 This topic is actually a confidential matter for some company. That’s why is may be
hamper us to prepare a good report.

 Sometimes companies don’t want to disclose their internal operations. If that will happen
it may be hampering to prepare an accurate compensation system.
 BACKGROUND OF THE STUDY

INDUSTRY PROFILE:

1. Global profile of automobile industry:

Worldwide automobile industry employs 9 million people directly and about 41 million in
directly. It is observed that the GDP per capita increases with motor vehicle sales (excluding two
wheelers). The production contribution of China in global production is 23%, which is about 9%
more than that of the both USA and Japan. The majority (78%) of vehicles are cars. Lanson
motors (Toyota), Maruti Suzuki Volks-wagon, Hyundai and Ford are five major auto producer
companies in the world. India’s Tata Motors (18th), Mahindra (33rd) and Ashok Leyland (49th)
are among 50 key auto makers. Auto industry is also major innovator in the world, investing over
84 billion Euros in research and development and production innovations. It also plays key role
in the technology improvement level of the other industries also. The global government revenue
contribution is about 400 billion Euros. The global auto industry is a key sector for every major
economy in the world. The industry has recorded overall 30% of growth over the past decade.
The global automobile demand will continue to raise and auto sales volumes will likely to climb
6% year-on-year in both 2012 & 2013 after rising 4% in 2011. Total global demand for four
wheeler and two-wheeler is 45 million and 43 million units, is expected to increase to 70 and 76
million units respectively by 2020.

2. Profile of automobile industry in India:

In India, the automobile industry provides direct employment to about 5 lakh persons. It
contributes 4.7 percent to India’s GDP and 19 per cent to India’s indirect tax revenue. India’s
manufacture of 7.9 million vehicles, including 1.3 million passenger cars, amounted to 2.4
percent and 7 percent, respectively, of global production in number. The automobile
manufacturing sector, which involves assembling the automobile components, comprises two-
wheelers, three-wheelers, four-wheelers, passenger cars, light commercial vehicles (LCVs),
heavy trucks and buses/coaches. In India, mopeds, scooters and motorcycles constitute the two-
wheeler industry, in the increasing order of market share. In 2005-06, the Indian auto sector had
produced over 7.6 million two wheelers and 1.3 million passenger cars and utility vehicles. India
is a global major in the two-wheeler industry producing motorcycles, scooters and mopeds
principally of engine capacities 58 below 200 cc. It is the second largest producer of two-
wheelers and 13th largest producer of passenger cars in the world.
THE HISTORY OF LANSON TOYOTA-AT A GALNCE:
Rising from the ashes of industrial upheaval in post-war Japan, Toyota has become the largest
vehicle manufacturer in Japan with over 40% market share. Toyota began to make inroads into
foreign markets in the late 1950s. The first Crown models arrived in the USA in 1957, and by
1965, with models such as the Corolla, Toyota began to build its reputation and sales to rival
those of domestic producers. The first Toyota imported into Europe was via Denmark in 1963.
Toyota has continued to grow in Europe's sophisticated and complex market, and in 2000 the
company delivered its ten millionth cars to a customer in Germany. In fact, growth is currently
one of the main words in Toyota's European vocabulary, and the company plans to reach annual
sales of 800,000 in Europe by 2005. Toyota is number one for customer satisfaction in the
majority of European countries and has built an excellent reputation across Europe for reliability
and customer service. This enviable reputation, along with the support of a network of more
than 25 distributors and 3,500 sales outlets, are important factors in supporting Toyota's
European sales growth in the coming years.

A brief Introduction on BSVI Engines:

What is BS6 (BSVI)?

The governing body, Bharat Stage Emission Standards (BSES), regulates the output of pollutants
from vehicles plying in the country. The Central Pollution Control Board which falls under the
Ministry of Environment, Forest and Climate Change sets the standards to regulate emissions
from vehicles in India.

The first emission standard or norm, introduced in the year 2000, was known as ‘India 2000’ and
later, BS2 and BS3 were introduced in 2005 and 2010, respectively. While the first three
emission norms were introduced at regular intervals, BS4 was introduced in 2017, after a gap of
seven years.

The BS6 emission standard is the sixth iteration of the emission norm and comparatively, it’s a
substantial leap in terms of reducing pollution compared to the outgoing BS4. This is also
because the BS5 (BSV) has been skipped in an effort to move to better emission norms.

Difference Between BS4 (BSIV) and BS6 (BSVI):

Both BSIV and BSVI are emission norms that set the maximum permissible levels for pollutants
emitting from a car or a two-wheeler exhaust. Compared to the BS4, BS6 emission standards are
stricter. While manufacturers use this change to update their vehicles with new features and
safety standards, the biggest or the significant change comes in the form of stricter permissible
emission norms.
The below table offers an insight into the change in the permissible emission levels of BS6
vehicles compared to BS4 vehicles:

Pollutant Gases BS6 (BSVI) BS4 (BSIV)

Fuel Type

Nitrogen Oxide (NOx) Limit <60mg> <80mg>

Petrol Passenger Vehicle
Particulate Matter (PM) Limit <4.5mg/km -

Nitrogen Oxide (NOx) Limit <80mg> <250mg>

Diesel Passenger Vehicle Particulate Matter (PM) Limit <4.5mg/km <25mg>

HC + NOx 170mg/km <300mg>

What are BSI, BSII, BSIII, BSIV and BSVI Emission Norms?
These are emission standards set by the governing body Bharat Safety Emission Standard
(BSEB) to regulate the output of pollutants from vehicles plying on the road. The Central
Pollution Control Board, under the Ministry of Environment and Forest and Climate Change,
sets the permissible pollution levels and timeline to implement the same by vehicle
manufacturers. 

The abbreviation of ‘BS’ is Bharat Stage and is suffixed with the iteration of the particular
emission norms. The Indian emissions standards are based on the lines of European norms
commonly known as EURO 2, EURO 3, and so on. The first regulations with the moniker India
2000 were introduced in 2000, with the second and third iteration introduced in 2001 and 2005
with the moniker BSII (BS2) and BSIII (BS3), respectively.

The fourth iteration BSIV or BS4 was introduced in 2017 and the delay between the introduction
of BS3 and BS4 resulted in fast-tracking the BSVI or BS6 emission instead of BSV or BS5
norms. Each of these emission norms has stricter emission standards compared to its
predecessors.
The table below offers an insight into the implementation timelines of the emission norms:

Emission Standard Reference Year of Introduction

India 2000 EURO 1 2000

Bharat Stage II (BS2) EURO 2 2005

Bharat Stage III (BS3) EURO 3 2010

Bharat Stage IV (BS4) EURO 4 2017

Bharat Stage V (BS5) EURO 5 To be skipped

Bharat Stage VI (BS6) EURO 6 2020

Impact of BS6 on CNG Cars:

Vehicle manufacturers will have to make minor changes or modifications to their diesel and
petrol engines for the usage of CNG on BS6 vehicles. It’s only a matter of time before
manufacturers start offering CNG compliant BS6 engines in the country. CNG powered BS6 cars
or vehicles could be a stop-gap arrangement before the era of electric and hybrid vehicles are
sold in the country.

List of BS6 Cars Available in India 2019:

Ahead of the deadline of the implementation of BS6 compliant vehicles from 1 April 2020,
several car and bike manufacturers have launched BS6 cars and bikes in India. Below is the list
of BS6 cars and two-wheeler currently available to buy:

BS6 Sedan Cars:

 Maruti Suzuki Dzire
 Hyundai Elantra
 Mercedes Benz E-Class

BS6 Hatchback Cars:

  Toyota Glanza
 Maruti Suzuki Alto 800
 Maruti Suzuki S-Presso
 Hyundai Grand i10 Nios
 Maruti Suzuki Swift
 Maruti Suzuki Wagon R 1.2-litre
 Maruti Suzuki Baleno

BS6 MPV Cars:

 Maruti Suzuki Ertiga
 Maruti Suzuki XL6
 BS6 SUVs:

COMPANY PROFILE:
Lanson was born in the year 2000 with like-minded lansonites to create a path breaking motoring
experience in chennai. Our first integrated 3S facility in koyambedu continues to delight out
60000 customers. It is 20years since we partnered with Toyota. In the last 20years, we have
spread our wings to ( ) different touch points in north tamilnadu. Of these 15 touch points, 8 are
in chennai with in 30 minutes reach of each other spread across the lenghth and breadth of
chennai. In chennai we have our touch points in koyambedu, velachery, neelankarai, teynampet,
cenatoph road, nandhanam, ecr, ambattur, kanthachavadi, omr. What lanson toyota is because of
our nearly 60000 lanson family members. Technology is lanson toyota use technology to
improve quality of our to our customers. One such unique technology that we have launch in
showrooms. At the touch of your mobile you can book a test drive, book a service appointment,
etc.,. This is one of a kind of service available in lanson to cater to the touch and feel of all toyota
product, we at lanson have 64 test drive vehicles. We can bring any test drive vehicles to your
residence on the date and time of your choice. We at lanson strive to sustain our quality and
brand pro6mise our 1500 lansonites and our service point today then services 500 cars per day.

An authorized sales and service dealership , Lanson Motors Pvt Ltd has been in the business
ever since the year 2000. The place made a name for itself as well as increased its patrons base
tremendously. The establishment endeavours to achieve the highest level of customer satisfaction
and improving the buying experience for its customers. During its time in the business, the
company has constantly made evident effort to keep abreast with the needs of the customers
alongside the growing market.

Understanding that options are galore , this showroom makes the researching, buying and selling
as well as post sales engagements easy and uncomplicated.Toyota express maintenance
continues to deliver your car within 60 minutes. Our call centre with our dedicated number 3000
5000 is serviced by our well trained 50 strong call centre team who await to serve you as well as
to get your feedback. We had always valued your suggestions and feedback and had addressed
all concerns with due respect and belief to build relationship. We are proud today to have the
relationship of 50000+ customers in our lanson to toyota family. Lanson Motors pvt ltd meets all
the requirements that one can possibly have in terms of four-wheeler vehicles. The sales staff
employed here pays keen attention to the requirements of the potential buyers and makes
appropriate suggestions by explaining the features, specifications and pricing of the vehicles. It
undertakes repairs and services for a majority of car models. Open from 10:00-21:30. It can be
contacted on +(91)-44-30817117,30005000,30817116.

ORGANIZATIONAL CHART:
HR Department

In any organization Human Resources department, perform the delicate task of protecting the
interest of key stake holders eg Employees and employers. For employees, HR tries to achieve a
better work place, sensitizing the management to their needs and assisting them in navigating
their work place issues that arise daily. For employers the HR department strives to improve
quality of talent harmonious employee-employer relationship, adherence to labour and
employment laws.

The main tasks that HR is required to handle are:

 Conflict Resolution

 Training and development

 Employee Rights and workplace

 Employee Benefits

 Mediclaim Insurance

A) Personal accident coverage

B) Canteen and Transportation facilities

C) Leave Benefits

D) Cafeteria

E) ESI and provident fund

F) Cultural and sports activities

OBJECTIVES OF HR DEPARTMENT:
 To indirect quality personnel& to provide the same to the various departments, functions in the
organization, this can help in effective running of the operations
 To promote & maintain conductive work environment including high degree of participative
cultural in the organization. This helps in effective performance due to learn spirit.
 Render support &welfare services to the satisfaction of the customers towards the organization.
 Help develop attractive personnel policies for employee continuity with &contribution to the
organization including various training inputs.
 Ensure fulfillment of relevant statutory obligation & carry out social economic development
works is the neighboring community.
 To ensure safety, health& environment

HR Departments
RECRUITMENT AND SELECTION

The recruitment and selection is the major function of the human resource department.
Recruitment process involves a systematic procedure form sourcing the candidates to arranging
and conducting the interview and requires many resources and time.

1. Identifying the vacancies

2. Approval from competent authority

3. Vacancies red to be notified to newspaper, consultancies

4. And online job portals

5. Scrutiny of list/application

6. Conducting interview by the HR/technical team

7. Final interview by the HR.

8. Issue call letter

HEALTH AND SAFETY

  Occupational health center is available inside the campus.
 If any accidents happen inside the organization company will take care of
their hospital expenses.
 There is no deduction in salary if employee is in medical leave

WELFARE ACTIVITIES:
 Family insurance in star health

 PF

 Gratuity

 Medical camps

 Annual party

Marketing Department:

 EXPRESS MAINTENANCE

EM60 provides high quality express maintenance in just 60 minutes. Three specially trained
technicians work simultaneously to reduce time. Quality check is an inherent part of each
process. Specially designed Express Maintenance tools and techniques ensure quality job in just
60 minutes.
.
 THE SERVICE SUPER MARKET

Toyota Dealership is One Stop Shop for all vehicle service needs! Experience all services under
one roof at our world class dealerships with world class infrastructure. Our 250+ Dealer Network
offers range of products, services to cater to all service needs including tyre, Battery, Car Spa &
Beautification, Insurance through the best associates in the industry. Body & Paint Services as
well as used car sales services at the same facility make your vehicle ownership pleasant &
totally hassle free.

 QUICK ROADSIDE ASSISTANCE

Quick support anywhere & Anytime with 24X7 Road Side Assistance. Call Toll Free 1800 102
5001 or with Toll 01242355001 / Download Toyota Assistance India App from Google Play
store or Apple i-store. Toyota Road Side Assistance is Free up to 3 years & it can be availed up
to 8 years at nominal cost at your Nearest Toyota Dealer

 BEST IN CLASS WARRANTY

Toyota ensure to provide complete peace of mind by providing assurance of repair / replacement
within the period of 100,000km / 3years, whichever is earlier . The date as mentioned in the
delivery note given during first sale to be considered for Warranty related enquiries. Items not
covered under warranty are explained in “Owner’s manual”.

 VEHICLE PICK UP & DROP

Toyota like taking the customers hassles of picking / dropping the car for service from / at their
convenient location. We value your time & your trust on Toyota Quality Service.

 QUALIFIED MANPOWER

Toyota Service Showroom ensure the best of personnel are taking care of the customer’s Toyota
vehicle to get the repairs right in First time. The labours and employees are recruited from the
best technical institutes supported by Toyota & constantly improved through various Skill
contests. The labours are trained through Toyota Global Training Service System & is equipped
to use hi-tech tools & equipment. The manpower, be assured, Gets it right, “First time...Every
time”.

 INSTANT SERVICE STATUS INFORMATION

Toyota ensure to the customers to stay updated about their vehicle, no matter where they are!
Our evolutionary customer relationship building tool (CRB)constantly updates live status while
the customers wait for their vehicle at customer lounge at all Toyota Dealerships.When outside,
receive prompt updates through SMS on Repair Estimation, Estimated Delivery time, Repair
Completion, Delivery & Invoice.

 WORLD CLASS SERVICE NETWORK

World Class facilities and infrastructure designed for your comfort & convenience are available
at 250+ locations in India. The Toyota Service Dealerships are the best place for all service
needs e.g. Tyre& Battery Replacements, Insurance renewal, Car spa treatments etc. Also Toyota
presenting in addition to Toyota’s Standard Manufacturer Vehicle Warranty of 3 Years /
1,00,000 kms.
PRODUCT PROFILE:
MODELS AND TYPES OF CARS:

Toyota offers 10 new car models in India. Innova Crysta, Fortuner and Platinum Etios are among
the popular cars from Toyota. Toyota Etios Liva is the lowest priced model at Rs. 5.54 lakh and
Toyota Land Cruiser is the highest priced model at Rs. 1.37 crore.

Toyota Cars Prices in India

 1. Toyota Innova Crysta

MODELS PRICE(in FUEL TANSMISSION POWER TORQUE

lakhs) TYPE
GX 7S AT Rs.16.45L Diesel Automatic 171.5bhp@3400rp 360Nm@1200rpm
m
G 7S Rs.13.52L Diesel Manual 147.8bhp@3400rp 343Nm@1400-
m 2800rpm
G 8S Rs.13.56L Diesel Manual 147.8bhp@3400rp 343Nm@1400-
m 2800rpm
2.7 GX 7S Rs.14.06L Petrol Manual 163.7bhp@5200rp 245Nm@4000rpm
m
2.7 GX 8S Rs.14.11L Petrol Manual 163.7bhp@5200rp 245Nm@4000rpm
m
2.7 GX Rs.15.16L Petrol Automatic 163.7bhp@5200rp 245Nm@4000rpm
AT m
GX 7S Rs.15.18L Diesel Manual 343Nm@1400-
2800rpm
147.8bhp@3400rp
2.7 GX 8S Rs.15.21L petrol Automatic 163.7bhp@5200rp 245Nm@1400-
AT m 2800rpm
GX 8S Rs.15.23L Diesel Manual 147.8bhp@5200rp 343Nm@1400-
m 2800rpm
GX 8S AT Rs.16.50L Diesel Automatic 171.5bhp@3400rp 360Nm@1200-
m 3400rpm
2.7 VX 7S Rs.16.96L Petrol Manual 163.7bhp@5200rp 245Nm@1400-
m 2800rpm
Touring Rs.17.63L Petrol Manual 163.7bhp@5200rp 245Nm@1400-
sport 2.7 m 2800rpm
MT
VX 7S Rs.18.07L Diesel Manual 147.8bhp@3400rp 343Nm@1400-
m 2800rpm
VX 8S Rs.18.12L Diesel Manual 147.8bhp@3400rp 343Nm@1400-
m 2800rpm
Touring Rs.19.61L Diesel Manual 147.8bhp@3400rp 343Nm@1400-
sport 2.4
MT m 2800rpm
2.7 ZX 7S Rs.19.97 Petrol Automatic 163.7bhp@5200rp 245Nm@1400-
AT L m 2800rpm
ZX 7S Rs.19.99L Diesel Manual 147.8bhp@3400rp 343Nm@1400-
m 2800rpm
Touring Rs.20.47L Petrol Automatic 163.7bhp@5200rp 245Nm@1400-
sport2.7 m 2800rpm
AT
ZX 7S AT Rs.21.26L Diesel Automatic 147.8bhp@3400rp 343Nm@1400-
m 2800rpm
2.8 AT Rs.22.15L Diesel Automatic 147.8bhp@3400rp 343Nm@1400-
touring m 2800rpm
sport
 2.Toyota Fortuner

MODELS PRICE(in ENGINE POWER TORQUE TOP

lakhs) DISPLAY SPEED
(KMPH)
2.7 4x2 MT Rs.26.20 L 2694 cc 163.7bhp@5200rpm 245NM@1600- NA
2400rpm
2.8 4x2 MT Rs.27.80L 2755 cc 174.5bhp@3400rpm 420Nm@1600- NA
2400
2.7 4x2 AT Rs.27.89L 2694 cc 163.7bhp@5200rpm 245Nm@4000rpm NA
2.8 4x2 AT Rs.30.12L 2755 cc 174.5bhp@3400rpm 450Nm@1600- NA
2400rpm
2.8 4x4 MT Rs.30.23L 2755 cc 174.5bhp@3400rpm 450Nm@1600- NA
2400rpm
TRD Rs.31.61L 2755 cc 174.5bhp@3400rpm 450Nm@1600- NA
Sportivo 2400
2.8 2WD
AT
2.8 4x4 AT Rs.31.99L 275 cc 174.5bhp@3400rpm 450Nm@1600- NA
2400 rpm
 3.Toyota Platinum Etios

MODELS PRICE(in MILEAGE ENGINE TRANSMISSION FUEL

lakhs) DISPLAY TYPE
V Rs.7.09L 16.78kmpl 1496 cc Manual Petrol
G Rs.6.80L 16.78kmpl 1496 cc Manual Petrol
VX Rs.7.69L 16.78kmpl 1496 cc Manual Petrol
GD Rs.7.90L 23.59kmpl 1364 cc Manual Diesel
VD Rs.8.19L 23.59kmpl 1364 cc Manual Diesel
VXD Rs.8.79L 23.59kmpl 1364 cc Manual Diesel
 4.Toyota Etios Liva
MODELS PRICE(in MILEAGE ENGINE TRANSMISSIO FUEL
lakhs) DISPLAY N TYPE
V Rs.5.72L 1771kmpl 1197 cc Manual Petrol
G Rs.5.49L 1771kmpl 1197 cc Manual Petrol
1.2 V Dual Rs.5.82L 1771kmpl 1197 cc Manual Petrol
Tone
VX Rs.6.21L 1771kmpl 1197 cc Manual Petrol
1.2 VX Dual Rs.6.26L 1771kmpl 1197 cc Manual Petrol
Tone
GD Rs.6.77L 23.59kmpl 1364 cc Manual Diesel
VD Rs.6.95L 23.59kmpl 1364 cc Manual Diesel
1.4 VD Dual Rs.7.02L 23.59kmpl 1364 cc Manual Diesel
Tone
VXD Rs.7.36L 23.59kmpl 1364 cc Manual Diesel
1.4 VXD Rs.7.38L 23.59kmpl 1364 cc Manual Diesel
Dual Tone
5.Toyota Corolla Altis
MODELS PRICE(in FUEL TRANSMISSION POWER TORQUE
lakhs) TYPE
1.8 G Rs.15.70L Petrol Manual 138.03bhp@6400rpm 173Nm@4000rpm
1.4 DG Rs.17.16L Diesel Manual 87.2bhp@3800rpm 205Nm@1800-
2800rpm
1.8 G CVT Rs.17.31L Petrol Automatic 138.03bhp@6400rpm 173Nm@4000rpm
1.8 GL Rs.18.07L Petrol Manual 138.03bhp@6400rpm 173Nm@4000rpm
1.4 DGL Rs.18.81L Diesel Manual 87.2bhp@3800rpm 205Nm@1800-
2800rpm
1.8 VL Rs.19.64L Petrol Automatic 138.03bhp@6400rpm 173Nm@4000rpm
CVT
6.Toyota Camry

MODEL PRICE(i ENGINE POWER TORQUE TOP

S n lakhs) DISPLA SPEED(KMPH
Y )
2.5 Rs.37.22 2494 cc 157.7bhp@5700rp 213Nm@4500rp 200
Hybrid L m m
2.5L AT Rs.29.75 2494 cc 178.4bhp@6000rp 233Nm@4100rp 210
L m m

7.Toyota Prius

MODELS PRICE(in MILEAGE TRANSMISSION ENGINE FUEL

lakhs) DISPLAY TYPE
Z8 Rs.44.07L 26.27kmpl Automatic 1798 cc Petrol
NEW* (yet to be 23.91kmpl Automatic 1798 cc Petrol
Announced)
8.Toyota Etios Cross

MODELS PRICE(in MILEAGE ENGINE TRANSMISSIO FUEL

lakhs) DISPLAY N TYPE
V Rs.7.93L 16.78kmpl 1496 cc Manual Petrol
G Rs.6.41L 17.71kmpl 1197 cc Manual Petrol
1.2GX Rs.6.60L 17.71kmpl 1197 cc Manual Petrol
Edition
GD Rs.7.57L 23.59kmpl 1364 cc Manual Diesel
VD Rs.7.88L 23.59kmpl 1364 cc Manual Diesel
1.4 VD X Rs.8.16L 23.59kmpl 1364 cc Manual Diesel
Edition
9. Toyota Land Cruiser Prado

MODEL VX L
PRICE (in lakhs) Rs.88.86L
ENGINE DISPLAY 2982 cc
TORQUE 410Nm@1600-2800rpm
SUNROOF NA
POWER 170.30@3400rpm
TOP SPEED (KMPH) 180
ADJUSTABLE DRIVER SEAT Yes
10. Toyota Land Cruiser

MODEL VX
PRICE (in crores) Rs.1.35 crore*
ENGINE DISPLAY 4461 cc
TORQUE 650Nm@1600-2600rpm
SUNROOF NA
POWER 261.49bhp@3400rpm
TOP SPEED (KMPH) 175
ADJUSTABLE DRIVER SEAT Yes

COMPETITOR PROFILE:
KHIVRAJ MOTORS PRIVATE LIMITED - AUTHORISED MARUTI
SUZUKI CAR DEALER
The khiviraj group has flourished amidst such a backdrop. The
company has since 1996 been engaged in the dealership of maruti suzuki cars and allied services.
In the trade of successful business with maruti suzuki in india ltd, the company has established
four wheeler car showrooms, four state of the art car workshops and body shops, and one maruti
driving school. These units are strategically situated so as to cover the length and breadth of a
fast growing chennai. We have showrooms in anna salai, adayar ,omr-perungudi and tiruvallur.
Our workshops are conveniently situated in anna salai, guindy industrial estate, omr and
tiruvallur.

WEBSITE

http://www.khivirajmotors.com
INDUSTRIES
Automotive

COMPANY SIZE
501-1000 employees

HEADQUATERS
Chennai ,Tamilnadu

SPECIALITIES
Maruti car sales, maruti car service, maruti insurance, finance maruti test drive.

Khivraj motors private limited is a private incorporated on 14 september 1961. It is classified as

non-govt company and is registered at register of companies, Chennai.

Its authorized share capital is Rs. 52,200,000 and its paid up capital is Rs. 2,769,000. It is
involved in other retail trade of new goods inspecialized stores khivraj motors private limited's
annual general meeting (AGM) was last held on 27 september 2018 and as per records from
ministry of corporate Affairs(MCA), its balance sheet was last filed on 31 March 2018. Directors
of khivraj motors Private Limited are bharatkumar chordia, navaratanmull Chordia.

THEORIES RELATED TO THE TOPIC:

 Employee benefits and compensation is on integral part of human resource management
which helps in motivating employees and improving organizational effectiveness. An idle
compensation and benefits management system will help on organization significantly boost the
performance of its employees and create a more engaged work force that willings to go the extra
mile for an organization. That is why we have decided to do our report on “Employee benefits
and compensation management”. Compensation and benefits is more than just the means to
attract and retain talented employees. In today’s competitive labour market, organization need to
fully leverage their human capital sustain a competitive position. This requires integrating
employee process, information and programs with organizational processes and strategies to
achieve optimal organizational results.

Compensation is what employees receive in exchange for their contribution to the

organization. Generally speaking employees offer their services for three types of rewards.

 Pay : includes base wages and salaries

 Incentives : includes bonuses, commission and profit sharing plans
 Benefits : are indirect type of compensation including, facilities such as
insurance, medical, recreation, retirements etc.

Internal equity:

Internal equity is employees' perception of their duties, compensation, and work

conditions as compared with those of other employees in similar positions in the same
organization. As this comparison is always made within the company, problems with internal
equity can result in conflict among employees, mistrust, low morale, anger and even the
adoption of legal actions. Workers can make the evaluation of internal equity regarding two main
points. On the one hand, procedural justice is the person’s perceived fairness of the process
(assigned tasks) and procedures used to make decisions about him/her. On the other hand,
distributive justice refers to the perceived fairness in the distribution of outcomes (salaries). The
classic objectives of equity based compensation plans are retention, attraction of new hires and
aligning employees’ and shareholders’ interests with the long term success of the company.

External equity:
External equity refers to the similarity of the practices of other organization of the
same sector. If perceived like this, it can be said that the program is considered
competitive or externally equitable. Usually, these comparisons are done in external labor
markets where the wages vary. There are various factors that contribute to create these
differences, for example, geographical location, education and work experience.

Equity and pay rates:

The need for equity is the most important factor in determining pay rates. Equity in pay rates
could be achieved through the following steps:

 Find the worth of each job through job evaluation

 Conduct a salary survey to find what other employees are paying for comparable jobs.
 Group similar jobs into pay grades
 Price each pay grade by using wage curves
 Find tune pay rates

Literature review:
Afroja Rehan Rima and Md. Rifayat Islam3 (2013) The purpose of this paper to review the
literature on employees Compensation and benefits system practices in the perspective of
automobile industries in India. Automobile sector in India has always been leading the way to
initiate new products and services in the marketplace. The total strength of this sector depends on
their employees stood at approximately 20,000 at the end of the year. The automobile industry
considers that a hefty, skillful and enthusiastic employee is the key factor to success.

http://www.academia.edu/327602/employee/compensation/a/review/oftheliterature

Grace Mwamburi Odhiambo and Esther Waiganjo12 (2014) In his paper entitled the impact
of auditor changes on CEO compensation written in ‘International Journal of Economics and
Finance’, investigated that whether auditors are a good external control mechanism to restrain
management from intentionally increasing CEO compensation through earnings management. To
examine this, the author regress variations of CEO cash and total compensation on changes in
auditors after controlling financial, stock market, industry and year variables. There are two
sample periods. In the period 1993–2004,the paper examined the impacts of overall auditor
changes and auditor changes that are classified by the audit failure or auditor brand names. In the
period 2000–2004, the author checks the influences of auditor resignations and of auditor
dismissals due to accounting disagreements. The empirical results shows that changes in cash
compensation is positively related to the existence of auditor changes and this relationship
actually comes from auditor changes from big 5 auditors to non-big 5 auditors. Meanwhile,
changes in total compensation is negatively associated with the appearance of auditor switches
from non-big 5 auditors to big 5 auditors. These findings are consistent with the notion that big 5
auditors are more active at discouraging earnings management.

https://www.researchgate.net/publication/290431193impactoncompensationmange
ment
Cooke (1976), Ellig (1981) & Salter (1973) This is the study of compensation strategy
originally surfaced in the literature on executive compensation. From a strategic perspective,
compensation for executives was defined in terms of several basic elements: base pay, short- and
long term incentives, benefits, and perquisites. The major strategic decisions focused on the
deployment of total compensation among the basic elements to best achieve the missions of the
organization. Long term incentive as a percent of total compensation is an example. Attention
was directed at choices among various short-term versus long-term incentive schemes

https://www.resarchgate.net/publication/259786503/compensationmana
gement
Bob 2001; Brown 2003; Anyebe 2003 This study seeks to validate the facts of compensation
management as being based on a well articulated philosophy- a set of beliefs and guiding
principles that are consistent with the values of the organization which recognizes the fact that if
HRM is about investing in human capital from which a reasonable return is required, then it is
proper to the skills and competencies of employees in order to increase the resource-based
capability of the organization. 15,16,17 Harrison and Liska (2008) in their study posit that
reward is the centre piece of the employment contract-after all it is the main reason why people
work. This includes all types of rewards, both intrinsic and extrinsic, that are received as a result
of employment by the organization. 18 Brown (2003) sees compensation as a return in exchange
between their employees and themselves as an entitlement for being an employee of the
organization, or as a reward for a job well done. Employees’ pay does not depend solely on the
jobs they hold.

http://www.academia.edu/327602/employee/compensation/a/review/oftheliterature

CHAPTER-3

RESEARCH METHODOLOGY
RESEARCH

Meaning

Research is composed of two words ‘Re’ and ‘Search’, which means to search again or to search
for new facts or to modify older ones in any branch of knowledge. Research is a scientific and
systematic search for pertinent information on a specific topic.

Definition

The Advanced Learner’s Dictionary of Current English lays down the meaning of research as “a
careful investigation or inquiry especially through search for new facts in any branch of
knowledge”

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the various
steps that are generally adopted by a researcher in studying his research problem along with the
logic behind them. It is necessary for the researcher to know not only the research
methods/techniques but also the methodology.

The scope of research methodology is wider than that of research methods. Thus, when we talk
of research methodology we not only talk of the research methods but also consider the logic
behind the methods we use in the context of our research study and explain why we are using a
particular methods or technique and why we are not using others so that research result are
capable of being evaluated either by the researcher himself or by others.

RESEARCH DESIGN

“A research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure”. In
fact, the research design is the conceptual structure within which research is conducted; it
constitutes the blueprint for the collection, measurement and analysis of data.

Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem. The research design followed for this research
study is descriptive research design where we find a solution to an existing problem.

DESCRIPTIVE RESEARCH

Descriptive research design is the research design followed in this project, which are concerned
with describing the characteristics of a particular individual, or of a group. This study concerned
with specific predictions, with narration of facts and characteristics concerning individual and
group. In descriptive research, the researcher must be able to define clearly, what he wants to
measure and must find adequate methods for measuring it along with a clear cut definition of
‘population’ he wants to study. Since the aim is to obtain complete and accurate information in
the said studies, the procedure to be used must be carefully planned.

Sources of Data Collection

The collection of data is considered to be one of the most important aspects in the research
methodology. Both primary and secondary data is used in this study in order to meet the
requirements of the purpose.

PRIMARY DATA:

Primary data are those, which are collected directly in person from the employees. They are
original in character. Survey method was used to collect primary data. Questionnaire was
prepared and distributed to the employees. Personal interview was one of the methods followed
for collecting data. A total number of 100 employees were interviewed randomly and given
questionnaire to fill in. This way the required data’s were collected. Primary data are also known
as fresh data.

SECONDARY DATA:
Secondary data consider of the company profile, the industrial background and yearly reports for
further understandings of the company. It was collected from the company brouchure, journals,
and yearly reports and from the interactions with HR managers, recruiters, and other staffs who
were all working in lanson motors private limited.

Hypothesis

Hypothesis may be defined as a proposition or a set of propositions set forth as an explanation

for the occurrence of some specified group of phenomena either asserted merely as a provisional
conjecture to guide some investigation in the light of established facts (Kothari, 1988). A
research hypothesis is quite often a predictive statement, which is capable of being tested using
scientific methods that involve an independent and some dependent variables.

Hypothesis-Testing Research Design

Hypothesis-Testing Research Designs are those in which the researcher tests the hypothesis of
causal relationship between two or more variables. These studies require procedures that would
not only decrease bias and enhance reliability, but also facilitate deriving inferences about the
causality. Generally, experiments satisfy such requirements. Hence, when research design is
discussed in such studies, it often refers to the design of experiments.

Sampling Design

Sampling is a method of selecting experimental units from a population so that we can make
decision about the population. Sampling Design is design or a working plan, that specifies the
population frame, sample size, sample selection, and estimation method in detail. Objective of
the sampling design is to know the characteristic of the population.

Population

The population of lanson motors pvt ltd is 100.

Sampling Technique
Judgemental Sampling

Sample Size

A sample size of 86 has been taken into consideration

Tools for Data Analysis

The data has been mainly analysed by using the following rudimentary methods and tests.

 One Way ANOVA

 Correlations
 Pearson Chi-Square Test

All the test was done in SPSS Software version 20

One Way ANOVA

One way analysis of variance is a technique used to compare means of two or more samples
(using F distribution).The one-way analysis of variance (ANOVA) is used to determine whether
there are any significant differences between the means of two or more independent (unrelated)
groups (although you tend to only see it used when there are a minimum of three, rather than two
groups).

Correlations

Correlation coefficient formulas are used to find how strong a relationship is between data. The
formulas return a value between -1 and 1 A correlation coefficient of 1 means that for every
positive increase of 1 in one variable, there is a positive increase of 1 in the other. A correlation
coefficient of -1 means that for every positive increase of 1 in one variable, there is a negative
decrease of 1 in the other. Zero means that for every increase, there isn’t a positive or negative
increase. The two just aren’t related.

Chi-Square Test
 The Chi-Square test is one of the simplest and most widely used non-parametric tests in
statistical works. This test was first used by Karl Pearson in the year 1990. The quantity
ChiSquare describes the magnitude of the discrepancy between theory and observation. Karl
Pearson developed a test for testing the significance of discrepancy between the experimental
values and the theoretical values obtained under some theory or hypothesis. The table value for
this degree of freedom is seen using 5% or 1% of significance level. If the calculated Chi-Square
value is less than the table value of Chi-Square, hypothesis is accepted or otherwise rejected.

Statistical tools: SPSS

CHAPTER-4
 DATA ANALYSIS AND INTREPRETATION

Formulation of Hypothesis, Data Analysis and Interpretation

Frequency Table and Bar Chart

Table and Chart 4.1.1

Table and Chart showing the age of the respondents

Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 20-30 30 37.5 37.5 37.5
31-40 11 13.8 13.8 51.2
41-50 23 28.7 28.7 80.0
50 and Above 16 20.0 20.0 100.0
Total 80 100.0 100.0

INTERPRETAION:

From the above table & chart it can be understood that majority of the respondents are in the age
group of 20-30, they constitute about 37.5% and the age group of 31-40 constitute about 13.8 of
the respondents. The age group 41-50 constitute 28.7% respondents. The age group 50above
constitute 20% of the respondents.
Table and Chart 4.1.2
Table and Chart showing the Gender of the respondents

Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 37 46.3 46.3 46.3
Female 43 53.8 53.8 100.0
Total 80 100.0 100.0

INTERPRETATION:

From this table and chart it can be understood that the female form the majority of
the respondents, they constitute about 53.8% of the respondents. The male
constitute48.3% of the respondents.

Table and Chart 4.1.3

Table and Chart showing the income of the employees

Income
Cumulative
Frequency Percent Valid Percent Percent
Valid 10,000-15,000 10 12.5 12.5 12.5
15,001-20,000 8 10.0 10.0 22.5
20,001-25,000 33 41.3 41.3 63.7
25,000 and above 29 36.3 36.3 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that majority of the
respondents income is 20,000-25,000, they constitute about 41.3%. The
respondents income of 25,000 and above they constitute about 36.3%. The
respondents income of10,000-15,000 they constitute about 12.5%. The least
respondents income is 15,000-20,000 they constitute about 10%.

Table and Chart 4.1.4

Table and Chart showing the years of experience

years of experience
Cumulative
Frequency Percent Valid Percent Percent
Valid less than 1 year 15 18.8 18.8 18.8
1-4 years 15 18.8 18.8 37.5
4.1-7 years 23 28.7 28.7 66.3
above 7 years 27 33.8 33.8 100.0
Total 80 100.0 100.0

INTERPRETAION

From the above table and chart it can be understood that majority of the
respondents are above 7 years, they constitute about 33.8%. The experience of 4-7
years of respondents constitute about 28.7%. The experience of both 1-4 years and
4-7 years of respondents constitute about 18.8 % each.

Table and Chart 4.1.5

Table and Chart showing the compensation system of company

is compensation system of the company sufficient to keep

you from looking another job?
Cumulative
Frequency Percent Valid Percent Percent
Valid yes 38 47.5 47.5 47.5
no 39 48.8 48.8 96.3
3.00 3 3.8 3.8 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that majority of the
respondents answered no for compensation system, they constitute 48.8%. the
respondents who answered yes, they constitute about 47.5%.

Table and Chart 4.1.6

Table and Chart showing the types of compensation

what type of compensation do the company provide to their employee

Cumulative
Frequency Percent Valid Percent Percent
Valid base pay 45 56.3 56.3 56.3
commissions 24 30.0 30.0 86.3
travel/meal/housing 11 13.8 13.8 100.0
allowance
Total 80 100.0 100.0

INTERPRETAION:

From the above table and chart it can be understood that majority of the
respondents have chosen base pay as their compensation, they constitute 56.3%.the
respondents have chosen commissions and travel/housing allowance, they
constitute 30% and 13.8%.

Table and Chart 4.1.7

Table and Chart showing the increments to employees

what is the basis for granting increment to an employee

Cumulative
Frequency Percent Valid Percent Percent
Valid standard package 23 28.7 28.7 28.7
length of service 42 52.5 52.5 81.3
Merit 8 10.0 10.0 91.3
automatic progression 7 8.8 8.8 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that majority of the
respondents have selected length of service as their basis for increment, they
constitute 52.5%. the respondents who have selected standard package, they
constitute 28.7%. those who selected merit and automatic progression as their
increment, they constitute 10% and 8.8% respectively.

Table and Chart 4.1.8

Table and Chart showing the compensation preferred by employees

what kind of compensation do you prefer

Cumulative
Frequency Percent Valid Percent Percent
Valid monetary 28 35.0 35.0 35.0
rewarding 30 37.5 37.5 72.5
motivation 18 22.5 22.5 95.0
holiday packages 4 5.0 5.0 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that majority of the
respondents have chosen rewarding as their compensation, they constitute 37.5%.
the respondents who have chosen monetary, they constitute 35%. The respondents
who have selected motivation & holiday packages, they constitute 22.5% and 5%
respectively.

Table and Chart 4.1.9

Table and Chart showing the compensation fixed to nature of job of
employees

is compensation fixed according to the nature of job

Cumulative
Frequency Percent Valid Percent Percent
Valid strongly disagree 9 11.3 11.3 11.3
Disagree 17 21.3 21.3 32.5
Neutral 23 28.7 28.7 61.3
Agree 27 33.8 33.8 95.0
strongly agree 4 5.0 5.0 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that majority of the
respondents have answered agree, they constitute33.8%. the respondents who
answered neutral, they constitute 28.7%. the respondents who answered disagree,
they constitute 21.3%. the respondents who answered strongly disagree and
strongly agree, they constitute 11.3% and 5% respectively.
Table and Chart 4.1.10
Table and Chart showing that employees are aware about their benefits &
policies

are you aware of all employee benefits offered by the

company
Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 59 73.8 73.8 73.8
No 21 26.3 26.3 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that 73.8% of respondents are
aware of their benefits and 26.3% are not aware of their benefits.
Table and Chart 4.1.11
Table and Chart showing

have you made use of medical insurance plan

Cumulative
Frequency Percent Valid Percent Percent
Valid yes 55 68.8 68.8 68.8
no 25 31.3 31.3 100.0
Total 80 100.0 100.0

INTERPRETATION:

From the above table and chart it can be understood that 68.8% respondents are
satisfied with the policy and 31.3 % are not satisfied with the policy.
One Way ANOVA

Table 4.2.1

H1-

ANOVA
direct compensation benefits score
Sum of Squares df Mean Square F Sig.
Between Groups 94.795 3 31.598 1.289 .284
Within Groups 1863.093 76 24.514
Total 1957.888 79

Post Hoc Tests

Homogeneous Subsets

direct compensation benefits score

Duncana,b
Subset for alpha
= 0.05
Age N 1
41-50 23 25.5652
31-40 11 25.8182
20-30 30 26.2667
50 and Above 16 28.5625
Sig. .107
Means for groups in homogeneous subsets are
displayed.
a. Uses Harmonic Mean Sample Size =
17.375.
b. The group sizes are unequal. The harmonic
mean of the group sizes is used. Type I error
levels are not guaranteed.
INTERPERTATION:

Table 4.2.2

ANOVA
indirect compensation and benefits score
Sum of Squares df Mean Square F Sig.
Between Groups 483.651 3 161.217 8.713 .000
Within Groups 1406.299 76 18.504
Total 1889.950 79

Post Hoc Tests

Homogeneous Subsets

indirect compensation and benefits score

Duncana,b
Subset for alpha = 0.05
Age N 1 2
41-50 23 22.5652
50 and Above 16 22.9375
31-40 11 27.0909
20-30 30 27.8000
Sig. .799 .628
Means for groups in homogeneous subsets are
displayed.
a. Uses Harmonic Mean Sample Size = 17.375.
b. The group sizes are unequal. The harmonic mean of
the group sizes is used. Type I error levels are not
guaranteed.

Inference:

Chi square Test

Table and charts 4.3

Crosstabs

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Age * have you made use of 80 100.0% 0 0.0% 80 100.0%
medical insurance plan
 Age * have you made use of medical insurance plan Crosstabulation
have you made use of medical
insurance plan
yes No Total
Age 20-30 Count 14 16 30
Expected Count 20.6 9.4 30.0
% within Age 46.7% 53.3% 100.0%
% within have you made use 25.5% 64.0% 37.5%
of medical insurance plan
% of Total 17.5% 20.0% 37.5%
31-40 Count 9 2 11
Expected Count 7.6 3.4 11.0
% within Age 81.8% 18.2% 100.0%
% within have you made use 16.4% 8.0% 13.8%
of medical insurance plan
% of Total 11.3% 2.5% 13.8%
41-50 Count 18 5 23
Expected Count 15.8 7.2 23.0
% within Age 78.3% 21.7% 100.0%
% within have you made use 32.7% 20.0% 28.7%
of medical insurance plan
% of Total 22.5% 6.3% 28.7%
50 and Above Count 14 2 16
Expected Count 11.0 5.0 16.0
% within Age 87.5% 12.5% 100.0%
% within have you made use 25.5% 8.0% 20.0%
of medical insurance plan
% of Total 17.5% 2.5% 20.0%
Total Count 55 25 80
Expected Count 55.0 25.0 80.0
% within Age 68.8% 31.3% 100.0%
% within have you made use 100.0% 100.0% 100.0%
of medical insurance plan
% of Total 68.8% 31.3% 100.0%
Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
a
Pearson Chi-Square 11.271 3 .010
Likelihood Ratio 11.346 3 .010
Linear-by-Linear Association 9.236 1 .002
N of Valid Cases 80
a. 1 cells (12.5%) have expected count less than 5. The minimum
expected count is 3.44.

Inference:
Correlation
Table 4.5

Correlations
indirect
directs compensation
compensation and benefits
benfits score score
directs compensation benfits Pearson Correlation 1 .473**
score Sig. (2-tailed) .000
N 80 80
indirect compensation and Pearson Correlation .473** 1
benefits score Sig. (2-tailed) .000
N 80 80
**. Correlation is significant at the 0.01 level (2-tailed).

INTERPRETATION:
 T-TEST
Independent Samples Test
Levene's Test for
Equality of
Variances t-test for Equality of Means
95% Confiden
Sig. (2- Mean Std. Error the Diff
F Sig. T df tailed) Difference Difference Lower
directs Equal variances .374 .543 1.031 78 .306 1.15085 1.11587 -1.07069
compensation assumed
benfits score Equal variances not 1.024 73.759 .309 1.15085 1.12338 -1.08765
assumed

INTERPRETAION:
 CHAPTER NO V

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS:
 The researcher has learnt about the employee benefits policies and programs available for
the employee in this organization.

 The researcher has learnt about the different platforms where awareness about these
policies is created by the employers.

 The researcher has inferred from this study that a majority of employees are not aware
about the employee benefit policies.

 The researcher has observed the various additional monetary benefits available for the
employees to motivate them with reference to their contribution experience, initiative &
decision making.

 The researcher has observed that a very complicated system is in place with reference to
employee benefit schemes such as medical insurance , provident funds , ESI to name a few.

 The researcher has observed that maintenance of safety equipments is not up to required
standards in the plant and the operations areas.

 There is a delay in providing the safety equipments & uniforms to the workers on time which
leads to delay in servicing of automobile on time.
SUGGESTIONS:

1. The firm can introduce a more transparent system which focuses on effective
communication of the policies and benefits of each programs individually.

2. A structured systematic approach needs to be adopted by the top level management.

3. A redressal forum for the employees can be introduced.

4. Need for proper supervision and educate the employees about safety equipments and
measures from time to time.

5. New platforms can be introduced to reinforce the employee benefit measures.

6. Provide safety equipments & uniforms to the workers on time which will reduce delay in
servicing of automobile.

CONCLUSION:

 The researcher was introduced to various interviews like exit interview, recruitment
& selection interview through his internship period with the HR department. During
his tenure he learnt various ways of entering different types of data under the
guidance of the HR and administration manager.

 He learnt about the various employee benefits available in this firm.

 He observed the platforms available for communication of benefits to the employee.

 He developed an understanding about various attributes related to employee benefits.

 The researcher has made suggestions to the firm which can be easily adopted and
implemented by the firm to ensure the benefits are received by every employee.