A Project Report On Customer Management System at Garve motors Pvt. Ltd.

By Sonali Dapade Under the guidance of Renuka Chandole Submitted to University of Pune In partial fulfillment of the requirement for the award of the degree of Master of Business Administration(MBA) (20010-12 batch) Through Institute of Science, Poonas Institute of Business Management & Research, Wakad, Pune-411057

ACKNOWLEDGEMENT
This project is the outcome of the help and encouragement provided by all faculty members, who were a continuous source of inspiration and who guided me in all my endeavors. I take this opportunity to thank all those who were a great support behind this project and without their unconditional support behind this project. First of all I would like to thank my parents for giving me back and full support in completing this project. I would like to express my heartfelt thanks to Mr. Prakash Sondkar (HR manager) & Mr. Nilesh Mehta (Sr.EDP manager) of Garve Motors Pvt. Ltd. Who permitted to carry out the project work and leaving no stone unturned in providing each and every detail, which I needed throughout the project. My heart felt gratitude to Mr.S.S.Shimpi, Director of IBMR for being motivating figure and making available all resources needed for the project. I earnestly wish to extend my humble gratitude to Mrs.Renuka Chandole project guide without whose support and timely suggestion this report would not have been completed. She has been particularly helpful in smoothing ways and helping me overcome the numerous difficulties that were confronted during the course of the project. I would seriously like thank her for her guidance, inspiration and encouragement throughout this project. Along with her I would express my sincere thanks to other staff members of my institute who directly or indirectly helped me in preparation of my project.

Last but not the least I would like to thank all those who are not mentioned, but whose contribution has been instrumental towards completion of the project.

Sonali Dapade

CONTENTS
Introduction to the topic Reason for selecting the topic Company profile Industry profile Introduction to CMS Objective of CMS Scope of CMS Research methodology Analysis and interpretation SWOT analysis Recommendation and suggestions Conclusion Bibliography

Introduction

Customer management system (CMS) is a widely-implemented strategy for managing a companys interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processesprincipally sales activities, but also those for marketing, customer service, and technical support The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. Customer management systemdescribes a company-wide business strategy including customer-interface departments as well as other departments. Measuring and valuing customer relationships is critical to implementing this strategy. The aim of CMS software development is the increase in the companys management due to effective interaction and coordination between the management and main departments: sales, marketing, finance and production. The companys performance becomes more predictable, the transparency and effectiveness of all business processes connected with the relationships with customers and partners increase. It allows minimizing resource expenses for attracting new customers and retaining the existing ones, organizing income accounting and forecasting and the required resources for their implementation. CMS is a software solution which gives any business or company a chance to become highly organized and oriented on customers having placed them in the center of all information channels related to them and provides sales people the access to the required data. In the customer oriented company sales people will have the access to the whole information which, one way or another, influences their relations 4

with customers. Negotiations, informal discussion, letters, complaints, reclamations, all the information which has been sent to the customer everything that can influence the ability of the sales people to provide services and, as a result, sell more goods and services .The customer oriented companies handle clients requests more quickly and accurately as the whole necessary information is stored in one place. Thanks to this, the company can have a higher index of client retention than the competitors that are organized traditionally. Successful development, implementation, use and support of customer management systemsystems can provide a significant advantage to the user, but often, there are obstacles that obstruct the user from using the system to its full potential. Instances of a CMS attempting to contain a large, complex group of data can become cumbersome and difficult to understand for an ill-trained user. Additionally, an interface that is difficult to navigate or understand can hinder the CMSs effectiveness, causing users to pick and choose which areas of the system to be used, while others may be pushed aside. This fragmented implementation can cause inherent challenges, as only certain parts are used and the system is not fully functional. The increased use of customer management systemsoftware has also led to an industry-wide shift in evaluating the role of the developer in designing and maintaining its software. Companies are urged to consider the overall impact of a viable CMS software suite and the potential for good or harm in its use.

COMPLEXITY

Tools and workflows can be complex, especially for large businesses. Previously these tools were generally limited to simple CMS solutions which focused on monitoring and recording interactions and communications. Software solutions then expanded to embrace deal tracking, territories, opportunities, and the sales pipeline itself. Next came the advent of tools for other client-interface business

functions, as described below. These tools have been, and still are, offered as onpremises software that companies purchase and run on their own IT infrastructure.

POOR USABILITY

One of the largest challenges that customer management systemsystems face is poor usability. With a difficult interface for a user to navigate, implementation can be fragmented or not entirely complete. The importance of usability in a system has developed over time. Customers are likely not as patient to work through malfunctions or gaps in user safety, and there is an expectation that the usability of systems should be somewhat intuitive: it helps make the machine an extension of the way I think not how it wants me to think. An intuitive design can prove most effective in developing the content and layout of a customer management systemsystem. Two 2008 case studies show that the layout of a system provides a strong correlation to the ease of use for a system and that it proved more beneficial for the design to focus on presenting information in a way that reflected the most important goals and tasks of the user, rather than the structure of the organization. This ease of service is paramount for developing a system that is usable. In many cases, the growth of capabilities and complexities of systems has hampered the usability of a customer management systemsystem. An overly complex computer system can result in an equally complex and non-friendly user interface, thus not allowing the system to work as fully intended. This bloated software can appear sluggish and/or overwhelming to the user, keeping the system from full use and potential. A series of 1998 research indicates that each item added to an information display can significantly affect the overall experience of the user. 6

FRAGMENTATION
Often, poor usability can lead to implementations that are fragmented isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: siloed thinking and decision processes frequently lead to separate and incompatible systems, and dysfunctional processes. A fragmented implementation can negate any financial benefit associated with a customer management systemsystem, as companies choose not to use all the associated features factored when justifying the investment. Instead, it is important that support for the CMS system is companywide. The challenge of fragmented implementations may be mitigated with improvements in late-generation CMS systems.

BUSINESS REPUTATION
Building and maintaining a strong business reputation has become increasingly challenging. The outcome of internal fragmentation that is observed and commented upon by customers is now visible to the rest of the world in the era of the social customer; in the past, only employees or partners were aware of it. Addressing the fragmentation requires a shift in philosophy and mindset in an organization so that everyone considers the impact to the customer of policy, decisions and actions. Human response at all levels of the organization can affect the customer experience for good or ill. Even one unhappy customer can deliver a body blow to a business. Some developments and shifts have made companies more conscious of the lifecycle of a customer management systemsystem. Companies now consider the possibility of brand loyalty and persistence of its users to purchase updates, upgrades and future editions of software. Additionally, CMS systems face the challenge of producing viable financial profits, with a 2002 study suggesting that less than half of CMS projects are expected to provide a significant return on investment. Poor usability and low

usage rates lead many companies to indicate that it was difficult to justify investment in the software without the potential for more tangible gains

Reasons for selecting the topic

This project has been taken to enrich my knowledge and enhance my understanding as well as share my experience on CUSTOMER MANAGEMENT SYSTEM by doing some study and research. It also aims to understand the problems associated with understanding the system used for customer management and suggest measures to be adopted to overcome this issues.

Company profile
Hyundai (Korean pronunciation: is a group of companies (or chaebol) founded in South Korea by one of the most famous businessmen in Korean history: Chung Juyung. The first Hyundai company was founded in 1947 as a construction company by Chung, after his previous efforts running a rice store and an auto-repair business had to be abandoned due to difficulies with the Japanese military government of Korea. Two of the best-known Hyundai divisions are Hyundai Motor Company, the world's fourth largest automobile manufacturer by volume as of January 2011[1], and Hyundai Heavy Industries, the world's largest shipbuilder.[2] Other companies currently or formerly controlled by members of Chung's extended family may be loosely referred to as a part of the Hyundai chaebol. In 1998 Hyundai bought Kia Motors, the oldest South Korean car company which had to file for bankruptcy due to the 1997 Asian financial crisis. Kia is (as of 2011) somewhat independent of Hyundai motors, as Hyundai no longer owns an outright majority of Kia shares. Hyundai Group underwent a massive restructuring following the 1997 East Asian financial crisis and Chung Ju-yung's death in 2001. Chung was the CEO and directly in control of the company until the end of his life. Today many companies bearing the name Hyundai are not part of or legally connected to the Hyundai Group. These companies include Hyundai Kia Automotive Group, Hyundai Department Store Group, Hyundai Heavy Industries Group, and Hyundai

Development Group. However, all of the named companies are run by Chung's sons or their heirs. Following the break-up, Hyundai Group's business was reduced to manufacturing of elevators, container shipping services, and tourism. If Hyundai is considered as a family business, then it remains the single largest company in South Korea and it appears to wield enormous economic and political power in the country. The current president of South Korea, Lee Myung-bak, was a former CEO of Hyundai Construction.

Hyundai Automobiles Hyundai branded vehicles are manufactured by Hyundai Motor Company, which along with Kia comprises the Hyundai Kia Automotive Group. Headquartered in Seoul, South Korea, Hyundai operates the world's largest integrated automobile manufacturing facility in Ulsan, which is capable of producing 1.6 million units annually. The company employs about 75,000 persons around the world. Hyundai vehicles are sold in 193 countries through some 6,000 dealerships and showrooms worldwide. In 2010, Hyundai sold over 1.7 million vehicles worldwide. Popular models include the Sonata midsize sedan and Elantra compact.

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Industry profile
The automobile industry designs, develops, manufactures, markets, and sells motor vehicles, and is one of the world's most important economic sectors by revenue. The term automotive industry usually does not include industries dedicated to automobiles after delivery to the customer, such as repair shops and motor fuel filling stations.

Consumption trends About 250 million vehicles are in use in the United States. Around the world, there were about 806 million cars and light trucks on the road in 2007, consuming over 260 billion gallons of gasoline and diesel fuel yearly.[1] In the opinion of some, urban transport systems based around the car have proved unsustainable, consuming excessive energy, affecting the health of populations, and delivering a declining level of service despite increasing investments. Many of these negative impacts fall disproportionately on those social groups who are also least likely to own and drive cars. The sustainable transport movement focuses on solutions to these problems. The Detroit branch of Boston Consulting Group predicts that, by 2014, one-third of world demand will be in the four BRIC markets (Brazil, Russia, India and China). Other potentially powerful automotive markets are Iran and Indonesia.

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History The first practical automobile with a petrol engine was built by Karl Benz in 1885 in Mannheim, Germany. Benz was granted a patent for his automobile on 29 January 1886, and began the first production of automobiles in 1888, after Bertha Benz, his wife, had proved with the first long-distance trip in August 1888 (from Mannheim to Pforzheim and back) that the horseless coach was absolutely suitable for daily use. Since 2008 a Bertha Benz Memorial Route commemorates this event. Soon after, Gottlieb Daimler and Wilhelm Maybach in Stuttgart in 1889 designed a vehicle from scratch to be an automobile, rather than a horse-drawn carriage fitted with an engine. They also are usually credited as inventors of the first motorcycle, the Daimler Reitwagen, in 1885, but Italy's Enrico Bernardi, of the University of Padua, in 1882, patented a 0.024 horsepower (17.9 W) 122 cc (7.4 cu in) onecylinder petrol motor, fitting it into his son's tricycle, making it at least a candidate for the first automobile, and first motorcycle;. Bernardi enlarged the tricycle in 1892 to carry two adults.

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CUSTOMER MANAGEMENT SYSTEM

Definition
Customer Management System (CMS) is defined as a system for management of all enterprise-wide customer interactions from a single application and interface. It offers a comprehensive customer management system(CMS) program that helps the organizations to effectively target, acquire, retain and understand the customers.

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Definition of Customer Management would be that it encompasses all the systems, processes and applications needed to manage the customer relationship. The implementation of a robust IT system for collecting and collating customer data is necessary for most large companies these days. Even the smallest organization will have a need for some kind of customer management system. Customer Management systems and applications (also know as CMS, or Customer Relationship Management) are used to capture, research and analyse information such as customer behaviour, buying preferences and demographics. Customer retention and loyalty are important goals for successful companies. These business aim to retain and develop a core customer base. Good customer management enables companies to ensure the services they provide are inline with what the customer wants. Importantly, it can also identify further opportunities for growth. At the heart of customer management is the customer database. Customer Data is an extremely valuable asset of any business. A business that has clean, correctly formatted and accurate data will be able to provide a good level of service as well as saving time and money.

What exactly is the definition of Customer Relationship Management?

CMS is used to learn more about your key customers needs in order to develop a stronger relationship with them. Customer management systemcan be defined as companys activities related to increasing the customer base by acquiring new customers and meeting the needs of the existing customers. CMS is about building partnerships with your customers. It uses internal business processes from Sales, Customer Service and Marketing.

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The philosophy of CMS is the recognition that your long-term

relationships with your customers can be one of the most important assets of an organization, providing competitive advantage and improved profitability The most important part of CMS is the customer-focus

OBJECTIVE OF CMS

Customer management system(CMS) as a multifaceted process, mediated by a set of information technologies that focus on creating two-way exchanges with the customers so that firms have an intimate knowledge of their needs, wants, and buying patterns. In this way, CMS helps companies understand, as well as anticipate the needs of current and potential customers. It refers to those aspects of a business strategy which relate to techniques and methods for attracting and retaining customers as well as combining the organisational philosophies, values, mission, vision and objectives to maximise the customer loyalty and satisfaction thereby ensuring continuous growth and profits ; however; it may vary in size, duration, scope and quality. In business, loyal customers are more profitable since they promote the products/ services through word-of-mouth publicity. The first known organised attempt of CMS was by Wal-Mart, Americas largest chain of departmental stores. Customer management systemis rightly explained as a management process of acquiring customers by understanding their requirements, retaining customers by fulfilling their requirements more than their expectation and attracting new customers specific strategies marketing approach. 15

CMS has many advantages which are stated below: 1. Helps in understanding the customers, their needs, wants, motives, likes, dislikes, taste and preferences. 2. Facilitates identifying an organisations target customers and focusing on the best one which helps the firm to optimise their sales and revenue. 3. Maximises customer satisfaction and boost customer loyalty which builds long term relationship. 4. Provides appropriate training and development to the employees; which offer scope for growth and continuous improvement to the staff. 5. Helps the key functionalities of the firm which includes marketing, sales, research & development, service, lead and opportunity management. In modern scenario there are different channels of communication to enhance CMS which includes direct marketing, internet, e-mail, telephone, fax etc. Finally, to conclude CMS is referred as a methodology or a tool that helps business to manage their relationships with the customers also including the capture, storage and analysis of customers in an organised way. As said that the problem in business is not when your customer goes to the competitors, However, the problem is when he/she doesnt come back since the cost involved in retaining the existing customers is approximately ten times lesser than attracting a new one, thus, with an effective CMS strategy a firm can retain its customers as well as gain new ones.

Uses Technology to: 16

 Collect Sort Integrate customer data The objectives are: Understand customer needs better Maintain long long-term customer relationships Be able to pursue a strategy of Relationship Marketing

Relationship Marketing

Marketing strategy that utilizes the entire organization to: Identify individual customers needs Develop relationships that stretch over several transactions Manage that relationship to the benefit of the customer and the company

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When administrative policies and all important announcements are communicated to the employees, it boosts their morale. The methods chosen for communication also play an integral role. Some of the methods that could be used are intranet, monthly newsletters, weekly meetings etc...

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Is CMS Successful

55% of CMS initiatives are reported to fail Firms are able to collect large databases of customer data Lack an understanding of how to effectively use this valuable data The cost of the CMS is not worth its limited Returns

CMS Needs More Than Technology to Succeed

Technology alone can only meet limited objectives: Collecting and distributing data Integrating the data throughout the firm People issues and the organizational culture are ignored

For CMS to achieve its potential, the structure of the organization has to undergo significant changes Organizations Must Change the Way They Look at Each Customer. 19

 Before Relationship Marketing and CMS was introduced: Business was Product Product-Centric Firms believe they exist simply to produce a product or deliver a service Firms need to become Customer Customer-Centric A belief that a firm exists to deliver value to its customers

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Important Structural Changes

To achieve the necessary structural changes a firm must have: Strong communication between various dependant departments Senior management commitment and involvement Appropriately structured reward system Inter Inter-departmental Communication Communication ensures the right information is delivered to the right people The users of data must communicate with the collectors, keepers and integrators of data Departments must understand each others needs and motivations Cross Cross-functional committees and work teams

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Figure 1 CUSTOMER INFORMATION

Senior Management Commitment

Senior management must: Communicate and reinforce organizational changes throughout the company Continually measure the results of the CMS system to ensure it is performing

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Re-Structured Reward System

Organizations often structure their rewards based on revenue generation

Incite employees to think about the immediate sale/revenue

New reward structure will emphasize the objectives of CMS

Building and maintaining long long-term relationships Delivering customer needs

Thus, customer management system is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures meaning that customer satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace.

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SCOPE OF CMS
A CMS system may be chosen because it is thought to provide the following advantages] Quality and efficiency Decrease in overall costs Decision support Enterprise agility Customer Attention

CMS, or customer relationship management, is concerned with the development and maintenance of mutually beneficial relationships with strategically significant partners. Its focus is the creation of long-term value, and not just short-term profits, for the company and all it works with. The scope of CMS can thus be defined according to its constituencies, how long-term value can be created for and with them and the benefits of doing so. The Customer The customer is of key importance because only relationships with customers generate revenues for a company. Establishing a good long-term relationship with customers can take the form of the provision of benefits such as special prices and preferential treatment. Doing so can bring about drastic increases in value due to frequent sales from satisfied customers, positive word of mouth, a reduced need for product sampling and advertising, and increased possibility of cross-selling or purchasing of other products.

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The Suppliers Suppliers provide input, such as raw materials, technologies, components, investment, human resources and expertise, to the company's value chain. In 2010 companies have tended to shift to a smaller number of suppliers and create and maintain long-term relationships with them. Enhanced performance can result from improved communication and coordination with this set of suppliers. Purchasing costs can be reduced thanks to elimination of the need to constantly seek cheaper sources. With fewer vendors, increased cooperation between the remaining parties in the form of management-information system alignment and customer-information sharing becomes possible. The Owners Companies may remain private for the duration of their lifespan, remaining the property of single proprietors or many owners. Other companies may start out that way, but at certain points may elect to go public and sell shares in order to spread liability or raise funds for future expansion. Whichever category a company may fall under, it is paramount for its management to establish productive relationships with its owners and create value for them in the form of enduring company and stock value in the long run. A poor long-term relationship can result in investors selling out and in drops in stock value, or in changes of ownership if the company is sold. The Employees Employees are central to CMS practitioners. Many businessmen, such as Bill Marriott and Richard Branson, claim that their employees or "internal customers" are their most important constituency, not the customers per se. Should employees be satisfied and happy with their jobs, they will be more apt to provide noteworthy service to the company's external customers. In short, employee satisfaction drives customer satisfaction. A positive climate for service is less rule-driven, more customer-orientated, and more supportive of personal initiatives. 25

Other Partners Establishing a partnering relationship with another company, such as a strategic alliance or joint venture, is done through sharing complementary strengths such as technological expertise, market reach, supplier networks, customer data and customer bases. Partnering with another firm can thus support the creation and delivery of value through increasing efficiency, sharing product development, marketing and distribution costs, and sharing key resources

Customer satisfaction
Customer satisfaction, a term frequently used in marketing, is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals." In a survey of nearly 200 senior marketing managers, 71 percent responded that they found a customer satisfaction metric very useful in managing and monitoring their businesses. It is seen as a key performance indicator within business and is often part of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. Within organizations, customer satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers expectations. Furthermore, when these ratings dip, they warn of problems that can affect sales and profitability. These metrics quantify an important dynamic. When a brand has loyal customers, it gains positive word-of-mouth marketing, which is both free and highly effective. 26

Therefore, it is essential for businesses to effectively manage customer satisfaction. To be able do this, firms need reliable and representative measures of satisfaction. In researching satisfaction, firms generally ask customers whether their product or service has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction. When customers have high expectations and the reality falls short, they will be disappointed and will likely rate their experience as less than satisfying. For this reason, a luxury resort, for example, might receive a lower satisfaction rating than a budget moteleven though its facilities and service would be deemed superior in absolute terms. The importance of customer satisfaction diminishes when a firm has increased bargaining power. For example, cell phone plan providers, such as AT&T and Verizon, participate in an industry that is anoligopoly, where only a few suppliers of a certain product or service exist. As such, many cell phone plan contracts have a lot of fine print with provisions that they would never get away if there were, say, a hundred cell phone plan providers, because customer satisfaction would be way too low, and customers would easily have the option of leaving for a better contract offer. There is a substantial body of empirical literature that establishes the benefits of customer satisfaction for firms

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PURPOSE Customer satisfaction provides a leading indicator of consumer purchase intentions and loyalty. Customer satisfaction data are among the most frequently collected indicators of market perceptions. Their principal use is twofold Within organizations, the collection, analysis and dissemination of these data send a message about the importance of tending to customers and ensuring that they have a positive experience with the companys goods and services Although sales or market share can indicate how well a firm is performing currently, satisfaction is an indicator of how likely it is that the firms customers will make further purchases in the future. Much research has focused on the relationship between customer satisfaction and retention. Studies indicate that the ramifications of satisfaction are most strongly realized at the extremes. On a five-point scale, individuals who rate their satisfaction level as 5 are likely to become return customers and might even evangelize for the firm. (A second important metric related to satisfaction is willingness to recommend. This metric is defined as "The percentage of surveyed customers who indicate that they would recommend a brand to friends." When a customer is satisfied with a product, he or she might recommend it to friends, relatives and colleagues. This can be a powerful marketing advantage.) Individuals who rate their satisfaction level as 1, by contrast, are unlikely to return. Further, they can hurt the firm by making negative comments about it to prospective customers. Willingness to recommend is a key metric relating to customer satisfaction.

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Measuring customer satisfaction

Organizations need to retain existing customers while targeting noncustomers.Measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is measured at the individual level, but it is almost always reported at an aggregate level. It can be, and often is, measured along various dimensions. A hotel, for example, might ask customers to rate their experience with its front desk and check-in service, with the room, with the amenities in the room, with the restaurants, and so on. Additionally, in a holistic sense, the hotel might ask about overall satisfaction with your stay.

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As research on consumption experiences grows, evidence suggests that consumers purchase goods and services for a combination of two types of benefits: hedonic and utilitarian. Hedonic benefits are associated with the sensory and experiential attributes of the product. Utilitarian benefits of a product are associated with the more instrumental and functional attributes of the product (Batra and Athola 1990) Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured. Their satisfaction is generally measured on a five-point scale.

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Customer satisfaction data can also be collected on a 10-point scale. Regardless of the scale used, the objective is to measure customers perceived satisfaction with their experience of a firms offerings. It is essential for firms to effectively manage customer satisfaction. To be able do this, we need accurate measurement of satisfaction. Good quality measures need to have high satisfaction loadings, good reliability, and low error variances. In an empirical study comparing commonly used satisfaction measures it was found that two multiitem semantic differential scales performed best across both hedonic and utilitarian service consumption contexts. According to studies by Wirtz & Lee (2003), they identified a six-item 7-point semantic differential scale (e.g., Oliver and Swan 1983), which is a six-item 7-point bipolar scale, that consistently performed best across both hedonic and utilitarian services. It loaded most highly on satisfaction, had the highest item reliability, and had by far the lowest error variance across both studies. In the study, the six items asked respondents evaluation of their most recent experience with ATM services and ice cream restaurant, along seven points within these six items: please meto displeased me, contented with to disgusted with, very satisfied with to very dissatisfied with, did a good job for me to did a poor job for me, wise choice to poor choice and happy with tounhappy with. A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990), which is a four-item 7-point bipolar scale, was the second best performing measure, which was again consistent across both contexts. In the study, respondents were asked to evaluate their experience with both products, along seven points within these four items: satisfied to dissatisfied, 31

favorable to unfavorable, pleasant to unpleasant and I like it very much to I didnt like it at all. The third best scale was single-item percentage measure, a one-item 7-point bipolar scale (e.g., Westbrook 1980). Again, the respondents were asked to evaluate their experience on both ATM services and ice cream restaurants, along seven points within delighted to terrible. It seems that dependent on a trade-off between length of the questionnaire and quality of satisfaction measure, these scales seem to be good options for measuring customer satisfaction in academic and applied studies research alike. All other measures tested consistently performed worse than the top three measures, and/or their performance varied significantly across the two service contexts in their study. These results suggest that more careful pretesting would be prudent should these measures be used. Finally, all measures captured both affective and cognitive aspects of satisfaction, independent of their scale anchors. Affective measures capture a consumers attitude (liking/disliking) towards a product, which can result from any product information or experience. On the other hand, cognitive element is defined as an appraisal or conclusion on how the products performance compared against expectations (or exceeded or fell short of expectations), was useful (or not useful), fit the situation (or did not fit), exceeded the requirements of the situation (or did not exceed).

Customer management systemis one of the hottest and most talked about topics in the industry today and for good reason. CMS (customer relationship management) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way. Simply stated, Customer Relationship Management(CMS) is 32 about finding,

getting, and retaining customers. CMS is at the core of any customer- focused business strategy and includes the people, processes, and technology questions associated with marketing, sales, and service. In todays hypercompetitive world, organizations looking to implement successful CMS strategies need to focus on a common view of the customer using integrated information systems and contact center implementations that allow the customer to communicate via any desired communication channel.

NATURE OF CMS The Customer is King! This credo is more powerful, relevant and true today than ever before. In a truly customer driven economy, success depends on a companys ability to be with the customer on a round the clock basis satisfying all their product and service specific needs. Simply stated, Customer management system(CMS) is about finding, getting, and retaining customers. Good quality measures need to have high satisfaction loadings, good reliability, and low error variances. In an empirical study comparing commonly used satisfaction measures it was found that two multi-item semantic differential scales performed best across both hedonic and utilitarian service consumption contexts. According to studies by Wirtz & Lee (2003), they identified a six-item 7point semantic differential scale (e.g., Oliver and Swan 1983), which is a six-item 7-point bipolar scale, that consistently performed best across both hedonic and utilitarian services. It loaded most highly on satisfaction, had the highest item reliability, and had by far the lowest error variance across both studies. In the study, the six items asked respondents evaluation of their most recent experience with ATM services and ice cream restaurant, along seven points within these six items: please meto displeased me, contented with to disgusted with, very satisfied with to very dissatisfied with, did a good job for me to did a poor job for me, wise choice to poor choice and happy with tounhappy with. A semantic differential (4 items) scale (e.g., Eroglu and Machleit 1990),

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Customer management system is one of the hottest and most talked about topics in the industry today and for good reason. CMS (customer management system) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way. Simply stated, Customer Relationship Management(CMS) is about finding, getting, and retaining customers. CMS is at the core of any customer- focused business strategy and includes the people, processes, and technology questions associated with marketing, sales, and service. In todays hyper-competitive world, organizations looking to implement successful CMS strategies need to focus on a common view of the customer using integrated information systems 34

and contact center implementations that allow the customer to communicate via any desired communication channel.

CMS is all about building long term business relationships with your customers. It is best described as the blending of internal business processes: Sales, Marketing and Customer support with technology. CMS is to meet and exceed customer expectations, create a positive customer experience and build customer loyalty. Solutions empower businesses to more efficiently and effectively manage the activities that affect their relationship with their customers. The ultimate goal of CMS changes all of this and represents a continuing evolution in managing front office operations. With CMS, traditional departmental applications for sales, marketing and customer service are consolidated into a single unified system capable of managing the entire customer life cycle. This approach allows employees throughout an organization to have immediate access to a complete profile of important customer information. Organizations who are implementing CMS solutions feel confident that providing access to this level of information will assist their sales and support staff in better understanding the needs and buying patterns of their customers. According to one industry view, CMS consists of: Helping an enterprise to enable its marketing departments to identify and target their best customers, manage marketing campaigns with clear goals and objectives, and generate quality leads for the sales team. Assisting the organization to improve telesales, account, and sales management by optimizing information shared by multiple employees, and streamlining existing processes (for example, taking orders using mobile devices) Allowing the formation of individualized relationships with customers, with the aim of improving customer satisfaction and maximizing profits; identifying the most profitable customers and providing them the highest level of service.

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 Providing employees with the information and processes necessary to know their customers, understand their needs, and effectively build relationships between the company, its customer base, and distribution partners.

CMS uses technology, strategic planning and personal marketing techniques to build a relationship that increases profit margins and productivity. It uses a business strategy that puts the customer at the core of a companies processes and practices. It requires this customer focused business philosophy to support effective sales, marketing, and customer service and order fulfillment. Regardless of company size or industry, businesses have begun to recognize the value and importance of customer retention and are embracing new technology for automating customer service and support. For the new millennium, it seems that the customer has finally become King!!!

Customers can be divided into three zones:

1. Zone of defection where customers are extremely hostile and have the lowest level of satisfaction.

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2. Zone of indifference where customers are not sure. They have a medium level of satisfaction and loyalty towards the company. 3. The third level of customers is in the zone of affection described as Apostles. CMS focuses on bringing customers from level 1 to level 3 and retaining apostle customers. Customer demands for customization is increasing with every passing day. This has made companies shift their focus from mass production to mass customization. The present scenario of companies using poorly implemented multi channel strategies for living upto the expectations of customers is bringing both customer satisfaction and customer loyalty down the ladder.

Today any company can copy products or services offered by other companies. If the new entrant adds features like less order turn around time and direct communication then established players are bound to have sleepless nights. Organizations that implement CMS and turn their business into e-businesses will find their competitors customers ready to welcome them with a smile.

The top four reasons for implementing CMS are: Gaining customer confidence and loyalty Providing personalized service to customers Acquiring better knowledge of customers and their buying habits Differentiating themselves from the competition CMS SCOPE INDIA

In india , the CMS market still underdeveloped or not aware of in the SME zone. The sme zone cane bemini and large (chain)super markets government agencies transportation agencies IT companies..(employee relationship management) 37

out of the few above, the government could be the best fit for CMS. Many open source products are available in the market and can be easily implemented.

Methodology
Customer management system(CMS) is a customer-focused business strategy that dynamically integrates sales, marketing and customer care service in order to create and add value for the company and its customers.This change 38

towards a customer-focused strategy is leading to a strong demand for CMS solutions by companies. However, in spite of companies' interest in this new management model, many CMS implementations fail. One of the main reasons for this lack of success is that the existing methodologies being used to approach a CMS project are not adequate, since they do not satisfactorily integrate and complement the strategic and technological aspects of CMS.This paper describes a formal methodology for directing the process of developing and implementing a CMS System that considers and integrates various aspects, such as defining a customer strategy, re-engineering customer-oriented business processes, human resources management, the computer system, management of change and continuous improvement

American Customer Satisfaction Index (ACSI) is a scientific standard of customer satisfaction. Academic research has shown that the national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption Expenditure (PCE) growth. On the microeconomic level, academic studies have shown that ACSI data is related to a firm's financial performance in terms of return on investment (ROI), sales, long-term firm value , cash flow, cash flow volatility, human capital performance, portfolio returns, debt financing, risk, and consumer spending.Increasing ACSI scores has been shown to predict loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures customer satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors. In addition to quarterly reports, the ACSI methodology can be applied to private sector companies and government agencies in order to improve loyalty and purchase intent. Two companies have been licensed to apply the methodology of the ACSI for both the private and public sector: CFI Group, Inc. and Foresee Resusapply the ACSI to websites and other online initiatives. ASCI scores have also been calculated by independent researchers, for example, for the mobile phones sector, higher education, andelectronic mail 39

The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. POSE Analysis offers an alternative to customer satisfaction. Instead of evaluating satisfaction with a proposition, POSE Analysis determines both the positioning and strength of a proposition. POSE Analysis thus offers a competitive perspective to customer satisfaction. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience. J.D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J.D. Power and Associates' marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. Other research and consulting firms have customer satisfaction solutions as well. These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions. For Business to Business (B2B) surveys there is the InfoQuest box. This has been used internationally since 1989 on more than 110,000 surveys (Nov '09) with an average response rate of 72.74%. The box is targeted at "the most important" customers and avoids the need for a blanket survey. In the European Union member states, many methods for measuring impact and satisfaction of e-government services are in use, which the eGovMoNet project sought to compare and harmonize

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These customer satisfaction methodologies have not been independently audited by the Marketing Accountability Standards Board (MAS) according to MMAP (Marketing Metric Audit Protocol)

Relationship Marketing and Customer management systemare sweeping Asia in a big way as the millenniums most effective customer initiatives. Companies can acquire strategic customers more cost-effectively; retain their loyalty; and grow their share of wallet for sustainable competitive advantage. SUCCESS ONLY comes to those who get it right, not to every organisation that embarks on the Customer Relationship Management, CMS, journey. In July 2001, CMSForum.com reported that more than 70 per cent of organisations failed in their attempts to implement a customer-oriented strategy. This has given CMS a bad name. We know that a large part of these failures are caused by IT departments that were made to drive a business initiative. As the saying goes, nobody plans to fail but often fails to plan, so while there may be no silver bullet to all business challenges, knowing the routes and ropes can certainly help to engineer a more successful marketing plan that work its way to the customers heart.

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There are some key considerations an organisation could examine when choosing a CMS methodology: 1. Does the methodology cover the scope of your CMS Vision? CMS is not about setting up a call centre and picking up the phone within three rings. I came across some methodologies which are essentially integrated marketing communications tools. The users fail to understand that a Customer Relationship Marketing and Management initiative touches all aspects of the organisation, not just the sales, marketing or customer service functions. Such tools are as good as campaign management that does little to change the product-centric practice. CMS calls for a customer-centric organisational behaviour and an outside-in perspective to treating the customer. The methodology that you adopt is a means of getting you there, but where? First, have you defined your vision? Vision as in where you want the company to be, and what it aims to achieve. This is a description of an end-state within a stipulated period of three to five years. There are some key considerations an organisation could examine when choosing a 42

CMS methodology: 1. Does the methodology cover the scope of your CMS Vision? CMS is not about setting up a call centre and picking up the phone within three rings. I came across some methodologies which are essentially integrated marketing communications tools. The users fail to understand that a Customer Relationship Marketing and Management initiative touches all aspects of the organisation, not just the sales, marketing or customer service functions. Such tools are as good as campaign management that does little to change the product-centric practice. CMS calls for a customer-centric organisational behaviour and an outside-in perspective to treating the customer. The methodology that you adopt is a means of getting you there, but where? First, have you defined your vision? Vision as in where you want the company to be, and what it aims to achieve. This is a description of an end-state within a stipulated period of three to five years.

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Very often, companies tend to emulate so called best practice firms. While it is technically correct to model after successful companies, but unless they are in the same industry, have same target audience as yours, carry similar product/service offerings, and have identical business model, revenue and cost drivers, they are only good as a reference point. You will need to adapt the learning to your unique situation. Executive visioning and gap analysis sessions are critical in assessing the current situation against the vision, resource requirement, pain-points, thresholds and laying the roadmap and milestones. Depending on how you define your CMS vision; whether it is a business strategy to give you a competitive edge (in the likes of Citicorp, Dell, Ford Motors) or a marketing programme to differentiate yourselves, this initial step has a big part to play in your selection of CMS methodology. The core methodology must be able to support a large proportion of the business and process requirements such as management information services; customer experience management; touchpoint management; or profitability management. Most CMS solutions vendors have their own methodologies and most conceptual methodology can be implemented by first and second tier solution vendors. As CMS should ideally be driven as pure business strategy rather than as an IT initiative, I strongly suggest that you adopt the conceptual approach so that your vision/strategy is not restricted by the capability of any solution. Customercentricity should be independent of any IT solution. 2. Does the methodology enhance your organisational capability? Some methodologies only work under perfect conditions, that is, the database must be comprehensive, the people already have the right mindset and skill-set, the touchpoints are fairly integrated already, the list can go on. The methodology may sound very sophisticated, so is your requirement for a successful execution. Perhaps this explains why several CMS initiatives stalled after a while because you cant move to next step without accomplishing the first, which can be demanding and rigid. A good methodology would be one that is nimble enough to allow small 44

implementations based on what you have so as to generate some quick wins for you to consolidate your gains with the customers. For example, in most cases, you will need to be able to proactively identify your customers (such as their demographics, psychographics, value to your company, purchase behaviour, preferences, needs, and expectations) in a CMS execution. Suppose you only have basic customer information, have never tracked their purchases, and have never captured their survey feedback at personal level, it does not mean spending the next one to two years building that up before you can do something about your customers. By supplementing field experience, using proxies and hypothesis, you can safely develop some pilots to proof the concept while buying time to populate the database with more pertinent information. CMS is a learning process with the customers, it is better to have few but dynamic information than comprehensive but dated ones as information is perishable. 4. Do you have the resources to see the methodology through? One should never underestimate the resources required in a CMS journey. It can be an expensive exercise involving a lot of people, time, and money. Companies that equate CMS to IT in particular will also be shouldering a heavier burden. Even a simple methodology such as People-Process-Performance used by several CMS consulting firms has implications on business units, finance, IT, operations, sales and marketing. To complicate matters, each step of the methodology has a series of sub-steps. So if you were to multiply them to the power of X you can imagine the resources required to see it through. A report from Gartner, "How should CMS Initiatives be Organised and Staffed?" which observed companies that practise successful CMS seem to have a good suggestion on how you may overcome human resource issues. To kick-start the CMS strategy, it was thought that each domain of CMS, for example, sales, product, marketing, should have one project manager responsible for the successful delivery of each initiative. The project should include both IS 45

managers and business managers, and not just the IT or marketing personnel. By recognising the interconnectivity among all the team members and bringing the enterprise-wide view of the customer to the centre for decision-making, the interconnected structure increases communication between team members. As the initiative becomes increasingly complex, the taskforce would then move on to a more sophisticated level comprising: Core TeamProject Managers, Steering Committee, Change Agents GovernorCMSO, COO, CIO, Business Sponsors, Project Owners AdvisorRelationship Managers, Architecture Office, process Managers ExpertSubject Specialists, External Service Providers UsersEnd Users, External Customers, Partners DoersShared services, systems analysts FinanceProject Financial Analyst, CFO Sales and Marketing budgets can also be reallocated for recruiting, retaining and growing customers in place of traditional allocation. Through measurements of sales, customer satisfaction, and brand perception, you will be able to evaluate if this creative means of budget utilisation is indeed more effective than the conventional way in building business and relations with strategic customers. Therefore, besides knowing your organisations capabilities, you need to set some expectations of short-term wins, look beyond tangible financial returns, and they will eventually add up to the ROIs your company is looking for. Both shareholders and stakeholders need to see positive results to be motivated about the CMS initiative. 4. Are you prepared for Change ? Organisational change and company politics make up more than 50 per cent of the causes of failure. Because CMS is a business strategy rather than a marketing strategy, it will inevitably affect the whole enterprise, not just sales and marketing. A good methodology is one that cuts through the organisation, leaving no stone unturned. You should evaluate areas of organisation readiness against beneficial and visible impact on the customers. It is not necessary to roll out the whole CMS methodology at one go. Trying to fulfill all the sub-steps may take too long and that causes the CMS initiative to lose its momentum. 46

CMS is a long-term investment because trust and relationship are earned and built over time. Unless you have planned an integrated change approach, your achievement towards customer-centricity will be superficial. More often than not, you will find that the managers are the stumbling blocks themselves rather than the implementers. Mindset change is more challenging than skill-set change, for that matter change does not have many friends. Under such circumstances, the CEO needs to reaffirm his commitment, reiterate the directive, and show active interest. Define the business requirement concisely before realigning people's roles, responsibilities, and business processes in stages towards the CMS goals. To help people overcome inertia, try implementing the methodology in bite-size doses. This may put you in a better position to generate quick positive results to sustain the momentum, allowing the stakeholders to adjust and fine-tune. It is also dangerous to hype it up too much, have a big bang, and then under-deliver. The consequences are not just negative market and customer sentiments but demoralised internal customers who are less than enthusiastic to any new projects introduced by management. According to a Gartner report: Through 2005, enterprises that use a strategic CMS framework to estimate, plan and promote their CMS implementation while building up their capabilities in small piloted steps are twice as likely to achieve planned business benefits as enterprises that pursue projects without a framework. Before you start shopping for a methodology, know what you want to achieve in your CMS initiative, and assess your companys strengths and weaknesses versus customer opportunities. Once you have decided on the methodology, make sure you budget and allocate sufficient resources to see it through. Be committed to the tedious job of change management. When you arrive at this stage, half the battle is won, and your customer-centric vision will come to life. Customer management systemis a method used by businesses that emphasizes the importance of managing customer relationships. The methodology behind CMS is that if customers of a business are managed properly, overall sales and repeat sales will increase.

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The term employee satisfaction is often confused with the term job satisfaction.But there is a considerable difference between the two.The term jobs satisfaction was brought to limelight by Hoppock(1935).according to him job satisfaction is a combination of psychological physiological and environtmental factors that makes a person too admit, I am happy at my job. It has also been defined as the end state of feeling.It is an important dimension of morale and not morale itself. As there is no proper definition of job satisfaction ,it has been considered as a state of condition where people are: 1. Induced to do work efficiently and effectively 2. Convinced to remain in the enterprise 3. Prepared to act efficiently during contingencies 4. Prepared to welcome in the organization 5. Interested in promoting the image of the organization 6. More happy and satisfied with their job Thus job satisfaction is a part of employee satisfaction and not whole of it

Employee dissatisfaction
Top Triggers of Employee Dissatisfaction:

Ambiguity in role and responsibilities Responsibility without accountability. If one has responsibility but no power to take decisions or accountability one gets de-motivated as one cannot show results or move things forward.

Sometimes employees set too high unrealistic standards/ expectations for themselves and that too sometimes lead to against within them. In this case if they 48

do not have a good mentor, it may lead to a lot of stress and pressure as inability to achieve unrealistic goals may be due to circumstances beyond their control.

Lack of professionalism, lack of systems and processes also leads to employee angst. Biased approach/ favouritism /discrimination at work Lack of challenge in the work/lack of opportunities to move up the career ladder

The employees sent out some signals to express their discontent and the organization should not take it lightly. 1) Excessive absenteeism: When a regular employee suddenly begins to take leave or is late to work, it could indicate either his personal problems or job dissatisfaction. 2) Lack of interest: When an employee who stays at work until his job is done, now begins to leave at sharp 5 pm no matter his job is done or not. 3) Lack of quality and quantity in work: When an employee is dissatisfied in his job then automatically his mental state is reflected in his quality of his work. 4) Complaints by employee: Many complaints are put forward by the employee regarding hours. 6) Misbehavior: An employee may express anger, frequent argument with association and team member, which come out due to frustration. salary, benefits, working hours, working conditions etc. 5) Off job work: Misusing the company facility for his personal use during working

Effects of Dissatisfaction
Recognizing the dissatisfaction is only half the battle. The company should consider the reason for the burnout and should try to solve those problems because it will affect other employees also. Otherwise it will affect the company in many ways like 49

* Low productivity * High employee turnover cost * Poor employee morale

Importance of employee satisfaction

Purpose / benefits of employee satisfaction include as follows: 1. For organization Enhance employee retention. Increase productivity. Increase customer satisfaction Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork. Higher quality products and/or services due to more competent, energized employees. 2. For employees Employee will believe that the organization will be satisfying in the long run. They will care about the quality of their work. They will create and deliver superior value to the customer. They are more committed to the organization. Their works are more productive.

Outcome of Employee Satisfaction:

a. Satisfaction and Productivity: employees. b. Satisfaction and Absenteeism: Satisfied employees have few avoidable absenteeism. Satisfied employees are not necessarily more

productive. Employee productivity is higher in organization with more satisfied

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c. Satisfaction and Turnover: Satisfied employees are less likely to quit. Organization takes actions to retain high performers and to weed out lower performers. d. Satisfaction and Organization Behaviour: Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviours that go beyond the normal expectation of their job. e. Satisfied employee increase Customer Satisfaction: Because they are more friendly, upbeat and responsive. They are less likely to turnover which helps build long-term customer relationship. They are experienced.

Scope and purpose of the study

1. The study of "employee satisfaction" helps the company to maintain standards & increase productivity by motivating the employees. 2. This study tells us how much the employees are capable & their interest at work place and what are the things still to be satisfy to the employees. 3. Although "human resources" are the most important resources for any organization, so to study on employees satisfaction helps to know the working conditions & what are the things that affect them not to work properly? Always majority of done by the machines/equipments but without any manual moments nothing can be done. So to study on employee satisfaction is necessary

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Objectives
Measure job satisfaction of the employees of GARVE MOTORS PVT.LTD. To assess the general attitude of the employees towards the company To ascertain the different factors affecting the level of satisfaction of employees of an organization and the extent up to which these factors influence the working of individuals of an organization. To find out the de-motivating factors and suggest ways to remove them, so that the employees are provided with a decent as well as satisfactory working condition. To offer suggestions to the company to improve their employees satisfactory level.

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Research Methodology
Research design:
A research design is the arrangement of conditions for collection and analysis of data, in a manner that aims to combine relevance to research purpose with economy in procedure. This RSD focuses attention on the following: Formulating the objectives of the study. Designing the methods of data collection. Selecting the sample. Collecting the data. Processing and analyzing the data. 53

 Sampling

Reporting the findings

This deals with the methods of selecting items to be observed for the given study. In the given project we have targeted the employees working in Garve Motors Pvt. Ltd. for the purpose of collection of data. The sampling elements were the individual employees of the at Garve Motors Pvt. Ltd. My sampling sizes were 60 employees. Sampling plan was probability sampling also known as random sampling or chance sampling. Under this sampling every item of the universe has an equal chance of inclusion in the sample. Here it is blind chance alone that determines whether one item or other is selected.

Collection of data
The task of data collection begins after the research problem has been defined and the research design plan checked out.

Sources of data collection

While deciding about the method of data collection to be used for the study the researcher have two types of data viz.,

1. Primary sources: Primary data are those which are collected afresh and for the first time and thus, happen to be original in character.

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It include personal experience, which has been gained through conducting a survey on the employees of at Garve Motors Pvt. Ltd. for the purpose of collecting data about the variation in satisfaction level of the employees on the basis of different variables of work environment 2. Secondary sources: Secondary data are those which have already been collected by someone else and which have already been passed through statistical process. The secondary sources include : Information gathered through Garve Motors Pvt. Ltd. websites, human resources websites. Information available on various human resource books.

Methods of data collection are:

OBSERVATION METHOD: Under this method the information is sought by way of investigators own direct observation, without asking from the respondent. For this, I visited to the service, technical & sales department and spent time with the workers and supervisors during the working hours. QUESTIONNAIRE: This method is quite popular particularly in the case of big inquires. In this method a questionnaire is given to the person concerned with the request to answer the question and return it to the respondent has to answer the question on their own. For this, we had prepared a questionnaire which is shown in the annexure. 55

 INTERVIEW METHOD: It involves collection of data, presentation of oral-verbal stimuli and reply in the terms of oral-verbal response. This can be done with the help of personal interviews or telephonic interviews. In this project I have selected Survey Method of data collection. This is one of the common and widely used methods for primary data collection. We can gather wide range of valuable information about the behavior of the employees viz. attitude, motive and options etc.

LIMITATIONS OF STUDY
The research was conducted within a limited duration. So a detailed and comprehensive study could not be made. The sample was confined to 60 respondents. So this study cannot be regarded as full proof one.

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Some respondents hesitated to give the actual situation; they feared that management would take any action against them.

There was a fear of reprisal among the employees to reveal their personal feelings and the result may not reflect the actual satisfactions. The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias.

Analysis and Interpretation

The Respondents were asked to state their level of Satisfaction relating to twenty- five factors. Based on their responses the Satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low.

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For high satisfaction three points were given, for Medium two and for low satisfaction one point was given. The total scores secured by each respondent were thus arrived at. All the 50 respondents were classified based on their level of satisfaction. The score secured by the respondents who falls between the score as up to 00 25 indicates less satisfaction of the respondents, 25 50 are got average satisfaction of the respondents, 50 75 respondents are highly satisfied. of the respondents.

TABLE 1: Satisfaction levels of employees on the basis of Personal variables Table1.1 Relationship between Gender and Level Of Satisfaction: Level of satisfaction 58

Gender Male Female Total

High Satisfaction 22 ( 51%) 4( 25%) 26( 48%)

Medium Satisfaction 15 ( 35%) 6( 37%) 21( 39%)

Low Satisfaction 6( 14%) 7( 38%) 13( 13%)

Total 43(72 %) 17( 28%) 60(100%)

INFERENCE: From the above table the percentage of highly satisfied respondents is more in Male employees i.e.51%. In Female employees the highest percentage is in low satisfaction i.e. 38%.

Table 1. 2: Relationship between Designation And Level Of Satisfaction: Levels of satisfaction Medium Low satisfaction 1 (25 %) 10( 44%) 9( 30%) 59 satisfaction 1(25 %) 4( 4%) 5 ( 7%)

Age Top management Middle management Lower management

High satisfaction 2 ( 50%) 12 (52 %) 16(53 %)

Total 04 26 30

Total

30

20

10

60

INFERENCE: From the above table the percentage of highly satisfied respondents is more in top management group i.e. 50%. In medium satisfaction the highest percentage is in middle management group i.e. 44%. In low satisfaction again lower management group respondents are more i.e.,7%.

Table 1.3 Relationship between Qualification and Level of Satisfaction: Level of satisfaction Medium Low satisfaction 15 (36 %) 8 ( 45%) 23 Satisfaction 7 (7 %) 4 (22%) 11

Qualification Graduate Post- Graduate Total

High satisfaction 20(47 %) 6(33%) 26

Total 42 18 60

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INFERENCE: From the above table the percentage of high, medium & low satisfied respondents is more in graduates i.e. 50%, 47% & 36% respectively.

Table 1.4: Relationship between Employee Age And Level Of Satisfaction: Level of satisfaction Medium Low satisfaction satisfaction 10 ( 29%) 12 ( 43%) 3 ( 38%) 25 5( 15%) 6( 21%) 2( 25%) 13

Employee age 20 30 Yrs 31 - 40 Yrs Above 40 Yr Total

High satisfaction 19 ( 56%) 10 ( 36%) 3( 37%) 32

Total 24(40 %) 28( 47%) 08( 13%) 60(100 %)

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INFERENCE: From the above table the percentage of highly satisfied respondents is more in 20-30yrs. age group i.e. 56%. In medium satisfaction the highest percentage is in 31-40 yrs. age group i.e. 43%. In low satisfaction again above 40 yrs.age g group respondents are more.

Table 1.5:Relationship Between Experience And Level Of Satisfaction: Level of satisfaction Medium Low satisfaction 15 ( 24%) 7( 28%) 1 ( 25%) 20( 40%) Satisfaction 3 ( 15%) 3( 12%) 1 (25 %) 6(12 %)

Experience Below 5 Yrs 5 10 Yrs Above 10 Yrs Total

High satisfaction 13( 62%) 15 (60 %) 2( 50%) 24( 48%)

Total 31(51 %) 25( 42%) 4 (7 %) 60 (100%)

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INFERENCE: From the above table the percentage of highly satisfied respondents is more in below 5yrs. experience group i.e. 62%. In medium satisfaction the highest percentage is in 5-10 yrs. experience group i.e. 43%. In low satisfaction 5-10 yrs. experience group respondents are more.

TABLE 2 Satisfaction levels of employees on the basis of Organizational variables Table 2.1 Relationship between opportunities provided for expressing ones views and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 26 20 14 60

Percentage 44 33 23 100%

INFERENCE: From the above table the 40% employees are highly satisfied with opportunities provided for expressing ones views and another 33% & 23% employees have medium and low satisfaction respectively. Table 2.2: Relationship between Strict action taken if negligence is observed and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 27 23 10 60

Percentage 45 38 17 100%

INFERENCE: From the above table the 45% employees are highly satisfied with Strict action taken if negligence is observed and another 38% & 17% employees have medium and low satisfaction respectively. Table 2.3: Relationship between recognizition of Good performance and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 26 17 17 60

Percentage 44 28 28 100%

INFERENCE: From the above table the 44% employees are highly satisfied with recognizition of Good performance and medium and lowly satisfied employees are 28% each.

Table2.4:Relationship between working under pressure and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 21 24 15 60

Percentage 35 40 25 100%

INFERENCE: From the above table the 35% employees are highly satisfied with working under pressure and Level of Satisfaction and another 40% & 25% employees have medium and low satisfaction respectively.

Table 2.5: Relationship between working hours of the company and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 25 18 12 60

Percentage 45 33 22 100%

INFERENCE: From the above table the 45% employees are highly satisfied with working hours of the company and another 33% & 22% employees have medium and low satisfaction respectively.

Table 2.6: Relationship between enough opportunities to learn and grow and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 31 22 7 60

Percentage 51 37 12 100%

INFERENCE: From the above table the 51% employees are highly satisfied with enough opportunities to learn and grow and another 37% & 12% employees have medium and low satisfaction respectively Table 2.7: Relationship between training provided as & when required and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 25 20 15 60

Percentage 42 33 25 100%

INFERENCE: From the above table the 42% employees are highly satisfied with trainings provided as & when required and another 33% & 25% employees have medium and low satisfaction respectively.

Table 2.8: Relationship between management demands but fairness to every employee and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 28 20 12 60

Percentage 47 33 20 100%

INFERENCE: From the above table the 47% employees are highly satisfied with management demands but fairness to every employee and another 33% & 20 employees have medium and low satisfaction respectively.

Table 2.9 Relationship between authority to approach top management (for a reasonable cause) and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 34 17 9 60

Percentage 57 28 15 100%

INFERENCE: From the above table the 57% employees are highly satisfied with authority to approach top management (for a reasonable cause) medium and low satisfaction respectively. Table 2.10: Relationship between management guidance & support and Level of Satisfaction: and another 28% & 15% employees have

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 30 18 12 60

Percentage 50 30 20 100%

INFERENCE: From the above table the 50% employees are highly satisfied with management guidance & support and another 30% & 20% employees have medium and low satisfaction respectively.

Table 2.11:

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Relationship between communication channels between the departments and Level of Satisfaction: S. No 1 2 3 Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total No. of employees 26 22 12 60 Percentage 43 33 27 100%

INFERENCE: From the above table the 43% employees are highly satisfied with communication channels between the departments and another 33% & 27% employees have medium and low satisfaction respectively. Table 2.12 Relationship between the way you are being treated with dignity & respect and Level of Satisfaction: 74

S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 30 20 10 60

Percentage 50 33 17 100%

INFERENCE: From the above table the 50% employees are highly satisfied with the way you are being treated with dignity & respect another 33% & 17% employees have medium and low satisfaction respectively. Table 2.13: Relationship between proper support & assistance provided by team and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 34 20 6 60

Percentage 57 33 10 100%

INFERENCE: From the above table the 57% employees are highly satisfied with proper support & assistance provided by team and another 33% & 10% employees have medium and low satisfaction respectively.

Table 2.14: Relationship between Proper Handover given to you by team and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 30 26 4 60

Percentage 50 43 7 100%

INFERENCE: From the above table the 50% employees are highly satisfied with Proper Handover given to you by team and another 43% & 7% employees have medium and low satisfaction respectively. Table 2.15 Relationship between conflicts are resolved honestly, effectively and quickly and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 33 18 9

Percentage 55 30 15 100%

INFERENCE: From the above table the 55% employees are highly satisfied with conflicts resolution process and another 30% & 15% employees have medium and low satisfaction respectively. Table 2.16 Relationship between lunchroom kept clean at all times and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 25 21 14 60

Percentage 45 32 23 100%

INFERENCE: From the above table the 45% employees are highly satisfied with lunchroom kept clean at all times and another 32% & 23% employees have medium and low satisfaction respectively.

Table 2.17 Relationship between the cleanliness of common areas (toilets, passage etc.) and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 21 23 16 60

Percentage 35 28 27 100%

INFERENCE: From the above table the 35% employees are highly satisfied with the cleanliness of common areas (toilets, passage etc.) and another 28% & 27% employees have medium and low satisfaction respectively. Table 2.18 Relationship between first aid treatments available to treat any injury at work and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 20 23 17 60

Percentage 34 38 28 100%

INFERENCE: From the above table the 34% employees are highly satisfied with first aid treatments available to treat any injury at work and another 38% & 28% employees have medium and low satisfaction respectively. Table 2.19 Relationship between enough lighting in your work area and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 40 10 10 60

Percentage 66 17 17 100%

INFERENCE: From the above table the 66% employees are highly satisfied with enough lighting in your work area and employees having medium and low satisfaction are 17% each.

Table 2.20: Relationship between get proper materials and equipment needed to perform your work and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 24 17 19 60

Percentage 40 28 32 100%

INFERENCE: From the above table the 40% employees are highly satisfied with proper materials and equipment needed to perform your work and employees having medium and low satisfaction are 28% each.

Table 2.21: Relationship between Paid holidays and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 17 16 27 60

Percentage 28 27 45 100%

INFERENCE: From the above table the 28% employees are highly satisfied with Paid holidays another 27% & 45% employees have medium and low satisfaction respectively.

Table 2.22: Relationship between Sick leave policy and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 25 9 26 60

Percentage 42 15 43 100%

INFERENCE: From the above table the 48% employees are highly satisfied with Sick leave policy and another 15% & 43% employees have medium and low satisfaction respectively.

Table 2.23: Relationship between the amount of health care paid and Level of Satisfaction: 85

S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 18 17 25 60

Percentage 30 28 42 100%

INFERENCE: From the above table the 30% employees are highly satisfied with amount of health care paid and another 28% & 42% employees have medium and low satisfaction respectively.

Table 2.24 Relationship between Grievance handling procedure and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 18 26 16 60

Percentage 30 43 27 100%

INFERENCE: From the above table the 30% employees are highly satisfied with Grievance handling procedure and another 43% & 27% employees have medium and low satisfaction respectively. . Table 2.25 Relationship between human resource policies of the organizations and Level of Satisfaction:

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S. No 1 2 3

Satisfaction levels High satisfaction Medium satisfaction Low satisfaction Total

No. of employees 21 19 20 60

Percentage 35 32 33 100%

INFERENCE: From the above table the 35% employees are highly satisfied with human resource policies of the organizations and another 32% & 33% employees have medium and low satisfaction respectively.

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS:
Gender:

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From the percentage table the majority of the respondents are from the male group. The two-way table says that the high level of satisfaction is obtained by the male group

Levels of management:
The percentage table indicates that the majority of the respondents are in lower management group. The two-way table tells us the high satisfaction is derived by the respondents who are in top level management.

Educational qualification:
From the percentage table the majority of the respondents are in graduated group. The two-way table showing the high level of satisfaction is derived by the graduated respondents

Age: . Experience
From the percentage table majority of the respondents were in below 5 years of experience. The two way table reveals that the high level of satisfaction is derived by the group 5 to 10 years of experience.

The percentage table reveals that the majority of the respondents are belongs to the group 21 years to 30 years of age. The two-way table shows that the high satisfaction is derived by the old age group.

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SUGGESTIONS:
Garve Motors Pvt. Ltd. should formulate its working time. It may introduce shift working pattern. Garve Motors Pvt. Ltd. should reduce the autocratic management style. Garve Motors Pvt. Ltd. should handle the grievance handling system more efficiently Garve Motors Pvt. Ltd. should employ the canteen facilities in addition to lunch rooms provided. Garve Motors Pvt. Ltd. may provide loans and advances to its workers. Garve Motors Pvt. Ltd. Should provided instant First aid treatment to workers in case of any injury during the work.

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BIBLIOGRAPHY
Books C.B.Memoria & S.V.Gankar Personnel management Himalaya publishing, pg no.64 VSP Rao Human resource management C.R. Kothari Research Methodology, New Age International Publsihers Research Design -Pg no.31, 37 Methods of data collection -Pg. no.95,96 & Questionaires -Pg.no.100 on 29th July References Introduction to the project-http://www.cvent.com/en/pdf/white-papers/employeesatisfaction.pdf on June 26th at 7:30 pm. Employee satisfaction (Introduction)http://www.wisegeek.com/what-is-employee-satisfaction.htm on 5th July 2011 Employee satisfaction(Meaning and measurement) http://humanresources.about.com/od/employeesurvey1/g/employee_satisfy.htm on 8th July 2011 Automobile industryhttp://en.wikipedia.org/wiki/Automotive_industry on 25th July 2011 Hyundaihttp://en.wikipedia.org/wiki/Hyundai on 26th july 2011

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