CHAPTER-1

1
 INTRODUCTION

Employee satisfaction, also known as job satisfaction, is a crucial concept in human resource
management and organizational psychology. It refers to the degree to which employees feel
content, fulfilled, and gratified with their work, work environment, and their relationships within
the organization. Employee satisfaction encompasses various aspects of the work experience,
including job tasks, compensation, work-life balance, the organizational culture, relationships
with colleagues and supervisors, opportunities for growth and development, and overall job
conditions. It is a multidimensional construct that reflects not only an employee's happiness but
also their engagement, motivation, and commitment to their role and the organization.
High levels of employee satisfaction are often associated with a range of positive outcomes for
both employees and organizations. Satisfied employees tend to be more productive, creative, and
innovative. They are also more likely to remain with their current employer, reducing turnover
and associated recruitment costs. Furthermore, they contribute to a positive work atmosphere,
which can enhance teamwork, collaboration, and the overall reputation of the organization as an
employer of choice. Therefore, understanding and managing employee satisfaction is vital for
fostering a productive, engaged, and loyal workforce, ultimately contributing to an organization's
success and competitiveness.
Employee satisfaction, a pivotal aspect of human resource management, is an indicator of the
overall well-being and contentment of employees within an organization. It reflects the extent to
which employees find their work meaningful, fulfilling, and aligned with their personal and
professional aspirations. Employee satisfaction encompasses various dimensions, including job
security, compensation, workplace relationships, opportunities for growth, recognition, and the
overall work environment. It goes beyond mere job contentment to encapsulate an employee's
emotional connection to their role, colleagues, and the organization as a whole.
A high level of employee satisfaction offers several advantages to organizations. It tends to result
in increased employee morale and motivation, leading to greater productivity and creativity.
Satisfied employees are more likely to exhibit loyalty, reduced absenteeism, and lower turnover
rates, saving organizations substantial recruitment and training costs. Moreover, a satisfied
workforce can positively impact an organization's reputation as an employer of choice, attracting
top talent in the competitive job market.
Effective employee satisfaction measurement and management strategies are essential for
organizations seeking to optimize their human capital, foster a positive workplace culture, and
ultimately achieve their strategic goals. Consequently, understanding and addressing employee
satisfaction is not only a matter of organizational well-being but also a strategic imperative in
today's dynamic business landscape.
2
 IMPORTANCE OF EMPLOYEE SATISFACTION

1. Enhanced Productivity
2. Lower Turnover
3. Improved Morale
4. Increased Engagement
5. Talent Attraction
6. Better Customer Service
7. Innovation and Creativity
8. Health and Well-being
9. Reduced Conflict
10. Organizational Reputation
11. Retention of Institutional Knowledge
12. Overall Organizational Success

3
 OBJECTIVE

• To study the existing job satisfaction level of employees

• To identify the weak areas which may cause job dissatisfaction
• To provide useful suggestion to the company to improve the job satisfaction
• To increase the working attitude of employees by providing better. Working conditions and
improve better working environments so as to create high job satisfaction to the employees
• To increase the productivity and quality control

4
 RESEARCH METHODOLOGY
Research Methodology provides an understanding of the various methods and techniques
used in conducting research, collection of data, analysis of data, findings and conclusions.
This paper is an analytical work where information is studied using causes and effect
relationships.

This paper includes secondary descriptive research (i.e. research data collected from other
sources) under qualitative and quantitative data collection. Data has been collected from the
following sources:

Primary data: An instrument used to collect the required information from the employees
and also interact with the employees personally. Primary data helps us in making observation
of employees behavior, talk gesture which helped me in identifying the attitude of employees
towards the employee satisfaction program in the organization.

Primary data sources:

a. Questionnaire
b. Observation
c. Interview

Secondary data: It was collected from the website of the company, and the company
personnel, certain reports from the HR department. The research also took the help of books
and journals. Secondary data refers to the data that is collected by someone other than the
primary user. Common sources of secondary data for social science include censuses,
information collected by government departments, organizational records and data that was
originally collected for other research purposes.

Secondary data sources:

a. Book
b. Journals
c. Research thesis
d. Websites or blogs

5
CHAPTER-2

6
 HISTORY OF TVS

TVS: Thirukkurungudi Vengaram Sundram

So the name TVS comes from his initial name Thirukkurungudi Vengaram Sundram. TVS is one
of the largest manufacturers of motorcycles, mopeds and auto rickshaws in India. TVS is
headquartered in Chennai.

TVS Motor Limited is an Indian multinational vehicle manufacturing company. The company
headquarter is in Hosur, Tamil Nadu, India. It is the second largest two-wheeler and three-
wheeler manufacturer in India producing scooters, motorcycles, mopeds and three-wheelers. The
company ranks amongst the top ten two-wheeler companies in the world, distributing to over 60
countries.

It is the first two-wheeler manufacturer in the world to be conferred with the prestigious Deming
Prize for excellence in quality. The company has more than 33.5 million customers ride a TVS
vehicle in the country. The Company also has strong socially responsible focus and supports the
Srinivasan Services Trust to carry out numerous sustainable initiatives to positively contribute to
the lives of communities across regions.

7
Points Information

Company Name TVS Motor Limited

Founder Name Sundaram Iyengar

Date of Establishment 1978

Headquarter Hosur, Tamil Nadu, India

Revenue INR 27072 Crores

Chairman Venu Srinivasan

CEO K. N. Radhakrishnan

Registered Address Post Box No. 4, Harita, Hosur – 635 109 Tamil Nadu, India

Telephone No. 04344276780

Fax 04344276878

Company Status Active

Website www.tvsmotor.com

8
Establishment

TVS Motor limited established in 1979. In 1979, the company started manufacturing automobile
products. TVS deliver total customer satisfaction by anticipating customer need and presenting
quality vehicles at the right time and at the right price. The company always stood for innovative,
easy-to-handle, and environment-friendly products, backed by reliable customer service. TVS
has four manufacturing plants, three located in India, Hosur in Tamil Nadu, Mysore in Karnataka
and Nalagarh in Himachal Pradesh and one in Indonesia at Karawang. The company has an
annual sale of more than 3 million units and an annual capacity of over 4.95 million vehicles. It
is also the 2nd largest exporter in India with exports to over 60 Countries.

Founder

TVS Motor limited founded by Thirukurungudi Vengaram Sundaram Iyengar. He was an Indian
industrialist and born on 1877 at Madras. He started his career as a lawyer, he had effective
communication skills. In 1911, he founded T.V. Sundaram Iyengar & sons, a bus company
which later converted into automobile industry and emerged as the parent company of the TVS
Group. Iyengar was very talented and intelligent in childhood. He married to Laxmi Ammal and
blessed with eight children, five sons and three daughters. On 1955, he died. Presently, the
company Chairman is Venu Srinivasan.

9
Networth

TVS Motor Limited is an Indian automobile industry. In 2022, the company revenue is ₹27,072
crore (US$3.4 billion). the company offers products are Motorcycles, scooters, three-wheeler
vehicles and spare parts.

10
 TVS Motor Company - Mission

We are committed to being a highly profitable, socially responsible, and leading manufacturer of high
value for money, environmentally friendly, lifetime personal transportation products under the TVS
brand, for customers predominantly in Asian markets and to provide fulfilment and prosperity for
employees, dealers and suppliers.

11
 TVS Motor Company- Vision Statement

Driven by the customer : TVS Motor will be responsive to customer requirements consonant
with its core competence and profitability. TVS Motor will provide total customer satisfaction by giving
the customer the right product, at the right price, at the right time.

The Industry Leader: TVS Motor will be one among the top two two-wheeler manufacturers
in India and one among the top five two-wheeler manufacturers in Asia.

Global overview : TVS Motor will have profitable operations overseas especially in Asian
markets, capitalizing on the expertise developed in the areas of manufacturing, technology and marketing.
The thrust will be to achieve a significant share for international business in the total turnover.

At the cutting edge : TVS Motor will hone and sustain its cutting edge of
technology by constant benchmarking against international leaders.

Committed to Total Quality : TVS Motor is committed to achieving a self-reviewing

organization in perpetuity by adopting TQM as a way of life. TVS Motor believes in the importance
of the process. People and projects will be evaluated both by their end results and the process
adopted.

The Human Factor: TVS Motor believes that people make an organization and that its well-
being is dependent on the commitment and growth of its people.. TVS Motor will create an enabling
ambience where the maximum self-actualisation of every employee is achieved. TVS Motor will support
and encourage the process of self-renewal in all its employees and nurture their sense of self worth.

Responsible Corporate Citizen

TVS Motor strives for long-term relationships of mutual trust and interdependence with its customers,
employees, dealers and suppliers.

12
 THE SLOGAN OF TVS

“INSPIRATION IN MOTION”

TVS is the abbreviation for Thirukkurungudi Vengaram Sundaram(TVS Group Founder). The
company's professionalism and power are symbolized by the lettering's blue hue in the company
logo. A red-hued jumping horse serves as the TVS logo. The horse's silhouette is heading right,
into the future, and represents the brand's growth and velocity.

"Inspiration in Motion" is a phrase that conveys the idea of finding inspiration or motivation
through movement or action. It suggests that when you are actively engaged in some form of
activity or motion, you are more likely to discover sources of inspiration or creativity.

13
 HIERARCHY OF TVS

CHAIRMAN

CEO

VP SALES VP SERVICE VP PARTS

NSM SALES NSM SERVICE GM PARTS

AREA MANAGER AREA MANAGER AREA MANAGER

TERRITORY TERRITORY TERRITORY

MANAGER MANAGER MANAGER

14
 Subsidiaries of TVS Group :

TV Sundaram lyengar and Sons Limited operates through the three following divisions:

TVS Sundaram Motors Madras Auto Service

1. TVS and Sons distribute Heavy duty Commercial Vehicles, Jeeps and Cars. It represents
premier automotive companies like Ashok Leyland, Mahindra and Mahindra ltd. Fiat and
Honda. It also distributes automotive spare parts for several leading manufacturers.

2. TVS & Sons has grown into a leading logistics solution provider and has set up state-ofthe-
art warehouse all over the country. It has also diversified into distributing Garage equipment
that ranges from paint booths to engine analyses and industrial products.

3. Sundaram Brake Linings Limited- First Indian company to manufacture asbestos-free brake
linings, woven clutch facings and disc pads for automotive applications.

4. Sundaram Fasteners Limited- India’s largest manufacturer of radiator caps to GM in USA.

5. Sundaram Finance Limited – Leading consumer finance company in India.

6. Sundaram Industries Limited - with a reputation built over five decades, comprises several
division: custom moulded rubber products, tyre service and coach building. Also specializes
in refrigerated trucks and bunk beds.

7. Sundaram Clayton Limited - Sundaram Clayton Limited was established in 1962 in

collaboration with Clayton Dewandre Holdings Plc. (WABCO Automotive) pioneering the
manufacture of air brake systems in India. SCL enjoys a major share of the Indian OEM
market as well as the domestic aftermarket, which it caters to through a strong and well

15
 spread-out distribution network SCL-Brakes division is the first company in India and fourth
company outside Japan to win the Deming award for achieving distinctive performance
improvements through TQM.

8. Sundaram Motors – Major dealer for Indian and foreign cars in South India and foreign cars
in South India. Established in 1966, Sundaram Fasteners Limited (SFL) is today the largest
manufacturer of high tensile fasteners in India. SFL is also the principal supplier of radiator
caps to General Motors, North America. Powder metal parts include rotors & gears, shock
absorber components, value train components, structural components and bushes. Cold
extruded parts include gear blanks transmission parts, cams, starter sleeves & pinions and
CV joint parts. The radiator caps range includes oil filter caps and fuel filter caps, both
metallic and plastic.

16
CHAPTER - 3

17
 INTRODUCTION OF INDUSTRY

GORAKHPUR MOTORS PRIVATE LIMITED

Gorakhpur Motors Private Limited is a Private incorporated on 23 April 2013. It is classified as

Non-govt company and is registered at Registrar of Companies, Kanpur. Its authorized share
capital is Rs. 10,000,000 and its paid up capital is Rs. 5,000,000. It is inolved in Sale of motor
vehicles [Includes wholesale and retail sale of new and used passenger motor vehicles and
lorries, trailers and semi trailers].

Gorakhpur Motors Private Limited's Annual General Meeting (AGM) was last held on 30
September 2022 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet
was last filed on 31 March 2022.

Directors of Gorakhpur Motors Private Limited are Ashish Agrawal, Mayank Agrawal and .

Gorakhpur Motors Private Limited's Corporate Identification Number is (CIN)

U50102UP2013PTC056448 and its registration number is 56448.Its Email address is
[email protected] and its registered address is BASHARATPUR, NEAR H. N.
SINGH CHOWK GORAKHPUR Gorakhpur UP 273001 IN .

Current status of Gorakhpur Motors Private Limited is - Active.

18
 DIRECTORS - GORAKHPUR MOTORS PRIVATE LIMITED

The company has 2 directors and no reported key management personnel.

The longest serving director currently on board is Mayank Agrawal who was appointed on 23
April, 2013. Mayank Agrawal has been on the board for more than 10 years. The most recently
appointed director is Ashish Agrawal, who was appointed on 05 October, 2015.

Mayank Agrawal has the largest number of other directorships with a seat at a total of 1 companies.
In total, the company is connected to 0 other companies through its directors.

ASHISH AGRAWAL

19
 Company Details

CIN U50102UP2013PTC056448

Company Name GORAKHPUR MOTORS PRIVATE LIMITED

Company Status Active

RoC RoC-Kanpur

Registration 56448
Number

Company Company limited by Shares

Category

Company Sub Non-govt company

Category

Class of Private
Company

Date of 23 April 2013

Incorporation

Age of Company 10 years, 4 month, 6 days

Activity Sale of motor vehicles [Includes wholesale and retail sale of new and
used passenger motor vehicles and lorries, trailers and semi trailers].

20
GORAKHPUR MOTARS PVT. LTD RECRUITMENT PROCESS

JOB ANALYSIS

JOB SPECIFICATION

INTERVIEW & SELECTION

APPOINTMENT & SALARY

STRUCTURE

JOB SECURITY

ROLE & WORK

MANAGEMENT

21
 HIERARCHY OF ORGANIZATION
GORAKHPUR MOTORS Pvt.Ltd.

MD

HR

GM SALES GM ACCOUNT GM SERVICE

SALES MANG. ACCT.(SALES&PURCHASE)

EXECUTIVE EXECUTIVE EXECUTIVE SPARE PARTS

WORK MANG.

SUPERVISOR PURCHASE FOR INVENTORY

FINANCE/HYPOTHECTION
BILLING

INVENTORY

RECEPTION
SERVICE ADMIN. SENIOR ADMIN.

TECHNICIAN

22
ORGANISATION STRUCTURE MARKETING DEPARTMENT

Proprietor

Administrator
Counter Executive

Sales Manager

Hypothecation Executive

Reception

23
ACCOUNTS DEPARTMENT

ACCOUNTS
MANAGER

ASSISTANT
MANAGER

CASHIER

INVENTORY

24
 DELIVERY SECTION

RTO

PRE DELIVERY
INSURANCE
INSTRUCTOR

SECURITY

25
SERVICE DEPARTMENT

RECEPTION

SUPERVISOR

MECHANIC

HELPERS

DELIVERY BODY

26
 ORGANIZATIONAL STRUCTURE
Organizational structure is a way or method by which organizational activities are divided,
organized and coordinated.

(A) MARKETING AND SALES DEPARTMENT

The marketing department is a division of the company with responsibility for the marketing
function. This department aims to sell as many products as possible in a sustainable manner. The
team designs marketing strategies and combines the right marketing mix to satisfy customer
needs and wants. They design the right product at the right price to the right consumer, at the
right place, and at the right time. They are also responsible for developing promotions and
managing long-term relationships with customers.
Marketing department organize events and mela in different places to attract customers.
Marketing department involves sales department.
The marketing and sales department is responsible for identifying, anticipating, and satisfying
customer needs and wants profitably. The end goal is to make more profit.
The marketing and sales department is at the forefront because it interacts directly with
consumers and determines the success or failure of the company in generating revenue. In
addition, this department must also synergize with other departments to help achieve corporate
goals.
Besides playing an important role in promoting products and increasing sales, the marketing
division is also important to introduce the business, thereby generating a strong corporate image.
Moreover, the team reaches not only customers or retailers but also investors and the community
while creating a corporate image in the eyes of these stakeholders.The employees in Gorakhpur
motors pvt. Ltd.in marketing and sales department are:-
1 Sabbir ahmad
2 Karan kumar
3 Rajesh
4 Shailesh

(B) CUSTOMER CARE DEPARTMENT

The primary job of a customer care department is to address customer issues and resolve them in
a timely and efficient manner. Interact with customers on a variety of channels such as phone,
email, and social media, and ensure that all valid customer concerns are being dealt with
immediately.

27
When customer enters in showrooms, he/she should be attending within 3 minutes.
Pre sales – Checking for all the required documents.
Sales- After checking document, two wheeler’s sold to customers.
Post sales- This process is after the sale process which include registration of two
wheler’s on customer’s name.
Pre booking feedback (PBF) - It is a feedback calling process in which 3 types of calling
are performed.
After 24 hours, a call does for taking feedback from customer.
After 15 days, there are again calling for taking feedback.
The employees in Gorakhpur motors pvt. Ltd.in customer care department are:-
1. Jyoti
2. Anamika
3. Simran

(C) ACCESSORIES DEPARTMENT

Many of the auto component companies, other than T.V.S, started to offer compatible
components and accessories. This caused a serious threat and loss of revenue to T.V.S. TVS
started a new initiative under the brand name TVS Genuine Accessories to offer accessories like
wheels, body cover, carpets, fog lamps, seat covers and two wheeler’s care products. These
products are sold through dealer outlets and authorized service stations throughout India.
The employees in Gorakhpur motors pvt. Ltd.in accessories department are:-
1) Abid

(D) INSURANCE DEPARTMENT

TVS provides vehicle insurance to its customer with help of
TVS insurance broking. Every insurance are provided by IRDA (Insurance regulatory and
development authority) managed by government ministry. Insurance department provide to
safety and security to their customers. If the two wheeler’s owner faces any accidents, injury or
scratch on two wheeler’s or third party damage, all these damage covered in TVS insurance.
The type of insurance included in IRDA which are LIC (Life insurance Corporation of India)
The employees in Gorakhpur motors pvt. Ltd.insurance department are:-

28
 1) Niharika

(E) FINANCE & ACCOUNT DEPARTMENT

Finance and account department includes account receivable and payable, payroll, inventory
management, budgeting, reports and financial statements, legal compliance and financial control,
and record-keeping.
The interest rate primarily depends on the principal amount and tenure of the loan amount of the
TVS two wheeler. Interest rate of lenders generally varies from 8.99% per annum to 12.99% per
annum.
Finance department work on profit & loss account and make an account book. Account
department work on day to day activities like entries of accessories etc.
The employees in Gorakhpur motors pvt. Ltd.in finance and account department are:-
1) Vipul Mishra

(F) HUMAN RESOURCE DEPARTMENT

A human resources department is focused on the recruiting and retention of employees within a
company. HR typically finds, hires (and fires), and trains employees. It oversees employee
relations. It manages benefit programs.
HR department is a group who is responsible for managing the employee life cycle like
recruiting and hiring, onboard training and administrating employee benefits.
Four basic functions of Human Resource Management are Planning, Directing, Controlling and
Organizing. In our Smart wheels Human resource department is headed by
1) Abhishek kumar mishra sir (GM & HR).

(G) R.T.O DEPARTMENT

The RTO, or Regional Transport Office, is responsible for registering vehicles, issuing driving
licenses, collecting road taxes, conducting vehicle inspections, and enforcing traffic rules. They
play a vital role in regulating vehicles and drivers on the road. On the other hand, the Insurance
Department oversees insurance companies, ensuring they comply with regulations. They
mandate compulsory third-party liability insurance, oversee optional comprehensive insurance,
process claims, and protect consumer interests in the insurance market. Together, these
29
departments contribute to road safety, legal compliance, and the welfare of vehicle owners and
the public.
The employees in Gorakhpur motors pvt. Ltd.in R.T.O department are:-
1) Niharika

30
OBJECTIVES OF HUMAN RESOURCE DEPARTMENT:

To achieve the organizational goals by proper utilization of human resources.

To develop and maintain healthy working relationships among all the employees and to
adopt sound, desirable organization structure.
To integrate individual and group goals within an organization.

To create opportunities and facilities for individual or group developments according to

the growth and development of the organization.
To identify and satisfy individual and group needs, such as fair wages and salaries,
incentives, welfare facilities, social security, prestige, recognition, security, status etc.

To motivate the employees and keep their morale high.

To develop and maintain healthy relations between management and employees.

To develop the human assets continuously through the Training and Development
Programmes.

31
RECRUITMENT AND SELECTION

32
 PRODUCT PROFILE

SCOOTERS

MODEL: JUPITER 125

PRICE: 84000-92000

AVERAGE: 50KM/L

MODEL: JUPITER ZX

PRICE: 73500-90000

AVERAGE: 56 to 62 km/l

33
 MODEL: NTORQ XT

PRICE: 73500-90000

AVERAGE: 56 to 62 km/l

MODEL: ZEST 110

PRICE: 73,220-95000

MILEAGE: 62KM/l

MODEL: PEPT

PRICE:65561-75500

AVERAGE: 50KM/l

34
MOTERCYCLES

MODEL: APACHE RTR 310

PRICE: 242990/- ONWARDS

AVERAGE: 34.7KM/l

MODEL: APACHE RR 310

PRICE: 272000/- ONWARDS

AVERAGE: 35KM/l

MODEL: APACHE RTR SERIES

PRICE: 119420/- ONWARDS

AVERAGE: 47KM/l

35
 MODEL: APACHE RTR 165 RP

PRICE: 145000/- ONWARDS

AVERAGE: 45KM/l

MODEL: RONIN

PRICE: 149100/- ONWARDS

AVERAGE: 30KM/l

MODEL: RAIDER

PRICE: 95219/- ONWARDS

AVERAGE: 67KM/l

36
 MODEL: RADEON

PRICE: 62405/- ONWARDS

AVERAGE: 69.3KM/l

MODEL: STAR CITY

PRICE: 77770/- ONWARDS

AVERAGE: 68KM/l

MODEL: SPORT

PRICE: 70773/- ONWARDS

AVERAGE: 75KM/l

37
MOPED

MODEL: XL100

PRICE: 44999/- ONWARDS

AVERAGE: 55 TO 65 KM/l

38
ELETRIC VEHICLES

MODEL: TVS X

PRICE: 249990/- ONWARDS

AVERAGE: 140 KM

MODEL: iQube

PRICE: 123776/- ONWARDS

AVERAGE: 145 KM

39
THREE WHEELERS

MODEL: KING DELUXE

PRICE: 120000/- ONWARDS

AVERAGE: 20.41KM/l

MODEL: KING KARGO

PRICE: 210000/- ONWARDS

AVERAGE: 22.3 KM/l

MODEL: KING DURAMAX

PRICE: 180000/- ONWARDS

AVERAGE: 28.3 KM/l

40
SOME DISCONTINUED MODEL OF TVS

MODEL: CENTRA

EX SHOROOM PRICE: 39270

AVERAGE: 74KM/l

MODEL: SAMURAI

EX SHOROOM PRICE: 39973

AVERAGE: 50KM/l

MODEL: MAX 4R

EX SHOROOM PRICE: 40405

AVERAGE: 65KM/l

41
 MODEL: VECTOR

EX SHOROOM PRICE: 56263-61000

AVERAGE: 60KM/l

MODEL: XL 100

EX SHOROOM PRICE: 29990

ONWARDS

AVERAGE: 55KM/l

MODEL: SHOGUN

EX SHOROOM PRICE: 18000

AVERAGE: 40KM/l

42
 MODEL: PHOENIX

EX SHOROOM PRICE: 53830-56000

AVERAGE: 67KM/l

MODEL: SHAOLIN

EX SHOROOM PRICE: 45000

AVERAGE: 45 KM/l

MODEL: WEGO

EX SHOROOM PRICE: 52000-59760

AVERAGE: 70 KM/l

43
CHAPTER 4

44
 INTRODUCTION TO JOB SATISFACTION LEVEL OF THE
EMPLOYEES

Job satisfaction is one of the important factors that have drawn attention of managers in the
organization as well as academicians. Various studies have been conducted to find out the factors
which determine job satisfaction and they way way it influences productivity in the organization.
Though there is no conclusive evidence that job satisfaction effects productivity directly because
productivity depends on so many variables it is still a prime concern for managers. Job
satisfaction is the amount of pleasure or contentment associated with a job. If you like your job
intensely, you satisfaction. Experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction. Job satisfaction is the favorableness with which
employees view their work. As with motivation, it is affected by the environment. Job
satisfaction is impacted by job design. Jobs that are rich in positive behavioral elements – such as
autonomy, variety, task identity, task significance and feedback contribute to employee’s
satisfaction. Likewise, orientation is important because the employee’s acceptance by the work
group contributes to satisfaction. In sort, each element of the environmental system, can add to,
or detract from, job satisfaction.

45
46
10 Factors That Determine Your Employees’ Satisfaction Levels

There’s no one definition of job satisfaction, and factors contributing to it will depend on the
nature of your workplace. For example, a satisfied employee in the manufacturing sector looks
different from a satisfied software developer. However, there are ten traits that every workplace
geared toward employee well-being and satisfaction will have in common.

1. Does your company care about its employees?

Remember, it’s not enough to only care – communicate this care regularly to employees through
newsletters, rewards, informal recognition, paid incentives, and other forms of communication.
Companies with a high job satisfaction level, such as Google and Starbucks, also feature
employee happiness and satisfaction stories as part of their communication strategy.
2. Does the workplace have room for employees to engage in their hobbies?
Today, most of us spend a significant part of the week at work, but this doesn’t mean we want to
ignore our hobbies or personal interests.
A workplace where employees have enough free time to read a book, catch up on the news, have
a pleasant meal, for example – and where such behaviors are not considered slacking off – will
better enable job satisfaction.
3. What is the average interval between promotions?
The current business environment is fast-paced, and employees will switch to greener pastures if
promotions aren’t forthcoming.
A good rule of thumb is to keep the interval between employee promotions below the average
employee tenure. For example, if employees stay with your company for five years and two
months on average, promotions should be scheduled at least at two-year intervals. If such
transitions aren’t possible, provide cross-training programs to give every employee a chance to
explore new roles in the organization.
More importantly, inform your employees about the promotion policies in your organization so
they know what to expect and when to expect it.
4. Do employees feel respected by their peers?
A workplace where employees feel regularly criticized or under some type of scrutiny is ripe for
dissatisfaction. You can detect their dissatisfaction via one-on-one conversations with
employees, or through anonymized data collected via employee satisfaction surveys and then
take appropriate measures to improve their experience in this area.
5. Is there a culture of two-way feedback?

47
Employees need regular feedback (both positive and constructive) to know that they are on the
right track.
Also, they want to share their opinions with managers/HR/senior management to guide the future
of the company. This culture of two-way feedback is essential to maintaining employee
satisfaction. It is doubly necessary for you to act on the feedback you receive.
6. Where do you stand on the issue of work-life balance?
Companies must try to build a non-toxic culture of high performance, where productivity isn’t
prioritized over well-being. Positive work-life balance is integral to this.
As per the 2019 Workplace Happiness Report by UdemyOpens a new window , work-life
balance adds meaning to the job for 37% of professionals. Mandatory work-from-home days,
paid time off, and flexible working benefits are great ways to help employees achieve this.
7. How do employees rate their relationships with their reporting heads?
We have all heard the axiom that employees don’t quit jobs, they quit bosses. And this is
confirmed by studies – a poll by Gallup found that 75% of voluntary attrition can be attributed to
the behavior of immediate supervisors and not the job itself.
Again, targeted job satisfaction surveys (implemented on a team-by-team basis) can help root
this out.
8. Does your organization follow fair and inclusive policies?
Diversity and inclusion in the workplace have a positive impact on the business bottom line,
while also improving a company’s culture and work environment. By ensuring fairness toward
all your employees, regardless of age, gender, or disability, you can increase the average level of
satisfaction across the company.
In other words, job satisfaction shouldn’t be limited to a select few – everyone, across the
company, should experience the same level of well-being.
9. Can employees nurture their creative instincts in their jobs?
While this depends on your specific industry of operation, employees mustn’t be stifled when
showing a spirit of creativity in their jobs.
In fact, learning and development programs can be deployed to strengthen creative skills, making
your company more innovation-friendly. Otherwise, you risk having a workforce that feels
unheard, with the same rules imposed upon them over and over again.
10. Do employees feel secure about their role?

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Job security is now a major concern as technology upends existing processes, and automation
threatens legacy models of working. As a future-focused employer, you must clearly explain
how an employee’s role will transform over the years and equip them for this change.
Employees shouldn’t feel insecure about their jobs – you can ensure this by maintaining a
consistent line of communication between frontline employees and senior leadership.

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What Are The Key Reasons For Employee Dissatisfaction
Before proceeding with improving employee satisfaction, it is important to understand the root
causes of why employees are becoming dissatisfied in the first place. We have identified and
listed the main causes of employee dissatisfaction below -

1. Low Compensation:

One of the fundamental reasons employees feel dissatisfied is low compensation. Getting paid
below what they deserve or what industry standards dictate for their role and experience level
can be frustrating. HRs should always consider that -

 Stagnant pay that doesn't keep pace with market rates, and
 Failure to adjust compensation for high performers can lead to resentment.
An HR professional must ensure that compensation designed for the employees is fair,
competitive, and reflective of the value contributed towards the organization.

Emphasize the organization's non-monetary benefits and perks, such as flexible work
arrangements, professional development opportunities, wellness programs, and positive work
culture. These factors can contribute to overall job satisfaction.

Implement a robust performance appraisal system that ties compensation to individual

contributions. Provide a clear roadmap for how performance improvements can lead to salary
advancements.

2. Lack of Career Growth:

In today’s competitive work environment, employees require to develop new skills. Acquiring
new skills help them to progress in their career.

Insufficient training and advancement opportunities make them feel stuck in dead-end jobs. So, it
is very important for the organization to provide clear paths for career development. An
organization should invest in -

 Employee training helps them learn new abilities to take on more responsibility and
grow their careers, leading to greater engagement and satisfaction.
 Stretch assignments that help employees with special projects or assignments outside
their daily role and stretch their capabilities.
 Mentorship programs that give employees motivation and purpose.
Collectively, these initiatives instill a sense of motivation, purpose, and upward trajectory in
employees' careers.
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They equip individuals with the skills and confidence to excel in their current roles and position
them for future growth and leadership opportunities within the organization.

3. Poor Management:

Disengaged, unsupportive, or incompetent management quickly damages employee satisfaction.

Great management and leaders provide guidance, advocate for their team, and help employees
improve through feedback and development plans. To tackle issues with poor management, an
organization must focus in -

 Management training to provide managers with regular training on leadership skills,

communication, performance management, etc.
 Address performance issues that proactively identify and either coach up or let go of
disengaged, unproductive employees to improve the work experience for everyone. It
demonstrates management's commitment to maintaining high standards.
 Hiring the right leaders with the right competencies and traits to prevent unsatisfactory
managers from being promoted or transferred into roles.
By implementing these strategies, organizations can transform poor management into effective
leadership. Under proper training, managers are better equipped to guide their teams, address
challenges, and promote a healthy work culture. Addressing performance issues fosters
accountability and encourages managers to improve continuously.

4. Poor Relations with Co-Workers/Managers:

The quality of workplace relationships significantly impacts employee satisfaction.

There are multiple reasons that create a toxic work environment. Some of these are -

 Unresolved conflict,
 Lack of trust,
 Exclusion,
 Favoritism,
 Bullying
Organizations must focus on building an inclusive culture of mutual understanding and
addressing unprofessional behavior in the workplace.

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5. Lack of Appreciation and Recognition:

All employees want their good work and extra efforts recognized. Insufficient praise and reward
make them feel overlooked and undervalued. To address this issue, companies worldwide are
implementing rewards and recognition programs. Implementing regular employee recognition
practices creates positive reinforcement and improves employee satisfaction.

6. Poor Work-Life Balance:

Poor work-life balance can significantly diminish employee satisfaction in the following key
ways:

 Overwork and burnout lead to mental and physical exhaustion. Chronic stress negatively
impacts their health and morale.
 Lack of downtime from work to relax and recharge can make employees feel drained,
irritable, and unsatisfied.
 Heavy work demands that cause employees to miss family commitments, social events,
etc., frequently make them feel resentful and that their personal priorities are not valued.
 Health consequences due to high stress, insufficient sleep, and no work-life balance also
affect employee satisfaction.
The overarching impact is that employees believe the organization does not care about their
personal growth, well-being, or priorities outside of work. This severely undermines employee
satisfaction as work comes to be viewed as the enemy of a fulfilling life rather than a contributor.

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Here are the 9 Best Practices to Keep Employee Satisfaction High

1. A Positive Work Environment

A positive work environment has a significant influence on how the employees feel. The work
environment plays a vital role in keeping employees motivated. It significantly influences his/her
work life. It reflects in the work they do and helps sustain positivity throughout the day.

A positive work environment doesn’t only mean the organizational structure. It is the overall
experience an employee shares with his/her co-workers, immediate supervisors, and company
culture.

Create a positive work environment through-

 Open communication
 Building trust
 Building healthy work relationships
 Listening and promoting equal opportunities

2. Feedback

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We all need people who will give us feedback. That’s how we improve. – Bill Gates

We all need and crave feedback, and your employees are no different.

Feedback is critical to employee satisfaction, and most managers are uncertain when it comes to
giving feedback. Lack of employee feedback makes the employees unsure about the work and
effort they are putting. Human psychology is complicated, and people can receive the same
message or dialogue differently

Managers should, therefore, master the tricks of giving feedback. The positive effects of
feedback are immense in the workplace. It can build trust and employee satisfaction, motivate
employees, and reduce turnover.

The best ways to give healthy feedback are

 The positive intent.

 It should be constructive.
 It should be genuine.
 Don’t wait, give your feedback immediately.

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3. Rewards and Recognition

According to OfficeTeam’s study, 66% of employees say they would “likely leave their job if
they didn’t feel appreciated.

Each of us has unique skill sets, and we consciously or subconsciously apply those at our jobs. It
is, therefore, rewarding for anybody to be appreciated for the application of these skills. When
employees are rewarded and recognized for their work, it builds employee morale, productivity,
and overall employee satisfaction or job satisfaction.

Organizations often miss out on this psychological aspect. Appreciating and recognizing
employees from time to time keeps employees motivated. This energizes them to thrive to do
better, and outdo themselves. You can also offer valuable benefits and perks to your employees
to boost their morale and job satisfaction.

4. Work-life Balance and Employee Satisfaction

Work-life balance helps employees to balance their professional and personal lives. Balancing
work-life in today’s world is quite challenging and, many a time, can become burdensome.

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Employees keep themselves occupied with the different aspects of their personal and
professional lives. And that plays a crucial role in their satisfaction and employee happiness.
Long, tight work schedules and too much workload often make it difficult for them to balance
them.

Management can, therefore, help its employees to bring a balance in work life. Here are some
actionable steps:

 Initiating work-life balance programs

 To have one-to-one interactions
 To provide flexible work hours
 Giving them enough time for relaxation and leisure

5. Involve and Engage Your Employees

When you involve and engage your employees, it builds employee satisfaction. Teams that work
together with involvement are happier and more satisfied. The best way to encourage employees
is to make them fully involved. To hear them out in need. To make them realize they are equally
important and their contribution and hard work are always appreciated.

Work-life can be hectic and burdensome at times. When you involve and engage your employees
deliberately, it reduces employee turnover and enhances employee satisfaction.

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6. Develop Employee Skills

Helping employees develop their skill sets is also one of the attributes of employee satisfaction.
When you give your employees room to develop their skills, it boosts their job satisfaction and
increases work efficiency. This also signifies that you even care about their career development
along with your organizational growth.

Evaluating if the employees want to learn something new or need any specific training is always
a good practice. The lack of this management approach often makes the employees dissatisfied.
Since they feel they have nothing left to learn.

7. Evaluate and Measure Employee Satisfaction

Many small/big organizations conduct biannual or yearly employee engagement surveys. They
put up questions on the categories like teamwork, feedback, information, work-life
balance, work relationship, self-evaluation, and so on. This is an excellent practice unless it
becomes monotonous or complacent. Since work culture is diverse from one organization to
another, therefore the surveys can be designed accordingly.

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Let’s say management can put an employee suggestion box to hear employees out anonymously.
Employees can put any simple suggestions they want to make or write anything that bothers
them.

One of the other evaluation practices is one-on-one reviews. This could be very effective in
knowing about employee dissatisfaction and its attributes. Management would, this way, see if
they are satisfied with their jobs. This would allow the employees to talk about their
discontentment, aspirations, and goals. This would foster satisfaction and engagement and what
employees expect from the organization.

8. Employee Well-Being

‘Health is wealth’ is an overused phrase, but it holds true to its meaning. Employers who do not
emphasize employees’ physical, emotional, psychological, and financial well-being build an
inefficient workforce. It is vital to building a work culture for the employees’ well-being needs.
Employees who are healthy and stress-free have better productivity and a greater sense of
responsibility toward their job. The feeling of security keeps them more engaged and dedicated.
Therefore, employers must provide them with corporate wellness programs or sessions and
monitor their behavior to foster a positive culture.

9. Clearly Defined Goals and Objectives

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You may have best team working for you, but if you do not have goals and objectives in place,
you would slowly kill their enthusiasm. Your team needs directions throughout their work-life
cycle. When an organization fails to provide clear objectives or company values, it leads to
employee dissatisfaction. Employees do not only work for a paycheck. For their satisfaction at
work, they also need direction and a sense of purpose that keeps them going. At the end of the
day, we all want to do meaningful work and make a difference.

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 Characteristics Of A Satisfied Employee

1. Sense of initiative

A happy employee does more than what is expected of him and tries to get satisfaction from
everything he does every single day. Besides the sense of initiative, he also has a clear career
path in mind. He’s on a constant mission to contribute to the growth of your organisation and to
improve your services.

2. Low absence rate

In case of an illness, a satisfied employee will stay at home less often. A simple cold or a
headache will not stop him from going to work. You can count on him whether it concerns
purely professional matters or whether he’s organising a company party. This will of course
contribute to the positive working atmosphere in the office.

3. Proud of his work

A happy employee is proud of his work and as a true brand ambassador, he represents
your company towards the outside world.

He’s emotionally involved, has attention to detail and is willing to make an extra effort to
contribute to your company’s success, even without being asked.

4. Positive attitude

A positive attitude is a clear indication of the fact your employees are happy. You can find out
more about this attitude through open communication. Those who voluntarily and
enthusiastically participate in conversations, consider themselves as fully-fledged members of
your company community.

5. Amity in the workplace

Satisfied employees often maintain good relationships with their colleagues, which benefits the
work ethic and productivity inside your company. You will notice that a positive atmosphere will
result in friendships that go beyond the working environment.

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 SCOPE

• It helps to estimate the job satisfaction level of the employee

• It helps to analyses the reasons of employee job dissatisfaction relating the working conditions
• It help the company people to get some useful suggestion for improving the job satisfaction
• This project work helps the researcher to get link with the company
• This data will be helpful to the businessman to give a detailed knowledge about the present striation of
the company

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 Advantage of employee satisfaction
By actively working on satisfaction in the workplace, you end up with employees who are more
engaged, involved, and eager to go the extra mile. This benefits your company in several ways

1. Satisfied employees translate into satisfied customers

If employees are unhappy at work, the chances are that this will reflect in their interactions with
the customer. Contact centers, specifically, cannot afford to have dissatisfied employees – this is
sure to show in every word they say and every campaign they work on.
Even in non-customer-facing jobs, low satisfaction can cause errors in the workflow – for
example, a higher defect rate in manufacturing and bad code in software development. This is
why employee satisfaction is vital for customer-centric companies.
2. Voluntary turnover will come down
Sometimes, turnover can be good for business, as it brings fresh talent into the organization. But
voluntary turnover looks different – you risk losing top talent you have carefully trained over the
years.
Also, this talent takes with it tribal knowledge once it leaves the company, which could toughen
up the competition for your products and service offerings. On the other hand, a satisfied
workforce is less likely to quit.
3. You increase the chances of referrals
Employee referrals are the most effective method of recruitment, bar none. A report by
JobviteOpens a new window found that referrals make up 7% of all applications but an
overwhelming 40% of all hires. An employee satisfied with the work conditions and the pay
scale is far more likely to recommend their friends than a dissatisfied employee.
Non-compensation related factors make up a big part of this benefit, as employees will assess
multiple factors before recommending someone else.
4. Satisfaction is directly linked to your productivity
In a positive work environment, employees are more likely to bring their best to work every day.
For example, research by the Social Market Foundation and the University of Warwick’s Centre
for Competitive Advantage in the Global Economy (CAGE)Opens a new window found that
happy employees are 20% more productive than unhappy employees on average!
There’s also a secondary reason for this – high-satisfaction workplaces prioritize employee
wellness. Therefore, they are more likely to look after themselves, and address
stress/burnout/health issues, before it impacts work.

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5. In the long term, you can dramatically reduce HR costs
Typically, you need to plan for both fixed and variable costs as part of your HR budget. Low
satisfaction could significantly dent the variable aspect of this equation – dissatisfied employees
require targeted surveys, specialized learning and development, additional career assistance, and
ultimately may lead to rehiring and retraining costs in the case of turnover. All of this needs you
to invest more than you had expected.

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 Limitation of employee satisfaction

1. Influence of external factors

2. Limited insight into productivity
3. Lack of differentiation
4. Response bias
5. Lag in feedback
6. Incomplete picture
7. Difficulty in addressing root causes
8. Limited actionability
9. Dependence on survey design
10. Benchmarking challenges

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CHAPTER 5

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Employees satisfaction ways in tvs

 Compensation and benefits at TVS –

Base Salary:

TVS typically offers competitive base salaries to its employees, which vary depending on
the position, experience, and location. Salaries are often reviewed periodically, and
adjustments are made based on performance and market conditions.

Variable Pay and Bonuses:

TVS may offer variable pay components such as performance bonuses and incentives.
These are often tied to individual and company performance targets and can provide
employees with additional income based on their achievements.

Employee Benefits:

Healthcare:

TVS typically provides comprehensive health insurance coverage for employees and their
families. This coverage often includes medical, dental, and vision benefits.

Retirement Plans:

Employees may have access to retirement plans, such as the Employee Provident Fund
(EPF) and Employee Pension Scheme (EPS), to help them save for their retirement.

Leave and Time-Off:

TVS typically offers paid leave options, including vacation days, sick leave, and public
holidays, in line with applicable labor laws.
Employee Assistance Programs: Some companies, including TVS, offer Employee
Assistance Programs (EAPs) to provide support for various personal and work-related
issues.

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Perks and Additional Benefits:

TVS may provide additional perks such as employee discounts on company products,
wellness programs, and access to recreational facilities.
Depending on the location and specific policies, employees might receive transportation
allowances or company-provided transportation.

Performance-Based Compensation:

TVS often links compensation to employee performance through performance appraisal

and review processes. High-performing employees may receive higher salary increases and
bonuses.

Career Development Opportunities:

TVS typically emphasizes career growth and offers opportunities for skill development and
advancement within the organization. This can include training programs and mentorship
initiatives.

Employee Satisfaction and Feedback:

TVS may use employee surveys and feedback mechanisms to gauge satisfaction with
compensation and benefits. Employee input is often considered in policy decisions and
improvements.

Challenges and Areas for Improvement:

Like many organizations, TVS may face challenges related to maintaining competitive
compensation packages, especially in a competitive job market. They may continuously
assess and adjust their offerings to attract and retain top talent.

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  Work-life balance
Work-life balance is a critical aspect of employee satisfaction and well-being in any
organization, including TVS (TVS Motor Company). While specific policies and practices related
to work-life balance may vary, here is a general overview of how TVS may approach this important
aspect:

Flexible Work Arrangements:

TVS may offer flexible work arrangements, such as flexitime or remote work options, to
enable employees to better manage their work and personal responsibilities.
Leave Policies:
TVS typically provides various types of leave, including vacation days, sick leave, and
personal days, as mandated by labor laws. These leaves allow employees to take time off when
needed.
Family-Friendly Policies:
TVS may have policies that support employees with family responsibilities. This can
include maternity and paternity leave, adoption assistance, and child care facilities (if applicable).

Wellness Programs:
TVS may offer wellness programs to promote physical and mental well-being among
employees. These programs can include fitness facilities, stress management workshops, and
health screenings.

Workload Management:
TVS often emphasizes the importance of reasonable workload management and sets clear
expectations for job responsibilities to prevent excessive overtime and burnout.

Training and Development:

TVS may provide training and development opportunities to help employees enhance their
skills and efficiency, which can, in turn, reduce work-related stress.

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 Employee Assistance Programs (EAPs):
TVS might offer EAPs to provide confidential counseling and support for employees
dealing with personal or work-related challenges.

Communication and Feedback:

TVS typically encourages open communication between employees and management.
They may solicit feedback through surveys or regular meetings to understand employee concerns
and needs related to work-life balance.

Clear Policies and Guidelines:

TVS usually has clear policies and guidelines regarding working hours, overtime
compensation, and expectations for work outside regular business hours.

Workplace Culture:
TVS often fosters a workplace culture that values work-life balance, emphasizing the
importance of personal time and respecting boundaries.

Employee Engagement:
TVS may engage employees through team-building activities, social events, and other
initiatives to create a positive work environment and foster a sense of belonging.

Performance Evaluation:
TVS typically assesses employee performance based on their accomplishments and
contributions rather than just the number of hours worked.

Continuous Improvement:
TVS may regularly assess its work-life balance policies and make adjustments based on
employee feedback and changing needs.

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  Career development

Career development is a crucial aspect of an employee's journey within an organization, and

companies like TVS (TVS Motor Company) often have well-structured programs and practices in
place to support their employees' growth and advancement. Here's an overview of how TVS may
approach career development:
Training and Skill Enhancement:
TVS usually offers various training programs and workshops to enhance employees' skills and
competencies. These programs can cover technical skills, leadership development, and soft skills.
Performance Appraisals:
TVS typically conducts regular performance appraisals to assess employee contributions and
potential. These evaluations often play a significant role in career advancement decisions.
Career Planning and Goal Setting:
TVS may encourage employees to set clear career goals and work with supervisors or mentors to
create personalized career development plans.
Internal Mobility:
TVS often promotes internal mobility, allowing employees to explore different roles and
departments within the organization. This can include lateral moves or promotions.
Mentorship and Coaching:
TVS may have mentorship and coaching programs where experienced employees provide
guidance and support to those seeking career development.
Succession Planning:
TVS typically identifies and grooms potential leaders within the organization through succession
planning. High-potential employees are often given opportunities for leadership roles in the future.
Education Assistance:
TVS may offer education assistance or tuition reimbursement programs to help employees pursue
further education or certifications related to their careers.
Cross-Functional Teams:
TVS might encourage employees to participate in cross-functional teams or projects to gain
exposure to different aspects of the business.

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Clear Career Paths:
TVS typically outlines clear career paths within the organization, providing employees with a
roadmap for advancement and growth.
Feedback and Performance Improvement:
TVS often provides regular feedback to employees, highlighting areas for improvement and
suggesting opportunities for skill development.
Diversity and Inclusion:
TVS may have diversity and inclusion programs to ensure that career development opportunities
are available to employees from all backgrounds and demographics.
Continuous Learning Culture:
TVS typically fosters a culture of continuous learning and improvement, encouraging employees
to stay updated with industry trends and technologies.
Career Development Resources:
TVS often provides access to resources such as career development workshops, coaching, and
online learning platforms to facilitate employee growth.

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  Recognition and rewards
Recognition and rewards are essential components of employee motivation and engagement at
TVS (TVS Motor Company). Here's an overview of how recognition and rewards may be
structured at TVS:
Performance-Based Recognition:
TVS often recognizes and rewards employees based on their performance and achievements. High-
performing individuals or teams may receive special recognition.

Employee of the Month/Quarter/Year:

TVS may have programs that highlight and reward outstanding employees, such as "Employee of
the Month" awards. These awards often come with certificates, plaques, or monetary rewards.

Incentive Programs:
TVS typically offers incentive programs that tie rewards to specific performance goals or targets.
These can include sales incentives, production incentives, or quality improvement incentives.

Bonus Programs:
TVS may have annual or periodic bonus programs for employees based on company performance
and individual contributions. These bonuses can be financial or non-financial.

Recognition Events:
TVS often organizes recognition events or ceremonies to celebrate employee achievements. These
events can be a platform to acknowledge outstanding work and contributions.

Longevity Awards:
TVS may honor employees who have served the company for extended periods with longevity
awards. These awards symbolize loyalty and commitment.

Peer Recognition:

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TVS encourages peer-to-peer recognition through programs where employees can nominate their
colleagues for exceptional efforts or teamwork.
Spot Awards:
TVS may have spot award programs where employees receive immediate recognition and rewards
for exceptional performance or contributions.

Career Advancement:
Advancement within the organization is often seen as a form of recognition. TVS typically
promotes from within, giving employees opportunities for career growth and development.

Training and Development Opportunities:

TVS may offer opportunities for employees to attend training programs, workshops, or
conferences as a form of recognition and investment in their professional development.

Employee Appreciation Days:

TVS may celebrate Employee Appreciation Days, where employees are treated to special events,
gifts, or activities to show gratitude for their hard work.

Performance Feedback:
Regular performance feedback and constructive criticism are considered forms of recognition,
helping employees understand their strengths and areas for improvement.

Personalized Recognition:
TVS often aims to provide personalized recognition and rewards, tailoring them to individual
preferences and motivations.

Team Recognition:
TVS recognizes the efforts of teams and departments, fostering a sense of unity and shared success.

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Financial Rewards:
In addition to bonuses and incentives, TVS may offer financial rewards such as profit-sharing
programs or stock options.

Non-Financial Rewards:
TVS may provide non-financial rewards, such as extra time off, travel opportunities, or
memberships to clubs and associations

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CHAPTER 6

75
FINDINGS

76
SUGGESTIONS

77
LIMITATION

78
CONCLUSIONS

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CHAPTER 7

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CHAPTER 8

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BIBLIOGRAPHY

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PPENDIX

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