ALEX

CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
Job satisfaction describes how contented an individual is with his or her job. Job
satisfaction may be defined as an attitude or feeling that helps in maintaining morale in any
industry or organization. It is a general perception that a person is satisfied if he gets
something additional and significant for the work he does. Job satisfaction is a positive
feeling about one’s job resulting from an evaluation of its characteristics. Job satisfaction is
in regard to one’s feelings or state-of-mind regarding the nature of their work.
Satisfaction with various facets of the job directly and positively influences different
dimensions of organizational commitment. Job satisfaction is a very important attitude which
is frequently measured in organizations. It is an undeniable fact that the future business
enterprise depends upon the satisfaction level of its workforce.
Attracting the most qualified employees and matching them to the jobs for which they
are best suited is important for the success of any organisation. The allaround acceptance of
the concept job satisfactions has been mainly due to the need to provide a better life for the
workers. Job Satisfaction motivates them to increase the production and also to achieve the
objectives of the company.
Job satisfaction can be defined as a collection of feelings that an individual holds

toward his or her job. Jobs require interaction with co-workers and bosses, following
organisational rules, procedures and policies, meeting performance standards, living with
working conditions that are often less than ideal. This means that an employee’s assessment
of how satisfied or dissatisfied he or she is with his or her job is a complex summation of a
number of discrete job elements.
Satisfied employees would seem more likely to talk positively about the organisation,
help others, and go beyond the normal expectations in their job. Moreover, satisfied
employees might be more prone to go beyond the call of duty because they want to
reciprocate their positive experiences.
1
With so many organizations undergoing significant changes in today’s competitive
environment, employee dissatisfaction is a frequent occurrence. When dissatisfaction occurs,
stability and organizational success are threatened. For any organisation seeking to improve
processes, customer service or grow in profitability, understanding and enhancing employees
satisfaction can benefit both employees and employer.
Work efficiency is more important in any business. Dissatisfied workforces cause

immediate problems to their particular business. However, if these problems are left
inadequately attended they have a tendency to spiral out including other businesses,
industries and regions harming relationships, productivity, profits and finally also in the
creation of national wealth. Increase in Job Satisfaction is one way to improve the work
efficiency and hence this study is attempted.
1.2 NEED FOR THE STUDY
It is said that satisfied employee is a productive employee, any kind of

grievance relating to organizational or personal to a greater extent influence on the job. So
every organization is giving higher priority to keep their employees with satisfaction by
providing several facilities which improves satisfaction and which reduces dissatisfaction.
Job satisfaction is considered as a key issue by the entrepreneur where efforts are
taken and programs are initiated. If an employee is not satisfied with the job there are chances
for absenteeism, low turnover, lower productivity, committing of mistakes, diverting energy
for different types of conflicts keeping this thing in view all organizations are trying to
identify the areas where satisfaction to be improved to get out of the above dangers.
Management of Autokshi Engineers Pvt Ltd wants to assess the overall job satisfaction level
of their employees to understand the problems if any in their workplace.
2
1.3 SCOPE OF THE STUDY
Employeesatisfaction is a measure of how happy workers are with their job and
working environment. Keeping morale high among workers can be of tremendous benefit to
any company, as happy workers will be more likely to produce more, take fewer days off,
and stay loyal to the company.
 Employee satisfaction is used to help better performance.

 It is a motivating drive for the employees to work.
 It helps the employees to stay loyal to the company.
 It encourages employees to work hard for better business results.
 It helps the company to get the feedback from the employees in order to understand
their needs.
1.4 OBJECTIVES
PRIMARY OBJECTIVE
1.To study the job satisfaction level among the employees in Autokshi Engineers Pvt Ltd
SECONDARY OBJECTIVES
1. To understand the perception of employees towards the various policies like leave,
insurance, working hours etc
2. To determine the satisfaction level of employees towards the infrastructure facilities
and the work environment
3. To make suggestions to improve the job satisfaction level among the employees in
Autokshi Engineers Pvt Ltd
3
1.5 LIMITATIONS OF THE STUDY:
For anything there should be some limitations like that my project also have certain
limitations. The following are some limitations what I faced:
1. The information provided by majority of the respondents could also be biased or

inaccurate. No independent verification of the data was possible.
2. Time is one major constraint, which limits the effective data collection.
3. Non-availability of data collection from all employees of Autokshi Engineers Pvt Ltd
4. The sample size is only 110 so the sample may not be truly representative of the total
population
5. Reliability and accuracy of the analysis depends on the respondents’ openness and
trueness towards each question in the questionnaire.
4
CHAPTER2
REVIEW OF LITERATURE
Job satisfaction is a result of employee’s perception of how well their job provides
these things which are viewed as important. It is generally recognized in the organizational
behavior field that Job satisfaction is the most important and frequently studied attitude.
Defining and measuring job satisfaction has been a challenging process which has
been refined through decades of research and which is still occurring. According to Cranny,
Smith & Stone (2020), job satisfaction is generally agreed upon by researchers to be an
affective reaction to a job that results from the employee’s comparison of actual outcomes
with those that are desired.
The study of job satisfaction grew out of several schools management theory dating
back to Frederck Taylor’s early applications of scientific method to factory problems in the
first part of this century. Vroom’s (2018) Expectancy Theory of human motivation is a
significant contributor to the field which goes beyond the simple behavioral concept of
stimulus-response and reinforcement of behavioral psychology; it explains motivation as the
perceived value of probably outcomes of actions, and the probability that actions will bring
about outcomes which are highly desired. The theory thus takes into account the intrinsic
values that affect satisfaction and work which research has often found to be at least equally
important or more so to job satisfaction than arte the extrinsic values.
According to Plunkett and Attner (2019) an unmet need an frustrate an employee and
will continue to influence his or her behavior until it is satisfied; management can therefore
effectively work with an employee by identifying the level of need which he or she is trying
to satisfy and by attempting to build into the work environment opportunities that will allow
the individual to satisfy his or her needs.
Frederck Herzberg’s (2021) Motivation – Hygiene Theory directly addresses the

issues of satisfaction and dissatisfaction on the job. His theory and research suggests that job
dissatisfaction is caused by the absence of or deficits in “hygiene” factors such as salary, job
security, working conditions, status, institution policies, quality of supervision and quality of
interpersonal relationships. These factors, although they can cause job dissatisfaction if
deficient, do into result in job satisfaction if present. Rather, according to Herzberg, it is the
“motivation” factors intrinsic to a job and related to job content that have the power to
5
increase job satisfaction. Motivation factors include achievement, recognition, responsibility,
advancement, the work itself, and possibility of growth.
Extensive research has been conducted about the relationship between job
satisfactions and other work-related behaviors or attitudes such as job performance, stress and
health, general life satisfaction, turnover commitment to the organization, and pro-
organizational behaviors. Over time the findings of research have been inconsistent; this very
well may be due, however, to wide variation in definitions of job satisfaction and in the
validity of methods used to measure it (Cranny, Smith, & stone, 2020).
Following is a review of recent literature on the relationship between job satisfaction and
several behaviors or attitudes.
According to cranny, smith,& (2020) the methods researchers use to study

performance and satisfaction influence the conclusion reached about their relationship. They
suggest that co relational studies have suggests a stronger relationship. Katzell & Guzzo
(2022), for example reviewed 207 studies of the effects of psychologically – based
interventions on productivity (as well as job satisfaction).
Intervention studies, which are experimental or quasi – experimental, assess the

effects of manipulated independent variable (such as changes into account better then co
relational studies the various mediating factors (such as goal-setting, extrinsic and intrinsic
rewards, and perceived equity) which also affect both performance and satisfaction (Cranny,
Smith, & stone, 2020).
A path analysis of Cranny, smith, & stone’s study suggests that job satisfaction
significantly influences job performance as rated by supervisors (though not as self –
reported), which is believed to be due to increased alertness and focused attention.
Interestingly, efforts expenditure was found to positively affect self – rated job performance,
but had an inverse relationship with supervisor – rated job performance (in other ratings of
job performance). It is suggested that this could be due to a efforts on the part of the
employees. Neiter self – reported nor supervisor- reported job performance was found to
substantially influence job satisfaction, suggesting that relationship is not bi-directional.
Factors found in this study to influence job satisfaction discussed in a later section.
Other recent studies have discussed the relationship between job satisfaction and job
performance. Deconinck and Stilwell (2017) found in studying female advertising
executives that job satisfaction is a significant predictor of organizational commitment; and
Becker, billings, Eveleth, & Gilbert (2017) found that organizational commitment as targeted
at supervisors was positively related to performance. Keller, Julian, & Kidia (2017) found
6
in studying research and development teams related to an increase in patent acquisition,
technical quality ratings, and publication of articles.
EMPLOYEE SATISFACTION IN EXTENSION: A TEXAS STUDY
Author: BarbaraV.Boltes (Associate Professor and Extension Program Development

Specialist)
Article describes a study establishing seven dimensions that contribute to organizational
effectiveness and employee satisfaction as a means of strengthening strategic planning
efforts. A survey, administered to 1,720 Extension employees, received a 66% response.
Findings suggest that balance between professional and personal life, a clear vision of the
future, attention to training and development, and employee involvement are sources of
opportunity to increase employee satisfaction and success in strategic planning and
implementation. Assessing employee attitudes resulted in the initiation of an organizational
renewal effort that was strongly linked to the long range planning process.
The purpose of this study was to investigate the relationship between dimensions that
contribute to effective organizations and employee satisfaction as a means of strengthening
strategic planning efforts. An instrument was developed to identify potential barriers between
the vision of a contemporary Extension organization and the day-to-day realities of getting
the job done. The instrument measured the perceptions of Extension employees on seven
dimensions that contribute to effective organizations.
The dimensions were clientele satisfaction, strategic planning, focus on the future, faculty
involvement, and achieving balance between work and personal life, professional
development, and diversity. Employees were provided with 50 pairs of statements describing
characteristics of the seven dimensions of organizational effectiveness. Each pair of
statements described the ends of a 7-point Likert-type scale. Reliability and validity of the
survey instrument were addressed by designing questions based on the literature, pilot testing
the questionnaire, surveying the entire population, and getting a high rate of response.
Further, an outside researcher conducted a qualitative content analysis of the written
comments to supplement the statistical analysis. More than 80% of respondents reported
having some concern about the balance between their work and their personal lives. This
concern was expressed by males and females in equal numbers. However, among job types,
rural agents and specialists with less than five years of experience showed the highest
dissatisfaction "gap."
7
EMPLOYEE SATISFACTION LEAD TO BETTER CUSTOMER MANAGEMENT
The specific objectives of this review are
1. To review and provide a critique on the literature on customer retention and employee
satisfaction.
2. To examine the relationship between customer retention and employee satisfaction.
3. To identify major potential areas for future research
Little evidence has emerged in the literature of research into the relationship between
employee satisfaction and customer retention. However, the work undertaken by Bain and Co
suggests a strong link between these two variables. (Figure 2.2) They maintain that high
customer retention will lead to dealing with satisfied customers rather than dissatisfied
customers. As a result, employees will stay longer with the company. ‘Higher retention of the
right caliber of employees creates a stable and experienced labor force that delivers higher
service quality at lower cost… this leads to higher customer retention’ and of course
increased profitability. The advantages of long-term employees are that they are often able to
form personal relationships with customers, understand their needs, and possibly are able to
pre-empt dissatisfied customers leaving the company. Reich held maintains that there are:
powerful insights available from probing into root causes of customer and employee
defections. This is the most powerful pool of untapped insight in any business. It clarifies
what is and what is not working in the business system and this is the first step toward a
meaningful and measurable improvement programme. In intensive organizations the quality
of service is determined mostly by the skills and attitudes of the people producing the
services. All employees are part of the process, which connects with the customer at the point
of sale. Employees remain the key to success at these service encounters or ‘moments of
truth’.
Employee job satisfaction is simply defined as the affective orientation that an employee has
towards his or her work (Price, 2018). Employers have a need to keep employees from
leaving and going to work for other companies. This is true because of the great costs
associated with hiring and retraining new employees. The best way to retain employees is by
providing them with job satisfaction and opportunities for advancement in their careers. The
saying, good help is hard to find, is even truer these days than ever before because the job
market is becoming increasingly tight (Eskildesen 2019, Hammer 2019). Eskildsen and
Nussler (2019) suggest that employers are fighting to get talented employees in order to
maintain a prosperous business. Ray Hammer (2019) as well as many other
researchers/authors agree.
8
Mark Parrott (2019) believes that, there is a straight line between employee satisfaction and
customer satisfaction. He believes that today’s employees pose a complete new set of
challenges, especially when businesses are forced to confront one of the tightest labor
markets in decades. Therefore, it is getting more difficult to retain employees, as the pool of
talent is becoming more-and more tapped-out. In other words, it is an affective reaction to a
job that results from the comparison of perceived outcomes with those that are desired (Kam,
2017). Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals
regarding work (Chen, 2008). Furthermore, it is the degree to which employees enjoy their
jobs (McCloskey and McCain, 2022). And also, it is possible to see a number of theories
developed to understand its nature in literature.
Vroom (2018), need/value fulfillment theory, states that job satisfaction is negatively related
to the discrepancy between individual needs and the extent to which the job supplies these
needs. On the other hand, Porter and Lawler (2020) collect the influences on job satisfaction
in two groups of internal and external satisfactory factors. According to them, internal
satisfactory factors are related the work itself (such as feeling of independence, feeling of
achievement, feeling of victory, self-esteem, feeling of control and other similar feeling
obtained from work), whereas external satisfactory factors are not directly related to work
itself (such as good relationships with colleagues, high salary, good welfare and utilities). So,
the influences on job satisfaction can be also divided into work-related and employee-related
factors (Glisson and Durick, 2022).
On the other hand, Arvey and Dewhirst (2017), took 271 scientists as a study sample, and
found that the degree of job-satisfaction of the workers with high achievement motivation
exceeded that of workers with low achievement motivation. Also, autonomy is an important
concern for employees’ job satisfaction. For example, Abdel-Halim (2022) investigated 229
supervisory and non-supervisory employees in a large retail-drug company and concluded
that individuals who have high need-for-independence performed better and were more
satisfied with high participation for non-repetitive tasks (Kam, 2017). Additionally,
administrative styles, professional status and pay are known as important factors influencing
job satisfaction. For example, Carr and Kazanowsky (2019) successfully showed that
inadequate salary was much related to employees’ dissatisfaction. And recent studies showed
that a participative (democratic) management style was mostly preferred by today’s managers
to increase their employees’ job satisfaction (Dogan and İbicioglu, 2018; Knoop, 2020).
Employees that are satisfied and happy in with their jobs are more dedicated to doing a good
job and taking care of customers that sustain the operation (Hammer 2019; Marini 2019;
9
Denton 2019). Job satisfaction is something that working people seek and a key element of
employee retention. Every person will have his or her own definition of what it means to be
satisfied with a job. Studies show that employees who are satisfied with their jobs are more
productive, creative and be more likely to be retained by the company (Eskildsen &
Dahlgaard 2019; Kim 2019; Kirby 2019; Lee 2019; Money 2019; Wagner 2019).
 our organization's perceived progress relative to competitors in the industry
 Gauging employees' understanding of and agreement with corporate rules, policies
and mission
Employee satisfaction and retention surveys should consider the following key aspects of
employee satisfaction:
 Overall Job Satisfaction
 Satisfaction with the Work
 Coworker Performance/Cooperation
 Pay Satisfaction
 Benefits Satisfaction
 Promotions/Career Advancement
 Supervisory Consideration
 Supervisory Promotion of Teamwork and Participation
 Supervisory Instruction/Guidance
 Communication
 Human Resources/Personnel Policies
 Concern for Employees
 Productivity/Efficiency
 Training & Development
 Physical Working Conditions
 Customer Service
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 Strategy/Mission
 Job Stress
 Other job options and comparative information
Employee job satisfaction is in regard to ones feeling or state of mind regarding the nature of
work. It can be defined as a positive feeling about one’s job resulting from an evaluation of
its characteristics. A person with a high level of job satisfied holds positive feelings about the
job, while a person who is dissatisfied holds negative feelings about the job.
Job satisfaction is a result of employee’s perception of how well their job provides these
things which are viewed as important. It is generally recognized in the organizational
behavior field that Job satisfaction is the most important and frequently studied attitude.
Defining and measuring job satisfaction has been a challenging process which has
been refined through decades of research and which is still occurring. According to Cranny,
Smith & Stone (2020), job satisfaction is generally agreed upon by researchers to be an
affective reaction to a job that results from the employee’s comparison of actual outcomes
with those that are desired.
The study of job satisfaction grew out of several schools management theory dating
back to Frederck Taylor’s early applications of scientific method to factory problems in the
first part of this century. Vroom’s (2018) Expectancy Theory of human motivation is a
significant contributor to the field which goes beyond the simple behavioral concept of
stimulus-response and reinforcement of behavioral psychology; it explains motivation as the
perceived value of probably outcomes of actions, and the probability that actions will bring
about outcomes which are highly desired. The theory thus takes into account the intrinsic
values that affect satisfaction and work which research has often found to be at least equally
important or more so to job satisfaction than arte the extrinsic values.
According to Plunkett and Attner (2019) an unmet need an frustrate an employee and
will continue to influence his or her behavior until it is satisfied; managers can therefore
11
effectively work with an employee by identifying the level of need which he or she is trying
to satisfy and by attempting to build into the work environment opportunities that will allow
the individual to satisfy his or her needs.
Frederck Herzberg’s (2021) Motivation – Hygiene Theory directly addresses the
issues of satisfaction and dissatisfaction on the job. His theory and research suggest that job
dissatisfaction is caused by the absence of or deficits in “hygiene” factors such as salary, job
security, working conditions, status, company policies, quality of supervision and quality of
interpersonal relationships. These factors, although they can cause job dissatisfaction if
deficient, do into result in job satisfaction if present. Rather, according to Herzberg, it is the
“motivation” factors intrinsic to a job and related to job content that have the power to
increase job satisfaction. Motivation factors include achievement, recognition, responsibility,
advancement, the work itself, and possibility of growth.
Extensive research has been conducted about the relationship between job
satisfactions and other work-related behaviors or attitudes such as job performance, stress and
health, general life satisfaction, turnover commitment to the organization, and pro-
organizational behaviors. Over time the findings of research have been inconsistent; this very
well may be due, however, to wide variation in definitions of job satisfaction and in the
validity of methods used to measure it (Cranny, Smith, & stone, 2020).
Following is a review of recent literature on the relationship between job satisfaction and
several behaviors or attitudes.
According to cranny, smith,& (2020) the methods researchers use to study
performance and satisfaction influence the conclusion reached about their relationship. They
suggest that co relational studies have suggests a stronger relationship. Katzell & Guzzo
(2022), for example reviewed 207 studies of the effects of psychologically – based
interventions on productivity (as well as job satisfaction).
12
Intervention studies, which are experimental or quasi – experimental, assess the
effects of manipulated independent variable (such as changes into account better then
corelational studies the various mediating factors (such as goal-setting, extrinsic and intrinsic
rewards, and perceived equity) which also affect both performance and satisfaction (Cranny,
Smith, & stone, 2020).
A path analysis of Cranny, smith, & stone’s study suggests that job satisfaction
significantly influences job performance as rated by supervisors (though not as self –
reported), which is believed to be due to increased alertness and focused attention.
Interestingly, efforts expenditure was found to positively affect self – rated job performance,
but had an inverse relationship with supervisor – rated job performance (in other ratings of
job performance).
Other recent studies have discussed the relationship between job satisfaction and job
performance. Deconinck and Stilwell (2017) found in studying female advertising
executives that job satisfaction is a significant predictor of organizational commitment; and
Becker, billings, Eveleth, & Gilbert (2017) found that organizational commitment as targeted
at supervisors was positively related to performance. Keller, Julian, & Kidia (2017) found
in studying research and development teams related to an increase in patent acquisition,
technical quality ratings, and publication of articles.
13
CHAPTER 3
COMPANY PROFILE
Established in the 1997, Autokshi Engineers Pvt Ltd is into the manufacturing of auto
parts for two-wheeler and other commercial vehicles in India. India being the one among the
low-cost countries, yet which is fast developing, benefits the clients through minimum
investment and maximum output. The wide range of our products includes commercial
vehicle components, main stand and side stand, backing plates, gear shift lever, heavy duty
stamp and tubular components and more. All the product developments are done using latest
technology and high quality materials.
Being ISO/TS 16949-2009 certified company, Autokshi Engineers Pvt Ltd follows
the latest and advanced technology that helps in the faster product development while also
providing better support for our clients. A combination over 2 decades of experience and
expertise in the industry enables us to deliver superior quality customized products as per the
customer requirements.
We have the state of the art infrastructure and cutting edge technology with which the
product development is made faster and accurate. We have manufacturing unit in Tamilnadu
that comprise of separate design office for offering customized designing of components for
the clients, with a separate lab where all the products are tested. The team follows the next
generation technology and techniques for testing the manufactured products; with this we
ensure superior quality of all our products.
Most of our product development processes and even the administration processes are
automated to ensure maximum accuracy, perfection and productivity. We have implemented
SAP for the administration process. For the successful and accurate completion of product
development process, we have implemented the well-known TPM. This concept ensures
maximum productivity through cost saving and time saving throughout the production line.
Our implementation of robotic line for various manufacturing processes assures faster and
perfect product outputs. Robotic lines are used for pick and place of sheets, so that there is
only a minimum human interference in such difficult processes which avoids accidents and
human errors. Through automation of product development, we can ascertain predictable
quality as well as quantity of products.
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Autokshi Engineers Pvt Ltd not only concentrates on its own growth, but also
contributes to developing the capabilities of the region. With the association of various
organisations, we strive in creating a better development of the company as well as the region
and with this motto in mind contribute towards the cause continuously.
With the cutting edge infrastructure and manufacturing capacity, we can cater to the
needs and requirements of larger companies as well as smaller companies. Our components
are supplied to various companies. We take pride in our association with these leading auto
manufacturers and look towards associating with more esteemed names from all over the
world.
Development Capabilities
The ISO/TS 16949:2009 certified company, Autokshi Engineers Pvt Ltd is one of the
foremost sheet metal & fabricated auto parts and press tools manufacturers in India. The
stringent methods used in the quality assurance and production of various auto parts for two
wheelers and three wheeler commercial vehicles, ensures that they are of the best quality.
We deploy the cutting edge technology for the product development and designing
process; internationally acclaimed machinery is deployed for the manufacturing purposes. A
constant enhancement of the technology and processes is the part of our work-culture as a
leading sheet metal parts & tools manufacturer in India. Our team attends periodic and
adequate training programs so as to keep themselves well-conversant with the new
technologies and skills.
We have robotic lines for welding and pick & place mechanism of steel sheets and
other heavy works and thereby reducing errors for such tasks. We process more than 80 tons
of steel per day and have automated most of the processes to minimize the mistakes caused.
We have sharp focus on TPM which reduces wastage of resources and reduces cost of
production. Additionally, our business processes are automated with the implementation of
SAP enterprise business solutions for faster business.
Autokshi Engineers Pvt Ltd manufactures and supplies auto parts for various
companies including small, medium and big scale organizations; our forte is not restricted
just to auto parts. Our specialty as a press tools manufacturer and sheet metal parts
manufacturing in India lies in our futuristic approach towards technology and overall
business which enables creation of flawless auto parts for three wheeler commercial vehicles
and motorcycles.Our development activities are monitored through Team Centre software.
Stamping Capabilities
15
With more than 4 manufacturing units in Tamilnadu, Autokshi Engineers Pvt Ltd is
one of the foremost companies who specialize in precision stamping. With our high quality
and efficient precision metal stamping, we have set a benchmark among the companies
offering precision stamping. We employ the latest cutting edge technology for the designing
and manufacturing of all our precision metal stampings.
At Autokshi Engineers Pvt Ltd, we have a stamping facility of over 10,000 square
metres with facilities for hydraulic shearing and bending. We offer precision stamping in
various ranges. Our precision metal stamping in mechanical press ranges from 10 ton to 500
ton with a bed size of 2500X 1500 mm. The hydraulic press ranges from 30 ton to 500 tons
with a maximum bed size of 3200 X 2019 mm.
Autokshi Engineers Pvt Ltd is preferred by most of the automotive manufacturers for
our expertise and years of experience in precision metal stamping; we process 80 tons of steel
per day. We have transfer press at our 6 stations and produce up to 1250 tons. We make use
of technologies like Tandem line, Auto blanking and Pneumatic pick and place for precision
stamping process. Prompt and customized services and support are offered by our team as per
the client’s requirements.
With the vast experience and expertise in the field of precision stamping, we are
capable of offering superior quality products and futuristic designs for our customers. We
also use advanced technologies and concepts to maintain perfection and accurateness in
precision metal stamping.
16
Welding Capabilities
Autokshi Engineers Pvt Ltd has been offering auto parts manufacturing facility for
commercial vehicles and two wheeler vehicles since year 1997. integrated welding assembly
systems have been implemented all 4 manufacturing plants. Specially designed robotic lines
have been placed targeting maximum accuracy and augmented productivity. Our welding
capabilities include robotic welding assemblies, mig welding assembly so as to ensure
enhanced accuracy and productivity.
At Autokshi Engineers Pvt Ltd, we believe in delivering predictable quality and

quantity which can be achieved if optimum automation is used in these processes. Therefore
to avoid complexity, reduce manual error and accidents caused due to manual interference
mig welding assembly and robotic welding assemblies are used.
Our robotic lines are capable of taking care of the spot weld assembly. We use pick
and place arrangements for sheet metal pressing. It minimizes manual intervention.
Additionally, automation assists in accelerating the manufacturing processes remarkably.
We are the OEM manufacturer of Body-in-white for 3 wheeler automotives. Spot

welding is used in the manufacturing of tray for goods carrier vehicles. The robotic welding
used for faster production of passenger body component required for commercial vehicles.
With the help of spot welding, we manufacture deep drawn front mud guards and also
dashboard metal skeleton. Almost 50 goods carriers tray are delivered by our manufacturing
capacity on daily basis. The entire repair procedures are seamlessly completed using mig
welding assembly.
17
Quality & Systems
The leading manufacturer of auto parts for commercial vehicles and two wheelers,
Autokshi Engineers Pvt Ltd, has a meticulously designed set of policies and systems in place
to check the quality of products developed. We have a strong engineering and development
team along well-equipped tool room and lab.
We received ISO 9001:2019 certification in 2001 and ISO/TS 16949:2009 in 2007.

Various internationally approved systems are in place at Autokshi Engineers Pvt Ltd for
enhancing quality and quantity of products developed. A successful implementation of TPM
for superior quality product development is also effectively supported by the implementation
of SAP enterprise software solution for various business processes. Our cost-efficient and
energy saving robotic lines help us in reducing errors caused by human interference while
boosting qualitative and increased product development.
With robotic assembly and robotic welding lines, we ensure that all the manufactured
products are perfect and of predictable quality as well as quantity.
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Commercial Vehicle Components/ parts
Autokshi Engineers Pvt Ltd offers customized three wheeler commercial vehicle parts
to India's top most commercial vehicle manufacturers. We have been in the field since 1997
and supply more than 200 three wheeler commercial vehicle and two wheelers components
per day. Autokshi Engineers Pvt Ltd is an ISO/TS 16949:2009 certified company; we design,
develop and manufacture the complete range of two & thee wheeler commercial vehicle parts
as per the different requirements of the customers.
We ensure that all the three wheelers commercial vehicle components developed
comply with the needs and requirements of the modern commercial vehicles. Excellent
safety, finest quality and highest efficiency are the qualities of the commercial vehicles parts
produced at our units. We are the OEM manufacturer of Body in White (BIW) for three
wheeler commercial vehicles.
We manufacture up to 900 units of commercial vehicle passenger body per day and
also 110 units of large commercial vehicle passenger bodies per day. We are also the
manufacturer of superior quality deep drawn mud guard which we manufacture and supply
up to 2500 quantity per day. All commercial vehicle components developed by us are done
using advanced technology and robotic lines for better and accurate designs and products.
Our years of experience and expertise in developing commercial vehicle parts help in the
timely delivery and perfection of products developed.
These commercial vehicle components manufactured are of superior quality with

futuristic designs; hence they are much appreciated and accepted by our clients. We supply
19
commercial vehicle components for our esteemed clients. We have the capacity and resources
to extensively manufacture commercial vehicle parts for heavy vehicles as well.
3.1 INDUSTRY OVERVIEWS
The Indian auto-components industry has experienced healthy growth over the last
few years. Some of the factors attributable to this include: a buoyant end-user market,
improved consumer sentiment and return of adequate liquidity in the financial system.
The auto-components industry accounts for almost seven per cent of India’s Gross
Domestic Product (GDP) and employs as many as 19 million people, both directly and
indirectly. A stable government framework, increased purchasing power, large domestic
market, and an ever increasing development in infrastructure have made India a favourable
destination for investment.
Market Size
The Indian auto-components industry can be broadly classified into the organised and
unorganised sectors. The organised sector caters to the Original Equipment Manufacturers
(OEMs) and consists of high-value precision instruments while the unorganised sector
comprises low-valued products and caters mostly to the aftermarket category.
Over the last decade, the automotive components industry has scaled three times to
US$ 39 billion in 2015-16 while exports have grown even faster to US$ 10.8 billion. This has
been driven by strong growth in the domestic market and increasing globalisation (including
exports) of several Indian suppliers.
The Indian Auto Component industry is expected to grow by 8-10 per cent in FY
2017-18, based on higher localisation by Original Equipment Manufacturers (OEM), higher
component content per vehicle, and rising exports from India, as per ICRA Limited.
According to the Automotive Component Manufacturers Association of India

(ACMA), the Indian auto-components industry is expected to register a turnover of US$ 100
billion by 2020 backed by strong exports ranging between US$ 80- US$ 100 billion by 2026,
from the current US$ 11.2 billion.
Investments
The cumulative Foreign Direct Investment (FDI) inflows into the Indian automobile
industry during the period April 2019 – September 2016 were recorded at US$ 15.80 billion,
as per data by the Department of Industrial Policy and Promotion (DIPP).
20
Some of the major investments made into the Indian auto components sector are as follows:
 Gestamp, a Spanish automobile component manufacturing company, has invested Rs

260 crore (US$ 38.63 million) in a new hot stamping plant in Pune, in order to cater
to the increasing demand for lighter vehicles in India.
 Exide Industries, India’s biggest automotive battery maker, plans to invest around Rs
300 crore (US$ 45 million) in West Bengal to expand its capacity for advanced
motorcycle batteries over a period of 18 months.
 Motherson Sumi Systems Ltd, an automobile components manufacturer, has acquired
Finland-based truck wire maker PKC Group Pic for € 571 million (US$ 609.57
million), which will help the company expand its presence in the global wiring
harness business for commercial vehicles.
 Sundaram Clayton, part of the TVS group, plans to invest US$ 50 million in US and
Rs 400 crore (US$ 59.76 million) in India over the next three years.
 Mercedes Benz India Private Limited has set up India’s largest spare parts warehouse
in Pune, with an area of 16,500 square meters which can stock up to 44,000 parts. It
will also include a vehicle preparation centre that can stock up to 5,700 cars to
customise them before delivery.
 JK Tyre and Industries Ltd, India's leading tyre manufacturer, has acquired Cavendish
Industries Ltd (CIL) for Rs 2,200 crore (US$ 329.2 million), which will enable JK’s
entry into the fast-growing two-wheeler and three-wheeler tyre market.
 Japanese auto major Honda is planning to step up supply and target exporting of auto
components worth Rs 1,500 crore (US$ 224.45 million) from India to it various
international operations.
 Auto components maker Bharat Forge Ltd (BFL), the flagship company of the US$ 3
billion Kalyani Group, has formalised agreement with Rolls-Royce Plc which will
supply BFL with critical and high integrity forged and machined components
 Canada’s Magna International Incorporated has started production at two facilities in
Gujarat’s Sanand, which will supply auto parts to Ford Motor Co in India
 Everstone Capital, a Singapore-based private equity (PE) firm, has purchased 51 per
cent in Indian auto components maker SJS Enterprises for an estimated Rs 350 crore
(US$ 51.35 million).
 ArcelorMittal signed a joint venture agreement with Steel Authority of India Ltd
(SAIL) to establish an automotive steel manufacturing facility in India.
 German auto components maker Bosch Ltd opened its new factory at Bidadi, near
Bengaluru, which is its fifth manufacturing plant in Karnataka. The company has also
21
signed a memorandum of understanding (MoU) with Indian Institute of Science
(IISc), Bengaluru with a view to strengthen Bosch’s research and development in
areas including mobility and healthcare thereby driving innovation for India-centric
requirements.
 French tyre manufacturer Michelin announced plans to produce 16,000 tonnes of
truck and bus tyres from its Indian facility this year, a 45 per cent rise from last year.
 Amtek Auto Ltd acquired Germany-based Scholz Edelstahl GmbH through its 100
per cent Singapore-based subsidiary Amtek Precision Engineering Pte Ltd.
 MRF Ltd plans to invest Rs 4,500 crore (US$ 660.231 million) in its two factories in
Tamil Nadu as part of its expansion plan.
 Hero MotoCorp is investing Rs 5,000 crore (US$ 733.59 million) in five
manufacturing facilities across India, Colombia and Bangladesh, to increase its annual
production capacity to 12 million units by 2020.
Government Initiatives
The Government of India’s Automotive Mission Plan (AMP) 2006–2016 has come a
long way in ensuring growth for the sector. It is expected that this sector's contribution to the
GDP will reach US$ 145 billion in 2016 due to the government’s special focus on exports of
small cars, multi-utility vehicles (MUVs), two and three-wheelers and auto components.
Separately, the deregulation of FDI in this sector has also helped foreign companies to make
large investments in India. The Government of India’s Automotive Mission Plan (AMP)
2016–2026 envisages creation of an additional 50 million jobs along with an ambitious target
of increasing the value of the output of the sector to up to Rs 1,889,000 crore (US$ 282.65
billion).
Road Ahead
The rapidly globalising world is opening up newer avenues for the transportation
industry, especially while it makes a shift towards electric, electronic and hybrid cars, which
are deemed more efficient, safe and reliable modes of transportation. Over the next decade,
this will lead to newer verticals and opportunities for auto-component manufacturers, who
would need to adapt to the change via systematic research and development.
22
The Indian auto-components industry is set to become the third largest in the world by
2025. Indian auto-component makers are well positioned to benefit from the globalisation of
the sector as exports potential could be increased by up to four times to US$ 40 billion by
2020.
23
CHAPTER 4
RESEARCH METHODOLOGY
Fundamental to the success of any formal marketing research project is a sound

research design. A good research design has the characteristics of problem definition, specific
methods of data collection and analysis, time required for research project and estimate of
expenses to be incurred. The function of a research design is to ensure that the require data
are collected accurately and economically. A research design is purely and simply the
framework or plan for an analysis of data. It is a blue print that is followed in completing a
study. It resembles the architect`s blue-print (map) for constructing a house. It may be
worthwhile to mention here that a research design is nothing more than the framework for the
study ensures that the study will be relevant to the problem and the study will employ
economical procedures.
Claire seltizetal defines Research Design as “Research design is a catalogue of the

phases and facts relating to the formulation of a research effort. It is the arrangement of
collection and analysis of data in a manner that aims to combine relevant to the research
purpose with economy in procedure”.
Three important about research design are

1. The design of investigation should stem from the problem
2. Whether the designs are productive in a given problem setting depends on how
imaginatively they are applied. An understanding of the basic design is needed so
that they can be modified to suit specific purpose
3. The three basic design are as follows
i. Exploratory Research design
ii. Descriptive Research design
iii. Casual Research design
The Research design used in the study is descriptive research design
24
4.1 RESEARCH DESIGN
Descriptive research design was adopted in this study. This study on the employee job
satisfaction level by questionnaire data collection, measurement and analysis. This is the one
that simply describes something such as demographic characteristics. The descriptive study is
typically concerned with determining frequency with which something occurs or how two
variables vary together.
4.2 SAMPLE SIZE

It refers to the number of elements of the population to sample. The sample size
chosen for the survey is 110.
4.3 DATA SOURCES

After identifying and defining the research problem and determining specific
information required to solve the problem, the researcher`s task is to look the type and
sources of data which may yield the desired results. Data sources are of two types through
which data is collected.
Data sources may be classified as
1. Primary data
2. Secondary data
PRIMARY DATA
Primary data is the original data collected by the researcher first hand. It is collected
for the first time through field survey. These are those that are gathered specifically, for the
problem at hand. The various sources for collecting primary data are questionnaire,
observation, interview etc. The primary source used for the study is questionnaire.
SECONDARY DATA
Secondary data is the information which is already available in published or
unpublished form. When the needed information is collected from the census of population
available in a library means then it is a secondary data. It is also used for collecting historical
data. The various sources of secondary data are books, periodicals, journals, directories,
magazines, statistical data sources etc. The secondary source used for this study is company
profile, scope, need, review of literature.
25
4.4 RESEARCH INSTRUMENTS
Research instrument are the instruments which is used for gathering or collecting
information. The instruments used in the study are
1. Direct questions
2. Close end questions
3. Dichotomous questions
4. Multiple choice questions
DIRECT QUESTIONS
Direct questions are just what their names indicate. They explicitly ask for the desired
data. However the directness of the question also relates to the way a response is interpreted.
CLOSE END QUESTIONS

Such questions are also called fixed alternative questions they refer to those questions
in which the respondent is given a limited number of alternative response frame which he/she
is to select one that most closely matches his/her opinion or attitude.
DICHOTOMOUS QUESTIONS
A dichotomous question refers to one which offers the respondent a choice between
only two alternatives and reduces the issue to its simple terms. The fixed alternatives are of
the type, yes/no, agree/disagree, true/false etc.
MULTIPLE CHOICE QUESTIONS

A multiple choice question refers to one which provides several set alternatives for its
answers. Thus, it is a middle ground between free answers and dichotomous question.
4.5 SAMPLING
Collecting data about each and every unit of the population is called census method.
The approach, where only a few units of population under study are considered for analysis is
called sampling method. There are two main categories under which various sampling
method can be put.
26
The two categories are
1. Probability sampling
2. Non-probability sampling
The sampling method adopted for the study is convenience sampling under non-probability
sampling.
NON-PROBABILITY SAMPLING
In non-probability sampling, the chance of any particular unit in the population being
selected is unknown, since randomness is not involved in the selection process. But this does
not mean that the findings obtained from non-probability sampling are of questionable value.
If properly conducted their findings can be accurate as those obtained from probability
sampling. The three frequencies used non-probability designs are
1. Judgment sampling
2. Convenience sampling
3. Quota sampling
4.6 CONVENIENCE SAMPLING:

In this method, the sample units are chosen primarily on the basis of the convenience
to the investigator. The units selected may be each person who comes across the investigator.
4.7 SAMPLE FRAME:

A Sample frame may be defined as the listing of the general components of the
individual units that comprise the defined population.
3.8 SAMPLE DESIGN

Sample design is the theoretical basis and the practice means by generalizing from
characteristics of relatively few of the comprising population. It is the method by which the
sample is chosen.
27
3.9ANALYTICAL TOOLS
ANALYSIS USING KARL PEARSON’S CORRELATION:
Correlation analysis is the statistical tool used to measure the degree to which two
variables are linearly related to each other. Correlation measures the degree of association
between two variables. The Pearson product-moment correlation coefficient is a measure of
the strength and direction of association that exists between two variables measured on at
least an interval scale. It is denoted by the symbol r.
𝐍∑𝐗𝐘−∑𝐗∑𝐘
𝒓=
√𝐍∑𝐗 𝟐 −(∑𝐗)²√𝐍∑𝐘 𝟐 −(∑𝐘)²
CHI- SQUARE TEST I – (Ψ2)
A chi-squared test ,also referred to as chi-square test or 2 test ,is any statistical hypothes is
test in which the sampling distribution of the test statistic a is a chi-squared distribution when
the null hypothesis is true, or any in which his is asymptotically true, meaning that the
sampling distribution (if the null hypothesis is true) can be made to approximate a chi-
squared distribution as close l as desired by making the sample size large enough.
It is calculated using:
χ² = Σ[(𝐎𝒊 − 𝐄𝒊)2/ 𝐄𝒊 ]with (n-1)degrees of freedom.

Where, 𝑜𝑖 refers to the observed frequency & 𝐄𝒊 to the expected frequencies.
χ² was used as a test of independence and goodness of fit.
ONE WAY ANOVA
The ANOVA tests the null hypothesis that samples in two or more groups are drawn
from populations with the same mean values. To do this, two estimates are made of the
population variance. The ANOVA produces an F-statistic, the ratio of the variance calculated
among the means to the variance within the samples. If the group means are drawn from
populations with the same mean values, the variance between the group means should be
28
lower than the variance of the samples, following the central limit theorem. A higher ratio
therefore implies that the samples were drawn from populations with different mean values.
PERCENTAGES
Percentages refer to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Percentages are used to describe
relationships, it is expressed as.
Percentage = (no of employees/total no of employees) 100
CHARTS:
Charts are graphic displays of data for easy understanding of relative positions that is
not always possible with descriptive words or numbers. Types of charts commonly used in
business data presentation are: Bar and pie.
BAR CHARTS:
The bar chart is commonly used for presentation of qualitative data. The data can be
continuous or discrete data, which are plotted against discrete data intervals. The vertical bar
diagram, also called bar chart where the length or height of bars represent the numerical value
of the event or measurement. Width or gap between the bars is of no significance to the bar
chart data, but they are uniform in a diagram.
29
CHAPTER 5
DATA ANALYSIS AND INTERPRETATION
TABLE: 1 GENDER
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
Male 68 62
Female 42 38
Total 110 100
CHART: 1
70
62
60
50
40 38
30
20
10
0
Male Female
INTERPRETATION:
From the above table it can be interpreted that 62% of the respondents are male and 38% of
the respondents are female.
Most of the respondents are male.
30
TABLE: 2 AGE
Less than 30
33 30
30 to 35
24 22
36 to 40
31 28
Above 40
22 20
Total
110 100
CHART: 2
35
30
30 28
25 22
20
20
15
10
0
<30 30 to 35 36 to 40 > 40
INTERPRETATION:
From the above table it can be interpreted that 30% of the respondents have belonged to the
age group less than 30 years and 28% of the respondents are belong to the age group between
36 to 40 years.
Most of the respondents belong to the age group between less than 30 years.
31
TABLE: 3 QUALIFICATION
Diploma
22 20
UG
55 50
PG
11 10
Professional
22 20
Total
110 100
CHART: 3
60
50
50
40
30
20 20
20
10
10
0
Diploma UG PG Professional
INTERPRETATION:
From the above table it can be interpreted that 50% of the respondents are undergraduates
and 20% of the respondents are diploma and professionals.
Most of the respondents are undergraduates.
32
TABLE: 4 PERIOD OF SERVICE
Less than 3 years

36 33
3-5 years
42 38
Greater than 5 years
32 29
Total
110 100
CHART: 4
40 38
35 33
30 29
25
20
15
10
0
Less than 3 years 3-5 years Greater than 5 years
INTERPRETATION:
From the above table it can be interpreted that 38% of the respondents are working in the
Autokshi Engineers Pvt Ltd 3-5 years and 33% of the respondents are working in the
Autokshi Engineers Pvt Ltd less than 3 years.
Most of the respondents are working in the Autokshi Engineers Pvt Ltd 3-5 years.
33
TABLE: 5 SALARY RANGE
Less than 20190

33 30
20190-25000
24 22
25001-30000
31 28
Above 30000
22 20
Total
110 100
CHART: 5
35
30
30 28
25 22
20
20
15
10
0
Less than 20000 20000-25000 25001-30000 Above 30000
INTERPRETATION:
From the above table it can be interpreted that 30% of the respondents are getting salary less
than 20190 and 28% of the respondents are getting salary from 25001 to 30000.
Most of the respondents are getting salary less than 20190.
34
TABLE: 6 LEVEL OF EMPLOYMENT
Junior level 42
38
Middle level 36
33
Senior level 32
29
Total
110 100
CHART: 6
40 38
35 33
30 29
25
20
15
10
0
Junior level Middle level Senior level
INTERPRETATION:
From the above table it can be interpreted that 38% of the respondents are working as a junior
level employee and 33% of the respondents are working as a senior level employee.
Most of the respondents are working as a junior level employee.
35
TABLE: 7 SATISFIED WITH THE WORK ENVIRONMENT IN THE
ORGANIZATION
Strongly Agree
11 10
Agree
55 50
Neutral
33 30
Disagree
7 6
Strongly Disagree
4 4
Total
110 100
CHART: 7
60
50
50
40
30
30
20
10
10 6 4
0
Strongly Agree Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above table it can be interpreted that 50% of the respondents say agree that they
satisfied with the work environment in their organization and 30% of the respondents say
either agree are disagree that they satisfied with the work environment in their organization.
Most of the respondents say agree that they satisfied with the work environment in their
organization.
36
TABLE: 8 CONTRIBUTE TO ORGANISATION’S MISSION AND VISION
Strongly Agree 29 26
Agree 37 34
Neutral 20 18
Disagree 17 15
Strongly Disagree 7 7
Total 110 100
CHART: 8
40
34
35
30
26
25
20 18
15
15
10 7
5
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
INTERPRETATION:
From the above table it can be interpreted that 34% of the respondents are agreeing that they
feel their contribution to the organization’s mission and vision and 26% of the respondents
are strongly agreeing that they feel their contribution to the organization’s mission and vision.
Most of the respondents are agreeing that they feel their contribution to the organization’s
mission and vision.
37
TABLE: 9 GIVEN ENOUGH AUTHORITY FOR THEEMPLOYEES TO MAKE
DECISIONS
Strongly Agree 0 0
Agree 45 41
Neutral 41 37
Disagree 24 22
Total 110 100
CHART: 9
45 41
40 37
35
30
25 22
20
15
10
5
0
Agree Neutral Disagree
INTERPRETATION:
From the above table it can be interpreted that 41% of the respondents are agreeing that the
Autokshi Engineers Pvt Ltd given enough authority to make decisions which are taken at
their level and 37% of the respondents are either agreeing or disagree that the Autokshi
Engineers Pvt Ltd given enough authority to make decisions which are taken at their level.
Most of the respondents are agreeing that the Autokshi Engineers Pvt
Ltd given enough authority to make decisions which are taken at their level.
38
TABLE: 10 PERFORMED WELL AND CAN COUNT ON BEING PROMOTED
Strongly Agree 9 8
Agree 68 62
Neutral 33 30
Disagree 0 0
Total 110 100
CHART: 10
70
62
60
50
40
30
30
20
10 8
0
Strongly Agree Agree Neutral
INTERPRETATION:
performed well and they can count on being promoted and 30% of the respondents are either
agreeing or disagree that they performed well and they can count on being promoted.
Most of the respondents are agreeing that they performed well and they can count on being
promoted.
39
TABLE: 11 BELIEVES JOB IS SECURE
Strongly Agree 0 0
Agree 42 38
Neutral 46 42
Disagree 13 12
Total 110 100
CHART: 11
45 42
40 38
35
30
25
20
15 12
10 8
0
Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above table it can be interpreted that 42% of the respondents are either agreeing or
disagree that they believe their job is secured and 38% of the respondents are agreeing that
they believe their job is secure.
Most of the respondents are either agreed or
disagree that they believe their job is secure.
40
TABLE: 12 FEELS AS A PART OF TEAM WORKING TOWARDS SHARED
GOALS
Agree 39 36
Neutral 25 23
Disagree 0 0
Total 110 100
CHART: 12
45
41
40
36
35
30
25 23
20
15
10
0
INTERPRETATION:
From the above table it can be interpreted that 41% of the respondents strongly agree that
they feel as a part of a team working towards shared goals and 36% of the respondents
are agreeing that they feel as a part of a team working towards shared goals.
Most of the respondents strongly agree that they feel as a part of a team working towards
shared goals.
41
TABLE: 13 FEELS WORK IS VALUED AT THE AUTOKSHI ENGINEERS PVT
LTD AND SOCIETY
Agree 30 23
Neutral 45 36
Disagree 0 0
Total 110 100
CHART: 13
45 41
40 36
35
30
25 23
20
15
10 8
5
0
Strongly Agree Agree Neutral Strongly Disagree
INTERPRETATION:
they feels their work is valued at the Autokshi Engineers Pvt Ltd and society and 36% of the
respondents are either agreeing or disagree that they feels their work is valued at the Autokshi
Engineers Pvt Ltd and society.
Most of the respondents strongly agree that they feel their work is valued at the Autokshi
Engineers Pvt Ltd and society
42
TABLE: 14 GIVING ENOUGH RECOGNITION BY MANAGEMENT FOR THE
WORK THAT IS WELL DONE
Agree 52 47
Neutral 21 19
Disagree 2 2
Total 110 100
CHART: 14
50 47
45
40
35 32
30
25
19
20
15
10
5 2
0
Strongly Agree Agree Neutral Disagree
INTERPRETATION:
organization given enough recognition for the work well done by the workers and 32% of the
respondents are strongly agreeing that the organization given enough recognition for the work
well done by the workers.
Most of the respondents are agreeing that the organization given enough recognition for the
work well done by the workers.
43
TABLE: 15 COMMUNICATION FROM THE MANAGEMENT ARE FREQUENT
ENOUGH AND TRANSPARENT
Strongly Agree 0 0
Agree 2 2
Neutral 36 32
Disagree 53 47
Total 110 100
CHART: 15
50 47
45
40
35 32
30
25
19
20
15
10
5 2
0
Agree Neutral Disagree Strongly Disagree
INTERPRETATION:
From the above table it can be interpreted that 47% of the respondents are disagreeing that
the communication from the management are frequent enough and transparent and 32% of
the respondents are either agreeing or disagree the communication from the management are
frequent enough and transparent.
Most of the respondents are disagreeing that the communication from the management are
frequent enough and transparent.
44
TABLE: 16 QUALITY SERVICE IS A TOP PRIORITY AT THE AUTOKSHI
ENGINEERS PVT LTD
Agree 56 51
Neutral 23 21
Disagree 0 0
Total 110 100
CHART: 16
60
51
50
40
30 28
21
20
10
0
INTERPRETATION:
quality service is a top priority at the Autokshi Engineers Pvt Ltd and 28% of the respondents
are strongly agreeing that the quality service is a top priority at the Autokshi Engineers Pvt
Ltd.
Most of the respondents are agreeing that the quality service is a top priority at the Autokshi
Engineers Pvt Ltd.
45
TABLE: 17 SUPERIOR TREATS FAIRLY AND GIVES ADEQUATE SUPPORT
Strongly Agree 9 8
Agree 59 54
Neutral 33 30
Disagree 9 8
Total 110 100
CHART: 17
60
54
50
40
30
30
20
10 8 8
0
INTERPRETATION:
From the above table it can be interpreted that 54% of the respondents are agreeing that their
superior treats them fairly and gives adequate support and 30% of the respondents are
either agreeing or disagree that their superior treats them fairly and gives adequate support.
Most of the respondents are agreeing that their superior treats them fairly and gives adequate
support.
46
TABLE: 18 INITIAL TRAINING PROVIDED BY AUTOKSHI ENGINEERS PVT
LTD IS MUCH ENOUGH FOR DOING JOB WELL
Agree 45 41
Neutral 35 32
Disagree 6 5
Total 110 100
CHART: 18
45 41
40
35 32
30
25 22
20
15
10
5
5
0
INTERPRETATION:
initial training provided by the Autokshi Engineers Pvt Ltd is much enough for doing their
job well and 32% of the respondents are either agreeing or disagree that the initial training
provided by the Autokshi Engineers Pvt Ltd is much enough for doing their job well.
Most of the respondents are agreeing that the initial training provided by the Autokshi
Engineers Pvt Ltd is much enough for doing their job well.
47
TABLE: 19 FEEL SALARY IS FAIR FOR RESPONSIBILITIES
Strongly Agree 9 8
Agree 33 30
Neutral 60 55
Disagree 8 7
Total 110 100
CHART: 19
60
55
50
40
30
30
20
10 8 7
0
INTERPRETATION:
disagree that they feel their salary is fair for their responsibilities and 30% of the respondents
are agreeing that they feel their salary is fair for their responsibilities.
Most of the respondents are either agreeing or disagree that they feel their salary is fair for
their responsibilities.
48
TABLE: 20 HAPPY WITH THE WORKING HOURS IN THE AUTOKSHI
ENGINEERS PVT LTD
Agree 55 50
Neutral 11 10
Disagree 7 6
Total 110 100
CHART: 20
60
50
50
40
30
30
20
10
10 6 4
0
Disagree
INTERPRETATION:
From the above table it can be interpreted that 50% of the respondents are either agreeing that
they happy with the working hours in the Autokshi Engineers Pvt Ltd responsibilities and
30% of the respondents are strongly agreeing that they happy with the working hours in the
Autokshi Engineers Pvt Ltd.
Most of the respondents agree that they happy with the working hours in the Autokshi
Engineers Pvt Ltd.
49
TABLE: 21 PERSONAL LIFE AND WORK LIFE IS BALANCED
Agree 37 34
Neutral 20 18
Disagree 17 15
Total 110 100
CHART: 21
40
34
35
30
26
25
20 18
15
15
10 7
5
0
Disagree
INTERPRETATION:
From the above table it can be interpreted that 34% of the respondents are agreeing that their
personal life and work life is balanced and 26% of the respondents are strongly agreeing that
their personal life and work life is balanced.
Most of the respondents agree that their personal life and work life is balanced.
50
TABLE: 22 HAPPY WITH THE REWARD SYSTEM FOLLOWED IN
ORGANIZATION
Strongly Agree 0 0
Agree 0 0
Neutral 33 30
Disagree 69 63
Total 110 100
CHART: 22
80
69
70
60
50
40 33
30
20
8
10
0
Neutral Disagree Strongly Disagree
INTERPRETATION:
they happy with the reward system followed in their organization and 33% of the respondents
are either agreeing or disagree that they happy with the reward system followed in their
organization.
Most of the respondents say disagree that they happy with the reward system followed in
their organization.
51
TABLE: 23 SATISFIED WITH THE INSURANCE POLICIES IN THE
ORGANIZATION
Strongly Agree 6 5
Agree 12 11
Neutral 4 4
Disagree 51 46
Total 110 100
CHART: 23
50 46
45
40
34
35
30
25
20
15 11
10
5 4
5
0
INTERPRETATION:
they satisfied with the insurance policies in the organization and 34% of the respondents are
strongly disagreeing that they satisfied with the insurance policies in the organization.
Most of the respondents say disagree that they satisfied with the insurance policies in the
organization.
52
TABLE: 24 LEAVE POLICIES AND DISABILITY BENEFITS ARE GOOD
Agree 37 34
Neutral 20 18
Disagree 17 15
Total 110 100
CHART: 24
40
35 34
30
26
25
20 18
15
15
10
7
0
INTERPRETATION:
From the above table it can be interpreted that 34% of the respondents are agreeing that leave
policies and disability benefits are good and 26% of the respondents are strongly agreeing
that leave policies and disability benefits are good.
Most of the respondents agree that leave policies and disability benefits are good.
53
TABLE: 25 RECOMMEND EMPLOYMENT TO FRIEND AT THE
ORGANIZATION
Strongly Agree 0 0
Agree 74 67
Neutral 31 28
Disagree 5 5
Total 110 100
CHART: 25
80
70 67
60
50
40
28
30
20
10 5
0
Agree Neutral Disagree
INTERPRETATION:
would recommend employing to their friends at this organization and 28% of the respondents
are either agreeing or disagree that they would recommend employing to friend at this
organization.
Most of the respondents agree that they would recommend employing to their friends at this
organization.
54
TABLE: 26 PERSONAL PROBLEMS DON’T AFFECT WORK AT AUTOKSHI
ENGINEERS PVT LTD
Agree 45 41
Neutral 41 37
Disagree 0 0
Total 110 100
CHART: 26
45
41
40 37
35
30
25 22
20
15
10
5
0
INTERPRETATION:
From the above table it can be interpreted that 41% of the respondents agree that their
personal problems don’t affect their work at the Autokshi Engineers Pvt Ltd and 37% of the
respondents are either agree or disagree that their personal problems don’t affect their work
at the Autokshi Engineers Pvt Ltd.
Most of the respondents agree that their personal problems don’t affect their work at the
55
TABLE: 27 HAVE ENOUGH TIME TO DELIVER GOOD CARE TO CUSTOMERS
Agree 44 40
Neutral 17 16
Disagree 12 11
Total 110 100
CHART: 27
45
40
40
35
30 28
25
20
16
15
11
10
5
5
0
INTERPRETATION:
have enough time to deliver good care to customers and 28% of the respondents are strongly
agreeing that they have enough time to deliver good care to customers.
Most of the respondents agree that they have enough time to deliver good care to customers.
56
TABLE: 28 ENJOY WORKING IN A CHALLENGING ENVIRONMENT
Agree 37 34
Neutral 27 24
Disagree 10 9
Total 110 100
CHART: 28
40
35 34
30
26
25 24
20
15
10 9
7
0
INTERPRETATION:
enjoying working in a challenging environment and 26% of the respondents are strongly
agreeing that they enjoying working in a challenging environment.
Most of the respondents agree that they enjoying working in a challenging environment.
57
TABLE: 29 UNDERSTAND THE NUANCES IN HANDLING DIFFERENT
CUSTOMERS AND ACT ACCORDINGLY
Agree 52 47
Neutral 19 17
Disagree 10 10
Total 110 100
CHART: 29
50 47
45
40
35
30
25 21
20 17
15
10
10
5
5
0
INTERPRETATION:
understand the nuances in handling different customers and act accordingly and 21% of the
respondents are strongly agreeing that they understand the nuances in handling different
customers and act accordingly.
Most of the respondents agree that they understand the nuances in handling different
58
TABLE: 30 STRESS IN AUTOKSHI ENGINEERS PVT LTD CAREER HELPS
EMPLOYEE TO GROW AND TACKLE IT EASILY
Agree 43 39
Neutral 19 17
Disagree 10 9
Total 110 100
CHART: 30
50
45 43
40
35 32
30
25
19
20
15
10
10 6
5
0
Disagree
INTERPRETATION:
From the above table it can be interpreted that 43% of the respondents agreeing that the stress
in their career helps them to grow and tackle it easily and 32% of the respondents are strongly
agreeing that the stresses in their career helps them to grow and tackle it easily.
Most of the respondents agree that the stress in their career helps them to grow and tackle it
easily.
59
TABLE: 31 FEEL A SENSE OF PRIDE IN DOING AUTOKSHI ENGINEERS PVT
LTD JOB
Agree 34 31
Neutral 17 15
Disagree 0 0
Total 110 100
CHART: 31
60
54
50
40
31
30
20
15
10
0
INTERPRETATION:
they feel a sense of pride in doing their job and 31% of the respondents are agreeing that they
feel a sense of pride in doing their job.
Most of the respondents strongly agree that they feel a sense of pride in doing their job.
60
TABLE: 32 CAN HANDLE CUSTOMERS OF DIFFERENT BEHAVIOR WITH
PATIENCE AND SOLVE PATIENCE PROBLEMS
Agree 34 31
Neutral 46 42
Disagree 0 0
Total 110 100
CHART: 32
45 42
40
35 31
30 27
25
20
15
10
5
0
INTERPRETATION:
disagree that they can handle customers of different behavior with patience and solve their
problems and 31% of the respondents are agreeing that they can handle customers of different
behavior with patience and solve their problems.
Most of the respondents either agree or disagree that they can handle customers of different
behavior with patience and solve their problems.
61
TABLE: 33 THE INFRASTRUCTURE FACILITIES IN THE ORGANIZATION ARE
GOOD
Agree 20 18
Neutral 11 10
Disagree 2 2
Total 110 100
CHART: 33
80
70
70
60
50
40
30
18
20
10
10
2
0
INTERPRETATION:
From the above table it can be interpreted that 70% of the respondents strongly agree that the
infrastructure facilities in their organization are good and 18% of the respondents
are agreeing that the infrastructure facilities in their organization are good.
Most of the respondents strongly agree that the infrastructure facilities in their organization
are good.
62
STATISTICAL TOOLS AND ANALYSIS
CHI- SQUARE TEST I – (ψ2)
Chi-square is the sum of the squared difference observed (o) and the expected (e) data (or the
deviation, d), divided by the expected data in all possible categories.
Null hypothesis (Ho):
There is no relationship between qualification and period of service.
Alternate hypothesis (H1):
There is relationship between qualification and period of service.
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
QUALIFICATION *
PERIOD OF 110 100.0% 0 0.0% 110 100.0%
SERVICE
Chi-Square Tests
Value df Asymp. Sig. (2-

sided)
Pearson Chi-Square 155.272a 6 .000
Likelihood Ratio 171.219 6 .000
Linear-by-Linear Association 86.172 1 .000
N of Valid Cases 110
a. 3 cells (25.0%) have expected count less than 5. The minimum expected count is 3.20.
Degree of Freedom= (r-1) *(c-1)
= 3*2= 06
63
Calculated value = 155.272
Tabulated value = 12.592

Z = Z cal >Z tab
Z= 155.272>12.592
Hence, the Alternate hypothesis [H1] is accepted
INFERENCE:
Since the calculated value is greater than the tabulated value, we accept the
alternate hypothesis and hence there is a relationship between qualification and period of
service.
64
ONE-WAY ANOVA
Null hypothesis (Ho):
There is a significance difference between level of employment and performed

well and can count on being promoted.
There is no significance difference between level of employment and performed

well and can count on being promoted.
Descriptives
LEVEL OF EMPLOYMENT
N Mean Std. Std. 95% Confidence Minimum Maximum
Deviation Error Interval for Mean
Lower Upper
Bound Bound
Strongly Agree 9 1.00 .000 .000 1.00 1.00 1 1
Agree 68 1.51 .503 .061 1.39 1.64 1 2
Neutral 33 2.97 .174 .030 2.91 3.03 2 3
Total 110 1.91 .819 .078 1.75 2.06 1 3
Test of Homogeneity of Variances
LEVEL OF EMPLOYMENT
Levene Statistic df1 df2 Sig.
329.552 2 107 .000
65
ANOVA
LEVEL OF EMPLOYMENT
Sum of Squares df Mean Square F Sig.
Between Groups 55.136 2 27.568 164.287 .000
Within Groups 17.955 107 .168
Total 73.091 109
Tabulated value = 3.09
Calculated value= 164.287
F = F cal >F tab F= 164.287> 3.09
Hence, the null hypothesis [H1] is accepted.
INFERENCE:
Since the calculated value is greater than the tabulated value, we accept the alternate
hypothesis and hence there is a relationship between level of employment and performed well
and can count on being promoted.
66
ANALYSIS USING KARL PEARSON’S CORRELATION
Correlation analysis is the statistical tool used to measure the degree to which two variables
are linearly related to each other. Correlation measures the degree of association between two
variables.
Null hypothesis (H0):
There is positive relationship between personal life and work life is balanced
and personal problems don’t affect work at Autokshi Engineers Pvt Ltd.
There is negative relationship between personal life and work life is balanced
and personal problems don’t affect work at Autokshi Engineers Pvt Ltd.
𝐍∑𝐗𝐘−∑𝐗∑𝐘
𝒓= 𝒓 = .888
√𝐍∑𝐗 𝟐 −(∑𝐗)²√𝐍∑𝐘 𝟐 −(∑𝐘)²
INFERENCE:
Since r is positive, there is positive relationship between personal life and work life
is balanced and personal problems don’t affect work at Autokshi Engineers Pvt Ltd.
67
CHAPTER 6
6.1 FINDINGS
 Most of the respondents are male.

 Majority of the respondents belong to the age group of less than 30 years.
 Most of the respondents are undergraduates.
 Employees of the respondents are working in the Autokshi Engineers Pvt Ltd 3-5
years.
 30% of the respondents are getting salary less than 20000.
 Most of the respondents are working as a junior level employee.
 50% of the employee agreed that they satisfied with the work environment in their
organization.
 34% of the employees are agreeing that they feel their contribution to the
organization’s mission and vision.
 Majority of the respondents are agreeing that the Autokshi Engineers Pvt Ltd has
given enough authority to make decisions which are taken at their level.
 68% of the respondents are agreeing that they performed well and they can count on
being promoted.
 Majority of the respondents are either agreed or disagree that they believe their job
is secure.
 48% of the employees strongly agree that they feel as a part of a team working
towards shared goals.
 The Employees are strongly agree that they feel their work is valued at the Autokshi
Engineers Pvt Ltd and society
 Most of the respondents are agreeing that the organization given enough recognition
for the work well done by the workers.
 47% of the respondents are disagreeing that the communication from the management
are frequent enough and transparent.
 Majority of the employees are agreeing that the quality service is a top priority at the
 The employees are agreeing that their superior treats them fairly and gives adequate
support.
 Most of the respondents are agreeing that the initial training provided by the Autokshi
Engineers Pvt Ltd is much enough for doing their job well.
68
 Majority of employees are either agreeing or disagree that they feel their salary is fair
for their responsibilities.
 50% of the employees are agree that they happy with the working hours in the
 The employees are agree that their personal life and work life is balanced.
 Majority of employees are disagree that they are happy with the reward system
followed in their organization.
 46% of the employees are disagree that they satisfied with the insurance policies in
the organization.
 Most of the employees agree that they would recommend employing to
their friends at this organization.
 Majority of the employees are agree that their personal problems don’t affect my
work at the Autokshi Engineers Pvt Ltd.
 Employees are agree that they have enough time to deliver good care to customers.
 Majority of the employees are agree that they enjoying working in a challenging
environment.
 47% of the employees are agree that they understand the nuances in handling different
 agree that they enjoying working in a challenging environment.
 Most of the respondents agree that they understand the nuances in handling different
 Employees are agree that the stress in their career helps them to grow and tackle it
easily.
 Most of the respondents strongly agree that they feel a sense of pride in doing their
job.
 42% of the employees are either agree or disagree that they can handle customers of
different behavior with patience and solve their problems.
 Employees are agree that leave policies and disability benefits are good.
 Most of the employees are strongly agree that the infrastructure facilities in their
organization are good.
69
6.2 SUGGESTIONS
 Management of Autokshi Engineers Pvt Ltd can revise their insurance

policies, and the salary level of the employees. This could increase their
overall job satisfaction level of the employees.
 Although the work done well is recognized in Autokshi Engineers Pvt Ltd,
employees expect a good reward system too. This will make the to repeat their
good work
 Periodical stress management programmes can be conducted to improve their
work life balance.
 Special training can be given to the employees to handle the customers with
different behaviour.
 Management can team meetings to communicate their new plans and
processes directly to the employees once in a month.
6.3 CONCLUSION
Employee satisfaction while generally a positive in your organization, can also be a

downer if mediocre employees stay because they are satisfied with the work environment.
Factors contributing to employee satisfaction include treating employees with

respect, providing regular employee recognition, empowering employees of above industry-
average benefits and compensation period employee perks and company activities and
positive management within a success framework of goals, measurements and expectations.
This study has been undertaken to understand the overall job satisfaction among the
employees in Autokshi Engineers Pvt Ltd. For this purpose, responses from the employees
have been collected and analyzed. Based upon the findings out of the research, few valuable
suggestions have been given to the management of Autokshi Engineers Pvt Ltd to improve
the overall job satisfaction level of the employees
70
ANNEXURE
REFERENCE:
1. C.R.Kothari, “Research Methodology” 14th reprint – 1997, Wishwaprakashan
publishers, New Delhi.
2. Dr.C.B.Gupta, “Human resource Management” 5th revised edition, educational
publishers, New Delhi.
3. R. Panneerselvam, “Research methodology”, PHI learning private ltd, New Delhi.
4. Keith Davis, “Human behaviour at work”, 6th edition, Tata MC Graw-Hill institution
ltd.
5. Cranny, smith & Stone, “job satisfaction”, EF publisher, Lexington books, New York.
71

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CHAPTER 1

Job satisfaction can be defined as a collection of feelings that an individual holds

Work efficiency is more important in any business. Dissatisfied workforces cause

1.2 NEED FOR THE STUDY

It is said that satisfied employee is a productive employee, any kind of

 Employee satisfaction is used to help better performance.

insurance, working hours etc

2. To determine the satisfaction level of employees towards the infrastructure facilities

and the work environment

Autokshi Engineers Pvt Ltd

1. The information provided by majority of the respondents could also be biased or

Frederck Herzberg’s (2021) Motivation – Hygiene Theory directly addresses the

According to cranny, smith,& (2020) the methods researchers use to study

Intervention studies, which are experimental or quasi – experimental, assess the

EMPLOYEE SATISFACTION IN EXTENSION: A TEXAS STUDY

Author: BarbaraV.Boltes (Associate Professor and Extension Program Development

 our organization's perceived progress relative to competitors in the industry

 Gauging employees' understanding of and agreement with corporate rules, policies

 Overall Job Satisfaction

 Satisfaction with the Work

 Supervisory Promotion of Teamwork and Participation

 Human Resources/Personnel Policies

 Concern for Employees

 Training & Development

 Physical Working Conditions

 Other job options and comparative information

things which are viewed as important. It is generally recognized in the organizational

with those that are desired.

stimulus-response and reinforcement of behavioral psychology; it explains motivation as the

important or more so to job satisfaction than arte the extrinsic values.

the individual to satisfy his or her needs.

Frederck Herzberg’s (2021) Motivation – Hygiene Theory directly addresses the

increase job satisfaction. Motivation factors include achievement, recognition, responsibility,

advancement, the work itself, and possibility of growth.

validity of methods used to measure it (Cranny, Smith, & stone, 2020).

several behaviors or attitudes.

According to cranny, smith,& (2020) the methods researchers use to study

interventions on productivity (as well as job satisfaction).

Smith, & stone, 2020).

significantly influences job performance as rated by supervisors (though not as self –

reported), which is believed to be due to increased alertness and focused attention.

performance. Deconinck and Stilwell (2017) found in studying female advertising

executives that job satisfaction is a significant predictor of organizational commitment; and

in studying research and development teams related to an increase in patent acquisition,

technical quality ratings, and publication of articles.

At Autokshi Engineers Pvt Ltd, we believe in delivering predictable quality and

We are the OEM manufacturer of Body-in-white for 3 wheeler automotives. Spot

We received ISO 9001:2019 certification in 2001 and ISO/TS 16949:2009 in 2007.

These commercial vehicle components manufactured are of superior quality with

3.1 INDUSTRY OVERVIEWS

According to the Automotive Component Manufacturers Association of India

 Gestamp, a Spanish automobile component manufacturing company, has invested Rs

Fundamental to the success of any formal marketing research project is a sound

Claire seltizetal defines Research Design as “Research design is a catalogue of the

Three important about research design are

4.2 SAMPLE SIZE

4.3 DATA SOURCES

CLOSE END QUESTIONS

MULTIPLE CHOICE QUESTIONS