A

SUMMER TRAINING REPORT

ON
JOB SATISFACTION IN NEW HOLLAND
TRACTORS AT SIRSA

Submitted to
CH. DEVI LAL UNIVERSITY, SIRSA
In Partial Fulfillment of Bachelor of Business Administration
(SESSION : 2022-2025)

Under the guidance of:- Submitted By:-

Dr. Jyoti Bansal Anish
Assistant Professor B.B.A. 5th Sem.
JCD IBM, Sirsa Roll No. 22079115480069

Jan Nayak Ch. Devi Lal Institute of Business Management, Sirsa

Post Box 81, Barnala Road , Sirsa-125055, Ph: 01666-248800-01

i
 Date:

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Mr. Anish student of Bachelor of Business Administration under

University Roll No. 22079115480069 in JCD Institute of Business Management, Sirsa

(Haryana) has successfully completed his summer training for the period from 10-07-

2024 to 25-08-2024.

During the course of training we found his sincere, enthusiastic and punctual, well

behaved and obedient in nature.

We wish all the best for his future.

Authorized Signatory

ii
 DECLARATION

I, Anish, student of BBA 5th (Univ. Roll No. 22079115480069) hereby declare that

all the information that has been collected, analyzed and documented for the report is

authentic possession of mine. I would like to categorically mention that the work here

has neither been purchased nor acquired by any other unfair means. However, for the

purpose of the report, information already compiled in many sources has been utilized.

(Anish)
B.B.A. 5th Sem.
Roll No. 22079115480069

iii
 CERTIFICATE OF SUPERVISOR

This to certify that Anish, University roll no. 22079115480069, a student of Bachelor

of Business Administration in Institute of Business Management, Jan Nayak Ch. Devi

Lal Vidyapeeth, Sirsa (Haryana), has successfully completed the training report on

“JOB STATISFACTION IN NEW HOLLAND TRACTORS AT SIRSA.” under

my guidance towards the partial fulfillment of his Bachelor of Business

Administration Degree.

Report Guide
Dr. Jyoti Bansal Dr. Harleen Kaur
Assistant Professor Principal
JCD IBM, Sirsa JCD IBM, Sirsa

iv
 ACKNOWLEDGEMENT

Achieving anything isn’t impossible but difficult without the help of other. Each and

every person needs someone who can help him to move on a right track towards their

goal and give them proper guideline to get successful in him/her life by achieving their

goals. None other than our teacher does this from several years. They are who taught

us from the very beginning how to tackle different situation. It is because of their help

that I was able to do my training work.

First of all I would like to express my deeps serve of gratitude to the teacher and my

primary report guide because without his help I could not have done my work in

academically proper manner. He was always there to provide me with all kind of help

I needed in doing my report. His intelligence and knowledge in marketing field was

really a great help for me in my training.

I am thankful to all the respondents for their co-operation and kind behavior for my

report as without their willingness and supports, my report would have not been

completed and also thank all of them spearing valuable time for giving response.

I would also like to thank my parents and other family member for their hard support

by encouraging me in the preparation and completion of this Training.

Anish
BBA 5TH SEM.
Roll No. 22079115480069

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 PREFACE

We cannot achieve anything worthwhile in any field of knowledge solely on the basis

of theoretical data or knowledge from the books. To develop more knowledge and

skills, it is necessary that theoretical knowledge should be supplemented with the

experience the research report is based on the sales marketing with reference to

customer. The basic purpose of doing research on the topic “JOB

STATISFACTIONS IN NEW HOLLAND TRACTORS AT SIRSA” is to analyze

the recruitment practices used and job satisfaction level. I have tried to put in best

efforts to make the report really useful.

Anish

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 CONTENTS

Chapters Index Page No.

Declaration

Guide Certificate

Acknowledgement

Preface

1 Introduction 1-41

Company Profile

2 Review of Literature 42-49

3 Research Methodology 50-56

4 Data Analysis & Interpretation 57-71

5 Findings, Suggestions 72-74

Bibliography 75-76

Questionnaire 77-80

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 CHAPTER-1
INTRODUCTION

1
 INTRODUCTION

JOB SATISFACTION:

Job satisfaction is defined as the extent to which people like (satisfaction) or dislike

(dissatisfaction) their jobs. This definition suggest job satisfaction is a general or global

affective reaction that individuals hold about their job. While researches and practitioners most

often measure global job satisfaction, there is also interest in measuring different “ facets” or

“dimensions” of satisfaction. Examination of these facet conditions is often useful for a more

careful examination of employee satisfaction with critical job factors. Traditional job

satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work

and benefits.

Job satisfaction is in regard to one’s feelings or state-of-mind regarding the nature of their

work. Job satisfaction can be influenced by a variety of factors, eg, the quality of one’s

relationship with their supervisor, the quality of the physical environment in which they work,

degree of fulfillment in their work, etc.

(To my knowledge, there is no strong acceptance among researchers, consultants, etc., that

increased job satisfaction produces improve job performance—in fact, improved job

satisfaction can sometimes sit around all day and do nothing. That may make them more

satisfied with their “work” in the short run, but their performance certainly didn’t improve.)

Meaning of Job satisfaction:

Job satisfaction refers to a persons feeling of satisfaction on the job which acts at a motivation

to work. It is not the self satisfaction happiness or self both satisfaction and dissatisfaction

were seen as function of the perceived relationship between what one prevail it as offering one

entailing.

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Definitions

Job satisfaction is one of the most crucial but controversial issues in all type of

organizations whether they are industrial organizations or professional institutes. It ultimately

decides the extent of employee motivation through the development of organizational climate

or environment.

Job satisfaction studies provides the management several benefits like how employees

feel about their job, what part of their job are focused upon , which deptt. Has what feelings

are involved (such and such supervisor, employees and staff specialists).Thus a job satisfaction

survey can be used as a powerful diagnostic instrument for looking at employee problems.

Job satisfaction survey can give rise to valuable communication to the benefits of

organization. As an institute plans a survey, conducts it and discuss its results communication

flows in all direction. Particularly beneficial to the institute is the upward communication

when employees are encouraged to comment about what they really have in their minds. These

surveys have been found to be useful in determining training needs of various levels of survey

as it reveals what the employees really want and puts the agreement between the management

and union to rest.

But it must also be borne in mind that job satisfaction is dynamic. Almost like

machinery which requires proper installation, operation and maintenance, the adequate level of

job satisfaction is required to be achieved, used and maintained. Otherwise, it can leave more

quickly than it does arrive.

History

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

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These studies primarily credited to Elton Mayo of the Harvard Business School, sought to find

the effects of various conditions (most notably illumination) on workers’ productivity. These

studies ultimately showed that novel changes in work conditions temporarily increase

productivity (called the Hawthorne Effect). It was later found that this increase resulted, not

from the new conditions, but from the knowledge of being observed. This finding provided

strong evidence that people work for purposes other than pay, which paved the way for

researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of

job satisfaction. Frederick Winslow Taylor’s book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book contributed

to a change in industrial production philosophies, causing a shift from skilled labor and

piecework towards the more modern approach of assembly lines and hourly wages. The initial

use of scientific management by industries greatly increased productivity because workers

were forced to work at a faster pace. However, workers became exhausted and dissatisfied,

thus leaving researchers with new questions to answer regarding job satisfaction. It should also

be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone

for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and

self-actualization. This model served as a good basis from which early researchers could

develop job satisfaction theories.

4
FACTORS RELATING TO JOB SATISFACTION

Job satisfaction being a complex phenomenon the nature and extent of factor

contributing to it are not yet fully known studies of Harzberg, Mansuner and Snyderman and

the two factor theory of job satisfaction proposed by them helps in understanding the relevant

factors prevailing across cultures as well as India.

They note an important distinction between two kinds of factor .One which deal with the

job and other which are related to environment. Factors related to job are called intrinsic;

motivator, satisfier or job content. Factors related to environment are called extrinsic, job

context, hygiene or dissatisfies.

Several studies in Indian in the line of Heirberg show that security and salary are

considered more important by employees in India that design, autonomy and other job related

factors.

As we have noted in above discussions about sources of job satisfaction and

Herzberg’s model of job motivations, there are many factors which interact in a

complex pattern to contribute to job satisfaction.

Some of more important factors are discussed in detail below.

1. PERSONAL FACTORS;

 SEX:
Studies have shown that women are more satisfied with their job then are men. Males

almost irrespective of the organizational levels have generally been found to aspire

primarily for good pay, job security and opportunity for advancement. While for

females friendly people to work with, good social position and secure job as more

important than pay and factors in their job. (Studies by Ghosh,Praharaj &Prasad Sinha)

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  AGE:

The Indian studies on this factor have shown that job satisfaction tends to increase with

age, job satisfaction first falls and then at end of carrier it usually reaches high again.

 INTELLIGENCE:

Ghosh in this studies has found more intelligent were highly discontented about the

work condition although physically it was the most ideal place to work in while another

study show no relationship between satisfaction and intelligence to job satisfaction and

challenge of the job.

 EDUCATION:

Indian studies generally shown that there is a tendency for more educated employees to

be less satisfied and conversely the less educated employees to be more satisfied. The

trend possibly reflects the general prevailing situation in Indian organization where on

institute advancement or reward policies in relation to education exist.

2. FACTORS RELATED TO JOB

 THE WORK:

The content of work itself is a major source of satisfaction. Job content refers to the

factors such as recognition, responsibility, advancement; achievement etc, in the job,

the employee performs. Herzberg, Mausner, Synderman contend that these job content

factors lead to greater job satisfaction, the feedback from the job itself and the

autonomy are two major jobs related to motivational factors. Herzberg and his co-

workers found that repetitive nature of task or a boring task is the most dissatisfying

factor.

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 THE SKILL REQUIRED:

Existence of skills required for a job to considerable degree is the first source of

satisfaction to an employee. Studies of sinha and nair among Indian employees have

shown that technically employees have significantly higher job satisfaction than

operates together with the kind of work, occupational status, responsibility, length of

service, personality characteristics etc.

2. FACTORS CONTROLLABLE BY MANAGEMENT

 SALARY:

Adequate salary is the most predominate preference of all the job factors. But it is also a

complex multidimensional factor. Employees often see pay as reflection of how

management views their absence can lead to a great deal of dissatisfaction among

employees.

 SECURITY:

Job security is the most important preference out of various job factors. While

‘getting a job’ is of foremost important, being secured on a job is very next requirement

of employees.

 OPPORTUNITY FOR ADVANCEMENT

Opportunity for advancements not only means to get promotion. But it means personal

development and growth and Increase in responsibility as well. Each employee expect

that individual merit is rewarded and it is related to a chance to advance, develop for

advancements yields more job satisfaction and its absence is frustrating for employees.

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  COWORKERS

Friendly cooperative and helpful workers are modest sources of job satisfaction to

individual employees. According to Elton Mayon, “perhaps the strongest human

characteristics are its desire to associate with fellowman continuously “.

 RESPONSIBILITY

This factor does not usually feature independently in the list of factors people want

most in their jobs. It, however, is an important factor, which possibly get mixed up

with factors like opportunity for advancement. Type of work, freedom, challenge in job

etc. it is one of most important ‘motivator’ factor contributing to satisfaction. Some

studies have shown that satisfaction level increases with increase in responsibility.

Models of job satisfaction

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

discrepancy between what one wants in a job and what one has in a job. Further, the theory

states that how much one values a given facet of work (e.g. the degree of autonomy in a

position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.

When a person values a particular facet of a job, his satisfaction is more greatly impacted both

positively (when expectations are met) and negatively (when expectations are not met),

compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy in

the workplace and Employee B is indifferent about autonomy, then Employee A would be

more satisfied in a position that offers a high degree of autonomy and less satisfied in a

position with little or no autonomy compared to Employee B. This theory also states that too

much of a particular facet will produce stronger feelings of dissatisfaction the more a worker

values that facet.

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Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of one’s job. This approach became

a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be

stable over time and across careers and jobs. Research also indicates that identical twins have

similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are

four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-

esteem, general self efficiacy, locus of control, and neuroticism. This model states that higher

levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief

in one’s own competence) lead to higher work satisfaction. Having an internal locus of control

(believing one has control over her\his own life, as opposed to outside forces having control)

leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job

satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors,

respectively. An employee’s motivation to work is continually related to job satisfaction of a

subordinate. Motivation can be seen as an inner force that drives individuals to attain personal

and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those

aspects of the job that make people want to perform, and provide people with satisfaction, for
9
example achievement in work, recognition, promotion opportunities. These motivating factors

are considered to be intrinsic to the job, or the work carried out. Hygiene factors include

aspects of the working environment such as pay, company policies, supervisory practices, and

other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable

to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifact. Furthermore, the

theory does not consider individual differences, conversely predicting all employees will react

in an identical manner to changes in motivating/hygiene factors. Finally, the model has been

criticised in that it does not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including job

satisfaction. The model states that there are five core job characteristics (skill variety, task

identity, task significance, autonomy, and feedback) which impact three critical psychological

states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge

of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work

motivation, etc.). The five core job characteristics can be combined to form a motivating

potential score (MPS) for a job, which can be used as an index of how likely a job is to affect

an employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework

of the model provides some support for the validity of the JCM.

Communication Overload and Communication Underload One of the most important

aspects of an individual’s work in a modern organization concerns the management of

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communication demands that he or she encounters on the job (Krayer, K. J., & Westbrook, L.,

p. 85). Demands can be characterized as a communication load, which refers to “the rate and

complexity of communication inputs an individual must process in a particular time frame

(Faraca, Monge, & Russel, 1977).” Individuals in an organization can experience

communication over-load and communication under- load which can affect their level of job

satisfaction. Communication overload can occur when “an individual receives too many

messages in a short period of time which can result in unprocessed information or when an

individual faces more complex messages that are more difficult to process (Farace, Monge, &

Russel, 1997).” Due to this process, “given an individual’s style of work and motivation to

complete a task, when more inputs exist than outputs, the individual perceives a condition of

overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related

to job satisfaction. In comparison, communication under load can occur when messages or

inputs are sent below the individual’s ability to process them (Farace, Monge, & Russel,

1997).” According to the ideas of communication over-load and under-load, if an individual

does not receive enough input on the job or is unsuccessful in processing these inputs, the

individual is more likely to become dissatisfied, aggravated, and unhappy with their work

which leads to a low level of job satisfaction.

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common

method for collecting data regarding job satisfaction is the Likert scale (named after Rensis

Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions,

True/False questions, point systems, checklists, and forced choice answers. This data is

typically collected using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a

11
specific questionnaire of job satisfaction that has been widely used. It measures one’s

satisfaction in five facets: pay, promotions and promotion opportunities, coworkers,

supervision, and the work itself. The scale is simple, participants answer either yes, no, or

can’t decide (indicated by ‘?’) in response to whether given statements accurately describe

one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual

facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire

(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job

satisfaction in 20 facets and has a long form with 100 questions (five items from each facet)

and a short form with 20 questions (one item from each facet). The JSS is a 36 item

questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job

satisfaction, one of the first scales used widely, measured overall job satisfaction with just one

item which participants respond to by choosing a face.

Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in

the workplace. The way in which subordinate’s perceive a supervisor’s behavior can positively

or negatively influence job satisfaction. Communication behavior such as facial expression,

eye contact, vocal expression, and body movement is crucial to the superior-subordinate

relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal

interactions with respect to impression formation, deception, attraction, social influence, and

emotional expression (Burgoon, Buller, & Woodall). Nonverbal immediacy from the

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supervisor helps to increase interpersonal involvement with their subordinates impacting job

satisfaction. The manner in which supervisors communicate their subordinates may be more

important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively

about their supervisor are less willing to communicate or have motivation to work where as

individuals who like and think positively of their supervisor are more likely to communicate

and are satisfied with their job and work environment. The relationship of a subordinate with

their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses

nonverbal immediacy, friendliness, and open communication lines is more willing to receive

positive feedback and high job satisfaction from a subordinate where as a supervisor who is

antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback

and very low job satisfaction from their subordinate’s in the workplace.

Job satisfaction and emotions

Mood and emotions while working are the raw materials which cumulate to form the

affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense,

short-lived and have a clear object or cause.

There is some evidence in the literature that state moods are related to overall job

satisfaction. Positive and negative emotions were also found to be significantly related to

overall job satisfaction. Frequency of experiencing net positive emotion will be a better

predictor of overall job satisfaction than will intensity of positive emotion when it is

experienced.

Emotion regulation and emotion labor are also related to job satisfaction. Emotion work

(or emotion management) refers to various efforts to manage emotional states and displays.

Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain,

or decrease one or more components of an emotion. Although early studies of the

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consequences of emotional labor emphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the consequences of emotional labor are not

uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction. The understanding of how

emotion regulation relates to job satisfaction concerns two models:

1.
Emotional dissonance is a state of discrepancy between public displays of emotions

and internal experiences of emotions, that often follows the process of emotion

regulation. Emotional dissonance is associated with high emotional exhaustion, low

organizational commitment, and low job satisfaction.

2. Social interaction model. Taking the social interaction perspective, workers’ emotion

regulation might beget responses from others during interpersonal encounters that

subsequently impact their own job satisfaction. For example: The accumulation of

favorable responses to displays of pleasant emotions might positively affect job

satisfaction performance of emotional labor that produces desired outcomes could

increase job satisfaction.

The job satisfaction of teachers is an important as the organizational climate of any educational

institution. The focal importance of a teacher is not new to educational thinking. In spite of this

recognition, relatively little and reliable information is available regarding the job satisfaction

of teachers. Job satisfaction refers to the way one feels about the event. People and things in

his/her working situation.

A teacher, who is happy with his job, plays a pivotal role in the up liftment of society. Well

adjusted and satisfied teacher can contribute a lot to the well being of his/her pupils. A

dissatisfied teacher can become irritable and may create tensions which can have negative

14
influence on the students’ learning process and it consequently affects their academic growth.

Job satisfaction implies the overall adjustment to work situation. Attitude is readiness to react

towards or against some situation, person or thing in a particular manner. The attitudes, ideas,

feelings and interests of a child are influenced by the organization of his/her family, thinking

of parents and customs of the society. Personality of parents, their education and their

behaviour towards the children is the basis of development of attitudes. Teachers having

favourable attitude towards their profession are generally successful, properly adjusted and

well satisfied with their job. Conducting a study on the JCDVP faculty members of Sirsa city

(2011) concluded that attitude towards teaching correlated positively and significantly with

their job-satisfaction. The term job satisfaction was brought to limelight by Hoppock (1935).

He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job

satisfaction is a combination of psychological, physiological & environmental circumstances

that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a

"pleasurable or positive emotional state resulting from the appraisal of one's job or job

experiences". To the extent that a person's job fulfils his dominant need & is consistent with

his expectations & values, the job will be satisfying

Job satisfaction is a general or global affective reaction that individuals hold about their job.

While researchers and practitioners most often measure global job satisfaction, there is also

interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these

facet conditions is often useful for a more careful examination of employee satisfaction with

critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions,

supervision, nature of the work and benefits."

Job satisfaction of the employees totally depend upon the type of climate organization have.”

A pleasurable or positive emotional state resulting from the appraisal of ones’s job or job

experience is job satisfaction.”

15
Job Satisfaction is the favorableness or un-favorableness with which the employee views his

work. It expresses the amount of agreement between one’s expectation of the job and the

rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of one’s

environment of job is an important part of life as Job Satisfaction influences one’s general life

satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow

sense, these attitudes are related to the job under condition with such specific factors such as

wages. Supervisors of employment, conditions of work, social relation on the job, prompt

settlement of grievances fair treatment by employer, etc. job satisfaction describes how content

an individual is with his or her job. It is relatively recent terms since in previous centuries the

job available to a particular person were often predetermined by the occupation of that person

parent. The happier people are with in their job, the more satisfied they are said to be. Job

satisfaction is not the same as motivation, although it is clearly linked. Job design aims to

enhance job satisfaction and performance; methods includes job rotation, job enlargement and

job enrichment. Other influences on satisfaction include the management style and culture,

employee involvement, empowerment and autonomous work group. Job satisfaction is a very

important attitude which is frequently measured by organization. The most common way of

measurement is the use of rating scales where employees report their reactions to their job.

Questions relate to rate of pay, work responsibilities, variety of tasks, promotion opportunities

the work itself and co-workers. Some questions ask yes or no questions while other ask to rate

satisfaction on scale where 1 represents “not at all satisfied” and 5 represents “extremely

satisfied”.

However, more comprehensive approach requires that many factors are to be included before a

complete understanding of job satisfaction can be obtained. Such factors as employee’s age,

health temperature, desire and level of aspiration should be considered. Further his family

16
relationship, Social status, recreational outlets, activity in the organizations etc. Contribute

ultimately to job satisfaction.

Recognition:-

Individuals at all levels of the organization want to be recognized for their achievements on

the job. Their success don’t have to be monumental before they deserve recognition, but your

praise should be sincere. If you notice employees doing something well, take the time to

acknowledge their good work immediately. Publicly thank them for handling a situation

particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You

may even want to establish a formal recognition program, such as “ employee of the month”.

Responsibility.

Employees will be more motivated to do their jobs well if they have ownership of their work.

This requires giving employees enough freedom and power to carry out their takes tasks so

that they feel they “own” the result. As individuals mature in their jobs, provide opportunities

for added responsibility. Be careful, however , that you do not simply add more work. Instead,

find ways to add challenging and meaningful work, perhaps giving the employee greater

freedom and authority as well.

Advancement :

Reward loyalty and Employees will be more performance with advancement. Motivated to do

their jobs well if not have an open position to which to they have ownership of their promote a

valuable employee, consider work giving him or her a new title that reflects the level of work

he or she has achieved. When feasible, support employees by allowing them to pursue further

education, which will make them more valuable to your practice and more fulfilled

professionally.

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Working conditions.

The environment in Even a nice chair can make a which people work has a tremendous world

of difference to an effect on their level of pride for themselves individual’s psyche and for the

work they are doing. Do everything you can to keep you equipment and facilities up to date.

Even a nice chair can make a world of difference to an individual’s psyche. Also, if possible,

avoid overcrowding and allow each employee his or her own personal space, whether it be a

desk, a locker, or even just a drawer, if you’ve placed your employees in close quarters with

little or no personal space, don’t be surprised that there is tension among them.

Before you move on to the motivators, remember that you cannot neglect the hygiene factors

discusses above. To do so would be asking for trouble in more than one way. First, your

employees would be generally unhappy, and this would be apparent to your patients. Second,

your hardworking employees. who can find jobs elsewhere, would leave, while your mediocre

employees would stay and compromise your practice’s success. So deal with hygiene issues

first, then move on to the motivators:

Work itself :

Perhaps most important to employee motivation is helping individuals believe that the work

they are doing is important and that their tasks are meaningful. Emphasize that their

contributions to the practice result in positive outcomes and good health care for your patients.

Share stories of success about how an employee’s actions made a real difference in the life of a

patient, or in making a process better. Make a big deal out of meaningful tasks that may have

become ordinary, such as new-baby visits. Of course employees may not find all their tasks

interesting or rewarding, but you should show the employee how those tasks are essential to

18
the overall processes that make the practice succeed. You may find certain tasks that are truly

unnecessary and can be eliminated or streamlined, resulting in greater efficiency and

satisfaction.

Achievement:-

One premise inherent in Herzberg’s theory is that most individuals sincerely want to do a good

job. To help them, make sure you’ve placed them in position that use their talents and are not

set up for failure. Set clear, achievable goals and standards for each position, and make sure

employees know what those goals and standards are. Individuals should also receive regular,

timely feedback on how they are doing and should feel they are being adequately challenged in

their jobs. Be careful, however, not to overload individuals with challenges that are too

difficult or impossible, as that can be paralyzing.

Opportunity.

Employees are more satisfied when they have challenging opportunities at work. This includes

chances to participate in interesting projects; jobs with a satisfying degree of challenge and

opportunities for increased responsibility. Important; this is not simply “promotional

opportunity”. As organizations have become flatter, promotions can be rare. people have found

challenge through projects. Team leadership, special assignment-as well as promotions.

Actions:

 Promote from within when possible.

 Reward promising employees with roles on interesting projects.

 Divide jobs into levels of increasing leadership and responsibility.

It may be possible to crate job titles that demonstrate increasing levels of expertise which are

not limited by a viability of positions they simply demonstrate achievement.

19
Stress

When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if

they interfere with employees’ personal lives or are a continuing source of worry or concern.

Leadership.

Employees are more satisfied when their manager are good leaders. This includes motivating

employees to do a good job, striving for excellence or just taking action.

THE CONCEPT OF HRM:

Human Resource Management is defined as the “ The policies and practices involved in

carrying out the “people” or Human Resource aspects of management position, including

recruiting, screening, training, rewarding, Job satisfaction and appraising”.

What exactly is ‘human resource management’? Many people find HRM to be a vague and

elusive concept-not least because it seems to have a variety of meanings. This confusion

reflects the different interpretations found in articles and books about human resource

management. Human Resource Management in a Business Context includes a reasoned

discussion on this topic.

Additional notes: Townely (1994) argues that much of the confusion over the role of human

resource managers is due to two factors:-

1. The conflict between the ‘welfare’ tradition of personnel management and the

strategic orientation of modern HRM.

2. A gender divide between:- ‘ female’ or ‘soft personnel management (particularly in

respect of the welfare tradition) at lower management and administrative levels:-

‘male’ hard-nosed human resource managers within upper management or corporate

headquarters.
20
She contends that the gender issue should be taken further than ‘counting the number of

women’ into an examination of language, role divisions and power. In particulars, Townley

(1994) holds that gender is inherent in how ‘personnel’ has become a subject of study. In the

UK the professional institution has had several different titles since it was founded as the

Welfare Workers Association in 1913. Currently it is the Chartered Institute of Personnel and

Development, having been unable to face the ultimate change to a name which parallels the

Australian Human Resource Institute (AHRI) or the Society for Human Resource Management

(SHRM) in the USA.

Townley (1994) points to the debate about consequences of the name on employment

prospects” ‘ debates centered on the image projected-welfare was thought to reflect the

feminine’. The consequence was that more ‘strenous terms’ were used: in 1924 it became

Industrial welfare Workers; in 1931 it changed to Institute of Labour Management; in 1946,

the Institute of Personnel Management, a title which remained for the next half century.

Throughout the last century there has been a polarisation between male and female aspects of

people management. As an example, Townely cites industrial relations as a male preserve in

the 1960s and 70s, whereas training was mainly staffed by females.

More recently, she believes that: “The present division between personnel and HRM… equally

reflects the same gendered elements. Put bluntly, the focus of HRM- an agenda, in the main,

prescribed by men-has been imprtant’men in one filed talking to, reflecting and reporting on

important ’men in another.”

Job satisfaction and emotions

Mood and emotions while working are the raw materials which cumulate to form the

affective element of job satisfaction. (Weiss and Cropanzano). Moods tend to be longer lasting
21
but often weaker states of uncertain origin, while emotions are often more intense, short-lived

and have a clear object or cause.

There is some evidence in the literature that state moods are related to overall job

satisfaction. Positive and negative emotions were also found to be significantly related to

overall job satisfaction. Frequency of experiencing net positive emotion will be a better

predictor of overall job satisfaction than will intensity of positive emotion when it is

experienced.

Emotion regulation and emotion labor are also related to job satisfaction. Emotion

work (or emotion management) refers to various efforts to manage emotional states and

displays. Emotion regulation includes all of the conscious and unconscious efforts to increase,

maintain, or decrease one or more components of an emotion. Although early studies of the

consequences of emotional labor emphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the consequences of emotional labor are not

uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction. The understanding of how

emotion regulation relates to job satisfaction concerns two models:

3. Emotional Dissonance. Emotional dissonance is a state of discrepancy between public

displays of emotions and internal experiences of emotions, that often follows the process of

emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low

organizational commitment, and low job satisfaction.

4. Social interaction model. Taking the social interaction perspective, workers’ emotion

regulation might beget responses from others during interpersonal encounters that
22
subsequently impact their own job satisfaction. For example: The accumulation of favorable

responses to displays of pleasant emotions might positively affect job satisfaction performance

of emotional labor that produces desired outcomes could increase job satisfaction.

The job satisfaction of teachers is an important as the organizational climate of any educational

institution. The focal importance of a teacher is not new to educational thinking. In spite of this

recognition, relatively little and reliable information is available regarding the job satisfaction

of teachers. Job satisfaction refers to the way one feels about the event. People and things in

his/her working situation.

A teacher, who is happy with his job, plays a pivotal role in the up liftment of society. Well

adjusted and satisfied teacher can contribute a lot to the well being of his/her pupils. A

dissatisfied teacher can become irritable and may create tensions which can have negative

influence on the students’ learning process and it consequently affects their academic growth.

Job satisfaction implies the overall adjustment to work situation. Attitude is readiness to react

towards or against some situation, person or thing in a particular manner. The attitudes, ideas,

feelings and interests of a child are influenced by the organization of his/her family, thinking

of parents and customs of the society. Personality of parents, their education and their

behaviour towards the children is the basis of development of attitudes. Teachers having

favourable attitude towards their profession are generally successful, properly adjusted and

well satisfied with their job. Conducting a study on the JCDVP faculty members of Sirsa city

(2011) concluded that attitude towards teaching correlated positively and significantly with

their job-satisfaction. The term job satisfaction was brought to limelight by Hoppock (1935).

He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job

23
satisfaction is a combination of psychological, physiological & environmental circumstances

that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a

"pleasurable or positive emotional state resulting from the appraisal of one's job or job

experiences". To the extent that a person's job fulfils his dominant need & is consistent with

his expectations & values, the job will be satisfying.

Job satisfaction is a general or global affective reaction that individuals hold about their job.

While researchers and practitioners most often measure global job satisfaction, there is also

interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these

facet conditions is often useful for a more careful examination of employee satisfaction with

critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions,

supervision, nature of the work and benefits."

Job satisfaction of the employees totally depend upon the type of climate organization have.”

A pleasurable or positive emotional state resulting from the appraisal of ones’s job or job

experience is job satisfaction.”

Job Satisfaction is the favorableness or un-favorableness with which the employee views his

work. It expresses the amount of agreement between one’s expectation of the job and the

rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of one’s

environment of job is an important part of life as Job Satisfaction influences one’s general life

satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow

sense, these attitudes are related to the job under condition with such specific factors such as

wages. Supervisors of employment, conditions of work, social relation on the job, prompt
24
settlement of grievances fair treatment by employer, etc. job satisfaction describes how content

an individual is with his or her job. It is relatively recent terms since in previous centuries the

job available to a particular person were often predetermined by the occupation of that person

parent. The happier people are with in their job, the more satisfied they are said to be. Job

satisfaction is not the same as motivation, although it is clearly linked. Job design aims to

enhance job satisfaction and performance; methods includes job rotation, job enlargement and

job enrichment. Other influences on satisfaction include the management style and culture,

employee involvement, empowerment and autonomous work group. Job satisfaction is a very

important attitude which is frequently measured by organization. The most common way of

measurement is the use of rating scales where employees report their reactions to their job.

Questions relate to rate of pay, work responsibilities, variety of tasks, promotion opportunities

the work itself and co-workers. Some questions ask yes or no questions while other ask to rate

satisfaction on scale where 1 represents “not at all satisfied” and 5 represents “extremely

satisfied”.

However, more comprehensive approach requires that many factors are to be included before a

complete understanding of job satisfaction can be obtained. Such factors as employee’s age,

health temperature, desire and level of aspiration should be considered. Further his family

relationship, Social status, recreational outlets, activity in the organizations etc. Contribute

ultimately to job satisfaction.

25
 INDUSTRY PROFILE
Entry Barriers

As Indian tractor market is one of the fastest growing markets in world, global tractor

companies are targeting this market to fuel their future growth plans. These global major will

face formidable entry barriers. These include:

1. Lower cost of capital for Indian Companies.

2. Extensive distribution and after sales services network of Indian manufacturers.

3. Brand loyalty.

4. Wide range of models is needed in Indian market.

Technology

The tractor industry in India has acquired modern technology as per the report on perspective

for tractor industry prepared by the Ministry of Industry "The technology gap between India

and International tractors is relatively smaller than that existing in four wheeler automobile

sectors. This is largely due to the greater competition and relatively newer foreign

collaboration in the industry".

The establishment of in house R & D facilities in the tractor industry has greatly helped in this

direction.

Most of the manufacturers have entered into technical collaboration with world renowned

companies in the field. The absorption of foreign technology in gew of the Indian models is

more or less complete. Important elements of a tractor upon which the efficiency and utility

depends are:

(1) Engine

(2) Transmission system (consisting of clutch, gear box, rear axle).

26
(3) Hydraulic system and linkage for control of implements.

(4) Power take off (PTO), shaft and draw bar.

Design, manufacture, assembly and testing of these element/system form the core of

tractors technology. Since these are critical to the performance of tractors, all tractor

manufacturers provide facilities for their indigenous production.

Eicher Tractor Limited

In 1960, Eicher Tractors was promoted by Eicher Goodearth, a pioneer in the manufacture of

agricultural tractors. Incorporated as Eicher Diesels Pvt. Ltd., it connected operations in 1983.

In Jan'86, the company name was changed to Eicher Tractors.

Initially manufacturing tractors in the 25HP range only, it later went on to produce 35-HP

tractors (investing Rs. 30.28 cr.) and 50 HP tractors (through a group company).

Under a re-organisation plan, two wholly-owned subsidiaries of Eicher Goodearth - Eicher

Faith Machinery and Continental Auto Ancillary (manufacturing tractors and diesel engines)-

were merged with the company effectively from 1 July, 85, when the marketing division of

Eicher Goodearth, too, was transferred to the company. The company acquired a gear

manufacturing unit in 1992 with the amalgamation of Ramon & Demm, a BJFR company.

Copol Farm Equipment, an associate company, has been proposed to be merged with the

company. Other companies promoted by Eicher Tractors jointly with associate companies are

Eicher Span Financial Services, Eicher Consultancy Services and Eicher Agrotech. Eicher

Tractors, in a bid to shore up its bottom line further, has introduced two new specific tractors.

The company also launched the upgraded version of 30 HP Super-OJ (direct injection) for the

South Indian markets. Eicher also has increased the warranty period of the multi-cylinder

tractors for two years of 2500 hours. The above moves are aimed to exploit the present
27
growing trend in the markets, a senior official told the financial express. The company has

introduced a-.30HP peddling special with extra heavy clutch, heavy duty gear box specifically

for coastal districts and 42 hp three-cyelinder, 120 kg lift capacity tractor for heavy duty

purpose, the official said.

This is the first time the company is targeting coastal areas in southern states with a pedding

special, which is being dominated by New Holland and others, the official said.

Escorts tractors Ltd.

Tractors (ETL) commenced manufacture on ford 3000 tractors in technical and financial

collaboration with Ford. ETL, so far, has been manufacturing tractors of higher HP.

ETL's market share in the 41-50 hp tractor segment is more than 50% and it commands about

11 % of the total industry volume.

In Feb. 91, ETL came out with a public-cum-rights issue of PCDs aggregating Rs. 40.84 cr., to

finance the expansion of its capacity from 11000 to 21500.

The company tapped the capital market again in No. '93 with a rights issue of NCDs with

detachable wartants to finance its Rs. 70.75 cr. Modernization and Rs. 15.3 cr. Expansion, as

well as to meet working capital requirements) Rs. 17.95 cr.).

The company, now, hopes to expand its capacity from 15500 to 2 I 500 tractors by the end of

1997. ETL was merged with Escorts with effect from 1 April, 95 subject to approval and

confirmation of the Delhi High Court. The company earned Rs. 1.49 cr. Foreign exchange in

1994-95. It is the firs: Indian tractor company to be accredited "with the ISO 9001

certification.

Punjab Tractors
Punjab tractors (PTL), the third-largest tractor manufacturer in India, is based in Chandigarh.
28
Central Mechanical Engineering Research Institute (CMERI) jointly with Punjab Industrial

Development Corporation set up PTL to commercialize indigenous technology.

The company's factory in Ropar, Punjab, manufacturers agricultural tractors, power tillers,

agricultural machinery and implements, forklifts, trucks, and sophisticated engineering

equipment. The tractors, marketed under the Swaraj brand name, enjoy a good demand and the

company exhibited growth despite recessionary conditions in the tractor industry.

In 1983-84, PTL entered into a technical collaboration with Kamatsu Forklifts Company,

Japan, to manufacture diesel and electrical forklifts. It has also entered into a joint venture

agreement with Swaraj Mazda Motor Sumitomo, Japan. .

The company has installed capacity totaling 25000 for tractors, harvesters combines and rice

transplanters. PTL has constantly been setting standards of excellence. PTL share of the tractor

market grew from 15.9 % in 1998-99 to 18.4 % in 1999-2000, while net sale went up by 22.3

% to Rs.981.7 crore in 2000.

Product design and commercialization have been the two pillars of strength, for Punjab

Tractors. The engineering background of its managers, location advantages and the company's

vendor programmed enable PTL to contain costs. The company also outsources 72 % of its

components.

PTL, however, faces challenges from new entrants like New Holland of the UK, John Deere of

US and SAME of Italy. Worse, these new players are attacking PTL's bastion- the 31-40 hp

segment- that accounts for about 61 % of the market. Nevertheless, PTL seems undaunted by

these developments and challenges, and ploughs on the ahead stolidly.

Majors Players of Industry

Tractors sales have risen on the back of adequate credit availability and with emerging markets
29
like MP, AP, Maharashtra, Gujrat, Rajasthan. Presently, 15 tractor manufacturers are

competing in tractor market. And 6 major players have dominated market.

 Major Tractor Manufacturers

Company Brand name Plant

Mahindra And Mahindra Mahindra Mumbai

CNH Industrial New Holland Noida

Tractor and Farm Equipment Tafe Chennai

Ltd

Escorts Powertrac, Escorts, Farmtrac Faridabad

Eicher Eicher Faridabad

Hindustan Machine Tools HMT Pinjore

 New Entrants

Bajaj Tempo Tempo OX Pune

Same Same Ranipat (MP)

Larsen and Turbo Ford Noida

International Tractors John Deere Sanswadi

Sonalika Hoshiarpur

 List of Major Manufacturer with their present selling models:

Sr. No Name of the Tractor Present H.P

Manufacture Major Selling
Models
Escorts 325 27
Farmtrac 335 35
340 40
355 47
50 47
60 50

30
H.M.T 1811 18
2522 25
3511 35
4511 45
5911 58

Swaraj 720 19
724 25
735 FE 35
Eicher 855 55

Mahindra 241 24
242 24
243 24
312 30
364 35

New Holland 225 25

265 25
275 35
275 DI 35
475 40
575 45

Tafe 25 20
30 30
1035 35
1035 DI 35
245 47

31
 COMPANY PROFILE

New Holland Fiat India is a 100% subsidiary of USD 15bn. CNH Global, - the World’s largest

Agricultural Equipments Company, the Leading manufacturer of Agricultural and construction

equipment manufacturer in the world. a majority owned subsidiary of Fiat Group. Spread

across 60 acres in the Greater Noida District of Uttar Pradesh, the state-of-the-art plant with an

initial investment of over Rs. 250 Crores, is designed on the lines of New Holland’s

international manufacturing facilities. The company has focused its strength in agricultural

mechanisation to build a world-class tractor company in India. It’s rationale for investment in

India to be driven primarily by its long involvement and in-depth understanding of the Indian

agricultural industry. Last year it produced over 23,000 tractors in 35-75 Hp segment with over

a 90 per cent indigenisation. Not just India, tractors made by New Holland India have made

their mark in the rest of the world. Today completely built tractors manufactured in its state-of-

the-art Greater Noida plant are being exported to over 51countries in Asia, Africa and Middle

East, Australia, New Zealand, Latin America and North America. A true testimony of the New

Holland India quality, that the world admires.

Major Milestones

1996 New Holland India established.

1997 Ground Breaking Ceremony of the Plant at Greater

Noida.

1998 Inauguration of Training center

1998 New Holland India launched the 5630 (70 HP Tractor)

1999 Plant Inauguration and Launch of 50 HP tractor New

Holland 3630
2001 New Holland 3230 (42 HP Tractor) launched

32
2002 New Holland 3030 (35 HP Tractor) launched

2003 New Holland 3630 TX – 55 HP Launched

2005 Launched 3630 TX+, 3130, 3600 and 5500 & 7500
models in both 2 wheel and 4 wheel drive version.

2007 New Holland NX Series(35hp, 40Hp and 45 Hp

category) launched

2008 100,000th Tractor Rolled Out. 3037 NX model launched

Research & Development

With a thorough knowledge and understanding of the Indian farmer's requirements, New

Holland has been able to deliver what the Indian farmer wants. This has been made possible by

the extensive research done on the specific requirements of the Indian farmer, in the state-of-

the-art Research &Development centre situated at Greater Noida. The New Holland India R &

D centre designs, develops and tests new products for Indian as well as International markets.

HI-tech 3 dimensional computer aided design tools are used to develop new products.

Extensive testing is carried out on the products designed and developed in R&D centre which

includes bench testing of components. Performance and reliability tests are also done keeping

in mind the actual working conditions with customers. With its name comes the commitment

of a team of professionals driven by a single goal: that of putting technology into the hands of

farmers, allowing them to maximise productivity most economically. Its tractors not only meet

but also exceed the requirements of its customers.

Industrial Operation
New Holland India has the following key operational areas:

 Engine Assembly and Testing

33
  Makino Machining Centre

 CED (Cathodic Electro Deposition) Paint shop

 Final Assembly and Testing

Focus on Quality

New Holland India team is always striving hard with a spirit of dedication & teamwork to

establish the best international quality standards of customer satisfaction for the Indian farmer,

infused with the core values & guiding principles of CNH Group worldwide.

Each tractor that leaves the plant is perfect down to the last coat of paint, which lasts for years.

The plant has a special 'Makino' machining centre which provides both accuracy and precision

while manufacturing complex machine parts of tractors. Not only that, it has a CED (Cathodic

Electro Deposition) paint shop for longer life of the tractors.

New Holland India is the first Indian tractor company to get an ISO 9001:2000 certification for

quality standards.

New Holland has implemented and integrated Supply Chain ERP system, which gives

extremely flexible and controlled material management. All production staff and workers are

technically qualified, and many of them have been trained in New Holland plants abroad to

ensure international standards of quality and productivity.

Customer Service

Parts

In New Holland, company believe the most important phase of its customer dealing starts

when its machines have rolled out of its outlet. Driven by this philosophy, company provide

prompt after-sales service support to all its customers through its network of over 400 dealers.

34
These dealers' outlets store and sell New Holland genuine parts, lubes and accessories that

conform to the 'New Holland stringent quality standards'. Furthermore, these tractor

parts/accessories are also available through its network of 70 strategically located stockists and

their retailer network of over 3000 outlets spread all over the country. To serve the needs of

the Dealers and Stockists, New Holland India ware house based at Greater Noida that adequate

parts, components, accessories and sub-assemblies, making New Holland capable of prompt

distribution in the domestic and international markets at any point of time.

Training Centre

New Holland Training centre was established with an objective to equip New Holland Dealers

and Sales & Service staff with necessary Technical and Managerial Skills to provide its

customers the best services always. The training centre is situated at the premises of State-of-

the art New Holland manufacturing plant at Greater Noida, includes class rooms with

multimedia presentations facilities, well equipped workshops and various tractor aggregates of

complete New Holland range and wide range of implements and a big farm to provide hands-

on training.

Advanced Support

35
New Holland India has a Web-based catalogues for tractor parts to enable field staff for

placing on line order for parts.

Exports

Not just India, tractors made by New Holland India have made their mark in the rest of the

world. Today completely built tractors manufactured in its state-of-the-art Greater Noida plant

to over 39 countries around the world in tractors to Asia, Africa, Australia, Europe, Latin

America and North America.

In addition to tractors, New Holland India exports sub-assemblies and components

manufactured in the plant are also exported to other CNH subsidiaries worldwide.

A true testimony of the New Holland India quality, that the world admires.

An Unmatched After Sales Support

Born at its world class manufacturing set up at Greater Noida in Uttar Pradesh, all its products

are made with care to ensure that they are of world class quality standards. Company

understands the importance of the right way of using and maintaining the products for getting

the best performance output. Hence company was the first to introduce “On site

comprehensive Product Installation” for its valued customers. Company also makes use of

every single opportunity to update its customers on product applications and fuel saving tips.

Its products are supported through a wide dealer network spread across the country equipped

with infrastructure and trained manpower to deliver best in class support. The state of the art

training center at plant along with a wide spread group of regional training centers, help in

keeping its dealer technicians up to date on trouble shooting and product care in terms of

minimum downtime and quality of work.

36
Company takes every opportunity to meet, understand customer needs and update them on

technological developments through service camps, customer meets etc. At NHI company

believes in long lasting relationship with its customers. Each one of its customers is a brand

ambassador for its product and company takes every possible step to retain this relationship.

All its actions and efforts are based on the changing needs of its customers and aimed towards

ensuring customer delight which is the key to success in any business.

In New Holland, company believes the most important phase of its customer dealing starts

when its machines have rolled out of its outlet. Driven by this philosophy, company provides

prompt after-sales service support to all its customers through its network of over 400 dealers.

These dealers' outlets store and sell New Holland genuine parts, lubes and accessories that

conform to the 'New Holland stringent quality standards'. Furthermore, these tractor

parts/accessories are also available through its network of 70 strategically located stockists and

their retailer network of over 2500 outlets spread all over the country. To serve the needs of

the Dealers and Stockists, New Holland India warehouse based at Greater Noida stocks

adequate parts, components, accessories and sub-assemblies, making New Holland capable of

prompt distribution in the domestic and international markets at any point of time.

New Holland Fiat’s Spare Parts Business was established in year 1997 to cater to the Ford

tractors with a mission to continuously create superior value for its customers, shareholders,

employees and business partners, by together building and growing a ground business network

in India and achieving industry leadership and world class standards in both products and

processes.

Gradually Ford Tractors gave way to New Holland (its flagship brand) in India. As the tractor

37
population of New Holland in India increased, the Parts Operations Team actualizing its

mission, continued to serve requirements of Ford Tractor customers along with owners of New

Holland tractors.

its objective is to make available spare parts to New Holland consumers at right time, right

place, in right quantity and at right price. company has exercised the multi-channel distribution

to make Original New Holland spares available to each and every New Holland tractor owner.

Today, India Parts Operations, through strong network of Dealers and Stockists, stands strong

as a backbone to New Holland’s after sales and service. its planned sourcing, efficient

warehousing operations and synergized marketing, enables parts team to extend its support to

customers not only in the remotest corners of India but also to its business ventures abroad in

North America, Brazil, Modena (Italy) and Southeast Asia to name a few.

The ever increasing trust and expectations of customers proves to be a driving force to enhance

its services. Company aspires to give its customers a truly international experience and for that

company has commissioned a New Parts Distribution Center supported by latest material

handling equipments and robust processes. Company continuously strive to improve its

services through effective Customer Relationship Management. Company has assigned a

dedicated customer care personnel to provide support to its channel partners and also company

seeks their feedback for services provided, throughout the year.

Company hopes, its efforts & hard labor along with the support of state of the art infrastructure

& latest technology, will be able to deliver finest tractor owning experience to its customers,

for which New Holland is always known for.

38
Training

New Holland Training center was established with an objective to equip New Holland Dealers

and Sales & Service staff with necessary Technical and Managerial Skills to provide its

customers the best services always.

The training center is situated at the premises of State-of-the art New Holland manufacturing

plant at Greater Noida, includes class rooms with multimedia presentations facilities, well

equipped workshops and various tractor aggregates of complete New Holland range and wide

range of implements and a big farm to provide hands-on training.

There is a suitable course for every person at the Dealership. Also a suitable module is ensured

on product training keeping in mind the requirement of the entire field staff.

Special course are planned for the Dealers Principals covering in depth knowledge on Product,

Sales Management and also various Dealer policies, so as to support Dealership activities.

In Technical programs focus is given on Dealer Service Managers and Technicians with two

levels (Basic and Advance) of separate programs for both Service Managers and Technicians

are planned. For Service Managers apart from the technical competency, reporting procedures,

warranty systems, PDI / Installation of the product with more emphasis on logic and concepts

so as to make them effective at trouble shooting.

Parts Manager Programs gives focus on Parts marketing, ordering, and inventory management

also on the product familarisation for better planning and coverage.

39
In Sales programs focus is given on Sales managers and Salesmen with special focus on

Dealership management, territory management, apart from selling skills and product and

competitive knowledge as also imparted to the Dealer salesmen.

Field training is given due importance to understand correct tractor and implement practices.

To provide on job training especially for mechanics and operators. New Holland has Regional

training centers operational at Ludhiana, Trichy, Rohuri and Ananatpaur customized training

programs are also offered to satisfy the stated need of every person so that they are able to

satisfy the end customers and provide them the best always.

Institutional Sales

It’s not just the individual farmer who benefits from New Holland tractors and other

Agricultural Equipment but also a number of leading Government and Private Agencies,

Construction companies, Sugar mills, Military Farms and even Academic Institutions. These

organizations not only employ but also recommend the usage New Holland Tractors and

Agricultural Equipment for a wide range of applications. The names of few such organisations

are mentioned below:

 Agriculture Universities / Research Institutes / Trust / Govt. Sector / Defence

 Sugar / Distilleries / Chemicals & Allied Industries

 Construction / Allied Sectors

 Private Farms / Clubs

 Aviation

40
Network

Wherever an Indian farmer is in need for better productivity, a New Holland dealer is never

very far. New Holland India has a strong network of over 450 dealers spread across the

country from Baramula in North to Kanyakumari in the South and Bhuj in West to Guwahati

in the East. New Holland authorised dealers are equipped to provide its customer Sales,

Service and Spare Parts support. Moreover, regular training is provided to the Dealer's Sales

and Service staff at the New Holland Training Centre located at Greater Noida to enable

them offer services to customers effectively and efficiently. Thus owning and maintaining

New Holland tractors becomes a thoroughly satisfying experience for the customer.

41
 CHAPTER-2
REVIEW OF LITERATURE

42
 CHAPTER-2
REVIEW OF LITERATURE

 CHRISTIAN GRUND (2001): The impact of wage increases on job satisfaction is

explored. First, it is empirically established that current job satisfaction rises with

absolute wage level as well as with wage increases. Second, a basic job satisfaction

function is constructed based on the empirical results, and theoretical implications are

analyzed. It is shown that the myopic maximization of such a function directly implies

increasing and concave shaped age-earnings profiles.

 MICHAEL A SHIELDS AND STEPHEN WHEATLEY (2002): Investigated the

determinants of racial harassment at the workplace and its impact, via job satisfaction,

on intentions to quit. Using data for ethnic minority nurses in Britain, we find that

nearly 40% of nurses have experienced racial harassment from work colleagues, whilst

more than 64% have suffered racial harassment from patients. The experience of racial

harassment at the workplace leads to a significant reduction in job satisfaction, which,

in turn, significantly increases nurses' intentions to quit their job. These findings have

important policy implications for retaining qualified nursing staff in the British

National Health Service.

 CHRISTAN GRUND AND DIRK SLIWKA (2005): The impact of wage increases

on job satisfaction is explored theoretically and empirically. To do this, we apply a

utility function that rises with the absolute wage level as well as with wage increases. It

is shown that when employees can influence their wages by exerting effort, myopic

utility maximization directly implies increasing and concave shaped wage profiles.

Furthermore, employees get unhappier over time staying on a certain job although
43
 wages increase. Using data from 19 waves of the German Socio-Economic Panel we

find empirical support for both the form of the utility function and the decreasing job

satisfaction patterns. a more efficient firm.

 LUIS DAIZ-SERRANO AND CABRAL VIEIRA (2005): We examine differences

in job satisfaction between low- and higher-paid workers within the European Union

(EU). We use The European Community Household Panel Data covering the period

1994-2001. Our results indicate that low paid workers report a lower level of job

satisfaction when compared with their higher paid counterparts in most countries,

except in the UK. This supports the idea that low-wage employment in these countries

mainly comprises low quality. The results also indicate that the gap in average job

satisfaction between low- and higher-paid workers is markedly wider in the Southern

European countries than in the rest of EU. Finally, there are significant differences in

the determinants of job satisfaction across countries. It seems then that a homogeneous

policy may be inappropriate to increase satisfaction, and hence labour productivity, in

the EU as a whole. Hence, an improvement of the quality of the jobs in the EU may

require different policies. In particular, in some countries such as the United Kingdom

removing low employment, namely through regulation, may worsen the workers' well-

being, although in other cases such a policy may lead to a totally different outcome.

 JOSSE DELFGAAUW (2005): Using survey data of public sector employees in the

Netherlands, this paper shows that workers' satisfaction with various job domains not

only affects whether but also where workers search for another job. An intuitive pattern

emerges. Workers try to leave their current employer when their job search is instigated

by dissatisfaction with an organization-specific job domain, like management.

Conversely, more job-specific problems, like a lack of autonomy, lead workers to opt

44
 for another position within their current organization. Dissatisfaction with job domains

which may have an industry-specific component, such as job duties, drives workers out

of their industry. These findings suggest that on-the-job experience provides workers

with information about the quality of their own job as well as of other jobs in their

organization and industry

 LUTZ KAISER (2005): In 14 member states of the European Union, women's relative

to men's levels of job satisfaction are compared by using data of the European

Household Community Panel. The countries under consideration can be assigned to

three different groups. Denmark, Finland and the Netherlands do not show significant

gender-job satisfaction differences. In contrast, in Portugal men are more satisfied with

their jobs than women. However, in the vast majority of the investigated countries

female workers show a significantly higher level of job satisfaction. As the majority of

women are disadvantaged compared to men in the labor market, the findings clearly

demonstrate a gender-job satisfaction paradox in these countries. From this point of

view, only Denmark, Finland and the Netherlands display gender-job satisfaction

equality. The results suggest that objective (socio-economic and institutional)

determinants of labor market statuses and subjective (assessed and evaluated)

perspectives are mutually complementary. The more restrictive the labor market access

and process is for women, the more likely a gender-job satisfaction paradox is to

emerge in any country. With regard to the process of labor market modernization, the

results support the hypotheses that equal opportunities for women and men like in

Scandinavian countries and also partially in the Netherlands implicate that the gender-

job satisfaction paradox does not appear anymore due to a fading-out over past

decades.

45
 FREDERICK HERZBERG’S TWO-FACTOR THEORY (MOTIVATOR

HYGIENE THEORY): although typically thought of as a motivation theory, is

another famous theory that explains job satisfaction. This theory states that satisfaction

and dissatisfaction are driven by different factors – motivation and hygiene. Motivators

are aspects of the job that make people want to perform and provide people with

satisfaction. Hygiene refers to the aspects of a job that do not make people satisfied

(such as pay), but their absence would cause dissatisfaction.

 FELIX R. FITZXOY AND MICHAEL A NOLAN: Job-satisfaction as a component

of workers' utility has been strangely neglected, with work usually regarded as

reducing utility and the benefits of leisure. This is contradicted by many empirical

studies showing that unemployment is a major cause of unhappiness, even when

income is controlled for. Here we develop a simple model where job-satisfaction is

non-contractible but can be included in extended collective bargaining when workers

participate in management, but employment is still chosen to maximize profit.

Including taxation to fund unemployment benefits and public goods, we show that

switching from traditional bargaining over wages to extended (but still second-best)

bargaining can generate a Pareto welfare improvement.

 JOSE GUERAR, INES MARTINEZ, and LOURADES, FRANCISCO: The

potential positive or negative consequence of relationship conflict versus task conflict

for group members and organizations continues to be a controversial topic. Whereas a

certain amount of agreement exists on the negative consequences of relationship

conflict, the evidence for task conflict is not as conclusive. This has led some authors

(De Dreu & Weingart, 2003a,b) to propose a contingence perspective. This article
46
 continues this approach and analyzes the influence of types of conflict on group

members' satisfaction and wellbeing, considering the moderating role that

organizational culture plays in this relationship. Two types of service organization have

been studied; private organizations with a high goal oriented culture, and public

organizations with a low goal oriented culture. Results show that a) relationship

conflict decreases both public and private workers' job satisfaction and affective

wellbeing; b) task conflicts decrease private organization workers' satisfaction and

affective wellbeing, while this dysfunctional effect is absent in public organizations; c)

goal orientation moderates the effect of task conflict in private organizations; and d)

support orientation moderates the effect of task conflict in public organizations.

 DIRK SLICKER (2012) the impact of wage increases on job satisfaction was

explored. First, it was empirically established that current job satisfaction rises with

absolute wage level as well as with increases. Second, a basic job satisfaction function

was constructed based on the empirical results, and theoretical implications are

analyzed. It was shown that the myopic maximization of such a function directly

implies increasing and concave shaped age-earnings profiles SUSAN LINZ Michigan

State University May 2002 William Davidson Institute Working Paper Number 468

Why do Russians work without wages? This paper investigates the extent to which job

satisfaction and attitude toward work in general may account for the observed

behaviour of Russian workers. To analyze the level and determinants of job satisfaction

among Russian workers, this paper utilizes survey data collected from 1,200 workers

and managers employed in seventy-six organizations in Moscow, Saratov and

Taganrog the paper was divided into five parts. Part 1 presents the three measures of
47
 job satisfaction used in this analysis. Response patterns, analyzed by occupational

status, gender, and generation, are discussed. Part 2 first explores gender and

generational differences in attitudes toward work in general, and then examines the

relationship between attitude toward work and job satisfaction.

 CHRISTIAN GRUND (2015) the impact of wage increases on job satisfaction was

explored. First, it was empirically established that current job satisfaction rises with

absolute wage level as well as with wage increases. Second, a basic job satisfaction

function was constructed based on the empirical results, and theoretical implications

are analyzed. It was shown that the myopic maximization of such a function directly

implies increasing and concave shaped age-earnings profile.

 MICHAEL A SHIELDS AND STEPHEN WHEATLEY (2018) investigated the

determinants of racial harassment at the workplace and its impact, via job satisfaction,

on intentions to quit. Using data for ethnic minority nurses in Britain, we find that

nearly 40% of nurses have experienced racial harassment from work colleagues, whilst

more than 64% have suffered racial harassment from patients. The experience of racial

harassment at the workplace leads to a significant reduction in job satisfaction, which,

in turn, significantly increases nurses' intentions to quit their job. These findings have

important policy implications for retaining qualified nursing staff in the British

National Health Service.

 RITU AGGARWAL (2020) drawing on the conceptual foundations of leader-member

exchange and behavior modeling we investigate the effects of managers' coaching

intensity on the performance of those they supervise at multiple levels of an

organizational hierarchy. Data from 328 sales people reporting to 114 middle
48
 managers, and 93 middle managers reporting to 32 executive managers are used to test

the research hypotheses. Using hierarchical linear modeling we find that managers

coaching intensity influences the performance of their subordinates after controlling for

job satisfaction and this effect weakens at greater hierarchical levels. Surprisingly.

They did not observe any cross-level moderating effects of coaching intensity on the

satisfaction - performance relationship, they discuss the implications of our findings for

future research and practice.

 LUIS DAIZ-SERRANO AND CABRAL VIEIRA (2020) they examine differences

in job satisfaction between low- and higher-paid workers within the European Union

(EU). They use The European Community Household Panel Data covering the period

1994-2001. Our results that low paid workers report a lower level of job satisfaction

when compared with their higher paid counterparts in most countries, except in the

UK. This supports the idea that low-wage employment in these countries mainly

comprises low quality. The results also indicate that the gap in average job satisfaction

between low- and higher-paid workers is markedly wider in the Southern European

countries than in the rest of EU. Finally, there are significant differences in the

determinants of job satisfaction across countries. It seems then that a homogeneous

policy may be inappropriate to increase satisfaction, and hence labour productivity, in

the EU as a whole. Hence, an improvement of the quality of the jobs in the EU may

require different policies. In particular, in some countries such as the United Kingdom

removing low employment, namely through regulation, may worsen the workers' well-

being, although in other cases such a policy may lead to a totally different outcome.

49
 CHAPTER-3
RESEARCH METHODOLOGY

50
 RESEARCH METHODOLOGY

The term ‘research’ refers to the systematic method consisting of enunciating the problem,

formulating a hypothesis, collecting the facts or data, analyzing the facts and reaching certain

conclusions either in the form of solution towards the concerned problem or in certain

generalizations for some theoretical formulation. The purpose of research to discover answers

to questions through the applications of scientific procedures. The main aim of research is to

unravel the truth which is hidden and which has not been discovered as yet.

To carry out this project effectively the whole process was divided into closely related

steps as under:-

 Formulating the research plan

 Developing the research plan

 Determining sample design

 Selecting data collection method

 Collection of the data

 Analysis of data

RESEARCH DESIGN

Type of Research Quantitative

Data Sources Primary sources

Research Approach Descriptive Research

Research Instrument Questionnaire

Contact Method Personal Interview

Sampling Method Convenience and Judgmental sampling

51
Sampling Units Potential and actual customers whom the

research contacted

Sample Size 100 customer

Type of Questionnaire Structured

Objective of Study

For the purpose of completion of the project Sirsa area was chosen in the state of Haryana.

This district is rich in terms of economic growth, rural income and human development. So

generalization based on the study can be made for whole of population of the state. The

objectives of the study are as follows:

 To understand about the important factors which affect the New Holland tractor

purchase

 To examine the effectiveness of advertisement in New Holland tractor purchase.

 Effect of reference group on New Holland tractor purchase.

 To analyze the consumer behavior of farmers towards the New Holland tractor

Scope of the Study :

In the present scenario, who no business firms, concern, public or private department, banks,

companies etc. function smoothly without technological advancement of information

technology. In many companies and small scale industries, still traditional human resource

system is available. However, some of them have initiated and have adopted the Information

technology advanced techniques to mete out the day to day human resource functions. In order

to observe the problems and practices adopted by the small scale industries, and to suggest

thereupon a study has been conducted.

52
Sources of Data:

After identifying and defining research problem, determining specific information required to

solve the problem, the researcher look for the type & sources of data which may yield the

desired result for the stated objectives.

The sources of data are varied, which depend upon the nature of study. Data can be

distinguished into:

(i) Primary Data

(ii) Secondary Data

Primary Data:

Primary data are those which are collected afresh and for the first time and thus happens to be

original in characters. Primary data refer to information that is generated to meet specific

requirements of investigation at hand. The primary data are classified as:

 Observation

 Interview

One of the most popular and widely used techniques of data collection used in field

survey in the questionnaire of schedule. A questionnaire is a form containing a series of

question and providing space for their replies to be filled in by the respondent himself.

There are two type of questionnaire viz.

 Structured Questionnaire

 Unstructured Questionnaire

Structured Questionnaire are those, in which the question to be asked from the

respondents and the instructions to be followed interviews are very precisely stated in advance.

53
 Unstructured Questionnaire are those, which specify only the broad areas of subject

and not the form or sequence of questions.

Schedule is the name given to a set of questions, which are asked & filled in by an

interviewer in a face to face situation with another person. A schedule is therefore just the

same as questionnaire as far as the set of questions is concerned. Since the investigator

himself fills schedule himself it is more convenient in field handling.

In the present research the data is collected through Schedule consisting structured

questionnaire. In this the target responds are fanners at Sirsa district.

Secondary Data:

The secondary data relate to the information obtained from various sources which have already

taken efforts of gathering, assimilating, classifying and presenting them. Such data may

provide some kind sparks, fillers and supportive evidences to the study on hand. The likely

source of secondary information may be Company Record, Competition Files, Research

Agency Reports. Trade Journals, Newspapers / General Magazines, Latest books and Research

papers, Trade Association and in house Publications, Government Publication & Departmental

Statistical.

All the records that have been used for the present study have been acknowledged in the

Bibliography section of the report.

Limitations :
1. The first and the main is time bound ness.

2. Some areas could not be captured within in given time.

3. The information collected by the respondents can be biased.

4. Perception of the peoples is different so that the information should not be much more

54
reliable. According to the needs of people, people thinks different from other.

SAMPLE SIZE:-

The method of sampling used was judgment sampling and random sampling. In the sample

size I have included 50 respondent of different area of Sirsa.

Determining Sample Design:-All the items under consideration in any field of enquiry

constitute “A universe or population” here universe consist of all the citizens of Sirsa. It’s not

possible to cover each and every citizens of Sirsa due to constraints like time, cost, money etc.

TOOLS ARE BEING USED

I have used statistical package to feed and analysis data using mean and standard deviation and

graphs as well. The collected data was first codified. Classified and then crystallized into

tables which are further elucidated by bar graphs and by pie charts. The conventional statistical

techniques used in this survey are the percentage analysis and the graphical representation.

Percentage analysis has been used as the main tool and graphs are helpful to analysis and

interpret the data.

DATA COLLECTION METHOD:-

Data collection method should be such that it facilitates to elicit proper information

from respondents. There are a number of methods for a data collection like observation,

schedules, interviews etc., depending upon the nature of investigation, objective and scope of

enquiry, resources, available time and desired degree of accuracy. In case our research

questionnaire was a framed and personal interview method was adopted. To have information

regarding company and general opinion requires detailed discussion with respondents and for

that personal interview is most suitable method as vital information and that too in greater

depth can be obtained.

55
COLLECTION OF DATA

Basically there are two sources of data i.e.

1. PRIMARY SOURCE OF DATA

2. SECONDARY SOURCE OF DATA

Primary source of data are original in nature. They are collected mainly for the objective and

related to objective. There is no need to modify the data.

Secondary source of data are not original in nature. They need to modify according to

objective of study. These may be collected from News paper, Magazines, Journal, online etc.

Primary :- Through Questionnaires

Secondary :- Through Internet, Journals, News papers and Misc.

ANALYSIS OF THE DATA:-

After gathering the data from various sources the researcher has to analyze it to sort out

relevant information. The unwidely data should necessarily be condensed in to a few

manageable groups and tables for further analysis.

56
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

57
 DATA ANALYSIS AND INTERPRETATION

Questionnaire to New Holland Customers

Respondent particulars:-
Q1. How do you come to know about the New Holland tractor you have?

Dealer 30%

Advertisement 60%

Magazines 4%

Banners 6%

6%
4%

30%

60%

Dealer Advertisement Magazines Banners

Interpretation
During the survey it has came to light that 18% of respondent customers in District Sirsa came
to know about the company from magazines, 4% from banners, 30% from Dealers and a big
number of 60% customers came to know from advertisement.

58
Q2. While making purchase what were the key factors you expected in tractor?

Price 16%

Brand Name 16%

Product Durability 38%

Services provided by company 15

16%
Price
30%

Brand Name
16%

Product Durability

Services provided by
38% company

Interpretation
Survey transpired that 16% of respondent customers in District Sirsa consider about the price
of the vehicle while purchasing, 30% prefers services provided by the companies, 38 durability
of the product, whereas remaining 16% respondents prefers the brand name of the company.

59
Q3 How do you rate overall performance of New Holland ?

Excellent 44%

Good 34%

Average 16%

Poor 6%

6% Excellent

16%
Good
44%

Average

34% Poor

Interpretation
Survey transpired that 16% of respondent customers in District Sirsa rates New Holland as
"Average" 34% as "Good", 44% as Excellent and the remaining 6% were not satisfied with the
company's services.

60
Q4. While buying the New Holland product what are the important factors influences the
promotional scheme?

Exchange offer Special discount Price Any other

32% 28% 16% 24%

24%
32%

16%

28%

Exchange offer Special Discount Price Any other

Interpretation
Survey transpired that 32% of respondent customers in District Sirsa considers and exchange
offers influences the company's schemes, 16% prize , 28% special discount and 24% considers
other schemes.

61
Q5. Do you ever face problem with New Holland ?

Yes No

26% 74%

26%

Yes No

74%

Interpretation
Survey transpired that 74% of respondent customers in Distt. Sirsa were satisfied with New
Holland whereas 26% had some problems with New Holland.

62
Q. 6 If yes, what type of problem you are facing with New Holland ?

Maintenance Noise Non durability Any other

15% 8% 46% 31%

15%
Maintenance
31%
8% Noise

Non durability

Any Other

46%

Interpretation
Survey transpired that out of 26% respondent customers in District Sirsa 15% had problem
with Maintenance, 8% with Noise, 46% with Non-durability and 31% with some other
reasons.

63
Q.7 What, do you think may be the biggest strength of
New Holland’s product?

Durability Mileage Services of company any other

/ Dealers

24% 11% 49% 16%

16%
24% Durability

Mileage

Services of Company /
11% Dealers
Any other
49%

Interpretation
It has came to light during the Survey that out of 37 respondent customers in District Sirsa
11% rated the strength of New Holland because of its Mileage, 24 for Durability, 49% for the
services provided by either company or Dealers whereas 16% of them had their own respective
view.

64
Q. 8 Would you like to recommend New Holland products to your friend or relatives?

Yes 72%

No. 28%

Yes No.
28%

72%

Interpretation
It has come to light during the Survey that out of 50 respondent customers in District Sirsa
72% were interest to recommend New Holland products whereas 28% were reluctant to
recommend.

65
Q. 9 Whether any dealer contacted to suo-moto regarding the product, purchased by
you from the dealer ?

Yes 72%

No. 28%

Yes No.
28%

72%

Interpretation
It has come to light during the Survey that out of 50 respondent customers in District Sirsa
72% customers had been ever contacted the dealer of New Holland regarding their product
whereas 28% were not.

66
 Questionnaire from Non-Customers

Q1. Do you ever heard about New Holland ?

Yes - 96% No - 4%

4%

Yes No
96%

Interpretation
It has come to light during the Survey that out of 50 Non-customer respondents in District
Sirsa 96% were well acquaintant with New Holland products whereas a nominal number of
respondent of 4% were not aware about New Holland Products.

67
Q2. If yes, how do you come to know about this product?

Dealer Advertisement Magazines Banners

6% 78% 8% 8%

8% 6%

8%

78%

Dealer Advertisement Magazines Banners

Interpretation

During the survey it has came to light that 8% of non-customers respondents in District Sirsa
came to know about the company from magazines, 8% from banners, 6% from Dealers and a
big number of 78% customers came to know from advertisement.

68
Q.3 According to you which is the leading competitor to
New Holland in India

Eicher Hindustan Ford Any other

84% 4% 4% 8%

8%
Eicher
4%
4%
Hindustan

Ford

Any other

84%

Interpretation

During the survey it has came to light that 4% of non-customers respondents in District Sirsa
consider that Hindustan is the leading competitor to New Holland, 4% Ford, 8% Any other and
a big number of respondent have no doubt regarding the supremacy of Eicher.

69
Q4 Do you intend to purchase any product from New Holland in future ?

Yes 64%

No 36%

Yes No

36%

64%

Interpretation
During the survey it has came to light that out of 50 of non-customers respondents in District
Sirsa 64% were intending to purchase any product from New Holland whereas 6% from
Dealers and a big number of 78% customers came to know from advertisement.

70
Q5. While making purchase what are the key factors you expect in your vehicle?
(Please rank)

Price 32%

Quality 28%

Product Durability 16%

Services provided by company 24%

24% Price
32%

Quality

Product Durability

16%
Services provided by
company

28%

Interpretation
Survey transpired that out of 50 non-customer respondents in District Sirsa 32% consider
about the price of the vehicle while purchasing, 24% prefers services provided by the
companies, 16 durability of the product, whereas remaining 28% respondents prefers the
quality of the company.

71
 CHAPTER-5
FINDINGS, SUGGESTIONS AND
RECOMMENDATIONS

72
 FINDINGS AND SUGGESTIONS

Findings
The conclusion derived from conducting the study regarding New Holland in Sirsa City and
finding of the study are as follows.
1. Advertising play a major role for the sale promotion schemes, whereas other factors
cannot be ruled out.
2. Company/Dealer's services is also the a prominent feature, which should be provided to
the customers
3. Mostly customers were satisfied with dealer/ Company's service, and they consider this
factor as must requirement the company as well as for the customers.
4. Most of the respondent-customers that it's services provided to customers is the biggest
strength of the company.
5. Most of the customers were happy with company's product and willing to recommend
company's product, which is a good sign for the company.
6. Most of the customers were ever contacted by the dealers after the purchase.
7. Regarding non-customers, they have good ideology regarding the company

Recommendations and Suggestions

 New Holland's Customer Care Centre should be installed and a Toll-Free Telephone
Number should be installed for customers to get their grievances redressed and for non-
customers to know about the company's policies and it's products.

 New Holland is able to defend it's present position in the market. Now they should try
to penetrate Substitutes' position. They have to convince users of other brands to shift
to them. So the strategy must be competitive on all sides.

 New Holland has a big market. So, now they should try to acquire it, as they have

73
 already made a good name in market. To compelete the other products they have to
conform the International Standards Whether it is a quality or service standards or price
etc.

 There is a need for Advertising New Holland and its various applications to expand the
total market. Advertisements should be informative and educative in nature so as to
create awareness, but the company should never forget to emphasize on specific brand.

 The company must improve its decision making system to such an extent that it can be
possible for the company to make frequent decisions to Cope with the Market
Conditions.

 The Pricing Policies of the company should be framed very cautiously. The policy
should be consistent along with some flexibility in prices. There must be provisions for
changes in the prices in certain specific situations. It will enable the company to fix
always the competitive prices.

 Most of the customers are quality conscious so quality should be maintained.

 Time to time sale promotional schemes viz. Road shows and canopies on the roads at
various Chowks of city should be placed to aware the public regarding New Holland.

 More advertising material should be provided to dealers to attract the customers.

 Company should emphasize on Advertisements through Print and Electronic Media

both. So that people can get more aware about company.

 Sales Force should be increased So that people can get aware about the New Holland
Products and their Concepts.

 Employees and Advisors should be trained on human behavior and that they should be
made clear that customer is always right.

74
BIBLIOGRAPHY

75
 BIBILOGRAPHY

 Stuart Gibbard: The Ford Tractor Story: Basildon to New Holland, 1964 to 1999

(2000)

 William Dozza, Massimo Misley: Fiat Trattori. Dal 1918 ad oggi, Giorgio Nada

Editore (2008)

 William Dozza, Massimo Misley: Fiat Tractors from 1919 to the present (2011)

 Micro De Cet: Tractors (Complete Encyclopedia Series) (2009)

 C. Otero: Creating the future of the countryside. The European Estate (2009)

 Homer K. Luttinger: The Innovators: The New Holland Story, Hoster Bindery Inc.:

Lancaster, Penn. (1990)

 Robert N. Pripps, Andrew Morland: Ford Tractors (Farm Tractor Color History), MBI

Publishing Company (2004)

 Chester Peterson, Rod Breemer: Ford N Series Tractor, MBI Publishing Company

(1997)

 Andrew Morland: Farm Tractors, MBI Publishing Company (1993)

 Nick Baldwin: Farm Tractors, Board Book (1983)

76
QUESTIONNAIRE

77
 QUESTIONNAIRE

Q1. How do you come to know about the New Holland tractor you have?

 Dealer
 Advertisement
 Magazines
 Banners
Q2. While making purchase what were the key factors you expected in tractor?
 Price
 Brand Name
 Product Durability
 Services provided by company
Q3 How do you rate overall performance of New Holland ?
 Excellent
 Good
 Average
 Poor
Q4 . While buying the New Holland product what are the important factors influences
the promotional scheme?
 Exchange offer
 Special discount
 Price
 Any other
Q5. Do you ever face problem with New Holland ?
 Yes
 No

78
Q6. While buying the New Holland product what are the important factors influences
the promotional scheme?
 Exchange offer
 Special discount
 Price
 Any other
Q7. Do you ever face problem with New Holland ?
 Yes
 No
Q. 8 If yes, what type of problem you are facing with New Holland ?
 Maintenance
 Noise
 Non durability
 Any other
Q.9 What, do you think may be the biggest strength of New Holland 's product?
 Durability
 Mileage
 Services of company / Dealers
 any other
Q. 10 Would you like to recommend New Holland products to your friend or relatives?
 Yes
 No.
Q. 11 Whether any dealer contacted to suo-moto regarding the product, purchased by
you from the dealer ?
 Yes
 No.

79
 Questionnaire from Non-Customers

Q1. Do you ever heard about New Holland?

 Yes
 No
Q2. If yes, how do you come to know about this product?
 Dealer
 Advertisement
 Magazines
 Banners
Q.3 According to you which is the leading competitor to New Holland in India
 Eicher
 Hindustan
 Ford
 Any other
Q4 Do you intend to purchase any product from New Holland in future ?
 Yes
 No
Q5. While making purchase what are the key factors you expect in your vehicle?
(Please rank)
 Price
 Quality
 Product Durability
 Services provided by company

80