A Study On Job Evaluation in Bosch LTD

TABLE OF CONTENTS
1. INTRODUCTION 4
1.1. DEFINITIONS OF JOB EVALUATION 5
1.2. RATIONALE OF JOB EVALUATION STUDY 6
1.3. JOB EVALUATION PROCESS 7
1.4. FEATURES OF JOB EVALUATION 10
1.5. MANAGERIAL IMPLICATIONS OF JOB EVALUATION 10
1.6. PRINCIPLES OF JOB EVALUATION PROGRAMME 12
1.7. GLOBAL JOB EVALUATION STUDY 13
1.8. AIMS OF JOB EVALUATION 14
1.9. OBJECTIVES OF JOB EVALUATION 14
1.10. METHODS OF JOB EVALUATION 14
1.11. ADVANTAGES OF JOB EVALUATION 16
1.12. LIMITATIONS 17
2. RESEARCH DESIGN 20
2.1. TITLE OF THE STUDY 20
2.2. STATEMENT OF THE PROBLEM 20
2.3. SCOPE OF THE STUDY 20
2.4. OBJECTIVE OF THE STUDY 20
2.5. SAMPLING 21
2.6. SAMPLING SIZE 21
2.7. METHODOLOGY 21
2 8. PURPOSE OF THE STUDY 22
2 9. LIMITATIONS OF THE STUDY 22
3. COMPANY PROFILE 24
4. DATA ANALYSIS AND INTERPRETATION 37

5. FINDINGS 76
6. SUGGESTIONS AND CONCLUSIONS 80
APPENDICES AND ANNEXTURE 82
BIBLOGRAPHY 86
2
CHAPTER
INTRODUCTION
CHAPTER – I
INTRODUCTION
1. INTRODUCTION
Job Evaluation is a cultural artefact it is a tangible process that people can see in
operation, hear about, and be affected by. The factors used in analytical job evaluation
schemes to assist in making judgments about relative worth express the beliefs of the
organization about what is felt to be important when valuing jobs and people. They deliver
two messages to employees: this is how we value your contribution; this is what we are
paying for.
A fair pay structure is an essential element of the personnel policy of a firm. If
the pay structure is perceived as arbitrary by the members of the staff, it becomes a cause
of disturbance of the working relations. Job evaluation is a traditional tool used by
companies to assist in the process of determining pay structures that can be also useful
to detect and combat wage discrimination, since allow determining whether two jobs are of
comparable worth or not. Although there are many kinds of systems, many authors agree
when defining point factor methods as the most appropriate and fair job evaluation systems.
The aim of job evaluation is to provide a systematic and consistent approach to
defining the relative worth of jobs within a workplace, single plant or multiple site
organization. It is a process whereby jobs are placed in a rank order according to overall
demands placed upon the job holder. It therefore provides a basis for a fair and orderly
grading structure. Job evaluation does not determine actual pay. It is a technique of job
analysis, assessment and comparison and it is concerned with the demands of the job, such
as the experience and the responsibility required carrying out the job. It is not concerned
with the total volume of work, the number of people required to do it, the scheduling of
work, or the ability of the job holder. Several techniques of job evaluation have developed,
varying in approach. Some involve an examination of jobs according to criteria such as skill,
responsibility and working conditions. Others are less complex.
Job evaluation is a process of determining the relative worth of a job. It is a
process which is helpful even for framing compensation plans by the personnel manager.
Job evaluation as a process is advantageous to a company in many ways:
1. REDUCTION IN INEQUALITIES IN SALARY STRUCTURE - It is found that
people and their motivation is dependent upon how well they are being paid.
Therefore the main objective of job evaluation is to have external and internal
consistency in salary structure so that inequalities in salaries are reduced.
2. SPECIALIZATION - Because of division of labor and thereby specialization, a
large number of enterprises have got hundred jobs and many employees to perform
them. Therefore, an attempt should be made to define a job and thereby fix salaries
for it. This is possible only through job evaluation.
3. HELPS IN SELECTION OF EMPLOYEES - The job evaluation information can be
helpful at the time of selection of candidates. The factors that are determined for job
evaluation can be taken into account while selecting the employees.
4. HARMONIOUS RELATIONSHIP BETWEEN EMPLOYEES AND MANAGER - Through
job evaluation, harmonious and congenial relations can be maintained between
employees and management, so that all kinds of salaries controversies can be
minimized.
5. STANDARDIZATION - The process of determining the salary differentials for
different jobs become standardized through job evaluation. This helps in bringing
uniformity into salary structure.
6. RELEVANCE OF NEW JOBS - Through job evaluation, one can understand the
relative value of new jobs in a concern.
According to Kimball and Kimball, “Job evaluation represents an effort to determine
the relative value of every job in a plant and to determine what the fair basic wage for such
a job should be.”
Thus, job evaluation is different from performance appraisal. In job evaluation,
worth of a job is calculated while in performance appraisal, the worth of employee is
rated.
1.1. DEFINITIONS OF JOB EVALUATION
Below are given some important definitions of job analysis:
Job Evaluation involves determination of relative worth of each job for the purpose of
establishing wage and salary differentials. Relative worth is determined mainly on the basis
of Job Description and Job Specification only. Job Evaluation helps to determine wages
and salary grades for all jobs. Employees need to be
compensated depending on the grades of jobs they perform. Remuneration must be based on the
relative worth of each job. Ignoring this basic principle results in inequitable compensation and
attendant ill effects on employees’ morale. A perception of inequity is a sure way of De-
motivating an employee.
 In the words of Edwin B. Flippo. "Job evaluation is a systematic and orderly

process of determining the worth of a job in relation to other jobs."
 According to Kimball and Kimball Jr., "Job evaluation represents an effort to
determine the relative value of every job in a plant and to determine what the
fair basic wage for such a job should be."
 According to Bethel, Atwater and Smith et at, "Job evaluation as a personal term
has both a specific and genetic meaning specifically, it means job rating or the
grading of occupations in terms of duties ; generally it means the entire field of
wages and salary administration along modern lines"
 According to International Labour Organisation, "Job evaluation may be defined
as an attempt to determine and compare the demands which the normal
performance of particular job makes on normal workers without taking account of
the individual abilities or performance of the workers concerned."
 In the words of Dale Yoder, "Job evaluation is a practice which seeks to provide a
degree of objectivity in measuring the comparative value of jobs within an
organisation and among similar organisations."
 According to Bureau of Labour Statistics, "Job evaluation is the evaluation or
rating of job to determine their position in job hierarchy. The evaluation may be
achievement through asssignment of points or the use of some other systematic
rating method for essential job requirements such as skill, experience and
responsibility."
1.2. RATIONALE OF JOB EVALUATION STUDY
Job evaluation is the rating of jobs according to a specifically planned procedure in order
to determine the relative size and worth of each job. It examines the contents
and requirements of jobs and measures these against a standard scale. This result in job
grades, scores, levels or ratings whereby jobs can be compared with other jobs to
determine their relative worth. The main rationale of job evaluation is to determine relative
worth of different jobs in an organisation to serve as a basis for developing equitable salary
structure. This results in a rational rank order of jobs, and job structure based on a system
that is readily understood, fair and defensible, for all stakeholders (e.g. management, job-
holders and Human Resources). States an ILO Report the aim of the majority of systems of
job evaluation is to establish, on agreed logical basis, the relative values of different jobs in a
given plant or machinery i.e. it aims at determining the relative worth of a job. The principle
upon which all job evaluation schemes are based is that of describing and assessing the
value of all jobs in the firms in terms of a number of factors, the relative importance of
which varies from job to job. The rationale of doing job evaluation in organisations, to put in
a more orderly manner is to:
 Provide a standard procedure for determining the relative worth of each job in a
plant.
 Determine equitable wage differentials between different jobs in the organisation.
 Eliminate wage inequalities.
 Ensure that like wages are paid to all qualified employees for like work.
 Form a basis for fixing incentives and different bonus plans.
 Serve as a useful reference for setting individual grievances regarding wage rates.
 Provide information for work organisation, employees’ selection, placement, training

and numerous other similar problems.
 Provide a benchmark for making career planning for the employees in the
organisation.
The basic steps for developing a job evaluation in your organization are shown in
1.3. JOB EVALUATION PROCESS
Job analysis describes a job. Job evaluation develops a plan for comparing jobs in
terms of those things the organization considers important determinants of job worth.
This process involves a number of steps that will be briefly stated here and then
discussed more fully.
a) Job Analysis.
The first step is a study of the jobs in the organization. Through job analysis,
information on job content is obtained, together with an appreciation of worker
requirements for successful performance of the job. This information is recorded in
the precise, consistent language of a job description.
b) Compensable Factors.
The next step is deciding what the organization "is paying for" -- that is, what
factor or factors place one job at a higher level in the job hierarchy than another. These
compensable factors are the yardsticks used to determine the relative position of jobs. In
a sense, choosing compensable factors is the heart of job evaluation. Not only do these
factors place jobs in the organization's job hierarchy, but they also serve to inform job
incumbents which contributions are rewarded.
1. Experience level- How much work experience is needed to perform a job or

the prior experience of the employee, whether he has worked in similar industry
previously or some other.
2. Educational qualifications- what are all the educational qualifications that are required
for the job.
3. Working Condition- the working condition of the job in which the employee would
be working (overall environmental factors such as location, hazards and any
extreme factors).
4. Confidential Data- the extent to which the employee is exposed to the confidential
data.
5. Consequences of mistakes and errors- consequences of the mistake or error occurrence

by the employees, effects of those errors or mistake.
6. Complexity of duties- the difficulty level of the duties and task, whether too much
decision making is involved in job or not and judgement skills are required or not.
7. Responsibility- the extent of the responsibility the employee entitled to.
8. Mental and physical demands- the degree of concentration and the environment
accordingly and level and frequency of physical effort.
c) Developing the Method.
The third step in job evaluation is to select a method of appraising the

organization's jobs according to the factor(s) chosen. The method should permit
consistent placement of the organization's jobs containing more of the factors higher in
the job hierarchy, than those jobs lower in the hierarchy.
d) Job Structure.
The fourth step is comparing jobs to develop a job structure. This involves
choosing and assigning decision makers, job category, level, and setting up the job
hierarchy
e) Wage Structure.
The final step is pricing the job structure to arrive at a wage structure. It is
also known as a salary structure, a system that determines how much an employee
is to be paid as a salary or wage, based on one or more compensable factors such
as the employee's experience level, rank or level within the organization, the
length of time that the employee has stayed in organisation (total service),
complexity of duties and the difficulty of the specific work. performed
1.4. FEATURES OF JOB EVALUATION
The primary objective of job evaluation is to find out the value of work, but this is a
value which varies from time to time and from place to place under the influence of
certain economic pressure, not least of which is the worth of money itself. The main
features of job evaluations are:
 To supply bases for wage negotiation founded on facts rather than on vague
intermediate ideas.
 It attempts to assess jobs, not people.
 Job evaluation is the output provided by job analysis.
 Job evaluation does not design wage structure, it helps in rationalising the system by
reducing number of separate and different rates.
 Job evaluation is not made by individuals rather it is done by group of experts.
 Job evaluation determines the value of job. Further the value of each of the aspects
such as skill and responsibility levels are also related and studied in connection with
the job.
 Job evaluation helps the management to maintain high levels of employee
productivity and employee satisfaction.
1.5. MANAGERIAL IMPLICATIONS OF JOB EVALUATION
Job evaluation has assumed greater significance in organizations currently due to

its multifaceted usefulness in human resource management. It establishes worth of a job in
comparison to other jobs and indicates hierarch of jobs in organization. The job evaluation
is also useful for human resource department for structuring organizational activities as well
as developing relationship among all jobs. It avoids industrial relation problems between
employees and employer by designing commensurate compensation without any inequality in
wage and salary structure. Human Resource Mangers when launching job evaluation
exercise must take note of:
 A job evaluation scheme should be chosen cautiously. It should be devised and

administered on the basis of employment market, demand for labour, bargaining
power of the parties & job conditions.
 The details of the scheme should be drawn up in such a way that they do not
conflict with other provision of a collective agreement.
 The scheme should be sold to all concerned and suggestions sought.
 Give major importance that the number of job titles and classification be kept to a
minimum.
 Any anticipated changes in methods should be carried out before a scheme is

installed and all modifications in it should be resisted until it becomes fully
established.
 In preparing job descriptions it is a sound practice to emphasis in them the things

which makes one job different from another rather than to find a comprehensive
statement of all the duties of the job.
 The better the state of industrial relations the easier it is to introduce a job evaluation
scheme.
The structured management and organisation of jobs in all businesses, functions, and
regions has become a prerequisite for multinationals and a key accountability for HR.
Job evaluation also can assist in the area of equal pay. By assessing jobs based on their
contributions to the company bottom line, rather than simply relying on titles and market
value, HR can create greater internal pay equity, meet equal pay obligations, and better
satisfy commitments to affected and interested parties - both inside and outside the
organisation. These are all important steps as this issue gains increasing importance and
visibility. Evaluating jobs involves a good deal of judgment. Some best practices to
consider when introducing or developing a job evaluation system are shown in figure.
Equal pay law- in particular the equal value regulations – has important implications for job
evaluation. Care must be taken that any job evaluation scheme is non- discriminatory in its
effects and is linked to a payment system where employees performing work of equal value
are rewarded equally, regardless of their sex. When designing a job evaluation scheme it is
particularly important to bear in mind that only analytical schemes are likely to be capable
of demonstrating an absence of sex bias.
1.6. PRINCIPLES OF JOB EVALUATION PROGRAMME
Job evaluation programme should be implemented carefully. The following principles

help in successful implementation of the programme:
 Rate the job but not the employee. Rate the elements on the basis of the job demands.
 The elements selected for rating should be easily understood.
 The elements should be defined clearly and properly selected.
 Employees concerned and the supervisors should be educated and convinced

about the programme.
 Supervisors should be encouraged to participate in rating the jobs.
 Secure employee cooperation by encouraging them to participate in the rating

programme.
 Discuss with the supervisors and employees about rating but not about assigning
money values to the points.
 Do not establish too many occupational wages.
1.7. GLOBAL JOB EVALUATION STUDY
To help guide organisations, Mercer launched a global Job Evaluation study in early
2015 to gauge attitudes towards, and benefits and return on investment (ROI) derived from,
implementing job evaluation. The study findings support HR professionals looking to grow
their internal talent while at the same time bringing clarity, consistency, and control to their
organisations.
a. Clarity: Job evaluation allows transparency and better communication regarding the
employee value proposition. Indeed, 65% of organisations that participated in the
study found transparency to be its main benefit. Over one- third of organisations
(37%) cited global career path development as a benefit. With job evaluation also
comes better understanding of organisational and functional structures. It supports
HR in making informed decisions on rewards, staffing, employee mobility, and
succession planning. Almost all respondents, 96%, said job evaluation benefited them
in the area of compensation and benefit planning.
b. Consistency: Given the economic uncertainty in recent years, companies have placed
more emphasis on grading systems to achieve consistent, controlled, and equal
treatment of the workforce- and it pays off. Most organisations would claim to
pay about 60% of their people “about right”, with the balance being either over-
or under-paid in equal measure. Job evaluation plays a crucial role in the creation
of compensation consistency as it supports the development and management of
international workforce grading systems. Eight out of 10 respondents cited
uniformity and consistency in grading systems as the strongest factor supporting
the overall business strategy.
c. Control: The study revealed that companies using a proven job evaluation
methodology are much more effective in supporting business leaders in making
decisions, managing increased organisational complexities, and
controlling labour costs and investments. In fact, 67% of participants reported that their
investment in job evaluation paid off in reducing the risk of misallocating resources and
ensuring an optimal return on investment in people. And, 83% achieved annual
compensation and benefit cost savings due to job evaluation. Companies say they achieve a
return on investment in less than three years. HR can add financial value through investing
in the right talent, as well as saving labour costs.
1.8. AIMS OF JOB EVALUATION
 Establish the relative value or size of jobs.
 Produce the information required to design grade and pay structures.
 Provide as objective as possible a basis for grading jobs.
 Enable sound market comparisons with jobs or roles of equivalent complexity and
size.
 Be transparent – the basis upon which grades are defined and jobs graded should be
clear.
 Ensure that the organization meets equal pay for work of equal value obligations.
1.9. OBJECTIVES OF JOB EVALUATION
The objectives of job evaluation, to put in a more systematic manner are to:
 Establish a standard procedure for determining the relative worth of each job in an
organization;
 Ensure equitable wage for a job and reasonable wage differentials between different
jobs in a hierarchical organization;
 Determine the rate of pay for each job which is fair and equitable with relation to
other jobs in the plant, community or industry;
 Eliminate wage inequalities;

 Use as a basis for fixing incentives and different bonus plans;
 Promote a fair and accurate consideration of all employees for advancement and
transfer;
 Provide information for work organization, employees‟ selection, placement, training

and other similar purposes;
 Provide a benchmark for making career planning for the employees in the
organization and;
 Ensure that like wages are paid to all qualified employees for like work.
1.10. METHODS OF JOB EVALUATION
After job analysis preparations of job descriptions comes the essential stage of job
evaluation, namely, the systematic comparison of jobs in order to establish a job hierarchy.
The techniques which have been commonly used tend to fall into one of the two main
categories:
Non-analytical or Non-quantitative or summary methods
Analytical or quantitative methods.
Qualitative methods are:
1. Job Ranking
2. Job Classification or grading
Quantitative methods are:
1. Factor Comparison
2. Point rating or assessment.
There are many methods by which job evaluation is done.
a. Ranking / Grading Method: Under ranking method, jobs are organized in

descending order of importance with the help of job description and job specification.
The ranking of job is done by a committee of experts called raters. The ranking is
done at departmental level, for every department the job is ranked in order of
importance. The main benefits of this method are that it is simple, easily
understood by all concerned and easy to operate, inexpensive and can be used
conveniently in small establishments. The limitations include the degree of
differences in the jobs. Sometimes it is based on the rater's general knowledge of
the jobs. It is inappropriate for big company with a complex organisational structure.
b. Factor Comparison / Weight-in-Money Method: In this type of procedure, the jobs are
ranked in the following way: Common key elements of different jobs are selected.
These selected key elements are weighted and ranked. A monetary value is
assigned to each element of all jobs. Then these monetary values of individual jobs are
weighted. Then total value of each job is available. The major benefits if this methods
are that it is more accurate and systematic as compared to simple ranking method.
Different jobs also can be rated on the basis of common factors. The drawbacks
of this method comprise that it is complicated, not easily explainable and
expensive. Application of weightage and monetary values may involve bias of rankers.
It is difficult to install hence not used extensively.
c. Point Rating Method: In this method, each job is appraised separately, considering
each of the job factors such as skill, effort, responsibility and working conditions and
combining them into a single point score for each job. Main advantages are that it is
analytical in its approach, it gives a quantitative value for each job. Basis and
guidelines of valuation are standardized and codified in a user manual. Disadvantages
include, manual used for rating the jobs needs periodical revision and update. It is
difficult for application and unintelligible for workers.
1.11. ADVANTAGES OF JOB EVALUATION
Job evaluation is a process of determining the relative worth of a job. It is a

process which is helpful even for framing compensation plans by the personnel manager.
Job evaluation as a process is advantageous to a company in many ways:
1. Reduction in inequalities in salary structure - It is found that people and their motivation is
dependent upon how well they are being paid. Therefore the main objective of job
evaluation is to have external and internal consistency in salary structure so that
inequalities in salaries are reduced.
2. Specialization - Because of division of labour and thereby specialization, a large
number of enterprises have got hundred jobs and many employees to perform them.
Therefore, an attempt should be made to define a job and thereby fix salaries for it.
This is possible only through job evaluation.
3. Helps in selection of employees - The job evaluation information can be helpful at
the time of selection of candidates. The factors that are determined for job
evaluation can be taken into account while selecting the employees.
4. Harmonious relationship between employees and manager - Through job evaluation,
harmonious and congenial relations can be maintained between employees and
management, so that all kinds of salaries controversies can be minimized.
5. Standardization - The process of determining the salary differentials for different jobs
become standardized through job evaluation. This helps in bringing uniformity into
salary structure.
6. Relevance of new jobs - Through job evaluation, one can understand the relative
value of new jobs in a concern.
1.12. LIMITATIONS
1. Though there are many ways of applying job evaluation in a flexible manner, rapid
changes in technology and in the supply of and demand for particular skills, create
problems of adjustment that may need further study.
2. When job evaluation results in substantial changes in the existing wage structure, the
possibility of implementing these changes in a relatively short period may be
restricted by the financial limits within which the firm has to operate.
3. When there are a large proportion of incentive workers, it may be difficult to maintain
a reasonable and acceptable structure of relative earnings.
4. The process of job rating is, to some extent, inexact because some of the factors
and degrees can be measured with accuracy.
5. Job evaluation takes a long time to complete, requires specialized technical
personnel and is quite expensive.
CHAPTER – II
RESEARCH DESIGN
A STUDY ON JOB EVALUATION TOWARDS BOSCH
TITLE OF THE STUDY

“A study on Job evaluation with special reference to “HERO IN SAI MOTORS”
STATEMENT OF THE PROBLEM
2.1. Increasing numbers of authorized dealers of Bosch and growing number of users in Bangalore
region, the researcher have chosen to evaluate the performance of Bosch. The main aim of
the present investigation has been to assess the performance of Indian manufacturing industry
in general and to evaluate the performance of Bosch India Limited in Bangalore region in
particular.
2.2. SCOPE OF THE STUDY
The scope of the study is to focus on growth of Indian manufacture sector along
with performance of Bosch, their marketing strategies, Promotion, Branding & Distribution
strategies, Perception of car owners regarding these brands also to develop suitable
strategies for the manufacturing companies especially Bosch by accurately analysing the data
on the past and present situation of the industry and various trends. The study is an in-depth
study with special reference to Bangalore Region
OBJECTIVE OF THE STUDY
The objectives of the research are,
To understand the different job evaluation strategies of “HERO IN SAI MOTORS”.

To evaluate the performance of “HERO IN SAI MOTORS”.
To understand the promotional and distribution strategies of “HERO IN SAI MOTORS”of
globalized economy.
To evaluate human resource aspects of “HERO IN SAI MOTORS”
SAMPLING
A formal descriptive study was conducted and questionnaire is based on
descriptive analysis hence a systematic RANDOM sampling is used for analysis.
SAMPLING SIZE
The study is conducted on a sample size of seventy respondents.

METHODOLOGY
The methodology used in this study is convenience sampling. The questionnaire
consists of number of questions written in a definite order on a form. The questionnaire is
given to the respondents who are expected to read, understand and write down in the space
meant for the purpose in the questionnaire itself. In this study questionnaire are presented
with exactly the same wording and in the same order to all the respondents. The study is
random sampling where each and every item in the population has an equal chance of
includes in the sample. The survey includes all kinds of age groups, professions, social class
etc...
(A) DATA BASE OF THE STUDY: FIELD OF THE STUDY
The field of the study is job evaluation and selected to study the job evaluation
with reference to “HERO IN SAI MOTORS”
SURVEY UNDERTAKEN
The survey was undertaken at “HERO IN SAI MOTORS” employees in Bangalore.
RESEARCH PROCEDURE
1. Questionnaire forms were distributed to the employees for the collection of data.
2. Spot study was undertaken. APPROACH STUDY
The respondents were kindly requested in order to fill up the questionnaire.
(B) METHODS OF DATA COLLECTION
The data for the study was obtained from both primary and secondary sources.
PRIMARY DATA
The tools used for the primary data collection is purely questionnaires
SECONDARY DATA
The secondary data is collected with the help of various strategies.
QUESTIONNAIRES
With the help of questionnaires, the data was collected from the employees.
WEBSITE
The website www.bosch.in was made use of to collect the information regarding
Makita.
SURVEY
In this survey questionnaire forms were distributed to all kinds of people of different
age group, of different designation at Bangalore district. Immediately the questionnaire forms
were collected from the respondents.
FIELD WORK
70 respondents have filled the given questionnaire and it has been distributed to
people of various age groups. This has been done by distributing questionnaires to the
respondents.
PURPOSE OF THE STUDY
Job evaluation is a constant, systematic process and a vital part of a modern
organization management. It allows assessing work requirements for every job post together
with its relative value. Job evaluation is being re-defined: building on traditional applications,
it now incorporates greater transparency and supports a wider spectrum of HR initiatives in
the talent space. Job evaluation involves deciding the relative importance of some or all of the
different jobs within an organisation. Working out a systematic method for assessing a wide
range of jobs takes time and patience. In fact, it has become a key tool for helping HR to
position itself as a strategic advisor, supporting business decisions that need to be based not
just on finance and operations, but also on people.
LIMITATIONS OF THE STUDY
 Reliability is important aspect in research; the reliability of the study may depend
on the authenticity of the information provided by the respondents.
 The method of data collection, analysis and interpretation may have their own
limitations.
 Cost and time constraints may affect the effectiveness of the study though
every attempt will be made to keep the spirit of the objectives and research
methodology intact.
 The limitation of the study is sample size, though Bangalore consists large
number of bosch owners, the researcher has selected a limited and specific
number of samples.
CHAPTER – III
COMPANY PROFILE
CHAPTER – III COMPANY
PROFILE
2. COMPANY PROFILE
Bosch Ltd is an India-based auto component manufacturer company. The company

has their presence in three business sectors, such as Automotive Technology, Industrial
Technology and Consumer Goods and Building Technology. They manufacture and trade
products as diverse as diesel and gasoline fuel injection systems, automotive aftermarket
products, auto electricals, special purpose machines, packaging machines, electric power
tools and security systems.
Robert Bosch GmbH and Robert Bosch Engineering And Business Solutions hold a
combined 70.49% stake in the company. The company is headquartered in Bangalore. Their
manufacturing facilities are located at Bangalore, Nashik, Naganathapura, Jaipur and Goa.
These Plants are TS 16949 and ISO 14001 certified.
Automotive Technology divisions include diesel and gasoline fuel injection

systems, car multimedia systems, auto electricals and accessories, starters and generators,
and energy and body systems. Industrial Technology divisions include packaging
machines and special purpose machines. Consumer Goods and Building Technology
divisions include power tools and security systems.
Bosch Ltd was incorporated in the year 1951 with the name Motor Industries
Company Ltd. Initially, the group stepped into India with establishment of Calcutta office. In
the year 1953, the company initiated their manufacturing at Bangalore Plant. In the year 1954,
they stared manufacture of spark plugs, single-cylinder diesel fuel injection pumps & nozzle-
holders. In the year 1956, they started manufacture of multi-cylinder diesel fuel injection
pumps.
In the year 1972, the company expanded their manufacturing by setting up their
second plant at Nashik for nozzle and nozzle holders. In the year 1981, they started
manufacture of special purpose machine and tools. In the year 1989, they started manufacture
of hydraulic products and auto electricals.
In the year 1990, the company further expanded their manufacturing by setting up
their third plant at Naganathapura (near Bangalore) for auto electricals, starter motors and
alternators. In the year 1993, they started manufacture of Bosch electric power tools. In the
year 1994, they stared manufacture of packaging machines for food industry. In the year
1996, they launched Blaupunkt car audio systems.
In the year 1998, the company established Robert Bosch Engineering and Business
Solutions Ltd to cater to the IT-Engineering and Business Service needs of the Bosch
World. In the year 1999, the company established their fourth manufacturing plant at Jaipur
to manufacture distribution pump to meet domestic and export demands.
In the year 2001, the company acquired Rexroth and established themselves as a
leading player in drive, control and motion technology. In the year 2003, the company
launched Security Technology Products in India. In the year 2005, the company established
Bosch Chassis Systems India, and took the leading position in automotive brake system in
India. In the year 2006, the company started manufacture of Common Rail System.
The company changed their name from Motor Industries Company Ltd to Bosch
Ltd. In the year 2008, the company started manufacture of Gasoline Systems and Electric
Drives. In the year 2009, the company started manufacture of Electronic Control Unit and
Anti Lock Brake Systems. In March 2009, the company sold their Car Multimedia
Aftermarket Business (Blaupunkt) to M/s. Aurelius AG on a going concern basis. In the year
2010, the company launched A4000 Pump meeting BS3 norms of Commercial Vehicles in
India. The Naganathapura Plant expanded their product portfolio by setting up a new hangar
for the manufacture of Gasoline Systems. Also, the Jaipur Plant rolled out their 3 millionth
VE Pump. The Bangalore Plant added new generation products with the start of production of
the Rail which is part of the Common Rail system.
The Nashik Plant was honored with CII-EXIM Bank's 'Commendation for significant
achievements in Business Excellence' for the year 2010. The Jaipur Plant won the first prize
from Rajasthan Government for Energy Conversation in the
automotive segment.
In 2013, Bosch India and WABCO INDIA organised SAFETY DRIVE' symposium
to promote vehicle safety. Bosch Power Tools sets up India's first DIY Square in Bengaluru.
Bosch Electrical Drives India inaugurates new plant in Chennai. Bosch Software Innovations
introduces software suite in Asia-Pacific
In 2014, the company launches Energy and Building Solutions' business in India.
During the year, the company and Klenzaids plan joint venture in India.
In 2015, the company has formally inaugurated a two-acre power tools plant at Oragadam
near Chennai. The company wins InterSolar Award 2015. During the year, the company also
signed MoU with the Indian Institute of Science, Bangalore Industry-academia collaboration
key to innovation. The company inaugurates first office in Colombo, Sri Lanka. Indian Prime
Minister Modi and Chancellor Merkel also visited the company's facilities in Bangalore
during the year. The company commissions 12 MW solar project for Cochin International
Airport Limited (CIAL) during the year.
On 27 August 2015, Bosch Ltd formally inaugurated its new manufacturing facility at
Bidadi, Bengaluru in the State of Karnataka at a built up area of approximately 38,000 square
meters with an investment of around Rs 340 crore.
On 5 February 2016, the Board of Directors of Bosch approved in principle, the

transfer by way of sale, of the Starter Motors and Generators business of the company
(SG-IN) as a going concern on a slump sale basis to a subsidiary of Robert Bosch Starter
Motors Generators Holding GmbH as a going concern on a slump sale basis.
On 1 July 2016, the Board of Directors of Bosch approved the buy-back of 8,78,160
fully paid up equity shares representing 2.796 % of the total paid-up equity share capital of
the company at a price of Rs 23,000 per share aggregating to Rs 2019.76 crore through the
Tender Offer route.
On 22 May 2017, the management of Bosch Limited broke ground at Bidadi

manufacturing unit for the development of the second phase. Expected to be
completed by mid of 2019, the second phase of Bidadi will have the capacity to
accommodate around 2,500 associates. A powertrain plant, Bidadi will primarily manufacture
new generation and conventional fuel injection products and components.
On 22 August 2017, Bosch announced the commissioning of a 4 MW solar

project for the New Mangalore Port Trust (NMPT).
In India, Bosch is a leading supplier of technology and services in the areas of

Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and Building
Technology. Additionally, Bosch has, in India, the largest development center outside
Germany, for end to end engineering and technology solutions.
The Bosch Group operates in India through thirteen companies, viz, Bosch
Limited, Bosch Chassis Systems India Private Limited, Bosch Rexroth (India) Private
Limited, Robert Bosch Engineering and Business Solutions Private Limited, Bosch
Automotive Electronics India Private Limited, Bosch Electrical Drives India Private
Limited, BSH Home Appliances Private Limited, ETAS Automotive India Private
Limited, Robert Bosch Automotive Steering Private Limited, Automobility Services and
Solutions Private Limited, Newtech Filter India Private Limited and Mivin
Engg.Technologies Private Limited and Precision Seals Manufacturing Limited. In India,
Bosch set-up its manufacturing operation in 1951, which has grown over the years to
include 18 manufacturing sites, and seven development and application centers.
Bosch Ltd is an India-based auto component manufacturer company. The company

has their presence in three business sectors, such as Automotive Technology, Industrial
Technology and Consumer Goods and Building Technology. They manufacture and trade
products as diverse as diesel and gasoline fuel injection systems, automotive aftermarket
products, auto electricals, special purpose machines, packaging machines, electric power
tools and security systems.
Robert Bosch GmbH and Robert Bosch Engineering And Business Solutions hold a
combined 70.49% stake in the company. The company is headquartered in Bangalore. Their
manufacturing facilities are located at Bangalore, Nashik,
Naganathapura, Jaipur and Goa. These Plants are TS 16949 and ISO 14001 certified.
Automotive Technology divisions include diesel and gasoline fuel injection

systems, car multimedia systems, auto electricals and accessories, starters and generators,
and energy and body systems. Industrial Technology divisions include packaging
machines and special purpose machines. Consumer Goods and Building Technology
divisions include power tools and security systems.
Bosch Ltd was incorporated in the year 1951 with the name Motor Industries
Company Ltd. Initially, the group stepped into India with establishment of Calcutta office. In
the year 1953, the company initiated their manufacturing at Bangalore Plant. In the year 1954,
they stared manufacture of spark plugs, single-cylinder diesel fuel injection pumps & nozzle-
holders. In the year 1956, they started manufacture of multi-cylinder diesel fuel injection
pumps.
VISION
Bosch products spark people’s enthusiasm, improve their quality of life, and contribute
to conserving natural resources.
MISSION
“We are Bosch” - We aim to develop products that spark our customers’ enthusiasm,
improve quality of life, and help conserve resources. Our “We are Bosch” mission statement
reflects this. It summarizes our values, our strengths, and our strategic orientation.
VALUES AND RESPONSIBILITY
As company founder Robert Bosch once said: “In the long term, an honest and fair
approach to doing business will be the most profitable.” This statement continues to
influence the way we do business today.
 Future and result focus

 Responsibility and sustainability
 Initiative and determination
 Openness and trust
 Fairness
 Reliability, credibility, legality
 Diversity
SWOT ANALYSIS
STRENGTHS
 Strong focus on development: Bosch spend 2016 nearly 7 Billion Dollars in the
development
the possibility to invest so much money in growing business fields can be an
advantage
 Bosch is known for its high Quality products => customer loyalty and trust
 International foothold: Bosch has Plants in nearly 60 countries
 Bosch has competency in automotive core components for utility vehicles and
passenger cars
 Bosch works in many business fields and has a Balanced portfolio (like automotive
industry, Industry/Home, appliances, Energy, Healthcare)
 Bosch has both private end-users (B2C) and companies as customers (B2B)
 Bosch has connections to the best Universities worldwide… which strengthens
their talent pool and future innovation
 Bosch has a strong corporate culture. For example, it is a very social company,
meaning the workers and managers get good loans and a lot of benefits.-> Attractive
workplace for hard working and intelligent people
WEAKNESSES
 Slow respond to dynamic market demand compared to an startup or small

companies[4]
 Employee productivity is lower than in smaller companies because Bosch is a big
company with nearly 395000 employees
 Bosch has high fixed costs through employees and many plants -> only controllable
with high effort
 Bosch has only a small margin with many products compared to OEM’s like
Porsche or Daimler
 A huge part of Bosch produces components for normal diesel-systems and internal
combustion engines -> so Bosch has to transform its diesel departments into new
technology departments to survive in the future
 EBIT 2016: 4,3 Billion Euro -> 4,3 Billion Euro is not enough for a company with
nearly 400000 employees (for example Daimler generates with 285000 employees
12,9 Billion Euro)
OPPORTUNITIES
 Bosch already works on new technologies with high growth potential like Networked
mobility, Automated mobility, Drive systems and electrified mobility, smart home,
artificial intelligence and internet of things)
 Increased demand for quality long serving products
THREATS
 New players in the automotive sector – higher competition through for
example Tesla
 Lower sales due to high pricing (this does not include products for b2b
relationships)
 Bosch is involved in the Diesel emissions scandal
 the whole transportation system is going to change in the next decades, Bosch has to
transform itself from an important automotive supplier to a company which plays a
key role in the new Mobility Solutions -> therefore Bosch has to transform itself ->
this project could fail
COMPETITORS
 Bosch Ltd.
 Banco Products (India) Ltd.
 Federal-Mogul Goetze (India) Ltd.
 GNA Axles Ltd.
 I P Rings Ltd.
 Jullundur Motor Agency (Delhi) Ltd.
 Kar Mobiles Ltd.[Amalgamated]

 Menon Pistons Ltd.
 Mipco Seamless Rings (Gujarat) Ltd.
 Perfect Circle India Ltd.
 Rane Engine Valve Ltd.
 Samkrg Pistons & Rings Ltd.
 Shriram Pistons & Rings Ltd.
 Sibar Auto Parts Ltd.
 Sintercom India Ltd.
 Sundram Fasteners Ltd.
 Talbros Automotive Components Ltd.
 Triton Valves Ltd.
 Ucal Fuel Systems Ltd.
PRODUCTS AND SERVICES
 Mobility
 Industry and trades
 At home
FUTURE GROWTH AND PROSPECTS
Bosch Ltd. has posted total revenue from operations of Rs. 11,690 crores in 2017-18,
registering a 12 per cent increase in the same period the previous year. While its domestic
sales have been growing steadily, its Mobility Solutions business has shown an increase by
15 per cent in 2017-18, domestic sales moved up by 14.8 per cent and export sales
increased by 16.8 per cent.
Profit before tax (PBT) stood at Rs. 2,134 crores or 18.3 per cent of total revenue
from operations, meaning a 1.9 per cent increase over the same period of
the previous year on account of higher sales volume, which is offset by product mix change.
Mr. Soumitra Bhattacharya, Managing Director, Bosch Ltd., commented: “The trend
has been bullish. Since 2014, India has had a stable government. Even if demonetization has
had its pros and cons, GST implementation has been an important transformation.
Government’s budgetary support to agriculture is good while the MET forecast has been
normal. All this is a good sign because 55 per cent of our population is in the hinterland.”
Explaining the Government’s mandate to increase the maximum amount of gratuity

payable to an employee from Rs. 10 lakhs to Rs. 20 lakhs and how it has resulted in a ‘one
time past service cost’, he shared the resultant figures: “The PBT after exceptional items
stood at Rs. 2041 crores, which shows a decline of 2.6 per cent over the previous year.”
Further, the net profit after tax (PAT) from continuing operations, before exceptional
item, is Rs. 1,464 crores, registering an increase of 1.4 per cent over the previous year. PAT
from continuing operations after exceptional item has decreased by 5.1 per cent over the
previous year.
Mr. Bhattacharya also touched upon the areas that have received major investments in
the last 12 months: “Last year, major investments were made towards the development
of new products and setting up facilities at new locations, namely, Bidadi and Nasik. In total,
the company made an investment of about Rs. 460 crores in 2017-18.”
He also stressed the importance of India as a market for Bosch, and in line with it,
the ‘investment has been consistent’
Speaking about the automotive production and the industry adapting new norms, he
said: “In the HCV segment, with the implementation of GST, the efficiency has increased
with higher haulages and better roads. It is good news. In the automotive aftermarket,
Bosch Ltd. has come back with a high single-digit growth after two years. Regarding the
emission legislation change, India has done the fastest change in the world. Germany
took eight years to go from Euro IV to VI, but
we are planning to do it in three years. It would mean that by April 2020 BS VI would be
introduced. Never before in the history of the automotive industry in India have we had
changes that we have witnessed in, say, emission legislation changes, off- highway norms,
safety and crash standards, among others, and that too in such a short time.”
In India, the automotive industry contributes 7.1 per cent of the total GDP, and he
pronounced that ‘automotive production is doing well’.
The 96-year-old company, since it set foot in India, has the highest number of R&D
engineers, pegged at around 19,000. And that is the second highest number after its parent
company in Germany.
Quoting an example of the ‘innovation roadmap’, Mr. Bhattacharya said: “We have
evolved from remote park assist to integrated cruise assist to the latest automated valet
parking. By the end of the coming two years, we would be even offering highway to pilot to
urban pilot assist too.”
Mr. Bhattacharya also spoke about the company’s outlook in India. “By 2020, 100 per
cent of Bosch products will be IP-enabled and in India we are looking at creating
‘affordable’ innovation.”
He added: “Going forward, if the GDP growth in 2018-19 is over seven per cent, it
would be fine. We are seeing strong green shoots across the economy, and this momentum
should continue for the growth to accelerate in the coming year too. Our focus in future is BS
VI deliverables along with achieving long-term sustainability.”
Mr. Bhattacharya emphasized the transformative nature of Bosch and explained how
the company is interested in looking beyond mobility to create effective solutions for a
‘connected future’.
He said: “Our major focus will include using big data for energy-compliant processes,
deploying digital solutions to get power tools into the hands of more tradesmen and securing
hubs of urban movement with smart surveillance solutions. These are a few of our
initiatives.”
Globally, the Bosch Group expects its sales revenue to grow by 2-3 per cent in
2018 and is buoyed by the fact that the results for the first quarter of this year matched
the same in the given time period last year.
QUALITY MANAGEMENT
Every day, we purchase over 300 million parts for our plants around the world.
Comprehensive incoming inspection would be a huge drain on resources. So we expect
our suppliers to operate a quality management system to guarantee defect- free delivery,
right from start of production. Accordingly, milestones and necessary tasks are discussed
with suppliers at the beginning of the project.
We agree on the specific quality assurance measures to be carried out during the
engineering phase. We place particular importance on failure impact analysis (FMEA)
and capability testing for machines, production processes, and testing procedures.
Another important element is the critical assessment of parameters that are likely to
change during the production process (e. g. because of tool wear). The final stage of this
preventive quality assurance process is a final release based on initial sample approval
and process acceptance under production conditions.
In close cooperation of quality management, technical purchasing and suppliers
together with Bosch engineering and production we take care for a perfect start of production
(SOP)
SUSTAINABILITY
In the spirit of our founder, we particularly demonstrate social and environmental

responsibility - wherever we do business. Additional information regarding Bosch activities
for sustainability and enviroment protection you will find via the hyperlinks at the right.
Eco-friendly production and transportation
Due to climate change and the increasing scarcity of resources, products now
have to meet ever-stricter environmental requirements. Firstly, legislation is being
introduced to minimize air, water, and soil pollution. Secondly, growing environmental
awareness and rising energy prices mean that ecological considerations are playing a
greater role in customers’ purchasing decisions.
With the “Design for Environment” concept, Bosch ensures that material
specifications as well as energy and resource efficiency are taken into account when
new products are being planned. This responsible approach is also expected from our
development partners and suppliers.
Furthermore we use professional warehousing concepts and appropriate bundling of
transports to reduces reduce costs and to protect resources and environment.
COMPLIANCE
“In the long term, an honest and fair approach to doing business will always be
the most profitable. And the business world holds such an approach in much higher
esteem than is generally imagined,” said Robert Bosch in 1921.
As Bosch purchasing and logistics we act aligned to this attitude. Compliance is a
voluntary commitment to adhere to globally applicable Bosch rules to protect our
associates, our company, our customers, and our partners. As part of our Bosch value
“Reliability, credibility, and legality,” we undertake to work in a spirit of trust and always to
comply with the rule of law. To underline the significance of this principle, the fundamental
points of all key regulations are summarized in our “Code of Business Conduct.”
Of course we hope that it will not be necessary: But, if you should explore that
someone does not act in accordance with these standards please contact the Bosch
compliance hotline or the Bosch compliance officer.
CONTRACTUAL REGULATIONS
A Bosch corporate agreement sets out the general conditions of the business
relationship, and is always the condition for a long-term partnership. The corporate
agreement stipulates the fundamental terms and conditions for supply transactions, payment
terms, protection of the environment, and warranty conditions. Our logistics manual sets out
our materials requirements planning and transport requirements. The manual also
describes the electronic ordering and payment processes that our suppliers are expected to
work with, so as to ensure a smooth-running operation once the project reaches the
production stage.
Acceptance of our quality assurance guidelines is a fundamental requirement for a business
partnership with Bosch. The mandatory part of the document sets down the general
procedures and rules for quality assurance. It also specifies the certificates to be
presented, e. g. ISO/TS16949 or ISO9001.
Our purchasing guidelines are based on the ten basic principles of the United
Nations' Global Compact and we pay attention to the basic labor standards of the
International Labor Organization (ILO) and general environmental standards. These include,
for example, declaration obligations and the prohibition of materials that are particularly
harmful to the environment. Supplier audits are used to check that our suppliers are familiar
with these requirements and comply with them. We refuse to work with suppliers who
violate these regulations. We expect our preferred suppliers to have a certified
environmental management system in place.
DIVERSITY
We at Bosch support an environment that values, respects and promotes diversity both
in its workforce and in its supplier community.
Diversity is essential for creativity and innovative ideas. This is why Diversity
management is a central pillar of Bosch’s commercial success and a key component of
our corporate strategy.
Diversity is not only represented in our strategy, but shown in many activities
throughout the year. At the annual Bosch Diversity Day, a various program is organized at
round about 200 locations worldwide.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION

CHAPTER – IV
DATA ANALYSIS AND INTERPRETATION
3. DATA ANALYSIS AND INTERPRETATION
Table: 1
1. Age
PARTICULARS NO.OF RESPONDENTS PERCENTAGE
20-30 years 15 21.4
30-40 years 24 34.3
40-50 years 10 14.3
Above 50 years 21 30
Total 70 100
Analysis
From the table it makes clear that 21.4% of respondents belong to the age
category of 20-30 years while 34.3% of 30-40 years of age, 14.3 of 40-50 years and 30%
of are above 50 years of age. Thus, it is concluded that highest number of respondents
belongs to the age category of 30-40 years.
CHART: 1
Chart showing Age
Interpretation
From the table it makes clear that 21.4% of respondents belong to the age
category of 20-30 years while 34.3% of 30-40 years of age, 14.3 of 40-50 years and 30%
of are above 50 years of age. Thus, it is concluded that highest number of respondents
Table: 2
2. Gender
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Male 45 64.3
Female 25 35.7
Total 70 100
Analysis
It is observed from the table that 64.3% of respondents are male whereas 35.7%
of female. Thus, it is concluded that highest number of respondents are male.
CHART: 2
Chart showing Gender
Interpretation
It is observed from the table that 64.3% of respondents are male whereas 35.7%
Table: 3
3. Marital Status

Single 25 35.7
Married 45 64.3
Total 70 100
Analysis
It is observed from the table that 35.7% of respondents are single whereas 64.3%
of married. Thus, it is concluded that highest number of respondents are married.
CHART: 3
Chart showing Marital Status
Interpretation
It is observed from the table that 35.7% of respondents are single whereas 64.3%
Table: 4
Educational qualification

Diploma 20 28.6
Graduate 27 38.6
Post graduate 12 17.1
Others 11 15.7
Total 70 100
Analysis
It is observed from the table that 28.6% of respondents are diploma, 38.6% of
graduate, 17.1% of post graduate and 15.7% of others. Therefore, it is concluded that
highest number of respondents graduate.
CHART: 4
Chart showing Educational Qualification
Interpretation
It is observed from the table that 28.6% of respondents are diploma, 38.6% of
graduate, 17.1% of post graduate and 15.7% of others. Therefore, it is concluded that
highest number of respondents graduate.
Table: 5
Occupation

Job 18 25.7
Business/Self Employed 20 28.6
Student 10 14.3
Farmers 14 20.0
Retired 8 11.4
Total 70 100
Analysis
It is observed from the table that 25.7% of respondents are job while 28.6% of
respondents Business/Self Employed, 14.3% of respondents Student, 20.0% of
respondents Farmers and 11.4% of are retired. Therefore, it is concluded that highest
number of respondents business/self-employed.
CHART: 5
Chart showing Occupation
Interpretation
It is observed from the table that 25.7% of respondents are job while 28.6% of
respondents Farmers and 11.4% of are retired. Therefore, it is concluded that highest
number of respondents business/self-employed.
Table: 6
Annual income

Below 2 Lakh p.a 25 35.7
2 – 5 Lakh p.a 27 38.6
Above 5 Lakh p.a 18 25.7
Total 70 100
Analysis
It is observed from the table that 35.7% of respondents are Below 2 Lakh p.a,
38.6% of respondents 2 – 5 Lakh p.a and 25.7% of Above 5 Lakh p.a. Thus, it is
concluded that highest number of respondents 2 – 5 Lakh p.a.
CHART: 6
Chart showing Annual income
Interpretation
It is observed from the table that 35.7% of respondents are Below 2 Lakh p.a,
Table: 7
Job evaluation ensured that the titles correspond to the functions and task of the job
Strongly agree 15 21.4
Agree 24 34.3
Neutral 9 12.9
Disagree 10 14.3
Strongly disagree 12 17.1
Total 70 100
Analysis
It is observed from the table that 21.4% of respondents are strongly agree while 34.3% of
respondents agree, 12.9% of respondents neutral, 14.3 % of respondents disagree and
17.1% of strongly disagree. Therefore, it is concluded that highest number of
respondents are agreed Job evaluation ensured that the titles correspond to the functions
and task of the job.
CHART: 7
Chart showing Job evaluation ensured that the titles correspond to the functions and task of the job
Interpretation
It is observed from the table that 21.4% of respondents are strongly agree while
34.3% of respondents agree, 12.9% of respondents neutral, 14.3 % of respondents
disagree and 17.1% of strongly disagree. Therefore, it is concluded that highest number
of respondents are agreed Job evaluation ensured that the titles correspond to the
functions and task of the job.
Table: 8
Job evaluation found out that the distribution of staff in Bosch matches with work load
Agree 17 24.3
Neutral 14 20.0
Disagree 15 21.4
Total 70 100
Analysis
24.3% of respondents agree, 20.0% of respondents neutral, 21.4% of respondents disagree
and 22.9 % of strongly disagree. Therefore, it is concluded that highest number of
respondents are agree Job evaluation found out that the distribution of staff in Bosch
matches with work load.
CHART: 8
Chart showing Job evaluation found out that the distribution of staff in Bosch matches with work load
Interpretation
24.3% of respondents agree, 20.0% of respondents neutral, 21.4% of respondents disagree
and 22.9 % of strongly disagree. Therefore, it is concluded that highest number of
respondents are agree Job evaluation found out that the distribution of staff in Bosch
matches with work load.
Table: 9
Job evaluation ensured that the staff upward mobility in Bosch follows career paths
Agree 19 27.1
Neutral 17 24.3
Disagree 9 12.9
Total 70 100
Analysis
of respondents are agreed Job evaluation ensured that the staff upward mobility in Bosch
follows career paths
CHART: 9
Chart showing Job evaluation ensured that the staff upward mobility in Bosch follows career paths
Interpretation
of respondents are agreed Job evaluation ensured that the staff upward mobility in Bosch
follows career paths
.
Table: 10
Job evaluation ensured jobs at Bosch are aligned to specific functions
Agree 19 27.1
Neutral 17 24.3
Disagree 9 12.9
Total 70 100
Analysis
From the above table it is observed from the table that 21.4% of respondents are
strongly agree while 27.1% of respondents agree, 24.3% of respondents neutral,
12.9 % of respondents disagree and 14.3% of strongly disagree. Therefore, it is
concluded that highest number of respondents are agreed Job evaluation ensured jobs at
Bosch are aligned to specific functions.
CHART: 10
Chart showing Job evaluation ensured jobs at Bosch are aligned to specific functions
Interpretation
From the above table it is observed from the table that 21.4% of respondents are
strongly agree while 27.1% of respondents agree, 24.3% of respondents neutral,
12.9 % of respondents disagree and 14.3% of strongly disagree. Therefore, it is
concluded that highest number of respondents are agreed Job evaluation ensured jobs at
Bosch are aligned to specific functions.
Table: 11
Job evaluation revealed that reporting system in accordance with the grades and tasks performed
PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Agree 19 27.1
Neutral 11 15.7
Disagree 13 18.6
Total 70 100
Analysis
From the above table it is observed that 21.4% of the respondents are strongly
agree, 27.1% of the respondents agree, 15.7% of the respondents neutral, 18.6% of the
respondents disagree and 17.1% of the respondents strongly disagree. Thus, it is
concluded that highest number of respondents agreed Job evaluation revealed that
reporting system in accordance with the grades and tasks performed.
CHART: 11
Chart showing Job evaluation revealed that reporting system in accordance with the grades and tasks performed
Interpretation
From the above table it is observed that 21.4% of the respondents are strongly
agree, 27.1% of the respondents agree, 15.7% of the respondents neutral, 18.6% of the
respondents disagree and 17.1% of the respondents strongly disagree. Thus, it is
concluded that highest number of respondents agreed Job evaluation revealed that
reporting system in accordance with the grades and tasks performed.
Table: 12
Job evaluation constructed grading of salary structure that corresponds to the tasks and functions of
the jobs.
Agree 14 20.0
Neutral 15 21.4
Disagree 11 15.7
Total 70 100
Analysis
of respondents are strongly agree.
CHART: 12
Chart showing Job evaluation constructed grading of salary structure that corresponds to the tasks and
functions of the jobs.
Interpretation
of respondents are strongly agree.
Table: 13
Job evaluation placed Bosch to appoint and promote staff based on job requirement
Agree 14 20.0
Neutral 21 30.0
Disagree 12 17.1
Total 70 100
Analysis
disagree and 8.6% of strongly disagree. Therefore, it is concluded that highest number of
respondents are neutral.
CHART: 13
Chart showing Job evaluation placed Bosch to appoint and promote staff based on job requirement
Interpretation
disagree and 8.6% of strongly disagree. Therefore, it is concluded that highest number of
respondents are neutral.
Table: 14
Job evaluation ensured that job classification is done according to functions

Agree 12 17.1
Neutral 9 12.9
Disagree 14 20.0
Total 70 100
Analysis
17.1% of respondents agreed, 12.9% of respondents neutral, 20.0% of respondents
disagreed and 24.3 % of strongly disagree. Therefore, it is concluded that highest number
of respondents are strongly agree Job evaluation ensured that job classification is done
according to functions
CHART: 14
Chart showing Job evaluation ensured that job classification is done according to functions
Interpretation
disagreed and 24.3 % of strongly disagree. Therefore, it is concluded that highest number
of respondents are strongly agree Job evaluation ensured that job classification is done
according to functions
Table: 15
Job evaluation ensured that staff are placed or deployed according to the requirements and skills
Agree 17 24.3
Neutral 16 22.9
Disagree 13 18.6
Total 70 100
Analysis
disagree and 14.3 % of strongly disagree. Therefore, it is concluded that highest number
of respondents are agree.
CHART: 15
Chart showing refer your brand to your Friends and Social Class
Interpretation
disagree and 14.3 % of strongly disagree. Therefore, it is concluded that highest number
of respondents are agree.
Table: 16
Job provides more prospects for promotion

Agree 12 17.1
Neutral 15 21.4
Disagree 14 20.0
Total 70 100
Analysis
disagreed and 18.6% of strongly disagree. Therefore, it is concluded that highest number
of respondents are strongly agree Job provides more prospects for promotion.
CHART: 16
Chart showing Job provides more prospects for promotion
Interpretation
of respondents are strongly agree Job provides more prospects for promotion.
Table: 17
There is recognition or rewards for work accomplished

Agree 9 12.9
Neutral 10 14.3
Disagree 14 20.0
Total 70 100
Analysis
of respondents are strongly agree There is recognition or rewards for work accomplished.
CHART: 17
Chart showing there is recognition or rewards for work accomplished
Interpretation
of respondents are strongly agree There is recognition or rewards for work accomplished.
Table: 18
There is adequate opportunity for periodic changes in duties

Agree 18 25.7
Neutral 10 14.3
Disagree 9 12.9
Total 70 100
Analysis
of respondents are strongly agree There is adequate opportunity for periodic changes in
duties.
CHART: 18
Chart showing there is adequate opportunity for periodic changes in duties
Interpretation
of respondents are strongly agree There is adequate opportunity for periodic changes in
duties.
Table: 19
I am satisfied with the way company policies are put into practices

Agree 9 12.9
Neutral 15 21.4
Disagree 11 15.7
Total 70 100
Analysis
12.9%of respondents agreed, 21.4% of respondents neutral, 15.7% of respondents
of respondents are strongly agree I am satisfied with the way company policies are put
into practices
CHART: 19
Chart showing I am satisfied with the way company policies are put into practices
Interpretation
of respondents are strongly agree I am satisfied with the way company policies are put
into practices
CHAPTER-V FINDINGS
CHAPTER-V FINDINGS
4. FINDINGS
 It makes clear that 21.4% of respondents belong to the age category of 20-30
years while 34.3% of 30-40 years of age, 14.3 of 40-50 years and 30% of are
above 50 years of age. Thus, it is concluded that highest number of respondents
 It is observed from the table that 64.3% of respondents are male whereas 35.7%
 It is observed from the table that 35.7% of respondents are single whereas 64.3%
 It is observed from the table that 28.6% of respondents are diploma, 38.6% of
graduate, 17.1% of post graduate and 15.7% of others. Therefore, it is concluded
that highest number of respondents graduate.
 It is observed from the table that 25.7% of respondents are job while 28.6% of
respondents Farmers and 11.4% of are retired. Therefore, it is concluded that
highest number of respondents business/self-employed.
 It is observed from the table that 35.7% of respondents are Below 2 Lakh p.a,
 It is observed from the table that 21.4% of respondents are strongly agree while
disagree and 17.1% of strongly disagree. Therefore, it is concluded that highest
number of respondents are agreed Job evaluation ensured that the titles
correspond to the functions and task of the job.
24.3% of respondents agree, 20.0% of respondents neutral, 21.4% of respondents
disagree and 22.9 % of strongly disagree. Therefore, it is concluded that highest
number of respondents are agree Job evaluation found out that the distribution of
staff in Bosch matches with work load.
number of respondents are agreed Job evaluation ensured that the staff upward
mobility in Bosch follows career paths
number of respondents are agreed Job evaluation ensured jobs at Bosch are
aligned to specific functions.
 It is observed that 21.4% of the respondents are strongly agree, 27.1% of the
respondents agree, 15.7% of the respondents neutral, 18.6% of the respondents
disagree and 17.1% of the respondents strongly disagree. Thus, it is concluded
that highest number of respondents agreed Job evaluation revealed that reporting
system in accordance with the grades and tasks performed.
number of respondents are strongly agree.
number of respondents are neutral.
17.1% of respondents agreed, 12.9% of respondents neutral, 20.0% of
respondents disagreed and 24.3 % of strongly disagree. Therefore, it is concluded
that highest number of respondents are strongly agree Job evaluation ensured that
job classification is done according to functions
respondents disagree and 14.3 % of strongly disagree. Therefore, it is concluded
that highest number of respondents are agree.
respondents disagreed and 18.6% of strongly disagree. Therefore, it is concluded
that highest number of respondents are strongly agree Job provides more
prospects for promotion.
that highest number of respondents are strongly agree There is recognition or
rewards for work accomplished.
that highest number of respondents are strongly agree There is adequate
opportunity for periodic changes in duties.
disagreed and 20.0% of strongly disagree. Therefore, it is concluded that highest
number of respondents are strongly agree I am satisfied with the way company
policies are put into practices
CHAPTER – VI
SUGGESTIONS AND CONCLUSIONS

CHAPTER – VI
SUGGESTIONS AND CONCLUSIONS
5. SUGGESTIONS AND CONCLUSIONS

CONCLUSIONS
The study concluded that a large number of males participated in this study. The
study concluded that both male and female respondents were reliable enough to offer
steadfast and satisfactory information in relation to job evaluation and employee job
satisfaction. Despite the fact that female respondents had achieved diploma level of
education, the study revealed that both male and female respondents had experience in
matters relating to job evaluation and that information given helped in showing a clear
picture on employee job satisfaction thus helping to lower staff turnover and improve job
satisfaction.
The study uncovered that job evaluation is a fundamental instrument in authoritative

administration that has been received to enhance labourer’s profitability. It additionally settled
that job evaluation helps to enhance efficiency of the association. Viability and
effectiveness of labourer’s job valuation increment employee confidence; thus, it would
not be anything but difficult to gauge employee spirit by the level of execution and
profitability.
SUGGESTIONS
It is prescribed that further investigations be led out in the open establishments and consider
different components that may impact employee job satisfaction in the organization, for
example, demographical and political variables influencing employee job satisfaction. The
study recommends that job evaluation ought to be accomplished all the more every now and
again through benchmarking with comparable organizations in the business with going
business sector rate to guarantee employees stay aggressive and lessen turnover of the
employees. The limitations faced in during this research were founded on unwillingness to
share what respondents termed company secrets. Respondents were reluctant to share
information they thought if shared with competing firms might jeopardize the values
they share in their company. The researcher was only provided with information that could
not be kept secret due to its availability in other research sources or that which respondents
thought could be easily obtained. The researcher had to rely on deduction and intuition to
derive certain conclusions.
APPENDICES AND ANNEXURE
I DIWAKAR.R, studying in final year BBA in SRI KRISHNA DEGREE

COLLEGE has undertaken a project titled “A STUDY ON JOB
EVALUATION WITH REFERENCE TO HERO IN SAI MOTORS” as a
partial fulfilment for the award of Bachelor of Business Administration.
I request you to co-operate in furnishing the following information.
1. Name
2. Age
a. 20-30 years
b. 30-40 years
c. 40-50 years
d. Above 50 years
3. Gender
a. Male
b. Female
4. Marital status
a. single
b. married
5. Educational Qualification
a. Diploma
b. Graduate
c. Post graduate
d. Others
6. Occupation
a) Job
b) Business/Self Employed
c) Student
d) Farmers
e) Retired
7. Annual income
a. Below 2 Lakh p.a
b. 2 – 5 Lakh p.a
c. Above 5 Lakh p.a
8. Job evaluation ensured that the titles correspond to the functions and task of the
job
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
9. Job evaluation found out that the distribution of staff in Bosch matches with
work load
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
10. Job evaluation ensured that the staff upward mobility in Bosch follows career
paths
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
11. Job evaluation ensured jobs at Bosch are aligned to specific functions
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
12. Job evaluation revealed that reporting system in accordance with the grades
and tasks performed
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
13. Job evaluation constructed grading of salary structure that corresponds to the
tasks and functions of the jobs.
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
14. Job evaluation placed Bosch to appoint and promote staff based on job
requirement
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
15. Job evaluation ensured that job classification is done according to functions
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
16. Job evaluation ensured that staff are placed or deployed according to the
requirements and skills
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
17. Job provides more prospects for promotion
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
18. There is recognition or rewards for work accomplished
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
19. There is adequate opportunity for periodic changes in duties
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
20. I am satisfied with the way company policies are put into practices
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
BIBLOGRAPHY
WEBSITE
www.google.com
www.hero.com
www.wikipedia.org
RESEARCH ARTICLES
1. Rana, V. S. (2014). A STUDY OF PERFORMANCE EVALUATION OF
AUTOMOBILE INDUSTRY WITH REFERENCE TO MARUTI and HUNDAI IN
MARATHWADA REGION.
2. Monika, B. (2017). PERFORMANCE EVALUATION OF MAJOR INDIAN

TELECOM SERVICE PROVIDERS USING BALANCED SCORECARD A
STUDY IN NCR.
3. Muthumoni, A. (2017). A study on the performance appraisal of Indian automobile

industry.
4. Choudhary, S. (2016). Job evaluation: A srtategy for compensation consistency.

International Journal of Advanced Research in Management and Social Sciences,
5(5), 90-100.
5. Behera, S. K. (2012). Performance Evaluation of Thermal Power Plants in India

(Doctoral dissertation, Aligarh Muslim University).
6. Mustafa, A. (2014). A study on training evaluation of Manufacturing company in

Trichirapalli district tamilnadu.
First motorcycle (CD100)

The Joint venture of Hero and Honda produces some iconic motorcycles. One such motorcycle was
the CD100 which also the fist motorcycle manufactured by the brand.
Hero Honda CD100

Hero Honda was the first company to introduce 4-stroke motorcycles in India. The motorcycles from
the giant brand were renowned for their class-leading fuel efficiency, low cost, and their
manufacturing quality.
CD100 had the Honda’s tried and tested 97cc four-stroke engine. The motorcycle was capable of
achieving a top speed of 87km/h. The engine produced 7.5hp@8,000rpm of power and
7.3Nm@5,000rpm of torque driving the rear wheels via a 4-speed transmission. Hero Honda CD100
had the class-leading efficiency of 80km/l.
Starting of Hero Honda’s Golden age | Hero MotoCorp journey

After launching the CD100, Hero Honda set the benchmark for other motorcycle manufacturers. As
Hero Honda CD100 offered the balance between the fuel economy, price, and the built quality.
The research and development of the company never stopped. Hero along with Honda brought many
motorcycles in the Indian two-wheeler market and created a buzz till the year 2000.
The Youth Motorcycle

With time the company moulded their offering according to the customer’s demands. Hero Honda
Sleek was the second motorcycle after the collaboration in 1984.
Hero Honda Sleek | Hero MotoCorp journey
In 1989 the motorcycle Hero Honda Sleek was way ahead of its time and boasted a simple yet elegant
design. The motorcycle came with a 97.2cc engine which produced 7hp of power and 7.5Nm of
torque from a 4-speed transmission. The USP of the motorcycles was not just the looks but also it
weighs just over 100kg.
From the start of the 1900s, the company introduced many motorcycles that became popular amongst
every age group. Low cost and high fuel economy along with high refinement are what made the
company what it is now.
Here are some Motorcycles from the Hero Honda brand with the companies achievements.
 In 1991 Hero Honda launched its new and upgraded motorcycle the CD100SS. In the same
year, the company achieved a milestone of producing 5 Lakh motorcycles.
Hero Honda CD100SS
 Later in 1994, came the iconic motorcycle in the Indian market, the Hero Honda Splendor
which was the successor of CD100.
1994 Hero Honda Splendor | Hero MotoCorp journey

 1999 was the year which changed the Hero Honda’s perception in the people’s mind. Came
company’s first motorcycle to cross 100km/h mark. Hero Honda “CBZ” made its way in
many Indian homes.
1999 Hero Honda CBZ | Hero MotoCorp journey
 In the Year 2001, Hero Honda made a ton of progress and launched not one but two
motorcycles. Hero Honda Passion and Hero Honda Joy. while the Passion was aimed
towards the sightly premium buyers with its new design. On the other hand, Joy was the
most affordable Hero of the time.
Hero Honda Passion
Besides the new motorcycle launches Hero Honda got the tag of #1 motorcycle manufacturer in the
world in terms of the number of bikes manufactured. The company still maintains the standards to
date.
 The first high capacity motorcycle from the company was launched in 2003. Hero Honda
Karizma, which was capable of top speeds of more than 130km/h hence it was seen as a
high-speed tourer of the decade.
Hero Honda Karizma R
 Alongside Karizma, the company came with Hero Honda CD Dawn and some tweaks were
done in Splendor and passion. Both of them also got a name change to, Splendor+ and
Passion Plus.
 In 2003, enters the motorcycle aimed towards the premium commuter buyers the Hero
Honda “Ambition 135”. In the same year Hero Honda also came up with 2 new updates in
their existing motorcycles. Hero Honda CBZ got a design change along with name change
to “CBZ Star”
 In 2005, Hero Honda introduced four new motorcycle models namely Super Splendor, CD
Deluxe, Glamor, and all new Achiever.

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TABLE OF CONTENTS

1.1. DEFINITIONS OF JOB EVALUATION 5

1.2. RATIONALE OF JOB EVALUATION STUDY 6

1.3. JOB EVALUATION PROCESS 7

1.4. FEATURES OF JOB EVALUATION 10

1.5. MANAGERIAL IMPLICATIONS OF JOB EVALUATION 10

1.6. PRINCIPLES OF JOB EVALUATION PROGRAMME 12

1.7. GLOBAL JOB EVALUATION STUDY 13

1.8. AIMS OF JOB EVALUATION 14

1.9. OBJECTIVES OF JOB EVALUATION 14

1.10. METHODS OF JOB EVALUATION 14

1.11. ADVANTAGES OF JOB EVALUATION 16

2.1. TITLE OF THE STUDY 20

2.2. STATEMENT OF THE PROBLEM 20

2.3. SCOPE OF THE STUDY 20

2.4. OBJECTIVE OF THE STUDY 20

2.6. SAMPLING SIZE 21

2 8. PURPOSE OF THE STUDY 22

2 9. LIMITATIONS OF THE STUDY 22

4. DATA ANALYSIS AND INTERPRETATION 37

6. SUGGESTIONS AND CONCLUSIONS 80

APPENDICES AND ANNEXTURE 82

 In the words of Edwin B. Flippo. "Job evaluation is a systematic and orderly

1.2. RATIONALE OF JOB EVALUATION STUDY

 Determine equitable wage differentials between different jobs in the organisation.

 Eliminate wage inequalities.

 Form a basis for fixing incentives and different bonus plans.

 Provide information for work organisation, employees’ selection, placement, training

1. Experience level- How much work experience is needed to perform a job or

5. Consequences of mistakes and errors- consequences of the mistake or error occurrence

7. Responsibility- the extent of the responsibility the employee entitled to.

c) Developing the Method.

The third step in job evaluation is to select a method of appraising the

1.5. MANAGERIAL IMPLICATIONS OF JOB EVALUATION

Job evaluation has assumed greater significance in organizations currently due to

 A job evaluation scheme should be chosen cautiously. It should be devised and

 The scheme should be sold to all concerned and suggestions sought.

 Any anticipated changes in methods should be carried out before a scheme is

 In preparing job descriptions it is a sound practice to emphasis in them the things

Job evaluation programme should be implemented carefully. The following principles

 The elements selected for rating should be easily understood.

 The elements should be defined clearly and properly selected.

 Employees concerned and the supervisors should be educated and convinced

 Supervisors should be encouraged to participate in rating the jobs.

 Secure employee cooperation by encouraging them to participate in the rating

1.7. GLOBAL JOB EVALUATION STUDY

1.8. AIMS OF JOB EVALUATION

 Establish the relative value or size of jobs.

 Produce the information required to design grade and pay structures.

 Provide as objective as possible a basis for grading jobs.

1.9. OBJECTIVES OF JOB EVALUATION

 Eliminate wage inequalities;

 Provide information for work organization, employees‟ selection, placement, training

1.10. METHODS OF JOB EVALUATION

Quantitative methods are: