AN ANALYSES ON THE IMPACT OF MANPOWER

CHALLENGES IN REVV SELF-DRIVE CAR RENTAL,

COIMBATORE

A PROJECT REPORT

Submitted by

KAVIN R
2125F1296

In partial fulfillment for the award of the

degree of

BACHELOR OF BUSINESS ADMINISTRATION

SCHOOL OF MANAGEMENT
KUMARAGURU COLLEGE OF LIBERAL ARTS AND SCIENCE
Affiliated to Bharathiar University
Coimbatore – 6410 046
 BONAFIDE CERTIFICATE

This is to certify that the Project report submitted to the Bharathiar University for
the final-semester Viva voce examination Elective III: Project Work and Viva
Voce is a record of bonafide work done by KAVIN R with register number
2125F1296 of Bachelor of Business Administration and carried out the project
work under the supervision of Dr. R PREETHA LEENA during the academic
year 2023-2024.

Date: 18/03/2024

Internal Faculty Guide Head of the Department

Submitted to the Viva-Voce Examination held on 18/03/2024 at

KUMARAGURU COLLEGE OF LIBERAL ARTS AND SCIENCE,
Coimbatore – 49.

Internal Examiner External Examiner

 DECLARATION

I, KAVIN R with register number 2125F1296, hereby declare that the project
report entitled “AN ANALYSES ON THE IMPACT OF MANPOWER
CHALLENGES IN REVV SELF-DRIVE CAR RENTAL,
COIMBATORE” is my original work and has not previously been submitted to
any other university or academic body.

Date: 18/03/2024

KAVIN R

2125F1296
 ACKNOWLEDGEMENT

First and foremost, I thank the almighty for endowing his immense blessing that
helped in each step, towards the completion of the project report.

I take this opportunity to express my deep profound gratitude to Dr.Vijila Edwin

Kennedy, Principal, Kumaraguru College of Liberal Arts and Science for her
engagement and aspiring support throughout the course.

I would like to convey my gratitude to Dr. N. Balu, Deputy Dean of the School
of Management, for his continuous support and motivation throughout the
completion of his project.

I extend my heartfelt thanks to Dr. R Preetha Leena, Assistant Professor at the

School of Management, for her guidance in the research work and valuable
suggestions that contributed to the successful completion of the report with
meticulous attention and care.

I also record my sincere thanks to all the faculty members of the Department of
Management who encouraged to successfully carry out the research work.

Finally, I express my thanks to my parents and friends who have given support
and encouragement in doing this project in a successful manner.
CHAPTER TITEL PAGE NO.
LIST OF TABLES 1
LIST OF CHARTS 2
EXECUTIVE SUMMARY 3
INTRODUCTION AND DESIGN OF THE STUDY

1.1 Introduction 4
1.2 Company Profile 5 - 12

1.3 Statement of The Problem 12

I 1.4 Objectives of The Study 12

1.5 Scope of the Study 12

1.6 Limitations of the study 13

1.7 Chapter Scheme 13

REVIEW OF LITERATURE
2.1 Literature Review 14 - 17
II
II 2.2 Research Gap 17
II
RESEARCH FRAMEWORK
II
3.1 Area of the Study
3.2 Sampling Techniques
3.2.1 Duration of the Study
18
III 3.2.2 Data Source
3.2.3 Sampling Size
3.2 Tool Used

IV DATA ANALYSIS AND INTERPRETATIONS 19 - 43

V FINDINGS, SUGGESTIONS AND 44 - 48
CONCLUSION
REFERENCES 49, 50

ANNEXURE 51 - 53
 LIST OF TABLES
TABLE PAGE
NO PARTICULARS NO
4.1 PERCENTAGE ANALYSIS

4.1.1 Age of the respondents 20

4.1.2 Experience of the respondents 21

4.1.3 Position of the respondents 22

4.1.4 Company updates & Policies of the respondents 23

4.1.5 Work-life balance of the respondents 24

4.1.6 Trained and equipped role 25

4.1.7 Teamwork 26

4.1.8 Recognized 27

4.1.9 Career growth of the respondents 28

4.1.10 Effectiveness of the respondents 29

4.1.11 Resources and Tools 30

4.1.12 Company culture 31

4.1.13 Workplace conflicts 32

4.1.14 Benefits of the respondents 33

4.1.15 Workload 34

4.1.16 HR Department 35

4.1.17 Challenged 36

4.1.18 Management Feedback 37

1
 LIST OF CHART
TABLE PAGE
NO PARTICULARS NO

4.1.1 Age of the respondents 20

4.1.2 Experience of the respondents 21

4.1.3 Position of the respondents 22

4.1.4 Company updates & Policies of the respondents 23

4.1.5 Work-life balance of the respondents 24

4.1.6 Trained and equipped role 25

4.1.7 Teamwork 26

4.1.8 Recognized 27

4.1.9 Career growth of the respondents 28

4.1.10 Effectiveness of the respondents 29

4.1.11 Resources and Tools 30

4.1.12 Company culture 31

4.1.13 Workplace conflicts 32

4.1.14 Benefits of the respondents 33

4.1.15 Workload 34

4.1.16 HR Department 35

4.1.17 Challenged 36

4.1.18 Management Feedback 37

2
 EXECUTIVE SUMMARY

The operational efficiency of Revv, a self-drive car rental company, is currently hindered by
manpower challenges, necessitating an analysis of their impact on overall performance and
service delivery. This study conducted in Coimbatore aims to elucidate the effects of employee
shortages on customer satisfaction, identify skill gaps within the workforce, and understand
how workforce challenges influence employee morale and engagement. Utilizing a simple
random sampling technique, data was collected from 47 employees through surveys,
supplemented by secondary sources such as books and journals. Statistical tools including
Percentage Analysis, ANOVA, and Pearson’s Correlations were employed for analysis.

Findings reveal a complex interplay between workforce challenges and organizational

dynamics, highlighting the significance of addressing individual needs within the
predominantly young workforce. Insights go beyond quantitative metrics, emphasizing the
importance of fostering genuine connections among colleagues, personalized career
development plans, and empathetic communication strategies. The research underscores the
human dimension of work-life balance and recognition, advocating for a more human-centric
approach to organizational management. The study serves as a guide for strategic initiatives
and organizational improvements, emphasizing the importance of regular reassessment and
responsiveness to evolving human needs. In conclusion, the findings reflect the voices of the
employees, emphasizing the importance of recognizing individual experiences and fostering a
thriving workplace culture where every employee's story matters.

3
 CHAPTER – I

INTRODUCTION

1.1 INDUSTRY PROFILE

Revv is an Indian car rental company that offers multiple options to meet all your autonomous
driving needs. The company was founded by Anupam Agarwal and Karan Jain in 2015 and
currently operates in 11 Indian cities including Bangalore, Hyderabad, Chennai, Mumbai,
Pune, Delhi NCR, Chandigarh, Jaipur, Vizag, Mysore and Coimbatore. We are expanding our
business.

Revv now claims to have around 1,000 vehicles across India and served around 300,000 users.
Headquarters are located in Gurgaon, India. Also, Revv currently operates a fleet of 3500+ cars
in 22 cities within India and with investment partners like Hyundai too which is a well-
renowned South Korean automobile company.

For the majority of India’s middle class, owning a car has always been a symbol of pride and
status. However, in recent years the situation has changed dramatically. Younger generations
are not sticking to their parents’ ideas and are bringing about many changes in working styles,
especially in India’s urban areas. Today, in Bangalore and Delhi, it is very common for people
to pick up self-driving rental cars for short weekend trips and sometimes to move around the
city. Coming from the West, where self-drive rentals are very popular, one of the biggest
success stories is Zipcar. Closer to home, Zoom Car raised a lot of money and earned miles.

In the midst of all these developments, his Anupam Agarwal and Karan Jain, his two seasoned
professionals, each with 10 years of experience at McKinsey, founded his Revv. They describe
their model as a cross between Zipcar and Dominoes. Yes, we will deliver the car to the user’s
home. In the past, self-driving car rental companies had parking lots for users to pick up their
cars, but Revv wants to make that a little easier, too.

“Door-to-door delivery is the first in the world. No other car rental company does this purely.
This model has some very important implications,” says Anupam. He argues that the difficulty
of finding or getting to a car rental company’s parking lot is the customer’s biggest deterrent
to self-driving he rents. Another feature is that the mileage is unlimited, so you can get closer
to “your own private space that you can use as you like” instead of “a taxi that measures your
own distance”.

4
1.2 COMPANY PROFILE

At Revv, we're not just about renting cars; we're about creating memorable journeys. We
understand that every trip is a story waiting to unfold, and we're here to make it extraordinary.
Our commitment goes beyond providing a fleet of vehicles – it's about empowering you with
the freedom to explore Coimbatore with a touch of personal connection.

From the moment you choose Revv, you're not just a customer; you're part of our community.
Our dedicated team strives to make your experience seamless, offering a human touch that
resonates with warmth and understanding. Whether you're a solo traveler, a family on an
adventure, or a business professional on the move, we tailor our services to meet your unique
needs.

At Revv, we believe in more than just miles driven – we believe in creating moments, fostering
connections, and turning every rental into a cherished chapter in your travel story. Choose Revv
for a self-drive experience that transcends the ordinary, where every journey becomes a
personal exploration guided by the human touch.

Marketing Strategy of Revv –

As there are many aspects to take into account when creating the optimal marketing strategy,
let’s begin the case study on the marketing strategy of Revv by presenting its STP Analysis.

Segmentation, Targeting and Positioning

First and foremost, it is about the needs of customers that revv fully understands and wants to
enter into the autonomous vehicle segment. And they were aimed at all those people who can’t
afford a good car but can rent a car and drive anywhere so they can enjoy a great ride without

5
having to buy one…or rent a car. A few years ago, a service like this would have been
unthinkable, so the word created a new brand image in our minds, innovating and innovating
so that we could redefine ourselves in our hearts. Create. The positioning itself adds to the
revv’s reputation. Efficient.

Marketing Campaigns

 For any traveller in India, we are using the existing modes of transport options available
buses or trains or even cabs, but there is a loss of control over many situations that one
might encounter as a farty pant used by the revv in a YouTube advertisement. And also
a creepy driver advertisement.

 Revv, the Car Subscription provider with an aim to re-imagine mobility solutions for
users’ needs — and which was founded in July 2015 by ex-McKinsey executives and
has more than 3,00,000 users so far – has come out with a new digital video campaign
promoting its car subscription service. Young millennial professionals are the target
audience for the advertising campaign, which naturally emphasises their critical need
for freedom and flexibility.

 Three films constitute this campaign, which taps into the insight that the youth of today
enjoy the flexibility that comes when they don’t commit to one choice and like to play
the field and not tie themselves down to choices that have an element of permanence in
them.

 This is a good example of the developing narrative because it has contributed to the
expansion of the sharing and renting economies as well as the introduction of services
and goods across the board. Traditional ownership of a car often comes with a certain
degree of permanence, which is inherently at odds with this mind-set that seeks to own
a car without actually buying it.

6
Social Media Marketing

Revv is in all the platforms listed here –

 Facebook – 65,389 followers

 Instagram – 8519 followers

 YouTube – 4.64K subscribers

 LinkedIn – 4,147 followers

 Twitter – 3187 followers

Revv has the maximum number of followers on Facebook. They usually post promotional
content on their social media handles.

SEO Strategies

As per SEO Standards, Organic keywords less than 500 are bad, more than 1000 are good and
more than 10,000 are amazing. As seen Revv has 210K+ organic keywords which is amazing.

The next important factor is the monthly traffic, Revv has 2.1M+ monthly visits which is huge.

This shows Revv has a good SEO Strategy by looking at its results.

Influencer Marketing

South Korean automobile company Hyundai has recently shaken hands with India’s fastest
self-driving company revv. Hyundai in India has grown significantly in recent past years and
is going at a rapid pace now too.

This is the only company that is a partner and also serves car to the company by sharing, and
developing new products, platforms, and product marketing too.

Also, it has cars of Mahindra too for the subscription.

So, therefore, has a loyal customer base too as subscription runs on daily arriving and happy
customers who are fully satisfied and happy with the services received currently.

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E-commerce Strategies

You can book a car of Hyundai or Mahindra at your disposal and then the car will be delivered
to your doorstep you can add all details like you want to be tank filled or just petrol to start
with etc. Once you receive it drive and just return when the time of your subscription gets over
and it is also easy wherever you want they can come and pick it up from you. It’s all done from
their website which is https://www.revv.co.in/

Mobile Apps

You can do all the stuff from the website as well as a mobile app with the one you preferred.
They have an app ‘Revv – Self Drive Car Rentals’ with 4.3 ratings and 10L+ downloads.

Now you will get options for whether to use the car for a few hours or days, a month or more
than that. You can either choose or just skip this part too. On missing the part, you will land on
the page where you will be able to enter the city where you are or want the car in.

Choose the days for which you wish to rent a car from Revv after entering the city’s name.
Now you will get a list of cars from various companies and types. You can choose one of your
choices.

Content Marketing Strategies

They use this revvlog as a tool for content marketing by this they enhance the SEO and also
make good content available to the public and also make a good brand name and image in
people’s minds.

On this website, you will get all the vlogs related to adventure and trekking etc which is directly
or indirectly related to a car.

This ends the marketing strategy of Revv. Let’s conclude the findings.

8
To understand the working of the Industry

Privacy Policy

Collection, Storage and Use of Personal Information is done when you apply for or maintain
an account with any company, they collect certain personally identifiable information
(“Personal Information”), such as: Your name, age, gender, photograph, contact preferences
telephone number, including permanent and current residential addresses, e-mail address,
financial information, internet protocol address, history of Your transactions ( booking and
payment history), any other items of sensitive personal data or information, as such term is
defined under the Information Technology ) Rules, 2011 enacted under the Information
Technology Act, 2000, identification code of the communication device which You use to
access the Website, any other information that You provide during Your registration, use of
availing of services via Website and other relevant documents viz; driving license and
additional address cum identity proofs, as prescribed under the Membership Agreement of the
company. Companies use various technologies, including “cookies”, to collect non-identifiable
information. A cookie is a piece of data that any website can send to your browser, which may
then be stored on our computer or any other device as an anonymous tag that identifies your
device but not you.

Eligibility

The first and foremost important criteria is of age, member must be of 18yrs older or above.
Member must possess a valid Light Motor Vehicle (Non Transport) Indian license and Aadhar
card. Here is no minimum amount of time that an individual must hold a license before
becoming a member or reserving a vehicle Members must have had no alcohol or drug related
driving violations in the past seven years Payments are only accepted through credit card, debit
card or net banking no cash or cheque or any other kind of payment. Customer should be 24
year and older to book high end vehicles such as Mercedes Audi, Toyota Fortuner, Ford
Endeavour etc. or any other heavy vehicle or else booking will be cancelled.

9
Fee Policy

Cancellation charges are charged according to the policies of various companies, usually
cancellation made more than 24hrs before booking start costs around Rs.200-500.Within 24hrs
charges 50% of the booking value or Rs. 200 whichever is higher. No refund is provided if the
cancellation is made after the booking start. A late return usually costs around 300-500 per
hour fine. If Returning the vehicle is done to the wrong location a dine of ₹10,000 + Full hourly
fee for use of the vehicle + Full late fee until the vehicle is returned to the correct location. In
case of Traffic and Parking violations full payment of fines + ₹500 per 30 days late in payment.
Over speeding costs heavy fines along with an expulsion from the company. Any unintentional/
accidental damage will be liable for the damage charges of ₹ 10,000/- (full-wrap insurance
covers the rest). Incase of towing and impounding no fine is levied if caused by vehicle failure
and full cost if caused by user negligence If cleaning is required of the interiors, washing of
removable (for foot mats etc.) is charged around at ₹500. Interior Washing / Dry-cleaning (for
seat covers, door panels) is around at ₹1,500.

Member Agreement

Only active Member in good standing, as decided solely by the company, are allowed to drive
the vehicles. Non-Member is expressly prohibited from driving the vehicle at any time.
Member holding effective driving license, uploaded on the Website and approved by the
company, may drive a vehicle that has been reserved by another company Member with the
permission of the Member having carried out the reservation; however, all fees and charges
shall be determined in accordance with, the responsibility of the reserving Member while any
liability or claim arising out of such use shall be that of all such participant Members.

You must pick up the selected vehicle at its designated parking space and return it secured,
clean, and in good working order, to the correct and designated space by no later than the end
time of your reservation. However, the handover of vehicle pursuant to your booking is subject
to availability of the vehicle. Further, company reserves the right to cancel any booking at its
sole discretion with only consequence to return the fees collected at the time of creation of
booking.

10
Prior to taking possession of a vehicle, you must do an exterior check and an interior look-over.
Before driving the vehicle, you must advise the company of any damage or abnormality
encountered on the vehicle or in the operation of the vehicle. If the company is not notified of
a problem at the start of a reservation, you will be deemed to be responsible for any problem
with the vehicle discovered or reported after your reservation, including, damage to the vehicle
or lack of cleanliness. You may be charged a damage fee, a cleaning fee, or other applicable
fees, and company may suspend, or may even terminate your membership.

You must leave all the original documents including all the items not limited to only these,
registration certificate, insurance policy, tax payment challans, self-drive licenses, pollution
clearance certificates, vehicle’s key, or any other starting device to the vehicle in its designated
position. You must advise the company immediately if you fail to leave the original documents.

Technology Usage

Car rental applications

(a). Basic Features

Check the different types of available cars in proximity. Along with the use GPS for accurate
location tracking to set pickup/drop location. And also to see ETA and driver details with the
one-time addition of user contact and payment details plus and additional feature of an SOS
button

(b). Location Services

Features like the real-time tracking is beneficial for the company to locate the driver and the
car. It also helps the customers while booking a ride.

(c). Seamless on Boarding

Allow users to quickly login and get started with booking a ride within a few seconds. Provide
support for social logins.

(d). Push Notifications

Real-time notifications for customers, in order to stay updated about the important stages from
booking confirmation to final payments.

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(e). Review System

Get useful feedback from the customer on their car rental experience and in order to
continuously improve the service.

(f). Payment Integration

It ensure that all major forms of payments are integrated in the vehicle rental app. These may
include debit card, credit card, net banking, and new age payment methods like mobile wallets
and UPI.

1.3 STATEMENT OF THE PROBLEM

Revv self-drive car company is currently facing operational efficiency issues due to
challenges related to manpower, and there is a need to analyze the impact of these challenges
on the company's overall performance and service delivery.

1.4 OBJECTIVES OF THE STUDY

 Analyze the impact of employee shortages on customer satisfaction by considering

service delays, response times, and overall customer experience.
 Determine if there are specific skills lacking within the workforce, leading to
inefficiencies, and explore strategies to address these gaps through training or hiring.
 Understand how workforce challenges influence employee morale and engagement, as
low morale can contribute to decreased productivity and higher turnover rates.

1.5 SCOPE OF THE STUDY

In scrutinizing Revv Self Drive Car Rental's workforce, this study assesses personnel
distribution, skill levels, and qualifications, identifying gaps. It investigates recruitment
strategies, analyzing effectiveness and proposing enhancements. The examination of training
programs aims to improve content and delivery. Retention strategies are explored, considering
benefits and career development impact on turnover. Operational consequences, financial
implications, customer experience, and benchmarking against competitors are evaluated.
Strategic interventions, employee engagement, technological integration, regulatory
compliance, and long-term sustainability are proposed, considering stakeholder perspectives
and scenario planning for comprehensive workforce management.

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1.6 LIMITATIONS OF THE STUDY

The following were the limitations of the study:

1. The study was restrained within one branch in Coimbatore.

2. The results of the study may vary from time to time.

3. Time limitation for completed the project, as the study period was restricted for 3
months.

1.7 Chapter Scheme

Chapter 1: Introduction

The first provides an introduction about Revv self-drive rental Car Company,
Company profile, statement of the problem, objectives of the study, scope of the study,
research methodology and limitations of the study.

Chapter 2: Review of literature

In order to undertake this study previous research was considered and a review
of literature is done.

Chapter 3: Research framework

The first provides an Area of the study, sampling techniques, duration of the
study, data source, sampling size, tool used.

Chapter 4: Analysis and interpretation

This chapter deals with the data analysis and interpretation.

Chapter 5: Findings, suggestions and conclusion

This chapter deals with the Findings, Suggestions and Conclusion of the study.

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 CHAPTER - II

Literature Review

2.1 Literature Review

(H. Dean, 2010) The present study aims to examine prior rental car experience for its
effect on estimated odds of an accident and likelihood to purchase rental car insurance.
Compared to people who had not rented a car before, people with prior rental
experience estimated the odds of an accident involving their vehicle to be significantly
less likely. Subjects with prior rental car experience were significantly less likely to
purchase a collision damage waiver and supplemental liability insurance.

(Fontem, 2016) the rental customers arrive successively, and rent out cars for random
durations while effectuating random incremental mileages on them. This stochastic
rental behaviour makes the decision of when to sell a rental car quite a crucial one for
the firm because it involves a certain amount of risk. Selling a car when its mileage is
low proactively avoids a huge decline in the car’s residual market value (even though
it could also cause the firm to forfeit income from future rental customers who intend
to rent that car for long durations while driving it sparingly).

(Grgurina, 2016) This bachelor thesis describes development of a car rental website
using technologies. The car rental owner wants to efficiently manage all his/her
business assets, while customers need the ability to search all available cars and get
smart recommendations, make an online reservation, rate vehicles, and leave a
comment about the driving experience. Web application consists of administration
module for the car rental owner and the user module for the customers.

14
(Adamczak, Torz, Cyplik, Walaszczyk and Fijalkowska, 2020) the main goal of the
article is to identify the attractiveness of eco-driving incentives for drivers under short-
term rental. The study used the survey method. The study was based on 323 completed
questionnaires. The evaluation of the attractiveness of the incentive to eco-driving
depends on the characteristic of the client who rents the car. It is possible to shape
incentive systems for car rental customers that can shape their positive behaviour on
the road. Among the most attractive incentives for eco-driving in a rented car are- the
possibility of upgrading a car in the next rental, discount for future rental and free
carwash.

(Narsaria, M. Verma and A. Verma, 2020) Rental Car services were introduced in 2013
in India. Enfolding the benefits of automobile without owning it, it is essential to
understand major factors contributing to the satisfaction of rental car services. This
paper explores the relationship between input factors such as socio-demographic
characteristics and individuals’ overall satisfaction level of the service. The results
indicate that individuals influenced by the availability of car and ease in hiring are
satisfied with the rental car service, while price has a negative effect on the satisfaction
level.

(Jancy, N Krithi, P.S Niranjana and S Niranjan, 2022) Even if a person owns a car, they
use a rental vehicle for extended trips, making the rental car system unavoidable. Some
people prefer to rent a car because they do not want to deal with the responsibilities of
owning a car, such as maintenance, road taxes, and vehicle insurance. The proposed
system has taken the place of the conventional car rental system. The prototype allows
the user to select the vehicle of their choice as well as the features using the mobile
application that will be required during the trip.

(Mukherjee, Datta, Ganguly and Bandopadhyay, 2022) Travel suppliers largely depend
on business travel as their main source of profit because it is fewer prices conscious
compared to the pleasure travel market. Car rental companies are a major part of the
travel industry. Car rental rates vary with economic ups and down. Nowadays, there are
online car renting services which give much benefit to users in modern society.
Customers have inadequate time to make any transactions. With the help of the online

15
car rental system, we can elongate our operational hours. An attempt has been made to
design an entire car rental analysis server using data visualization techniques.

The literature also emphasizes the persistent issue of skill mismatch and the
corresponding need for effective training programs. Researchers like Autor (2014) have
discussed the impact of technological advancements on job requirements, leading to a
misalignment between the skills workers possess and those demanded by the market.
This necessitates a proactive approach to identifying and addressing skill gaps to ensure
a skilled and adaptable workforce.

Retaining talented employees has become a critical concern for organizations, with
substantial literature addressing the factors influencing retention. Studies by Griffeth et
al. (2000) delve into the multifaceted nature of employee turnover, exploring factors
such as job satisfaction, organizational commitment, and work-life balance.
Understanding and mitigating these factors are crucial for sustaining a capable
workforce.

The rise of remote work and virtual teams has brought about a paradigm shift in
workforce dynamics. Scholars like Golden and Gajendran (2019) have explored the
challenges and benefits associated with this trend. Manpower management now
encompasses issues related to maintaining team cohesion, ensuring effective
communication, and addressing the psychological aspects of remote work, presenting
novel challenges for organizational leaders.

The gig economy has introduced a new dimension to workforce challenges, with
scholars like Katz and Krueger (2016) shedding light on the implications of this trend.
The rise of freelance and temporary work arrangements requires organizations to
rethink traditional employment models. Balancing the flexibility demanded by gig
workers with the need for organizational stability poses a unique set of challenges in
the contemporary labor market.

16
 An aging population presents significant workforce challenges, as discussed in studies
by Madero-Cabib and Güemes-Castorena (2018). The literature underscores the need
for organizations to adapt their policies and practices to accommodate an older
workforce, addressing issues related to retirement, knowledge transfer, and health
management. The implications of demographic shifts extend beyond individual
companies to national economies, making this area of research crucial for policymakers
and HR professionals alike.

Manpower challenges are not solely limited to quantitative aspects but also extend to
the qualitative dimensions of work. Literature by Greenhaus and Powell (2019) delves
into the importance of employee well-being and work-life balance. The research
emphasizes the impact of these factors on job satisfaction, retention, and overall
organizational performance. Strategies for creating a supportive work environment,
fostering a healthy work-life balance, and addressing burnout are explored to enhance
workforce resilience.

2.2 Research Gap

The provided literature covers various aspects of car rentals, a notable research gap exists
in understanding the impact of emerging technologies, such as artificial intelligence and data
analytics, on enhancing the overall rental experience and operational efficiency. The existing
studies focus predominantly on customer preferences, accident likelihood, pricing strategies,
and web application development. A potential avenue for future research could investigate how
advanced technologies can be leveraged to optimize fleet management, improve personalized
customer services, and enhance decision-making processes within the car rental industry,
providing insights into the transformative potential of technological advancements in this
domain.

17
 CHAPTER – III

REASERCH FRAMEWORK

3.1 AREA OF THE STUDY:

The study was undertaken in Revv self-drive car rental in Coimbatore.

3.2 SAMPLING TECHNIQUE:

The sampling technique used in this research is a simple random sampling. This means
that each employee in the organization has an equal chance of being selected to participate
in the survey.

3.2.1 DURATION OF THE STUDY:

The study has been conducted from October 2023 to December 2023

3.2.2 DATA SOURCE:

Primary data:
In the primary data collection method I'm going to use survey method to collect
data's from the employees. Sample size would be 50 numbers.

Secondary data:
In the secondary data collection method I'm going to use books & journals is
been used for previous data.

3.2.3 SAMPLING SIZE:

Population of study: 60 employees
Data has been collected from 47 employees.

3.3 TOOL USED:

Percentage Analysis, Anova, Pearson’s Correlations

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 CHAPTER – IV

DATA ANALYSIS AND INTERPRETATIONS

4.1 PERCENTAGE ANALYSIS

Percentage Analysis has been carried out for analysing the data collected through the
questionnaire. It is used mainly for the demographic questions to find out a valid percentage.
The number of respondent's distribution shows the number of frequencies in various classes,
which helps to get some preliminary ideas with respect to the objectives under study

NO.OF RESPONDENTS

PERCENTAGE = ____________________________ X 100

TOTAL NO. OF RESPONDENTS

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 TABLE 4.1.1

AGE OF THE RESPONDENTS

AGE RESPONDENTS PERCENTAGE

18-20 years 09 19.2

20-25 years 15 31.9

25-30 years 14 29.8

Above 30 years 09 19.0

Total 47 100.0

Source: Primary Data

It is found the above table that 31.9% of the respondents are between the age group of 20
to 25 years, 29.8% of the respondents are between the age group of 25 to 30 years, 19.2% of
the respondents are between the age group of 18 to 20 years and 19.0% of the respondents fall
above 30 years.

Hence it is concluded that (31.9%) of the respondents belongs to the age group of 20
to 25 years.

CHART NO 4.1.1

AGE OF THE RESPONDENTS

35.00%

30.00% 31.90%
29.80%
25.00%

20.00%
19.20% 19.20%
15.00%

10.00%

5.00%

0.00%
18-20 years 20-25 years 15-30 years Above 30 years

20
 TABLE 4.1.2

EXPERIENCE OF THE RESPONDENTS

EXPERIENCE RESPONDENTS PERCENTAGE

Below 1 year 10 21.3

1-5 years 11 23.4

5-10 years 18 38.3

Above 10 years 8 17

Total 47 100.0

Source: Primary Data

It is found the above table that 38.3% of the respondents are between the experiences of 5
to 10 years, 23.4% of the respondents are between the experiences of 1 to 5 years, 21.3% of
the respondents are between the experience below 1 year and 17% of the respondents are
between the experiences above 10 years.

Hence it is concluded that (38.3%) of the respondents are between the experiences of
5 to 10 years.

CHART NO 4.1.2

EXPERIENCES OF THE RESPONDENTS

17% 21%

24%
38%

Below 1 year 1-5 years 5-10 years Above 10 years

21
 TABLE 4.1.3

POSITION OF THE RESPONDENTS

POSITION RESPONDENTS PERCENTAGE

Senior level 3 6.4

Middle level (Manager/ 13 27.7

Incharge)
Lower level 31 66

Total 47 100.0

Source: Primary Data

It can be observed that 66% of the respondents are lower level positions, 27.7% of the
respondents are middle level (Manager/ Incharge) positions and 6.4% of the respondents are
senior level position.

Hence it is concluded that (66%) of the respondents are lower level positions.

CHART NO 4.1.3

POSITION THE RESPONDENTS

Lower level 66%

Middle level 27.70%

Senior level 6.40%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00%

Senior level Middle level Lower level

22
 TABLE 4.1.4

COMPANY UPDATES & POLICIES OF THE RESPONDENTS

COMPANY UPDATES & RESPONDETS PERCENTAGE

POLICIES
Very clean 20 42.6

Somewhat clean 17 36.2

Not clean at all 10 21.3

Total 47 100.0

Source: Primary Data

It can be observed that 42.6% of the respondents are very clear about the company updates
& policies, 36.2% of the respondents are somewhat clean about the company updates &
policies and 21.3% of the respondents are not clean at all above the company updates &
policies.

Hence it is concluded that (42.6%) of the respondents are very clear about that
company updates & policies.

CHART NO 4.1.4

COMPANY UPDATES & POLICIES OF THE RESPONDENTS

21%

43%

36%

Very clear Somewhat clear Not clear at all

23
 TABLE 4.1.5

WORK-LIFE BALANCE OF THE RESPONDENTS

WORK-LIFE BALANCE RESPONDENTS PERCENTAGE

Yes 30 63.8

No 17 36.2

Total 47 100.0

Source: Primary Data

It can be observed that 63.8% of the respondents are satisfied with their work-life balance
and 36.2% of the respondents are not satisfied with their work-life balance.

Hence it is concluded that (63.8%) of the respondents are satisfied with their work-
life balance.

CHART NO 4.1.5

WORK-LIFE BALANCE OF THE RESPONDENTS

36%

64%

Yes No

24
 TABLE 4.1.6

TRAINED AND EQUIPPED ROLE OF THE RESPONDENTS

TRAINED AND RESPONDENTS PERCENTAGE

EQUIPPED
Yes 36 76.6

No 11 23.4

Total 47 100.0

Source: Primary Data

It can be observed that 76.6% of the respondents are satisfied with their trained and
equipped and 23.4% of the respondents are not satisfied with their trained and equipped.

Hence it is concluded that (76.6%) of the respondents are satisfied with their trained
and equipped.

CHART NO 4.1.6

TRAINED AND EQUIPPED ROLE OF THE RESPONDENTS

No 23.40%

Yes 76.60%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00%

Yes No

25
 TABLE 4.1.7

TEAMWORK OF THE RESPONDENTS

TEAMWORK RESPONDENTS PERCENTAGE

Excellent 19 40.4

Satisfactory 6 12.8

Needs improvement 22 46.8

Total 47 100.0

Source: Primary Data

The above table observes that 46.8% of the respondents suggested needs improvement of
their teamwork, 40.4% of the respondents has been excellent in their teamwork and 12.8% of
the respondents are satisfactory of their teamwork.

Hence it is concluded that (46.8%) of the respondents suggested needs improvement

of their teamwork.

CHART NO 4.1.7

TEAMWORK OF THE RESPONDENTS

60.00%

40.00%
40.40%
20.00%
0.00% 12.80% 46.80%

Excellent
Satisfactory

Needs improvement

Excellent Satisfactory Needs improvement

26
 TABLE 4.1.8

RECOGNIZED OF THE RESPONDENTS

RECOGNIZED RESPONDENTS PERCENTAGE

Yes 35 74.5

No 12 25.5

Total 47 100.0

Source: Primary Data

The above table observes that 74.5% of the respondents are recognized and appreciated by
the organization and 25.5% of the respondents are not recognized and not appreciated by the
organization.

Hence it is concluded that (74.5%) of the respondents are recognized and appreciated
by the organization.

CHART NO 4.1.8

RECOGNIZED OF THE RESPONDENTS

26%

74%

Yes No

27
 TABLE 4.1.9

CAREER GROWTH OF THE RESPONDENTS

CAREER GROWTH RESPONDENTS PERCENTAGE

Yes 34 72.3

No 13 27.7

Total 47 100.0

Source: Primary Data

The above table observes that 72.3% of the respondents admit their organization is
responsible for positive impact of their career and 27.7% of the respondents admit that their
organisation is not responsible for positive impact of their career.

Hence it is concluded that (72.3%) of the respondents admit their organization is

responsible for positive impact of their career.

CHART NO 4.1.9

CAREER GROWTH OF THE RESPONDENTS

28%

72%

Yes No

28
 TABLE 4.1.10

EFFECTIVENESS OF THE RESPONDENTS

EFFECTIVENESS RESPONDENTS PERCENTAGE

Very effective 19 40.4

Moderately effective 20 42.6

Ineffective 8 17

Total 47 100.0

Source: Primary Data

The above table observes that 40.4% of the respondents says that the effectiveness of the
communication channels is very effective, 42.7% states that it is moderately effective and 17%
states that it is ineffective in the organisation.

Hence it is concluded that (40.4%) of the respondents says that the effectiveness of the
communication channels is very effective.

CHART NO 4.1.10

EFFECTIVENESS OF THE RESPONDENTS

Ineffective 17%
Moderately effective
Very effective 42.60%
40.40%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Very effective Moderately effective Ineffective

29
 TABLE 4.1.11

RESOURCES AND TOOLS OF THE RESPONDENTS

RESOURCES AND RESPONDENTS PERCENTAGE

TOOLS
Yes 33 70.2

No 14 29.8

Total 47 100.0

Source: Primary Data

The above table observed that 70.2% of the respondents finds that there is necessary
resources and tools of the organisation and 28% of the respondent’s states that there is not
enough resources and tools in the organisation.

Hence it is concluded that (70.2%) of the respondents finds that there is necessary
resources and tools of the organisation.

CHART NO 4.1.11

RESOURCES AND TOOLS OF THE RESPONDENTS

30%

70%

Yes No

30
 TABLE 4.1.12

COMPANY CULTURE OF THE RESPONDENTS

COMPANY CULTURE RESPONDENT PERCENTAGE

Positive 22 46.8

Neutral 12 25.5

Negative 13 27.7

Total 47 100.0

Source: Primary Data

The above table observed that 46.8% of the respondents positively describe the company
culture, 27.7% of the respondents neutral describe the company culture and 25.5% of the
respondents negative describe the company culture.

Hence it is concluded that (46.8%) of the respondents positively describe the company
culture.

CHART NO 4.1.12

COMPANY CULTURE OF THE RESPONDENTS

Negative 27.70%

Neutral 25.50%

Positive 46.80%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00%

Positive Neutral Negative

31
 TABLE 4.1.13

WORKPLACE CONFLICTS OF THE RESPONDENTS

WORKPLACE RESPONDENTS PERCENTAGE

CONFLICTS
Yes 34 72.3

No 13 27.7

Total 47 100.0

Source: Primary Data

The above table observed that 72.3% of the respondents are addressing and resolving
workplace conflicts and 27.75 of the respondents are not addressing and resolving workplace
conflicts.

Hence it is concluded that (72.3%) of the respondents are addressing and resolving
workplace conflicts.

CHART NO 4.1.13

WORKPLACE CONFLICTS OF THE RESPONDENTS

0.8

0.7

0.6

0.5

0.4
0.723
0.3

0.2
0.277
0.1

0
Yes No

Column1

32
 TABLE 4.1.14

BENEFITS OF THE REAPONDENTS

BENEFITS RESPONDENTS PERCENTAGE

Very satisfied 22 46.8

Somewhat satisfied 9 19.1

Not satisfied 16 34

Total 47 100.0

Source: Primary Data

The above table observed that 46.8% of the respondents are very satisfied with the benefits
and perks of the organization, 34% of the respondents are somewhat satisfied with the benefits
and perks of the organization and 19.1% of the respondents are not satisfied with the benefits
and perks of the organization.

Hence it is concluded that (46.8) of the respondents are very satisfied with the benefits
and perks of the organization.

CHART NO 4.1.14

BENEFITS OF THE REAPONDENTS

34%

47%

19%

Very satisfied Somewhat satisfied Not satisfied

33
 TABLE 4.1.15

WORKLOAD OF THE RESPONDENTS

WORKLOAD RESPONDENTS PERCENTAGE

Yes 26 55.3

No 21 44.7

Total 47 100.0

Source: Primary Data

The above table observed that 55.3% of the respondents are workload is manageable and
44.7% of the respondents are not workload is manageable.

Hence it is concluded that (55.3%) of the respondents are workload is manageable.

CHART NO 4.1.15

WORKLOAD OF THE RESPONDENTS

45%

55%

Yes No

34
 TABLE 4.1.16

HR DEPARTMENT OF THE RESPONDENTS

HR DEPARTMENT RESPONDENTS PERCENTAGE

Excellent 20 42.6

Satisfactory 17 36.2

Poor 10 21.3

Total 47 100.0

Source: Primary Data

The above table observed that 42.6% of the respondents has been excellent in their HR
department, 36.2% of the respondents are satisfactory of their HR department and 21.3% of
the respondents suggested poor of their HR department.

Hence it is concluded that (42.6) of the respondents has been excellent in their HR
department.

CHART NO 4.1.16

HR DEPARTMENT OF THE RESPONDENTS

Poor 21.30%

Satisfactory 36.20%

Excellent 42.60%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%

Excellent Satisfactory Poor

35
 TABLE 4.1.17

CHALLENGED OF THE RESPONDRNTS

CHALLENGED RESPONDENTS PERCENTAGE

Yes 22 46.8

No 25 53.2

Total 47 100.0

Source: Primary Data

The above table observed that 53.2% of the respondents are not face any challenges
regarding that collaborating with other teams or departments and 46.8% of the respondents are
face any challenges regarding that collaborating with other teams.

Hence it is concluded that (53.2%) of the respondents are not face any challenges
regarding that collaborating with other teams.

CHART NO 4.1.17

CHALLENGED OF THE RESPONDRNTS

45%
55%

Yes No

36
 TABLE 4.1.18

MANAGEMENT FEEDBACK OF THE RESPONDENTS

MANAGEMENT RESPONDENTS PERCENTAGE

FEEDBACK
Very open 21 44.7

Somewhat 19 40.4

Not open at all 7 14.9

Total 47 100.0

Source: Primary Data

The above table observed that 44.7% of the respondents are very open about the company
management feedback and suggestions, 40.4% of the respondents are somewhat open about
the company management feedback and suggestions and 14.9% of the respondents are not open
at all above the company management feedback and suggestions.

Hence it is concluded that (44.7%) of the respondents are very open about the
company management feedback and suggestions.

CHART NO 4.1.18

MANAGEMENT FEEDBACK OF THE RESPONDENTS

15%

45%

40%

Very open Somewhat open Not open at all

37
 ANOVA

Sum of Mean
df F Sig.
Squares Square
Between Groups 0.616 3 0.205 0.863 0.468
Work-Life Balance Within Groups 10.235 43 0.238
Total 10.851 46
Between Groups 0.913 3 0.304 1.742 0.173
Training and
Within Groups 7.513 43 0.175
Equipment for Role
Total 8.426 46
Between Groups 4.916 3 1.639 1.963 0.134
Teamwork Within Groups 35.892 43 0.835
Total 40.809 46

Between Groups 1.388 3 0.463 3.069 0.038

Recognition and
Appreciation: Within Groups 6.484 43 0.151
Total 7.872 46

Between Groups 2.335 3 0.778 1.515 0.224

Communication
Effectiveness Within Groups 22.09 43 0.514
Total 24.426 46
Between Groups 0.679 3 0.226 1.115 0.353
Career Growth
Within Groups 8.725 43 0.203
Opportunities
Total 9.404 46
Between Groups 0.171 3 0.057 0.254 0.858
Resources and Tools
Within Groups 9.659 43 0.225
for Job
Total 9.83 46
Between Groups 5.637 3 1.879 2.923 0.045
Company Culture Within Groups 27.64 43 0.643
Total 33.277 46

Between Groups 1.868 3 0.623 3.552 0.022

Conflict Resolution
Channels Within Groups 7.537 43 0.175
Total 9.404 46
Between Groups 3.412 3 1.137 1.446 0.243
Employee Benefits
Within Groups 33.822 43 0.787
and Perks
Total 37.234 46
Between Groups 1.406 3 0.469 1.973 0.132
Workload
Within Groups 10.211 43 0.237
Management
Total 11.617 46
Between Groups 1.56 3 0.52 0.85 0.474
HR Support Within Groups 26.313 43 0.612
Total 27.872 46

Collaboration Between Groups 0.318 3 0.106 0.4 0.753

Challenges with
Other Within Groups 11.384 43 0.265
Teams/Departments
Total 11.702 46

Management's Between Groups 2.317 3 0.772 1.544 0.217

Openness to Within Groups 21.513 43 0.5
Feedback
Total 23.83 46

38
1. Work-Life Balance:

 Between Groups: The variation among responses to the question about work-
life balance is not significant (F = 0.863, p = 0.468). Therefore, there is no strong
evidence to suggest a difference in work-life balance perception among
different groups.

2. Training and Equipment for Role:

 Between Groups: Again, there is no significant difference in the responses

regarding feeling adequately trained and equipped for the role (F = 1.742, p =
0.173).

3. Teamwork:

 Between Groups: The variation in responses regarding the level of teamwork

within teams is not statistically significant (F = 1.963, p = 0.134).

4. Recognition and Appreciation:

 Between Groups: There is a significant difference in the perception of whether

contributions are recognized and appreciated by management (F = 3.069, p =
0.038). Further investigation may be needed to understand the nature of this
difference.

5. Communication Effectiveness:

 Between Groups: The effectiveness of communication channels does not show

a significant difference among groups (F = 1.515, p = 0.224).

6. Career Growth Opportunities:

 Between Groups: No significant difference is observed in the perception of

career growth opportunities within the company (F = 1.115, p = 0.353).

7. Resources and Tools for Job:

 Between Groups: The perception of having necessary resources and tools for
the job is consistent across groups (F = 0.254, p = 0.858).

39
 8. Company Culture:

 Between Groups: There is a significant difference in the perception of company

culture (F = 2.923, p = 0.045). Further exploration is recommended to
understand the specific aspects contributing to this difference.

9. Conflict Resolution Channels:

 Between Groups: Employees perceive significant differences in the availability

of clean channels for addressing and resolving workplace conflicts (F = 3.552,
p = 0.022).

10. Employee Benefits and Perks:

 Between Groups: No significant differences are found in satisfaction with

employee benefits and perks (F = 1.446, p = 0.243).

11. Workload Management:

 Between Groups: Workload manageability does not show a significant

difference among groups (F = 1.973, p = 0.132).

12. HR Support:

 Between Groups: The overall support from the HR department is consistent

across groups (F = 0.850, p = 0.474).

13. Collaboration Challenges with Other Teams/Departments:

 Between Groups: No significant differences are found in the face of

collaboration challenges with other teams or departments (F = 0.400, p = 0.753).

14. Management's Openness to Feedback:

 Between Groups: There is no significant difference in how open employees feel

management is to feedback and suggestions (F = 1.544, p = 0.217).

In summary, while recognition and appreciation, company culture, and conflict resolution show
significant differences based on age, other areas do not exhibit such variations. Further
exploration and targeted interventions may be necessary to address concerns related to these
specific aspects.

40
 Correlations

trained and management

work-life equipped for communication career growth openness to
balance your role? teamwork recognized by management effectiveness opportunities feedback
work-life balance Pearson 1
Correlation
Sig. (2-tailed)

N 47
trained and equipped Pearson *
.316 1
for your role Correlation
Sig. (2-tailed) 0.030

N 47 47
teamwork Pearson .329* 0.178 1
Correlation
Sig. (2-tailed) 0.024 0.232

N 47 47 47
recognized by Pearson .366* .327* 0.243 1
management Correlation
Sig. (2-tailed) 0.011 0.025 0.099

N 47 47 47 47
** **
communication Pearson .429 0.179 .687 .313* 1
effectiveness Correlation
Sig. (2-tailed) 0.003 0.227 0.000 0.032

N 47 47 47 47 47
** **
career growth Pearson .425 0.220 .570 0.260 .597** 1
opportunities Correlation
Sig. (2-tailed) 0.003 0.137 0.000 0.078 0.000

N 47 47 47 47 47 47 47
management Pearson .501** 0.161 .542** .290* .569** .459** 1
openness to Correlation
feedback Sig. (2-tailed) 0.000 0.281 0.000 0.048 0.000 0.001

N 47 47 47 47 47 47 47
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

1. Work-Life Balance and Other Variables:

 Work-Life Balance is positively correlated with feeling adequately trained (r =

0.316, p = 0.030), teamwork (r = 0.329, p = 0.024), recognition of contributions
(r = 0.366, p = 0.011), effectiveness of communication channels (r = 0.429, p =
0.003), opportunities for career growth (r = 0.425, p = 0.003), and openness of
management to feedback (r = 0.501, p = 0.000).

 Inference: Employees who report higher satisfaction with work-life balance also
tend to report positive perceptions in various other aspects.

41
2. Training and Equipment for Role and Other Variables:

 Feeling adequately trained is positively correlated with teamwork (r = 0.178, p

= 0.232).

 Inference: There is a modest positive correlation between feeling adequately

trained and teamwork.

3. Teamwork and Other Variables:

 Teamwork is positively correlated with recognition of contributions (r = 0.687,

p = 0.000), effectiveness of communication channels (r = 0.570, p = 0.000),
opportunities for career growth (r = 0.570, p = 0.000), and openness of
management to feedback (r = 0.542, p = 0.000).

 Inference: Positive teamwork perceptions are associated with positive

perceptions in various other aspects.

4. Recognition by Management and Other Variables:

 Recognition of contributions is positively correlated with the effectiveness of

communication channels (r = 0.313, p = 0.032) and openness of management to
feedback (r = 0.290, p = 0.048).

 Inference: Employees who feel recognized and appreciated by management are

more likely to perceive effective communication channels and open
management.

5. Communication Effectiveness and Other Variables:

 Effectiveness of communication channels is positively correlated with

opportunities for career growth (r = 0.597, p = 0.000), openness of management
to feedback (r = 0.569, p = 0.000), and satisfaction with work-life balance (r =
0.429, p = 0.003).

 Inference: Positive perceptions of communication effectiveness are associated

with positive perceptions in career growth opportunities, management
openness, and work-life balance.

42
 6. Career Growth Opportunities and Other Variables:

 Opportunities for career growth are positively correlated with openness of

management to feedback (r = 0.459, p = 0.001).

 Inference: Positive perceptions of career growth opportunities are associated

with perceptions of open management to feedback.

7. Management's Openness to Feedback and Other Variables:

 Openness of management to feedback is positively correlated with satisfaction

with work-life balance (r = 0.501, p = 0.000), teamwork (r = 0.542, p = 0.000),
and communication effectiveness (r = 0.569, p = 0.000).

 Inference: Management openness to feedback is associated with positive

perceptions in work-life balance, teamwork, and communication effectiveness.

In summary, the correlations suggest that there are several positive associations among
different aspects of the work environment at Revv. Employees who report satisfaction in one
area tend to report positive perceptions in other related areas, highlighting potential areas for
improvement and intervention to enhance overall employee experience.

43
 CHAPTER - V

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

The primary data collected using questionnaire from 50 respondents in Self Drive Car
Rental in Coimbatore and the consolidated results are shown below.

Percentage Analysis:

 It is inferred that (31.9%) of the respondents belongs to the age group of 20 to 25 years.
 It is inferred that (38.3%) of the respondents are between the experiences of 5 to 10
years.
 It is revealed that (66%) of the respondents are lower level positions.
 It is inferred that (42.6%) of the respondents are very clear about that company updates
& policies.
 It is inferred that (63.8%) of the respondents are satisfied with their work-life balance.
 It is observed that (76.6%) of the respondents are satisfied with their trained and
equipped.
 It is inferred that (46.8%) of the respondents suggested needs improvement of their
teamwork.
 It is inferred that (74.5%) of the respondents are recognized and appreciated by the
organization.
 It is observed that (72.3%) of the respondents admit their organization is responsible
for positive impact of their career.
 It is observed that (40.4%) of the respondents says that the effectiveness of the
communication channels is very effective.
 It is revealed that (70.2%) of the respondents finds that there is necessary resources and
tools of the organisation.
 It is inferred that (46.8%) of the respondents positively describe the company culture.
 It is inferred that (72.3%) of the respondents are addressing and resolving workplace
conflicts.

44
  It is observed that (46.8) of the respondents are very satisfied with the benefits and
perks of the organization.
 It is revealed that (55.3%) of the respondents are workload is manageable.
 It is inferred that (42.6) of the respondents has been excellent in their HR department.
 It is revealed that (53.2%) of the respondents are not face any challenges regarding that
collaborating with other teams.
 It is inferred that (44.7%) of the respondents are very open about the company
management feedback and suggestions.

ANOVA

In anova, while recognition and appreciation, company culture, and conflict resolution show
significant differences based on age, other areas do not exhibit such variations. Further
exploration and targeted interventions may be necessary to address concerns related to these
specific aspects.

CORRELATIONS

The correlations suggest that there are several positive associations among different aspects of
the work environment at Revv. Employees who report satisfaction in one area tend to report
positive perceptions in other related areas, highlighting potential areas for improvement and
intervention to enhance overall employee experience.

SUGGESTIONS

The findings from the research on Self Drive Car Rental in Coimbatore provide valuable
insights into employee perceptions and satisfaction levels. Based on the presented data, here
are suggestions and implications for addressing the identified patterns:

45
1. Age Group Distribution:

 Implication: The concentration of respondents in the 20 to 25 age group may

indicate a younger workforce. Consider tailoring communication and
engagement strategies to cater to the preferences and expectations of this
demographic.

2. Experience Levels:

 Implication: A significant portion of respondents falls within the 5 to 10 years

of experience range. This suggests a mix of experienced and relatively newer
employees. Implement mentorship programs to facilitate knowledge transfer
and ensure a smoother integration of new hires.

3. Position Levels:

 Implication: The majority of respondents holding lower-level positions could

indicate the need for more targeted career development initiatives and
progression opportunities. Focus on creating clear career paths and
advancement prospects for employees at all levels.

4. Company Updates & Policies:

 Implication: While a substantial number of respondents are clear about

company updates and policies, there is room for improvement. Enhance
communication channels and methods to ensure that employees are well-
informed about organizational changes and policies.

5. Work-Life Balance:

 Implication: With a majority expressing satisfaction in work-life balance,

maintain and enhance policies that support a healthy work-life equilibrium.
Regularly assess workload and stress levels to ensure sustained satisfaction.

6. Teamwork Improvement:

 Implication: The identified need for improvement in teamwork suggests a

potential gap in team dynamics. Implement team-building activities, training,
and communication initiatives to foster a collaborative work environment.

46
 7. Recognition and Appreciation:

 Implication: The positive recognition percentage is commendable. Build on this

by establishing formal recognition programs and mechanisms to consistently
acknowledge employee contributions.

8. HR Department Excellence:

 Implication: The positive perception of the HR department indicates a strong

foundation. Continue to invest in HR initiatives, employee development
programs, and ensure accessibility for addressing employee concerns.

9. Collaboration Challenges:

 Implication: The low percentage facing challenges in collaborating with other

teams is a positive sign. However, periodically assess cross-functional
collaboration processes to maintain a conducive working environment.

10.Openness to Feedback:

 Implication: Encourage and maintain an open feedback culture. Leverage

regular employee surveys, focus groups, and suggestion boxes to capture
continuous feedback for organizational improvement.

In conclusion, the research findings highlight areas of strength and opportunities for
improvement. The suggestions and implications aim to guide organizational interventions to
enhance employee satisfaction, collaboration, and overall workplace effectiveness. Regularly
reassessing these aspects will contribute to a positive and dynamic work environment at Self
Drive Car Rental in Coimbatore.

47
 CONCLUSION

In conclusion, the research conducted on Self Drive Car Rental in Coimbatore not only unveils
quantitative data but also reveals the heartbeat of the organization through the voices of its
employees. These narratives provide a more nuanced understanding, emphasizing the
importance of recognizing the individuality within the predominantly younger workforce.

Beyond statistical insights, the research underscores the human dimension of work-life balance,
teamwork, and employee recognition. The identified areas for improvement in teamwork go
beyond metrics, signaling a call for fostering genuine connections among colleagues.
Recognition and appreciation, coupled with positive perceptions of the HR department, are not
just organizational metrics but reflections of the human-centric culture embedded in the
company.

The correlations observed among different aspects of the work environment paint a rich
tapestry of interconnected experiences. It signifies the intricate web of relationships, attitudes,
and emotions that form the essence of daily work life.

In addressing the implications, a more human touch is needed. Personalized career

development plans, empathetic teamwork initiatives, and heartfelt communication strategies
will not only contribute to a thriving workplace but also resonate with the individual stories
within the organization. The research findings, beyond being a guide for strategic initiatives,
serve as a testament to the lived experiences of the people at Self Drive Car Rental. Regular
reassessment, accompanied by a genuine understanding and responsiveness to evolving human
needs, will be key to maintaining a vibrant and adaptive organizational environment where
every employee's story matters.

48
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1. Dean, Dwane. (2010). Rental experience and likelihood to purchase rental car insurance
among young adults. Young Consumers: Insight and Ideas for Responsible Marketers.
11. 215-225. 10.1108/17473611011074287.

2. Fontem, Belleh. (2016). An optimal stopping policy for car rental businesses with
purchasing customers. Annals of Operations Research. 317. 10.1007/s10479-016-
2240-2.

3. Grgurina, Ivan. (2016). Car rental website.

4. Adamczak, Michał & Toboła-Walaszczyk, Adrianna & Fijałkowska, Jadwiga &

Cyplik, Piotr & Tórz, Maciej. (2020). Analysis of Incentives to Eco-Driving for Car
Rental Companies’ Customers. Sustainability. 12. 10579. 10.3390/su122410579.

5. Narsaria, Isha & Verma, Meghna & Verma, Ashish. (2020). Measuring Satisfaction of
Rental Car Services in India for Policy Lessons. Case Studies on Transport Policy. 8.
10.1016/j.cstp.2020.05.019.

6. Jancy, Adline & N, Krithi & P.S, Niranjana & S, Niranjan. (2022). Car Rental Service.
International Journal of Engineering Research in Electronics and Communication
Engineering. 9. 11-14. 10.36647/IJERECE/09.08.A003.

7. Mukherjee, Rajendrani & Datta, Drick & Ganguly, Gargi & Bandopadhyay, Srinjini &
Chakraborty, Chirantan & Pal, Birabrata & Chatterjee, Deborup. (2022). Application
of Data Visualization: Realization of Car Rental System. 10.1007/978-981-19-4193-
1_4.

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8. Autor, D. H. (2014). Skills, education, and the rise of earnings inequality among the
"other 99 percent". Science, 344(6186), 843–851.

9. Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents

and correlates of employee turnover: Update, moderator tests, and research implications
for the next millennium. Journal of Management, 26(3), 463–488.

10. Golden, T. D., & Gajendran, R. S. (2019). Unpacking the role of a telecommuter's job
in their performance: Examining job complexity, problem solving, interdependence,
and social support. Organization Science, 30(6), 1115–1136.

11. Katz, L. F., & Krueger, A. B. (2016). The rise and nature of alternative work
arrangements in the United States, 1995-2015. NBER Working Paper No. 22667.

12. Madero-Cabib, I., & Güemes-Castorena, D. (2018). The Aging Workforce: Towards a
Comparative Life-Course Perspective in Mexico and Latin America. The International
Journal of Human Resource Management, 29(21), 2981–3003.

13. Greenhaus, J. H., & Powell, G. N. (2019). When Work and Family Are Allies: A
Theory of Work-Family Enrichment. Academy of Management Review, 31(1), 72–
92.

50
 APPENDIX

AN ANALYSES ON THE IMPACT OF MANPOWER CHALLENGES IN

REVV SELF-DRIVE CAR RENTAL, COIMBATORE

1. Name

---------------

2. Age

o 18 – 20
o 20 – 25
o 25 – 30
o More than 30

3. How long will you be with the company?

o Less than 1 year
o 1–5
o 5 – 10
o More than 10 years

4. Please specific your position in the organization

o Senior level
o Middle level ( Manager/ Incharge )
o Lower level

5. How would you rate the clarity of communication regarding company policies and updates?
o Very clear
o Somewhat clear
o Not clear at all

6. Are you satisfied with the current work-life balance at Revv?

o Yes
o No

51
7. Do you feel adequately trained and equipped for your role?
o Yes
o No

8. How would you describe the level of teamwork within your team?
o Excellent
o Satisfactory
o Needs improvement

9. Do you feel that your contributions are recognized and appreciated by the management?
o Yes
o No

10. Are there sufficient opportunities for career growth within the company?
o Yes
o No

11. How would you rate the effectiveness of communication channels within the company?
o Very effective
o Moderately effective
o Ineffective

12. Do have the necessary resources and tools to perform you job efficiently?
o Yes
o No

13. How would you describe the company culture at Revv?

o Positive
o Neutral
o Negative
14. Are there clean channels for addressing and resolving workplace conflicts?
o Yes
o No

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15. How satisfied are you with the current employee benefits and perks?
o Very satisfied
o Somewhat satisfied
o Not satisfied

16. Do you feel that your workload is manageable?

o Yes
o No

17. How would you rate the overall support from the HR department?
o Excellent
o Satisfactory
o Poor

18. Are there any specific challans you face in collaborating with other teams or departments?
o Yes
o No

19. How open do you feel the management is to feedback and suggestions?

o Very open
o Somewhat open
o Not open at all

20. What your opinion?

53
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