final project 03

Job Satisfaction Of Employees Oriental Extractions Pvt Ltd

CHAPTER-1

INTRODUCTION

Holy Grace Academy of Management Studies, Mala 1


INTRODUCTION

Human resource plays a crucial and vital role in the development of the organization. To

be successful, employee satisfaction is very much important for the organization’s growth.

Employee satisfaction is the sense of contentment employees experience in and at their work.

Satisfied employees add positive value to your organization. Satisfaction allows employee to

work in a more pleasant manner which stimulates a better performance.

In an organization many things are required to be effective: a method producing a product

or service, financial resources, a way of marketing whatever products or services that are created,

and human resources. While all these are important for organizational effectiveness, the only

factor that represents a potential competitive advantage is “human resource and how these

resources are managed and utilized”.

By conducting a survey like job satisfaction among employees we can understand their

views regarding the organization.

With due attention and importance of employee satisfaction, a research study was done in

Oriental Extractions Pvt Ltd. This gave an opportunity for the researcher to work with an

endeavour focusing on the study and interacting with various levels of executives at Oriental

Extractions Pvt Ltd.

One of the most pressing problems facing organization today is how to motivate

employees to work more productively and to increase feelings of satisfaction, involvement and

commitment. All around us we see examples of shoddy and imperfect work in products such as

automobiles with faulty parts or in caring fewer mistakes made in government offices.

Manufactures, retail stores, and service industries echo the complaint. Too many employees

don’t seem to care about doing a good job.

Job satisfaction refers to the positive and negative feelings and attitude we hold about our

job. It depend on many work related factors, ranging from where we have to park to the sense of

fulfillment we get from our daily tasks. Personal factors can also influence job satisfaction.

These factors include age, health, and length of job experience, emotional stability, social status,

leisure activities, family and other social relationships. Our motivation and aspirations and how

well these are satisfied by our work also affect our attitudes toward our jobs. In other words it is



an emotional response to a job situation. It is typically influenced by how well outcomes meet or

exceed personal expectations.

For some employees, job satisfaction is a stable, enduring characteristic, independent of

the features of the job. Changes in the job status pay, working conditions, and goals have little

effect on the job satisfaction of these people. Their personal tendency toward happiness

(satisfaction) or unhappiness (dissatisfaction) varies little over time and circumstances.

Job satisfaction describes how content and individual is with his or her job. The happier

people are within their job, the more satisfied they are said to be. Job satisfaction is not the same

as motivation, although it is clearly linked.

Job design aims to enhance job satisfaction and performance; methods include job

rotation, job enlargement. Other influences on satisfaction include the management style and

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

very important attribute which is frequently measured by organizations. The most common way

of measurement is the use of rating scale where employees report their reaction to their jobs.

1.1 SCOPE OF THE STUDY

This study was entirely targeted towards the employees in order to get the required

information about the job satisfaction of employees in Oriental Extractions Pvt Ltd.

The scope of the study includes:

Understanding the satisfaction level of jobs.

Verifying the factors that satisfy the workers more.

Examine the working environment provided at Oriental Extractions Pvt Ltd.

To study the relationship of workers with the management.

The study will be helpful to the company to be aware of the motivation factors of the

employees and thereby the company can take steps to increase the motivation level of the

employees.

1.2 OBJECTIVES OF THE STUDY

The objective of the study is to understand the job satisfaction of employees in Oriental

Extractions Pvt Ltd.



To attain this objective, the study has the following sub objectives.

To find out level of satisfaction in terms of monetary benefit. This can be classified as

under

a) Salary

b) Increment

c) Bonus

To identify the satisfaction level of employees in their interpersonal relationships. This

can be grouped as under.

a) With superiors

b) With subordinates

c) With management

To identify satisfaction level of employees pertaining to non monitory benefits such as

a) Regard for opinions and suggestions

b) Recognition for employee’s contribution

c) Guidance from superior

d) Provision for carrier

To study the factors influencing job dissatisfaction of employees and to examine the

needs of the employees.

1.3 RESEARCH METHODOLOGY

Research is a scientific and systematic search for pertinent information on a scientific

investigation. It is an art of scientific investigation. It is a way to systematically solve the

research problem.

Research in common parlance refers to a search for knowledge. According to Clifford

Woody research comprises defining and redefining problems, formulating hypothesis or

suggested solutions; collecting, organizing and evaluating data; making deductions and reaching

conclusions and at last carefully testing the conclusions to determine whether they fit the

formulating hypothesis.

A research methodology defines the activities of research is, how to proceed, how to

measure progress, and what constitutes success. Research methodology is a way to



systematically solve the research problem. It may be understood as a science of studying how

research is done systematically. Thus when we talk of research methodology we not only talk

about research methods but also consider the logic behind the method we use in the contest of

our research study and explain why we are using a technique and why we are not using others so

that research results are capable of being evaluated either by the researcher or by others.

The process which works upon is as shown as follows:

1. Define the problem and Research objectives

2. Develop the research plan

3. Collect the information

4. Analyze the information

5. Present the findings

6. Make the decision

1.4 TYPE OF RESEARCH

Here descriptive type of research is being followed. Descriptive research includes surveys

and fact findings, enquiries etc. The major purpose of descriptive research is description of the

state of affairs as it exists at present.

RESEARCH DESIGN

A research design is the arrangements of conditions of collection and analysis of data in a

manner that aims to combine relevance to research purpose with economy in procedure.

The research design is a conceptual frame work within which research is conducted.

Research design is needed because it facilitates the smooth sailing of various research operations,

thereby making research as efficiently as possible yielding maximum information with minimum

expenditure of effort, time and money. In this study, questionnaire design was used to collect

data. This method was used to ensure accuracy.



POPULATION

All the items under consideration in any field of enquiry constitute a ‘population’ 80

employees of Oriental Extractions Pvt Ltd constitute the population of study

SAMPLE DESIGN

The technique that is adopted in selecting the samples for this research is convenient

sampling.

SAMPLING UNIT

An employee of Oriental Extractions Pvt Ltd is the sampling unit for the study.

SIZE OF THE SAMPLE:

A sample size of 80 employees at Oriental Extractions Pvt Ltd was taken as the

respondents of the study.

SOURCES OF DATA

Both primary and secondary data were used for data collection. Primary data are

collected for the first time. The tools used for data collection is questionnaire schedule method.

Secondary data are those data that are collected from books, magazines, newspapers, and reports.

The data relating to the history of the company were collected from the manual and records of

the company.

Primary data: it was collected by personal interviews with the help of structured questionnaires

which will help the researcher to gather the required data from as many respondents as possible

within the limited time.

Secondary data: it was also collected from the study through

- Company record



- Company publication

- Journal

- Books

- Websites

Tools and techniques used for data collection

Questionnaire

Apart from questionnaires, additional information was gathered by discussion with the

employees.

Data analysis techniques

After the collection of data from the returned filled questionnaire, each sample question

was classified, tabulated and then subjected to analysis. The editing function is the process of

scrutinizing the data in order to ensure consistency and accuracy. Editing can be undertaken even

when field survey is in progress. The data were analyzed using percentage analysis.

Percentage is representation of data as a part of total of total 100. This helps to bring out a

uniform study of data.

DIAGRAMS / CHARTS

Diagrams and charts helps in diagrammatic representation of the data obtained and helps

to give a clear picture about the information obtained.

1.5 STUDY PERIOD

Study period has been limited to 2 weeks starting from November 26 th 2009 for the

overall completion of the project. During the period the following steps were taken:

Objectives were set and finalized

Data was collected and recorded



1.6 LIMITATIONS OF STUDY

As with every research, studies will have its own limitations:

Sample size is limited due to time constraint

Study is limited to some departments only

The study is not free from personal bias

The findings of the study is based on the assumptions that the respondents have given

their true and unbiased data

Lack of awareness about the topic among the employees was observed. This has effect on

their response.



CHAPTER – 2

REVIEW OF LITERATURE



Human resource is considered to be the most valuable asset in any organization. It is the

sum total of inherent abilities, acquired knowledge and skills represented by talents and aptitudes

of employed persons who compromise executives, supervisors and the rank and the file

employees. It may be noted that the human resources should be utilized to the maximum possible

extend, in order to achieve individual and organizational goals. It is thus the employee’s

performance which ultimately decides in attainment of goals. However, the employee

performance is to a large extend, influenced by motivation and job satisfaction.

DEFINITIONS

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job.

Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should

clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and

behaviours. This definition suggests that we form attitudes towards our jobs by taking into

account our feelings, our beliefs, and our behaviours.

HISTORY

Frederick Winslow Taylor one of the pioneers believed that workers motivation was

largely due to their interest in money. He also proposed that the most satisfying situation was one

in which a worker could make the most money with the least effort. Both productivity and

satisfaction would result, if workers were given fair wages and work that could be done without

excess fatigue. Frederick Winslow Taylor’s 1911 book, Principals of Scientific Management,

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

a change in industrial production philosophies, causing a shift from skilled labour and piece

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

scientific management by industries greatly increased productivity because workers were forced

to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving

researchers with new questions to answer regarding job satisfaction. It should also be noted that

the work of W.L.Bryan Dill Scott, and Hugo Munsterberg set the tone for Taylor’s work.



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

These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,

sought to find the effects of various conditions (most notably illumination) on workers’

productivity. These studies ultimately that novel changes in work conditions temporarily increase

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

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

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

investigate other factors in job satisfaction.

The Hawthorne researches thought it might be the workers attitude about their work that

caused their reactions. Workers were interviewed and encouraged to talk about what was

important and satisfying to them and what they liked and disliked about their jobs. Most people

had mixed reactions to their jobs, and many talked more about social then economic conditions.

The researcher conclusion was that money actually was not very important. Most of us, they

said, want the satisfaction that comes from social recognition.

Some argues that Maslow’s hierarchy of needs theory, a motivational theory, laid the

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

specific need in life – physiological needs, social needs, self esteem needs, and self actualization.

This model served as a good basis from which early researchers could develop job satisfaction

theories.

In recent years, job satisfaction is defined as job attitude along with other attitudinal

concepts, such as morale, job involvement, and organizational commitment and today it is blend

of many interrelated concepts.

Models of job satisfaction

Fulfillment theory

The proponents of this theory measures satisfaction in terms of rewards a person receives

or the extent to which his needs are satisfied. Further they thought that there is a direct or

positive relationship between job satisfaction and the actual satisfaction of expected needs. The

main difficulty in this approach is that job satisfaction as observed by willing, is not only a

function of what a person receives but also what he feels he should receive as there would be

considerable differences in the actual and expectations of persons. Thus job satisfaction cannot



be regarded as merely a function of how much a person receives from his job. Another important

factor or variable that should be included to predict job satisfaction accurately is the strength of

the individual’s desire of his level of aspiration in a particular area. This leads to the

development of discrepancy-theory of job satisfaction.

Affect Theory

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

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

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

that how much one values a given fact of work (eg: the degree of autonomy in a position)

moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a

person values a particular fact of a job, his satisfaction is greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to one who

doesn’t value that facts. To illustrate if Employee A values autonomy in the work space and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. this theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional theory

Another well known job satisfaction theory is Dispositional Theory. It is very general

theory that suggests that people have innate disposition that cause them to have tendencies

towards a certain level of satisfaction, regardless of one’s job. This approach became a notable

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

overtime and across carriers and jobs. Research also indicates that identical twins have similar

levels of job satisfaction.

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

self- evaluation Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four

core self-evaluations that determine one’s disposition towards job satisfaction: self-esteem,

general self-efficacy, locus of control, and neurotism. This model states that higher levels of self-

esteem (the value one places on his self) and general self-efficacy (the belief in one’s own



competency) lead to higher work satisfaction. Having an internal locus of control (believing one

has control over his/her on life, as opposed to outside forces having control) leads to higher job

satisfaction. Finally lower levels of neurotism lead to higher job satisfaction.

Two Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two-factor theory (also known as motivator hygiene theory

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

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

respectively. Motivating factors are those aspects of the job that make people want to perform,

and provide people with satisfaction, for eg: achievement in work, recognition, promotion

opportunities. These motivating factors are considered to be intrinsic to the job, or the work

carried out. Hygiene factors include aspects of the working environment such as pay, company

policies, supervisory practices, and other working conditions.

While Herzberg’s model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman and Oldham suggesting that Herzberg’s

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

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

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

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

Job Characteristics Model

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

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

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

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

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

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

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

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

employee’s attitude and behaviours.



Measuring Job Satisfaction

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

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

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

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

collected using an Enterprise Feedback Management (EFM) system.

The job descriptive index (JDI), created by Smith, Kendall and Hulin (1969), is a specific

questionnaire of job satisfaction that has widely been used. It measures one’s satisfaction in five

facets: pay, promotions and promotion opportunities, co-workers, supervision and the work

itself.

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

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

and not enough on work satisfaction in general.

Other job satisfaction questionnaire include: the Minnesota Satisfaction Questionnaire

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

satisfaction in 20 facets and has a long form with 100 (five item with each facet) and a short

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

measures 9 facets of job satisfaction with just one item which participants respond to by

choosing a face.

Relationships and Practical Implications

Job satisfaction can be an important indicator of how employees feel about their jobs and

a predictor of works behaviours such as organizational citizenship, absenteeism and turnover.

Further, job satisfaction can partially mediate the relationship of personality variables and

deviant work behaviours.

One common research findings is that job satisfaction is correlated with life satisfaction.

This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with

their job and people who are satisfied with their job tend to be satisfied with life. However, some



research has found that job satisfaction is not significantly related to life satisfaction when other

variables such as nonworking satisfaction and core self-evaluation are taken into account.

An important finding for organizations to note is that job satisfaction has a rather tenuous

correlation to productivity on the job. This is a vital piece of information to researchers and

businesses, as the idea that satisfaction and job performance are directly to one another is often

cited in the media and in some non-academic management literature.

WHAT DETERMINES JOB SATISFACTION?

Mentally Challenging Work

Employees tend to prefer jobs that give them opportunities to use their skills and abilities

and offer a variety of tasks, freedom and feedback and how well they are doing. These

characteristics make work mentally challenging. Jobs that have too little challenge create

boredom, but too much challenge create frustration and feeling of failure. Under condition of

moderate, challenge most employees will experience pleasure and satisfaction.

Equitable Rewards

Employees want their pay systems and promotion policies that they perceive are being

just ambiguous, and in line with their expectation when pay is seen as fair based on job demands,

individual skill level and community pay standards, satisfaction is likely to result. Similarly

employees seek fair promotion policies and practices.

Supportive Working Conditions

Employees are concerned with their work environment for both personal comfort and

facilitating doing a good job. Temperature, light, noise and other environmental factors should

not be either extreme for example having too much beat or too little light. Additionally most

employees prefer working close to home, in clean and relatively moderate facilities and with

adequate tools and equipments supportive colleagues.

Having friendly and supportive co-workers leads to increased job satisfaction. The

behaviour of one superior is a major determinant satisfaction. Studies generally finds that

employee’s satisfaction is increased when immediate superior is understanding and friendly.



The Personality-Job Fit

People with personality type congruent with their chosen vocation should find that they

have the right talent and abilities to meet the demands of their jobs. Thus they are more likely to

be successful on those jobs because their success have greatened probability of achieving high

satisfaction from their job.

Factors Affecting Job Satisfaction

There are different factors on which job satisfaction depends; important among those are the

following.

1. Personal factors: They include workers age, sex, education, marital status and their

personal characteristics, family background, socio economic background and the like.

2. Factors Inherent in the Job: These factors have recently been studied and found to be

important in the selection of employees. Instead of being guided by their co-workers and

supervisors, the skilled workers would rather like to be guided by their own inclination to

choose jobs in consideration of ‘what they have to do’. These factors include the work

itself, conditions, influence of internal and external environment on the job which is

controlled by the management etc.

3. Factors controlled by the Management: They include nature of supervision, job security,

kind of work group, and wage rate, promotional opportunities, and transfer policy,

duration of work and sense of responsibilities. All these factors greatly influence the

workers. Their presence in the organization motivates the workers and provides sense of

job satisfaction.

Though promotion and job satisfaction are influenced by different sets of factors, these two

can be related if management links rewards to performance. It is viewed that job satisfaction is a

consequence of performance rather than cause of it. Satisfaction strongly influences the

productive efficiency of an organization; whereas absenteeism, employee turnover,

irresponsibility, uncommitment are the results of the job dissatisfaction. However job satisfaction

or dissatisfaction forms opinion about the job which results in employee morale.



CHAPTER- 3

COMPANY PROFILE



COMPANY PROFILE:

“SD Pharmacy” was started in 1939 by Mr. P S Kesavan Vaidyan, father of the present

Managing Partner Mr.K Ramesh and since then, it has risen to become a house hold name among

ayurvedic consumers and ayurvedic pharmaceutical industry in Kerala. Now, S D Pharmacy is a

partnership firm and the partners are family members of the joint family founded by Sri. Kesavan

Vaidyan.

Although it had a very modest beginning among traditional Ayurvedic practitioners in

Kerala, S D Pharmacy has traveled a long distance since then. Currently SD Pharmacy has about

350 traditional Ayurvedic preparations and 50 proprietary medicines. The pharmacy has spread

throughout the length and breadth of Kerala and now has about 410 agencies and 20 Branches.

S D Pharmacy group of companies is located at Alappuzha and has a wide and rich

experience for producing ayurvedic medicines.

S D Pharmacy’s processing facility is one of the best in India for Ayurvedic products

with GMP certification. It is endowed with personnel having rich experience, some of them with

20 to 30 years of experience in the same facility. In addition to modern scientific lab for quality

control, the personnel are also experts in using their God given senses of smell, taste and naked

eye examination of consistency.

PRODUCT PORTFOLIO

It has an extensive portfolio of 350 traditional medicines and 50 proprietary medicines

covering practically all common ailments. Products include water extracts, cold kashayams,

fermented preparations called Arishtams, semisolid preparations called Lehyams and Ghrithas

etc. Traditional oils, hand rolled pills and powders are also available.

Arishtams

Asavams

Thailam, Kuzhambu & enna

Choornas(powders)

Kashayas



Bhasmas & sindooras

Gulikas(pills)

Ghrithams

Lehya & Rasayana

The port folio of proprietary medicines include

Thalees –Throat lozenge

Dhathupushty – Aphrodisiac

Gastone –Anti flatulent – for gas trouble

Pile act – Anti hemorrhoidal – for piles

Rumact – for Arthritis

Bhramisakthi – Energiser for brain

Chavanaprasam – Natural nutritional supplement

Balabindhu – Appetizer for children

About Oriental Extractions Pvt. Ltd

Oriental Extractions P Ltd is one of the group companies from the promoters of the

renowned M/s S D Pharmacy Group having the tradition and excellence of over 70 years in

Ayurvedic Health Care. The Company was incorporated in 1997 under the Companies Act 1956

and is engaged in development and commercialization of Ayurvedic Herbal Bath soaps among

other herbal products. The company has been preserving and maintaining the tradition of M/s S

D Pharmacy Group in terms of quality excellence.

M/s Oriental Extractions Pvt Ltd started its commercial operations in 2003 – 04 in a

modest way with an authorized capital of Rs.50 lakhs and paid up capital of Rs.1 lakhs. The

Company could increase its paid up capital to Rs.21.30 lakhs during the first year of its

commercial operation. The net worth of the company as on 31.03.06 is Rs.482.56 lakhs, which

is more than 20 times of its paid up capital as on that date.

The Company has achieved a total turnover of Rs.80 million during the first nine months

of the financial year 2006–07.



The Company focuses on development and commercialization of innovative product

solutions exploiting natural ingredients in the field of fast moving consumer goods (FMCG). The

major sub segments are

Toilet soaps

Cosmetics

SPA related

Personal care

Detergents

Product Range

Toilet Soaps

Chandanam - contains sandal oil, to keep the skin soft and youthful

Mullapoo – with the natural fragrance of jasmine flowers

Naranga – Contains Lemon extract which helps to remove black marks on

the skin and improves complexion

Arogya Soap – Contains Triclosan, an anti bacterial agent, which protects

the skin from diseases

Detergents

Kleen Wash Cake – Contains colour guard which protects the cloth from

colour fade. Also, contains glycerin which protects the skin.

Kleen Washing Powder – Contains R D Blocker which prevents the dirt

(which is removed from the cloth) from depositing again on the cloth

while washing.

Saree Wash Shampoo –For washing high quality garments.

Expertise Areas

Their core expertise is in formulating Niche Toilet soaps.

Developing aggressive Regional Marketing strategy

Adapting products for different regional markets in India

Deep understanding of test marketing and evaluation



Strong R & D striving for developing new products

Competitive Advantage

In the last few years there have been no new successful soap brands in the Indian market.

In this scenario, the success of Manjal, Chandanam, Mullappoo soaps has great relevance and

importance. Almost all their brands use regional naming strategy and hence 50% of the

communication about the brand is done with the name.

The package design is very unique, so this stands out in the clutter in the shelf.

Use of regional herbs as ingredient for easy understanding and acceptance among customers.

All the soaps are distinct smelling and can be clearly differentiated from other soap brands in the

India. All soaps have good creamy lather and a very smooth feel on skin.

Production Capacity

The Company has an established capacity to produce 6 MT of soap in single shift

operation of 8 hrs. Further, the company has leased out facility for producing 4 MT of soap every

day in single shift operation. The Company is also in the process of creating facilities for

producing 8 MT of soap every day at Coimbatore in Tamilnadu. Therefore, on total

commissioning of the production facilities, the co could produce 18 MT of soap every day in

single shift operation of 8 hours. Therefore, the total production capacity of the company would

be 54 MT per day, including the leased facility of 24 MT per day.

Future plans

Company has the vision and strategy to develop and commercialize nearly 12 to 15

Ayurvedic Herbal Soap brands along with fast moving categories like Dish Wash (Cake, Liquid),

Toilet Cleaner, Agarbathi, Talcum powder etc.



CHAPTER -4

DATA ANALYSIS AND

INTERPRETATION



TABLE NO: 1

GENDER OF EMPLOYEES IN THE COMPANY

Gender No: Of Employees Total Employees Percentage

Male 56 80 70

Female 24 80 30

INTERPRETATION

From the above table it is understood that among 80 employees, 70% of them are male and 30%

of them are female.



CHART NO: 1

GENDER OF EMPLOYEES IN THE COMPANY



TABLE NO: 2

OUR COMPANY IS ONE OF THE BEST COMPANY TO WORK FOR

Employees Opinion No: Of Employees Total Employees Percentage

Strongly Agree 28 80 35

Agree 36 80 45

Neutral 4 80 5

Disagree 0 80 0

Strongly Disagree 12 80 15

INTERPRETATION

From the above table it is inferred that 35% of the employees strongly agree, 45% agree, 5%

neutral, 0% disagree and 15% strongly disagree that this company is one of the best company to

work.



CHART NO: 2

OUR COMPANY IS ONE OF THE BEST COMPANY TO WORK FOR



TABLE NO: 3

AN EMPLOYEE IS PROUD TO BE A PART OF THIS COMPANY



Agree 28 80 35

Neutral 0 80 0

Disagree 0 80 0


INTERPRETATION

From the above table it is clear that 65% of the employees strongly agree, 35% agree, 0%

neutral, disagree and strongly disagree that they are proud to be a part of the company.



CHART NO: 3

AN EMPLOYEE IS PROUD TO BE A PART OF THIS COMPANY



TABLE NO: 4

EMPLOYEE IS SATISFIED WITH THE JOB AND WORK DONE



Agree 32 80 40

Neutral 4 80 5

Disagree 4 80 5


INTERPRETATION

From the above table it is inferred that 50% of the employees strongly agrees, 40% agrees, 5%

neutral, 5% disagrees and 0% strongly disagrees about their satisfaction towards their job and the

work they do at the workplace.



CHART NO: 4

EMPLOYEES SATISFACTION TOWARDS HIS JOB AND THE WORK

HE DOES AT HIS WORKPLACE



TABLE NO: 5

EMPLOYEE HAS THE MATERIAL/EQUIPMENT AND TOOLS FOR

PERFORMING HIS JOB



Agree 24 80 30

Neutral 16 80 20

Disagree 0 80 0


INTERPRETATION

From the above table 50% of the employees strongly agree, 30% agree, 20% neutral, 0%

disagree and strongly disagree about the availability of material/equipment and tools to perform

the job in the company.



CHART NO: 5

EMPLOYEE HAS THE MATERIAL/EQUIPMENT AND TOOLS FOR

PERFORMING HIS JOB



TABLE NO: 6

AS AN EMPLOYEE YOU ARE SATISFIED WITH YOUR WORKING

ENVIRONMENT



Agree 28 80 35

Neutral 40 80 50

Disagree 0 80 0


INTERPRETATION

From the table above employees satisfaction with his working environment is strongly agreed by

15%, agreed by 35%, neutral by 50%, disagree and strongly disagree is said by 0%.



CHART NO: 6

EMPLOYEES SATISFACTION WITH HIS WORKING ENVIRONMENT



TABLE NO: 7

MANAGER RECOGNISES AND ACKNOWLEDGES EMPLOYEES

PERFORMANCE



Agree 40 80 50

Neutral 0 80 0

Disagree 4 80 5


INTERPRETATION

30% of the employees strongly agree, 50% agree and 0% neutral, 5% disagree and 15% strongly

disagree regarding the recognition and acknowledgement of employee performance by manager

from the above table.



CHART NO: 7

MANAGER RECOGNISES AND ACKNOWLEDGES EMPLOYEES

PERFORMANCE



TABLE NO: 8

PROMOTIONS ARE GIVEN TO EMPLOYEES WHO DESERVE



Agree 24 80 30

Neutral 44 80 55

Disagree 0 80 0


INTERPRETATION

The above table states that 15 % strongly agree, 30% agree, 55% neutral and 0% disagrees and

strongly disagree with respect to the promotions given to the employees.



CHART NO: 8

PROMOTIONS ARE GIVEN TO EMPLOYEES WHO DESERVE



TABLE NO: 9

MANAGER HELPS EMPLOYEES TO IMPROVE THEMSELVES



Agree 52 80 65

Neutral 4 80 5

Disagree 0 80 0


INTERPRETATION

From the table 30% strongly agree, 65% agree, 5% neutral and 0% is disagreeing and strongly

disagreeing of managers helping employees to improve themselves.



CHART NO: 9

MANAGER HELPS EMPLOYEES TO IMPROVE THEMSELVES



TABLE NO: 10

EMPLOYEES ARE FREE TO TALK OPENLY AND HONESTLY TO

THEIR MANAGERS



Agree 16 80 20

Neutral 20 80 25

Disagree 8 80 10


INTERPRETATION

From the above table it is understood that 30% of the employees strongly agree, 20% agree, 25%

neutral, 10% disagree and 15% strongly disagree with the employee being free and honest in

talking with their managers.



CHART NO: 10

EMPLOYEES ARE FREE TO TALK OPENLY AND HONESTLY TO

THEIR MANAGERS



TABLE NO: 11

MANAGER HOLDS REGULAR MEETINGS WITH THE RESPECTIVE

EMPLOYEES



Agree 16 80 20

Neutral 20 80 25

Disagree 8 80 10


INTERPRETATION

Managers hold regular meetings with their employees is strongly agreed by 30%, agreed by 20%,

neutral by 25%, disagreed by 10% and strongly disagreed by 15%from the above mentioned

table.



CHART NO: 11

MANAGER HOLDS REGULAR MEETINGS WITH THE RESPECTIVE

EMPLOYEES



TABLE NO: 12

EMPLOYEES ARE FREE TO TALK OPENLY AND HONESTLY AMONG

THEIR WORK GROUPS



Agree 24 80 30

Neutral 16 80 20

Disagree 4 80 5


INTERPRETATION

The above table interprets that 45% strongly agree, 30% agree, 20% neutral, 5 % disagree and

0% strongly disagree of employees being free to talk openly and honestly among their work

groups.



CHART NO: 12

EMPLOYEES ARE FREE TO TALK OPENLY AND HONESTLY AMONG

THEIR WORK GROUPS



TABLE NO: 13

EMPLOYEES ARE SATISFIED TOWARDS COMPANY’S EMPLOYEE

WELFARE PROGRAM SUCH AS REWARDS, INCENTIVES



Agree 24 80 30

Neutral 16 80 20

Disagree 12 80 15


INTERPRETATION

From the above table 20% strongly agree, 30% agree, 20% neutral, 15% disagree and strongly

disagree with the employee satisfaction towards companies employee welfare program.



CHART NO: 13

EMPLOYEES ARE SATISFIED WITH COMPANY’S EMPLOYEE

WELFARE PROGRAM SUCH AS REWARDS, INCENTIVES



TABLE NO: 14

EMPLOYEES ARE SATISFIED WITH THE RECREATIONAL

ACTIVITIES PROVIDED BY THE COMPANY SUCH AS CELEBRATION

ETC.



Agree 4 80 5

Neutral 12 80 15

Disagree 20 80 25


INTERPRETATION

Employee satisfaction towards the recreational activities by the company is strongly agreed by

0%, agreed by 5%, neutral by 15%, disagreed by 25% and strongly disagreed by 55%.



CHART NO: 14

EMPLOYEES ARE SATISFIED WITH THE RECREATIONAL

ACTIVITIES PROVIDED BY THE COMPANY SUCH AS CELEBRATION

ETC.



TABLE NO: 15

EMPLOYEES OPINION TOWARDS THE EMPLOYEE PROGRAMS OF

THE COMPANY SUCH AS VALUABLE EMPLOYEE OF THE MONTH,

BIRTHDAY ANNOUNCEMENTS.



Agree 0 80 0

Neutral 12 80 15

Disagree 12 80 15


INTERPRETATION

Employees satisfaction towards employee program is strongly agreed and agreed by 0%, neutral

by 15%, disagreed by 15% and strongly disagreed by 70%.



CHART NO: 15

EMPLOYEES OPINION TOWARDS EMPLOYEE PROGRAMS OF THE

COMPANY SUCH AS VALUABLE EMPLOYEE OF THE MONTH,

BIRTHDAY ANNOUNCEMENTS.



TABLE NO: 16

EMPLOYEE CAN VOICE HIS OPINION WITHOUT FEAR



Agree 12 80 15

Neutral 24 80 30

Disagree 8 80 10


INTERPRETATION

Employees’ right to voice his opinion without fear is strongly agreed by 20%, agreed by 15%,

neutral by 30%, disagreed by 10% and strongly disagreed by 25%.



CHART NO: 16

EMPLOYEE CAN VOICE HIS OPINION WITHOUT FEAR



TABLE NO: 17

COMPANY MAINTAINS A VERY GOOD SALARY LEVEL COMPARED

TO OTHER COMPANIES IN THIS AREA.



Agree 32 80 40

Neutral 32 80 40

Disagree 8 80 10


INTERPRETATION

The salary level of the company is maintained well comparing other companies in this area is

strongly agreed by 0%, agreed and neutral by 40%, disagreed and strongly disagreed by 10%.



CHART NO: 17

COMPANY MAINTAINS A VERY GOOD SALARY LEVEL COMPARED

TO OTHER COMPANIES IN THIS AREA.



TABLE NO: 18

EMPLOYEES WANT STRIKES TO FULFILL THEIR WANTS AND

NEEDS AT WORK PLACE.

Response No: Of Respondents Total Respondents Percentage

Yes 0 80 0

No 80 80 100

INTERPRETATION

Employees opinion for the strike to fulfill their wants and needs at workplace is said yes by 0%

and no by 100%.



CHART NO: 18

EMPLOYEES WANT STRIKES TO FULFILL THEIR WANTS AND

NEEDS AT WORK PLACE.



CHAPTER – 5

FINDINGS AND CONCLUSION



FINDINGS

About 3/4th of the company employees are male and the rest 1/4th are female.

Most of the employees agreed that Oriental Extractions is one of the best companies to

work.

Most of the employees agree that they are proud to be a part of the company

All most all employees are satisfied with their job and kind of work they do.

Employees are satisfied with the availability of tools/equipments to perform their job

well.

Employees of Oriental Extractions don’t have a strong opinion about the working

condition to say good or bad.

Employees are happy with the recognition and acknowledgement given by the managers.

Employees of Oriental Extractions don’t have a strong opinion about the promotions

given to the employees

All most all employees agreed that the manager helps them to improve.

Half of the employees of Oriental Extractions are free to talk openly and honestly to their

managers.

About half of the employees are satisfied with the meeting conducted by the managers.



All most all employees are free to talk openly and honestly with the members of the work

group.

Most of the employees are satisfied with the companies welfare programs such as

incentives, rewards etc

Employees are not at all satisfied with the recreational activities provided by the

company.

The entire employee are with the opinion that there is no people’s program like valuable

employee of the month, birthday announcements etc.

Half of the employees are with an opinion that they can voice their opinion without fear.

Most employees are of neutral opinion with the companies’ salary level comparing to the

other companies in the same area.

There is no such strike in the organization for fulfilling the wants and needs of the

employees.



SUGGESTIONS

It is one of the best companies to work with.

Even small matters of the employees are considered by the company.

There is no problem with the production of the product (soap), but the sales part is very

bad that no product is moving and is unaware of the soaps by the customers.

There is well defined work group and are almost like a family in the work place.

Make a good organizational structure clearly defined duties and responsibilities of

individual staff.

Management and employees should be in good terms.

There is no right to express once on feelings and opinions.

There is no much freedom given for employees to work in their areas.

Please bring recreational activities apart from the busy work.

Should reduce the work time.



CONCLUSION

Human resources are considered to be the most valuable asset in any organization. It is

the sum total of inherent abilities, acquired knowledge and skills represented by the talents and

aptitudes of the employed persons who comprise executives, supervisors, and the rank and the

file employees. It may be noted here that human resources should be utilized to the maximum

possible extend, in order to achieve individual and organizational goals. It is thus employee’s

performance which ultimately decides the attainment of goals. However, the employee

performance is to a large extent, influenced by motivation and job satisfaction.

The primary objective of the study was to know the overall satisfaction of employees in

the organization and to rate their satisfaction with regard to the monetary and non monetary

rewards provided to them.

The satisfaction of each and every employee is needed for the better performance of the

organization. So the firm should increase the coverage of salary package by which all the

employees are satisfied. The company could also bring some employee programs such as

valuable employee of the month and the Birthday announcement and recreational activities so

that the employees are more dedicated to the work they do and also indirectly brings a feel

among employees about being in a good family rather than a company. It is necessary to get the

best from the company and it can only be done through the employees of the company and if

they are happy enough within the organization it will indirectly result in high performance of

business. So prosperity is very near for smart fast Business.



BIBLIOGRAPHY



BOOKS REFFERED

C.R Kothari – Research Methodology ( New Age International Publishers) 2005.

Human Resource Management – Abdhul Assis Koroth

WEBSITES

www.wikipedia.com

www.suth.com

www.ndtv.com

www.bpotimes.com


http://www.bpotimes.com/

http://www.ndtv.com/

http://www.suth.com/

http://www.wikipedia.com/


ANNEXURE



QUESTIONNAIRE

ORIENTAL EXTRACTIONS EMPLOYEE SATISFACTION SURVEY

Please take a few minutes to complete this survey. Your specific answers will be completely

anonymous, but your views, in combination with those of others, are extremely important.

We ensure your anonymity, and as a part of the survey, kindly give your open view to it, so

that the completed questionnaire will help to analyse and find solutions.

1. Your gender? Age:

a. Male

b. Female

Please use these rating scales for giving your valid view to the questions;

(1) Strongly agree , (2) Agree, (3) Neutral, (4) Disagree, (5) Strongly disagree

2. This company is one of the best companies to work for.



(1) (2) (3) (4) (5)

3. I am proud to tell people I work for this company.

(1) (2) (3) (4) (5)

4. I am satisfied with my job and the kind of work I do.

(1) (2) (3) (4) (5)

5. I have the material/equipment and tools I need to do my job well.

(1) (2) (3) (4) (5)

6. I am satisfied with my working conditions.

(1) (2) (3) (4) (5)

7. My manager recognizes and acknowledges my good performance.

(1) (2) (3) (4) (5)

8. Promotion goes to those who most deserve it.



(1) (2) (3) (4) (5)

9. My manager helps me to improve myself.

(1) (2) (3) (4) (5)

10. I feel free to talk openly and honestly to my manager.

(1) (2) (3) (4) (5)

11. My manager holds regular meetings with my work groups.

(1) (2) (3) (4) (5)

12. I feel free to talk openly and honestly with members of my work group.

(1) (2) (3) (4) (5)

13. I am satisfied with the company’s employee welfare programs such as rewards, incentives, food

coupons, insurance and health care, etc.

(1) (2) (3) (4) (5)



14. I am satisfied with the recreational activities provided by the company, e.g. picnics and

celebrations etc.

(1) (2) (3) (4) (5)

15. I am satisfied with the company’s people programs, such as birthday announcements, valuable

employee of the month, bulletins and newsletter, etc.

(1) (2) (3) (4) (5)

16. I feel I can voice my opinion without fear.

(1) (2) (3) (4) (5)

17. Our company maintains salary levels that compare well to other companies in this area.

(1) (2) (3) (4) (5)

18. Do you have strikes at work place for fullfilling your wants and needs.

a. Yes



b. No

19. What is the best thing about your organization?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

20. Do you have any general suggestions or improvements for the working conditions? If yes

what are they?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________




final project 03

Documents

companyholy

holy grace

oriental extractions

oriental extractions

recreational

single shift

measuring

higher job