for print

INTRODUCTION

Job Satisfaction refers to one’s feeling towards one’s job. It can only be inferred but not

seen. Job Satisfaction is often determining by how well outcomes meet or exceed expectations.

Satisfactions in ones job means increased commitment in the fulfillment of formal requirements.

There is greater willingness to invest personal energy and time in job performance. Job

satisfaction is the end feeling of the person after performing a task. To that extend that a person’s

job fulfills his dominant needs and is consisted with his expect ions and values; the job will be

satisfying. The term job satisfaction is an employee’s general attitude towards his job.

Meaning

Job satisfaction is the amount of pleasure or content associated with a job. If you like

your job intensely, you will experience high job satisfaction. If you dislike your job intensely,

you will experience job dissatisfaction.

When job satisfaction is closely affected by the amount of reward that an individual

desires from his job, the level of performance is closely affected by the attainment of rewards.

Job satisfaction is of utmost importance from the standpoints of employee morale

Definitions:

a) According to E A Locke.

Job satisfaction is defined as “a pleasurable or positive emotional state resulting

from a appraisal of one’s job on job experience”

b) Job Satisfaction will be defined as “the amount of overall positive affect or

feeling that individuals have towards their job”

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c) Job Satisfaction is the amount of pleasure or contentment associated with a job. If

you like your job intensely you will experience high job satisfaction. If you dislike your job

intensely, you will experience job dissatisfaction

d) According to Keith Davis and Newstorm

Job Satisfaction is the set of favorable or unfavorable feelings towards with

which employees view their work.

e) According to Vroom

The positive orientation of an individual towards all aspects of the work situation

Consequences of Job Satisfaction

a) Productivity

b) Increased turnover

c) Improved attendance

d) Reduced accident

e) Less job strain

f) Lower unionization.

a) Productivity:

“A happy worker is a productive worker”. So there is a relationship between

job satisfaction and productivity.

b) Job-Satisfaction and employee Turnover:

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High employee turnover will disrupts normal operations, causes morale

problems for those who stick on and increases the cost involved in selecting and training

replacements. if there is satisfaction then the turnover will reduce.

c) Satisfaction and absences:

Workers who are dissatisfied are more likely to take “mental health” days

i.e.; day’s off not due to illness or personal business. Simply stated absenteeism is high when

satisfaction is low.

d) Satisfaction and safety:

Poor safety practices are a negative consequence of low satisfaction level.

When people are discouraged about their jobs, company and supervisors, they are more liable

to experience accidence.

e) Satisfaction and job stress:

Job stress is the body response to any job related factor that threatens to

disturb the person’s equilibrium. In the process of experiencing stress the employee’s inner

state changes. Prolonged stress can cause the employees serious ailments such as heart

disease, ulcer, lower back pain dermatitis and muscle aches.

f) Unionization:

Job satisfaction is a major cause of unionization .dissatisfaction with wages,

job security, fringe benefits, chances for promotion and treatment by supervisors are reasons

which make employees join unions.

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INDUSTRY PROFILE

India is the world second largest producer of food next to china, and has the potential

of being the biggest with the food and agricultural sector. With India’s food production to double

in the next decade, there is an opportunity for large investment in food and food technologies,

skills and equipments, especially in areas of canning. Dairy and food processing, specially

processing, packing, frozen food/refrigeration and thermo processing. Fruit and vegetables,

fisheries, milk and milk products, meat and poultry, packaged/convenience foods, alcoholic

beverages and soft drinks sectors of the food processing industry. Health food and health food

supplements are other rapidly rising segments of their industry which gaining vast popularity

amongst the health conscious.

The transition from an area of food scarcity to surplus serves as a witness to tremendous

progress made in this industry .Being one of the largest and most dynamic markets in India, food

has seen rapid growth in most of its segments .Increased per capita income and high corporate

interest in the organized retail market creates a platform for the Indian food industry to leap

forward .All participants in this sector, especially looking at market entry and investment in

India, will benefit from this briefing. Highlights of the briefing includes a political, industry

profile , growth drivers and growth opportunities.

With the overwhelming success of the green and white revolution, India is now

fervently poised for the food revolution that will ensure agricultural diversification and large

investments in food processing. The entries of multinationals, aggressive rise of commodity

branding and low cost of technology are changing the economics of the Indian food industry.

The rise aggressive regional players making forays into categories where entry barriers are low

and a boom in India FMCG market and the rising need for these products are the key reasons for

their growth in food business.

Indian agriculture is in the throes of a paradigm shift, thanks to the structural changes in

the Indian economy. With the country achieving self-sufficiency in grains production, emphasis

has changed from subsistence farming to commercialization, opening up vast opportunities for

value-addition, packaging and exports, with strikingly high level of technological involvement.

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The holistic concept of food security, however, has two dimensions availability of

food and access to food. While the farmer has been achieved, the same is not the case with latter.

Despite bumper a crop, distribution of food grains continues to be faulty almost 30% of the food

produced in the country is wasted. In such a scenario, it is important for us to reorient our

historical agricultural framework- from managing shortage to promoting efficiencies and value

addition. Moreover, there is a need to increase the range of food available to improve overall

nutrition. The benefits in term of health, vitality and productivity are obvious and cannot be

under estimated.

The Indian food market is approximately Rs250000 crore ($69.4 billion),of which

value added food products comprise Rs.80000crore ($22.2 billion).Despite food production in

the country is expected to double by the 2020, not much attention has been given to the growth

of their vital industry, with no standards publication highlighting the importance of this sector.

With food production expected to double by 2020. Large investments are already

going into food and food processing technologies, skill and equipment.

India is one of the world’s major food producers but accounts for less than 1.5 %of

international food trade .This indicates vast scope for both investors and exporters .Food

exports in 1998 stood at US $5.8 billion where as the world total was US $438 billion .The

Indian food industry’s sales turnover is Rs.140, 000 crore (1 crore=10 million) annually as at the

start of the year 2000.

MAJOR CHALLENGES FOR THE INDIAN FOOD INDUSTRY

1. Low elasticity for processed food products.

2. Need for distribution net work and cold chain.

3. Backward-forward integration from farm to consumer.

4. Development of market channel.

5. Development of linkage industry.

6. Taxation in line with other nations.

7. Streaming of food laws.

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COMPANY PROFILE

COMPANY PROFILE

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Name of the company : RAIDCO CURRY POWDER FACTORY.

Established in : 2000.

Address : Raidco curry powder factory,

P.O Moonuperia, Mavilayi.

Business Type : Manufacturer, Exporter.

Primary competitive advantage : it ensures clean and hygienic spices preserve its natural lavor,

Price, quality and quantity.

No.of production line : four production lines.

Export markets : UAE, Saudi Arabia,Qatar,etc.

Membership : spices board.

Awards : ISO 9001-2000.

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Product range : Quality products, spices, spices mix, mineral water,

Curry Powder, pickles, jam, squash, etc.

ORGANISATION CHART OF RAIDCO

8

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BOARD OF DIRECTORS

CHAIRMAN

MARKETING DEPARTMENT

MANAGING DIRECTOR

FINANCE DEPARTMENT

PURCHASE DEPARTMENT

ADMINISTRATION DEPARTMENT

FINANCE MANAGER

JUNIOR CLERK

ACCOUNTANT

SENIOR CLERK

JUNIOR CLERK

SENIOR CLERK

JUNIOR CLERK

PURCHASE MANAGER

DRIVER

MARKETING MANAGER

BRANCH MANAGER

SALES OUTLETS

FACTORY MANAGER UNIT IN

PRODUCTION/SERVICE

CURRY POWDER FACTORY

FRUIT CUNNING UNIT

STEEL FURNITURE MANUFACTURING UNIT

AGRICULTURAL RUBBER ROLLER MANUFACTURING UNIT

WHEAT PROCESSING UNIT

PUMP SET MANUFACTURING UNIT

RAIDCO KERALA LIMITED

The regional Agro-industrial Development Cooperative Kerala limited (Raidco Kerala Limited)

a well organized group in Kerala of Co-operative sector under government of Kerala. Raidco as

originally registered as a direct level co-operative society in the name of Cannore District

Agricultural Development.

Co-operative society Limited, No. C561 in the year 1972 RAIDCO renders service to the

farmers and general public and the works with an intention to give quality product in the field of

consumer product and commercial group at minimum cost. The poor farmers who were the

beneficiaries of small farmers development Agency were always being exploited by the Private

Traders by supplying poor quality agricultural machinery at abnormal rate and without providing

after sales service. The subsidy and other financial benefit provided by the government and the

financial banks were not really reached in the hands of the poor farmers but were enjoyed by the

Private Traders by adopting all sorts of malpractices with a view to make profit illegally.

In this occasion the Government officials, financing banks, social workers, and other

veteran co-operators were forced to find out an alternative by putting an end to these evils. Sri

P.M Kuniram Nambiar Ex. MLA a veteran freedom fighter and well known social worker was

the chief promoter of this Co-operative. The present chairman of this co-operative is Sri

T.Krishnan and Managing Director N.Kutty Krishnan.

RAIDCO KERALA LIMITED has 4 production units, 3 service centers and 38 sales

outlets throughout the state which caters the needs of farmers in every nook and corner of

Kerala.

REGISTERED OFFICE AND HEAD QUARTERS

The registered office and head quarters of this Co-operative are situated at Kannur

District in the state of Kerala.

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Area of Operation

RAIDCO have branches all over Kerala from the Kasaragod district

toThiruvananthapuram District. However, for conduct of sales and marketing of the product

manufactured or dealt in by the co-operative and to develop the infrastructure their if such as

establishing, opening, and running of branches, go downs, showrooms. Service centers,

workshops, etc. and appointment of distributors, stockiest, and carry forwarding agents their

shall be to restriction with regard to the area of operation.

Company Motto:

Motto o0f RAIDCO KERALA LIMITED is “An intimate friend to a farmer”.

Manufacturing units:

RAIDCO KERALA LIMITED has four manufacturing units. They are;

1. RAIDCO PUMPSET Manufacturing Unit.

2. RAIDCO RUBBER ROLLER MACHINE Manufacturing unit.

3. RAIDCO FRUIT CANNIN Manufacturing unit.

4. RAIDCO CURRY POWDER Manufacturing unit.

Employees:

At present about 230 employees are working in the head office, branches and the

production units.

RAIDCO SERVICES;

Financial assistance to farmers for selecting the farm machineries.

Providing mobile workshops.

Providing original spare parts.

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Providing timely after sales services.

Provides the product at reasonable rate.

Ensures supply of high quality products at considerably low rate.

2% purchase bonus and transaction cost is allowed to farmers who purchase pump sets

From RAIDCO.

Acting as agents of the government departments in properly implementation of various

projects related to drinking water supply schemes, minor irrigation projects.

Provides expert technical consultation services for site verification and suitable pump

sets.

Branches and units:

In order to sell its own products and market the products of other leading brands,

RAIDCO has opened branches and spare parts showrooms throughout the state. The following

are the branches of the RAIDCO.

Manufacturing units:

1. Raidco curry powder factory, Mavilayi, Kannur :

Raidco curry powder factory established in January 2000. Chilly powder,turmeric

powder, coriander powder, chicken meat masalas, puttu powder, payasam mix are the

main products of this factory. The products are marked nder the brand name “Family”

which became an instant hit in the domestic market In July 2001. It is the first curry

powder manufacturing unit in Kerala getting the ISO 9002 certificate.

2. Raidco pump set manufacturing unit, Kanjikode, palakkad:

Various type of pump sets for domestic and agricultural purpose3, copra driers,

rubber rollers, paddy winnowers, power plough, are the main products manufactured

in this factory. This factory got ISO 002 certificate in December 2000.

3.Raidco rubber roller manufacturing unit, Kannothumachal,

Kannur:

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Rubber rollers for the use of rubber cultivators for converting raw latex into rubber

sheets are manufactured at this unit .In addition to this steel furniture, power plough,

foundation bolts, GI barrel nipple are also manufactured at this factory.

4.Raidco Fruit Processing Unit, Mattanur, Kannur:

This is the first processing unit started by Raidco in the year 1978. Pineapple slices

Tidbits, Juice syrups, lime, garlic, Alma pickles are the main products of this unit.

These products are well accepted by north Indians.

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ORGANIZATION CHART OF RAIDCO CURRY POWDER FACTORY

14

BOARD OF DIRECTORS

CHAIRMAN

ADMINISTRATION

DEPART

CLERKS

ACCOUNT

EXECUTIVE

MANAGING DIRECTOR

FINANCE

DEPARTMENT

ACCOUNTANT

PURCHASE

OFFICER

PURCHASE

DEPARTMENT

FILTER

JUNIOR CLERK

DRIVER

MANAGERS

QUALITY

CONTROL DEPARTMENT

MARKETING

DEPARTMENT

SALES

OFFICER

PRODUCTION

DEPARTMENT

PRODUCTION

IN CHARGEAREA

MANAGER

QUALITY

CONTROL

OFFICER

SKILLED

WORKERS

ELECTRICIAN

UNSKILLED

WORKERS

PLANT

SUPERVISORS

ATTENDERS

MARKETING

MANAGER

FACTORY MANAGER

RAIDCO CURRY POWDER FACTORY

On 5 January 2000, Raidco have started a unit for curry powder factory at

Mavilayi in Kannur district, which was inaugurated by the chief minister of

Kerala, Late E.K Nayanar. Riadco have started this unit as a part of diversification

of their activity. Earlier Raidco have produced and marketed industrial products

under the brand name “Raidco”. Through this unit Raidco turned to produce fast

moving consumer items like curry powder under the brand name “Raidco

Family”. A part from curry powder products the company also produce Appam

podi, Putti podi, etc. the curry powder industry has minimum gestation period.

The investment in this type of industry will be comparatively less and the

technology utilization is also less.

Raidco curry powder has been developed in assistance with national co-

operative development corporation and the state government. It has presently an

investment of 3 crores as initial investment and 1 crore as working capital. This

industry was set up by Raidco in consultation with central food technology

research institute, Mysore government of India institution. The company has

acquired a capacity to produce good quality food products. For the same reason it

has been recently awarded with ISO 9001-2000 certification from bureau of

Indian standards (BIS).

The building structure of this company include wide processing and

production area, separate go down for raw materials and finished goods, wide

laboratory, separate rest room for ladies and gents and well-built canteen

facilities. The company has a very good staff structure and also have different

managers assisted for each department.

The chief executive of this factory is the managing director of Raidco

Kerala limited. The factory manager is responsible for day to day activities of this

factory. The company is administrated by board of directo9rs of Raidco Kerala

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limited, which belongs from various co-operative societies. The right to decide

the policy would be rest in the hands of board of directors.

Brand name:

Brand name of Raidco curry powder is ‘Raidco family’.

Brand Ambassador:

Brand ambassador of Raidco family curry powder is P.T.Usha.

Company Motto:

Motto of Raidco Family Curry Powder is “A humble attempt to touch the nature”.

Vision and Mission:

The main aim of Raidco curry powder factory is to play a vital role in controlling

the price of essential commodities especially in the field of food products and also with

the effectively utilizing the abundant agricultural products of state.

RAIDCO aims to achieve its vision of turning into multiphase globally

competitive organization excelling in every spare of activity.

RAIDCO ensures world class quality in all its products ranging from agricultural

machineries to packaged drinking water from pump sets to spice powder and also wheat

flour to fruit products.

Let by professional marginal team and ably supported committed work force.

RAIDCO is now poised to enter a high growth phase, with several new instructors that

will take the group on path of expansion and diversification.

Quality Policy:

To deliver products that met our customers taste.

To get things the first time.

To deliver the best value for money to our customers.

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To continuously invest in our people and technologies to deliver quality

product.

Quality Objective:

Assuring the products as per specification.

Marinating and improving the quality through good manufacturing

process.

To stimulate an aggressive quality consciousness among company

together.

MANAGEMENT RESPONSIBILITY

A Managing director Overall in charge of activities

Responsible for implementing quality policy

He will be renewing quality policy

He has the authority from board of directors to

implement the quality system in the factory

He is responsible to provide adequate resources.

He is responsible for training.

B Factory manager He is responsible for the day to day activities

of the unit

He is authorized to manage day to day affairs

of the factory

C Marketing officer Responsible for providing data for

production planning\

Responsible for marketing of products

D Purchase officer Responsible for vendor department and

purchase of material.

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E Store in charge Responsible for the activities of stores

department

F Plant supervisor Responsible for the activity of production

and maintenance.

G Quality control

officer

Responsible for the activities of quality

control department.

H Accountant Head of department of accounts and

administration.

I Management Responsible for establishing, implementing

and sustaining the quality system as per

document procedure.

BOARD OF DIRECTORS

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Sl.No BOARD OF DIRECTORS DESIGNATION

1 Sri. T.Krishnan Chairman

2 Sri. M.K.Prabakaran Vice chairman

3 Sri.A.Gopal Director

4 Sri.E.P.Karunakaran Director

5 Sri. N.Balan Director

6 Sri. P.V.Ramavathi Director

7 Sri. P.V. Viswan Director

8 Sri. A.Moidhu Director

9 Sri. N.D. Vinaya Kumar Director

10 Sri. P.N.Kunjumon Director

11 Sri. K.S.Krishnan Kutty Nair Director

12 Sri. A.Balan Director

13 Sri.P. Sudhakaran Ex-Officio Director

14 Sri. Kutty Krishnan Managing Director

PRODUCT PROFILE

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Curry powder is a mixture of a spices widely varying composition developed by

the British during their colonial rule of India.

The word “karhee” or “kadhi’’ from which “curry’ is derived comes from southern

India and refers to a sauce of any kind. “Curry powder” was developed by the British, who

wished to take the taste of the Indian food home, without having to utilize fresh spices. As a

result “curry powder”in the Western world has a fairly standardized taste, but there are literally

millions of curry flavors in India.

Curry powder was largely popularized after World War II, when immigrants from

Southeast Asia moved to the UK. Still, curry powder did not become standardized, as immigrant

household often had their own blends of curry powder.

Curry’ is synonymous with Indian food and ‘curry powder’s thought of as its key

ingredient. This is a misconception though, as all Indian food does not contain ‘curry powder’.

This all-important powder is actually a mix of spices collectively known as garam masala. It is

added to some dishes along with other spices to enhance their flavor and aroma. While the basic

ingredients used are the same, each household has its own proportions so that the end result will

often differ from home to home. The better the quality of the ingredient, the tastier the garam

masala and the resulting dish in which it is used.

Most Indians still prefer to prepare their own garam masala just prior to cooking. Making

your own can seem intimidating if you’re just starting out with Indian cooking, but the recipe

and a good coffee grinder is all it takes! There’s nothing to beat the flavor of fresh garam masala.

The late 60s and early 70s saw a large increase of Indian food consumption by the UK populace.

This also led to an increase of Indian restaurants. The tradition of keeping special blends of curry

powder simply became uneconomical, and curry powder became increasingly standardized.

Indian cooks often have readier access to a variety of fresh spices than their native UK

counterparts, and are more likely to make their own mixtures. Indeed, most Indian cooks will

have their own specific mixture for different recipes. These are often passed down from parent to

child.

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Most recipes and produces of curry powder usually include coriander, turmeric, cumin, and

fenugreek in their blends. Depending on the recipe, additional ingredients such as ginger, garlic,

fennel seed, cinnamon, clove, mustard seed, green cardamom, mace, nutmeg, red pepper, long

pepper and black pepper may also be added.

RAIDCO PRODUCTS

1. CHILLY POWDER

2. TURMERIC POWDER

3. MEAT MASALA

4. CORIANDER POWDER

5. SAMBAR POWDER

6. RASAM POWDER

7. PICKLE POWDER

8. CHICKEN MASALA

9. FISH MASALA

10. WHOLE WHEAT ATTA

11. REGULAR ATTA

12. PUTTU PODI

13. APPAM PODI

14. PAPPER POWDER

15. COCONUT OIL

16. DAHASHAMANI

17. TEA POWDER

18. PALADA

19. SAMIYA

20. PINAPPLE JAM

21. MIXED FRUIT JAM

22. PINAPPLE SQUASH

23. SYRUP

24. TENDER MANGO PICKLE

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25. CUT MANGO PICKLE

26. LIME PICKLE

27. MINERAL WATER

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DEPARTMENTAL DETAILS

FINANCE DEPARTMENT

This department maintains a systematic record and control income and expenditure of

the factory. Accounts officer is the head of this department followed by the financial account

department and he is assisted by an assistant account. All financial decision are taken by the

finance department

ORGANIZATION CHART OF FINANCE DEPARTMENT

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BOARD OF DIRECTORS

FACTORY MANAGER

MANAGING DIRECTOR

ACCOUNTANT

FINANCE

CLERK

ACCOUNT EXECUTIVES

DRIVERATTENDERTYPIST

SECURITY

SOURCES OF FINANCE

Company’s main sources of finance are,

1. Share capital

2. Deposit from dealers

3. Deposit from staffs

4. NCDC Loan

5. Cash credit

ACCOUNTING POLICIES

1. Fixed assets are valued at cost of acquisition, less depreciation.

2. Depreciation and fixed assets are calculated and provided on straight line method.

3. Investments are valued at cost.

4. Valuation of inventories of finished goods is at cost

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PRODUCTION DEPARTMENT

ORGANISATIONAL STRUCTURE OF PRODUCTION DEPARTMENT

PRODUCTION MANAGEMENT

Production management refers to the application of management principles to the

application of planning, organizing, directing and controlling to the production process.

The application of management to the field of production has been the result of at least

three developments. First is the development of factory system of production. Until the

emergency of the concept of manufacturing, there was no such thing as management as

we know it. It is true that people operated business of one type or another, but for the

most part, these people were owners of business and did not regard themselves as

managers as well. The second essentially stems from the first, namely the development of

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BOARD OF DIRECTORS

FACTORY MANAGER

SKILLED WORKERS UNSKILLED WORKERS

PRODUCTION MANAGER

TECHNICIANSPRODUCTION AND PLANT SUPERVISORS

the large third reason stems from the work of many of the pioneers of scientific

management who were able to demonstrate the value from a performance and profit point

of view, of some of the technique they were developing.

RAIDCO FAMILY CURRY POWDER

India as the origin of curry, a name widely recognized all over the world. Because of

an individual spice does not produced the preferred forms.india’s curry powder is the

answer to it known as “curry powder” to the consumers. The product is the, carefully

branded of selected spices to pep flavors and aroma to a wide range of exotic duties.

Some of the important ingredients in a curry powder are coriander, Turmeric,

chilies, pepper, ginger, cinnamon, cassia, clone, etc.

.Another Indian specialty is a full complement of spice mixes. These mixes import a

distinct flavor to a variety of food preparation such as chicken, fish meat, vegetables and

noodles. India is the major supplies of high quality curry powders and spice mixes to the

world.

RADICO products include spices powders and masala.they are prepared under

hygienic conditions in fully automated factory of RAIDCO at Kannur.

Production is a series of process dealing with the concept and technique mental and

physical skill of craft man and consists of changing the shape, size and proprieties of

materials and ultimately converting them into more useful articles. Production

management tells how to manage direct human efforts in a productive enviorment.The

production may be defined as an organized activity of transforming raw materials into

finished goods.

Production is the center one in the organizational as it directly with finance,

marketing and personnel. Production of goods and services is a broader one. In general

production is equated with manufacturing which is a myopic interpretation.

Fundamentally they look alike. Mainly four types of production method are widely using.

They are product layout, processing layout, group layout and stationery layout. In a

functional level objective of production department are following:

Assuring the product is as per specification

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Assuring the stock of finished goods as per stock level.

Minimizing the wastage of packing material during production.

Minimizing the breakdown time.

Minimizing production loss

Keeping the plant and premises clean

PRODUCTION CAPACITY

200 ton/month are the production capacity. The utilization of the capacity is 100 on/month.

VOLUME OF PRODUCTION

2007-2008:639 ton.

2006-2007:658 ton.

MAINTANANCE

Preventive maintenance schedule as been prepared and implemented suitable check list

are maintained for maintains on the basis of information received from the production

department. Expedition action is taken for break down maintains. So that it should not affect the

production. Break down checks shows the detail of maintains.

PRODUCTION METHODOLOGY

The production methodology followed is this company is batch production is manufactures

depends upon the requirements and is produced batch wise. Each batch will be assigned a batch

number and they are stored in the go down. The materials are moved from the store according to

their respective batch numbers .the basis of products that have the high priority will be moved

out of the store first.

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QUALITY CONTROL

QUALTY PLAN

It is the policy of RAIDCO to deliver quality products.

1. RAIDCO will ensure homely delivery of material as per the agreement with

dealers/agents and continual improvement of products based on customer feedback.

2. To continuously invest in our people and technologies to deliver quality products.

QUALITY OBJECTIVES

The management, staff and workers pledge to work as a team to achieve the quality

policy. All the employees will be motivated to stimulate an aggressive quality consciousness.

Emphasis will be on maintaining and improving the quality through good manufacturing

practices and hygienic conditions. We endeavor to the continuous up gradation of quality

through implementation of quality management system standards effectively.

QUALITY MANAGEMENT SYSTEM

The planning of the QMS is carried out to ensure conformance to the requirement of the

system and also to the stated policy and objectives whenever any change to the QMS is planned

and implemented the impact on the total Quality Management System is analyzed to ensure the

integrity of the system as a whole.

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REGIONAL AGRO INDUSTRIAL DEVELOPMENT CO-OPERATIVE OF

KERALA LIMITED

RAIDCO CURRY POWDER FACTORY

MAVILAYI, P.O.KANNUR-670662, KERALA

QUALITY PLAN

(CHILLY, CORIANDER AND TURMERIC)

FUMIGATION (IF

REQUIRED) ACCEPTED

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FEED BACK FROM MARKETING

DESPATCH

STORES

IN PROCESS INSPECTION SPECIFICATION (AS PER IIS-01-07)

DISPOSE

REJECTED

REWORK ACCEPTED

REJECTED

PHYSICAL INSPECTION (AS PER FS-OI)

PACKING

FINISHED GOODS INSPECTION

AS PER PRODUCTION PROCEDURE

STORES

SAMPLING PLAN

RAW MATERIALS INSPECTION (AS PER

RS.01

REJECTED

RETURN

MINIMUM STOCK LEVEL

RAW MATERIALSSEND TO LAB FOR TESTING QUALITY

INSPECTION

INSPECTION

It is the art of determining conference or non conference of the expected performance or

set standards. By inspection we seek to determine the acceptability or non acceptability of the

parts, products or services. Inspection is carried out in each stage of production.

RAW MATERIAL

Inspection of sample of raw materials is carried out physically. The following

parameters are checked. If it is within the limit the raw materials are accept otherwise reject.

Extraneous / foreign matter (% of weight)

Damaged / blackened /insect bored seed (%by weight)

Light barriers(1% by weight)

Other seeds (1% by weight)

Strived and immature seeds(1% by weight)

FINISHED GOODS INSPECTION

Moisture (% by weight)

Total ash (% by weight)

Acid insolvable (%by weight)

Non-volatile- extracts (% by weight)

Crude fiber-in case of masalas

The sample is inspected by different authorized labor authorized like

Spice board

CFTRI (Central food technological research institute)

Regional laboratory of AGMARK

These authorities checks the quality of samples, according to these norms they give feed

back to the organization.

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The following are the flow chart of different powder manufactured in the Raidco and the

various stages at which inspection is done.

FLOW CHART FOR TURMERIC POWDER

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RAW MATERIAL OF TURMERIC POWDER

INSPECTION

INSPECTION

CLEANING

INSPECTION

FINISHED GOODS STORE

PACKING

SIFTING

GRINDING

INSPECTION

INSPECTION

FLOW CHART

(CHILLY / CORIANDER / TURMERIC POWDER)

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Raw Materials Chilly Coriander Turmeric

Powder

Inspection

Inspection

Inspection

Dispatch

Raw Materials Chilly Coriander Turmeric

Powder

Packing

Sifting

PROCEDURE FOR CALIBRATION OF INSPECTION, MEASURING &

TESTING

OBJECTIVE:

To lay down the procedure for inspection, measuring and testing equipment.

SCOPE:

To ensure all inspection, measuring and test equipment are calibrated periodically.

RESPONSIBILTY & AUTHORITY

Quality control officer is responsible for the above activity.

PROCEDURE:

Test sieves are calibrated periodically to ensure the accuracy of the measurement.

The module indicator & digital temperature indicator are calibrated once in a year.

All other inspection, measuring and equipments are calibrated by external agency

Periodically to ensure the accuracy and precision of the instrument.

When equipment is found to be out of calibration, records of previous results are also

analyzed for any further action required.

Medical examinations of all workers are carried out yearly.

PERSONAL DEPARTMENT

One of the important duties of the modern manager is to get things done through people.

He must be interested in the people, the work and the achievement of assigned objectives. To be

effective, he must balance his concern for people and work. In other words, he must know how

to utilize human as well as non human resources while translating goals in to action. It is in

managing human assets that the manager’s capabilities are tested fully

33

DEFINITION

Personnel management is the planning, organizing, directing and controlling the

procurement, development, compensation, integration, maintenance and reproduction of human

resources to the end that individual organizational and societal objectives are to be accomplished

–Edwin .B.Flippo

RAIDCO FAMILY CURRY POWDER

Administration department / human resources department at RAIDCO handles all the

matters that related to the employees. Administrative officer is the head of this department who

is directly reporting to the factory manager. This department handles human resource function.

DUTIES OF ADMINISTRATION DEPARTMENT

The responsibility of administration department is mainly to keep the records of

attendance of the staffs and workers. It also includes records of various leaves taken by the

employment and management staffs, calculation of salaries, provident fund, bonus of employees,

records of their other services rules related matter.

EMPLOYEES

Total employees are 60. At present 13 gents staff and 32 ladies staff are working in the

production unit of the factory. Among these 13 gents’ staff, 3 are permanent staff and rest of

them temporary workers. All ladies working are casual workers. RAIDCO’s technical staff

especially those who working in the area of production are qualified and skilled.

RECRUITEMENT POLICY

The head office situated in Kannur undertakes the placement. Recruitment is done through

advertisement, written test, interview and selection. Probation period is up 1 year. Recruitment is

also done from the educational institutions like industrial training is given for employees.

Individual training rewards are kept and maintained properly. Evaluation is on the basis of

ranking

34

RECRUITMENT & PLACEMENT

The placement of an employee is done by head office. For Recruitment Company advertisement

is in news paper. After that applicant will hence a written test. According to the marks obtaining

in written test, the applicant will have to get a call for interview. Though this interview

applicants are the selected for job. This new employee will have a probation period up to 1 year.

The recruitment is also made from educational institution like industrial training institute.

TRAINING

The company is undertaking a continuous training schedule .the company is providing job

for training employees .all management staff put under training in particular subject has to

submit the report to the factory manager about to the training .based on the evaluation of ranking

those who are poor they will be given further training .individuals records for training are kept

and maintained properly .the training may be given in central food technological research

institute (CFTRI) spices board.

WAGE AND SALARY ADMINISTRATION

The administration department is responsible for the wage and salary calculation .the

salary is given to the employees according to the Kerala state rule. In LD clerk grade, employees

are given pay scale of Rs.3295 in probation period. After that they will get Rs.80 additional and

38% clearance allowance.Appentice trainee given a stipend of Rs.1090.

The wage is given to the casual workers according to factory wage act. Men are given

Rs.100 per day and women workers are draws Rs.90per day. The driver will give an amount of

Rs.125 per day. He also gets an additional amount of wage for a week.

RETIREMENT

The age of retirement is 50 years. At the time of retirement is the employee will be given

provident fund and pension fund deducted from his salary.

35

TRANSFER

The various types of transfer are as follows:

PUNISHMENT TRANSFER

It is practiced as a disciplinary action.

REQUETED TRANSFER

It is performed at the request of the employees.

GENERAL TRANSFER

It is normally performed during April/may. This will issue relieving order details

of the employee transferred.

WELFARE SCHEME

Various welfare schemes in RAIDCO are as follows:

Workers are provided with provident fund and ESI (employee service insurance) in mainly

deducted from the salary at the rate of 12%. Another deduction from the salary is at the rate of

12% pension benefit. From this 8.33% will be for pension fund. The various facilities provided

for employees are.

Canteen facility.

First aid facility.

Rest room.

Drinking water facility.

Latrine facility.

Urinal facility. (Separately for ladies and gents.)

ALLOWANCES

The production workers get Rs.300 as uniform allowance and Rs.20 as working

allowance.

36

BONUS

The company gives bonus at the rate of 8.33%.the rate of bonus will be given up to 20%

in the profitable year.

SAFETY MEASURES

All skilled and unskilled workers engaged in spice area wear uniforms, caps, aprons and

hand gloves. Casual workers wear aprons, caps and hand gloves. Casual lady workers are

engaged in packing wear coats, gloves and caps.

GRIEVANCES

Regular meeting conducted in the factory carries out grievances procedure .suggestions

are accepted from top level as well as lower level of the functions.

TRADE UNION

Trade union is a voluntary organization of workers formed to protect and promote their

interest through collective action. The following are the main trade union existing in RAIDCO

curry powder unit.

KCEU-Kerala co-operative employee trade union (CITU).

KCEF-Kerala co-operative employee front (INTUC).

LEAVE SYSTEM

In RAIDCO leaves allotted to the workers are in three types .these leaves include 15

casual leave, earned leave of 10 days. The administration department allots the leave with the

sanction of the factory manager. The administration department will keep a leave register for the

employees and yearly leave statement.

37

DISCIPLINARY ACTION

Company will take some disciplinary action in case of any fault from employees. The

disciplinary action include loose on pay and suspension .factory manager is responsible for the

day to day activities of the organization . if any employee made fault like behavioral factor ,mal

practice ,etc. factory manager can take necessary action mentioned above.

SHIFT OF WORKING HOURS

General shift-9:00 am 5 to pm.

First shift-6:00 am to 2:00pm.

Second shift-2:00 am to 10.00 pm.

Third shift (if necessary)-10.00 pm to 6.00 am.

Ladies are allowed in general shift only. Lunch break is from 1.00 pm to 1.30 pm. There

are two breaks in the morning and evening for general shift at 11.00am and 3.30 pm respectively.

There are also office breaks at 8.30 pm and 5.00 pm for first and second shift respectively. The

shift may be changed from week to week.

38

PROCESS FLOW CHART

39

CHILLY

POWDER

CORIANDER

DISPATCH

PACKING

SIFTING

BLENDING

GRINDING

POLISHING

GRINDING

ROASTING

MASALAS

PUTTU, APPAMPO

DI

PEPPERWHOLE WHEAT

TURMERIC


Marketing is concerned with all activities which are involved in the process of

transferring goods from point of production to the point of consumption.

“Marketing is social and managerial process by which individuals or groups

obtain what they need and want through creating and exchanging products and value

with others”.

RAIDCO FAMILY CURRY POWDER UNIT has a very good marketing

and sales department. They are doing their marketing all over Kerala in a systematic

way and also marketing their products in gulf countries also. Marketing department

working in good systematic way that gives them good result .RAIDCO has the

marketing area all over the Kerala .through dealer network company has district wise

are representatives under this they have taluk wise area distribution

MARKETING FUNCTION

The process of marketing involves several interdependent activities. These

activities are collectively known as “MARKETING FUNCTION”.

Marketing function will help to move goods from place of production to the

place of consumption.

Marketing function is defined as “An act of operation or service of which

original producer and the final consumers are linked.

Marketing function include

Functions of research.

Functions of exchange

Function of physical supply.

Facilitating function

40

THE DIAGRAMATICAL REPRESENTATION OF MARKETING

FUNCTION

MARKETING FUNCTION

41

FUNCTIONS OF

RESEARCH

FUNCTIONS OF

EXCHANGE

FACILITATING

FUNCTION

FUNCTIONS OF PHYSICAL

SUPPLY

MARKET RESEARCH

BUYING

ASSEMBLING

SELLING

TRANSPORTATION STORAGE &WAREHOUSING

PACKAGING BRANDING

RISK TAKING

FINANCING

MARKETING INFORMATION

PRICING

STANDARDIZATION&GRANDING

PRODUCT PLANNING&DEVELOPMENT

PROMOTION

ORGANIZATIONAL STRUCTURE OF MARKETING

DEPARTMENT

42

BOARD OF DIRECTORS

CHAIRMAN

MANAGING DIRECTOR

FACTORY MANAGER


MARKETING MANAGER

AREA MANAGER

SALES OFFICER

SALES EXECUTIVE

OBJECTIVES OF PROMOTION BY RAIDCO

TO COMMUNICATE: communication is the basis of all marketing efforts. So the main

Objective of promotion is to communicate i.e.to inform the customers or prospective

consumers about the availability, features and uses of the firms products.

TO COVINCE: it is enough merely to communicate information to the consumers

about the products.

TO MOTIVATE: another important objective of promotion is to motivate the

consumers to purchase the seller products.

TO DIFFERENTIATE: one of the important objective of promotion is to

differentiate the product of competitors by highlighting the unique features of the product

and creating brand loyalty.

TO STABILIZE SALES: another important objective of promotion is to stabilize the

sales of firm by reducing the fluctuation or variations in sales caused by seasonal or

irregular factors.

PURCHASE DEPARTMENT

The purchase of required raw material of right quality is the responsibility of the

purchase department. This department is under the control of purchase manager, works in close

association with the quality control department accounts department and stores.

The head of the purchase department of RAIDCO curry powder is purchase officer.

Purchase department is responsible for all the purchase related to the factory which includes raw

materials, machine parts, and new machines. The purchase system starts from the intend in the

prescribed format given by the respective department according to their requirement. As per ISO

norms the supplier of the raw material should be an authorized supplier. Purchase department

should be responsible for the timely supply of all item required in the factory. It should also find

new supplies, raw materials, peak seasons for each item, comparative study of quality price and

quality is according tot the present market scenario.

43

DATA FLOW DIAGRAM – PURCHASE DEPARTMENT

Details of

Raw materials purchase order

Store dept. Purchase

requisition

Checking

Purchase

requisition

Purchase

Department

Quality of raw materials

Raw stock

44

Send

STORE DEPARTMENT

STORE DEPARTMENT

Store department releases required item for representative department whenever it

department reports to the purchase department whenever the stock level reaction

minimum level. The purchase department transfers the purchased item to the stores. The

production and maintenance department repost more requirements in “Goods Requisition

Notes” to the store department. after getting this notes ,the store department issue the

item with” Goods Issue Notes” it also releases finished gods to the dispatch department.

Whenever supply order comes from the dealer. The important function of the store

department is checking and cleaning the raw materials coming into the go down on

purchase order. After receiving the materials the store department prepares goods

received note.

ITEM INCLUDED IN STORES

1. Raw materials-chilly, turmeric, spices, coriander, etc.

2. Packing materials.

3. Finished goods.

4. Consumer spares.

45

DATA FLOW DIAGRAM-STORE DEPARTMENT

Purchase requisition Goods received

Invoiced

Raw material details of

Store Dept. Purchase

From stores goods department

Checking

Raw material

Raw stock

46

CHAPTER-II

REVIEW OF LITERATURE

47

ABOUT THE STUDY

DEFINITION JOB SATISFACTION

Job satisfaction is one of the important factors that have drawn attention of managers in

the organization as well as academicians. Various studies have been conducted to find out the

factors, which determine job satisfaction and the way it influences productivity in the

organization. Though there is no conclusive evidence that job satisfaction affects productivity

directly because productivity depends on so many variables, it is still a prime concern for

managers.

Job satisfaction is the mental feeling of favorableness, which an individual has about his

job. DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that:

“Job satisfaction is the amount of pleasure or contentment associated with a job. If

you like your job intensely, you will experience high job satisfaction. If you dislike your job

intensely you will experience job dissatisfaction".

Determinants of Job Satisfaction

While analyzing the various determinants of job satisfaction, we have to keep in mind

that: all individuals do not derive the same degree of satisfaction though they perform the same

job in the same job environment and at the same time. Therefore, it appears that besides the

nature of job and job environment, there are individual variables, which affect job satisfaction.

Thus, all those factors, which provide a fit among individual variables, nature of job, and

situational variables, determine the degree of job satisfaction. Let us see what these factors are:

1. Level of Education. Level of education of an individual is a factor which determines

me degree of job satisfaction. For example, several studies have found negative correlation

between the level of education, particularly higher level of education, and job satisfaction-29 The

possible reason for this phenomenon may be that highly educated persons have very high

expectations from their jobs which remain unsatisfied. In their case, Peter's principle which

suggests that every individual tries to reach his level of incompetence, applies more quickly.

48

2. Age. Individuals experience different degree of job satisfaction at different stages of

their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto

certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are

like this. When an individual joins an organization, he may have some unrealistic assumptions

about what they are going to derive from their work. These assumptions make them more

satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It

starts rising again as the people start to assess the jobs in right perspective and correct their

assumptions. At the last, particularly at the far end of the career, job satisfaction goes down

because of fear of retirement and future outcome.

3. Other Factors. Besides the above two factors, there are other individual factors which affect

job satisfaction. If an individual does not have favorable social and family life, he may not feel

happy at the workplace. Similarly, other personal problems associated with him may affect his

level of job satisfaction.

4. Occupation Level. Higher-level jobs provide more satisfaction as compared to lower levels.

This happens because high-level jobs carry prestige and status in the society which itself

becomes source of satisfaction for the jobholders. For example, professionals derive more

satisfaction as compared to salaried people; factory workers are least satisfied.

5. Job Content. Job content refers to the intrinsic value of the job, which depends on the

requirement of skills for performing it, and the degree of responsibility and growth it offers.

A higher content of these factors provides higher satisfaction. For example, a routine and

repetitive job provides lesser satisfaction; the degree of satisfaction progressively increased in

job rotation, job enlargement, and job enrichment.

6. Situational Variables. Situational variables related to job satisfaction lie in organizational

context-formal and informal. The management creates formal organization and informal

49

organization emerges out of the interaction of individuals in the organization. Some of the

important factors, which affect job satisfaction, are given below.

7. Working Conditions. Working conditions, particularly physical work environment, like

conditions of workplace and associated facilities for performing the job determine job

satisfaction. These work in two ways. First, these provide means for job performance. Second,

provision of these conditions affects the individuals' perception about the organization. If these

factors are favorable, individuals experience higher level of job satisfaction.

8. Supervision. The type of supervision affects job satisfaction as in each type of supervision,

the degree of importance attached to individuals varies. In employee-oriented supervision, there

is more concern for people which is perceived favorably by them and provides them more

satisfaction. In job-oriented supervision, there is more emphasis on the performance of the job

and people become secondary. This situation decreases job satisfaction.

9. Equitable Rewards. The type of linkage that is provided between job performance and

rewards determine the degree of job satisfaction. If the reward is perceived to be based ,on. the

job performance and equitable it offers higher satisfaction. If the reward is perceived to be based

on considerations other than the job performance, it affects job satisfaction adversely.

10. Opportunity for Promotion. It is true mat individuals seek satisfaction in their jobs in the

context of job nature and work environment but they also attach importance to the opportunities

for promotion that these jobs offer. If the present job offers opportunity of promotion in future, it

provides more satisfaction. If the opportunity for such promotion is lacking, it reduces

satisfaction.

50

11. Work Group. Individuals work in-group either created formally or they develop on their

own to seek emotional satisfaction at the workplace. To the extent, such groups are cohesive; the

degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive

group, people derive satisfaction out of their interpersonal interaction and workplace becomes

satisfying leading to job satisfaction.

OBJECTIVES

PRIMARY OBJECTIVES

To study the provisions provided for improving job satisfaction by RAIDCO curry

powder factory.

To find the satisfaction level of workers towards the job

To study the factors influence their job satisfaction.

SECONDARY OBJECTIVE

To make an aware of the production system of RAIDCO curry powder factory.

To study about the entire system of the RAIDCO curry powder factory.

RESEARCH METHODOLOGY

This project work is based in primary and secondary data. In order to collect the primary

data, a structure questionnaire was prepared in tune with the objectives of the study. The

researcher got the interview scheduled filled by directly interviewing the respondents who were

the employees of RAIDCO curry powder factory. The sample size is 60 and many inferences

were drawn resorting to inductive method. The much needed secondary data was collected from

the company records and also from authentic publications. After collecting the data it was

classified, tabulated to serve the purpose. In order to arrive at logical conclusions certain

statistical tool as were also applied.

AREA OF THE STUDY

The study covers the area included in the premises of RAIDCO curry powder factory,

mavilayi, kannur.

RESEARCH DESIGN

It is the conceptual framework within which the research is to be conducted. In this study the

51

research design is descriptive in nature and describes the attitude, opinions and views of the

employees of RAIDCO.

Population

The population related to the study comes around 800 employees in RAIDCO KERALA

Limited.

Sample Size

The sample size taken by the researcher is 60.

Sampling unit

Sampling unit consists of employees belonging to rank and file.

Statistical tools

Statistical tools used in this project are percentages, bar diagrams, chi-square analysis.

SOURCES OF DATA

PRIMARY DATA

Primary data collected from questionnaire and discussion with employees.

SECONDARY DATE

Secondary data collected from annual report of the company

52

LIMITATIONS OF THE STUDY

1) Researcher is not able to meet all the workers to get each ones opinion

2) The sampling method is followed by the researcher and so the result on this may not be

100% accurate

3) Some of the employees were suspicious and unwilling to answer some of the questions

53

CHAPTER-III

ANALYSIS AND INTERPRETATION

54

TABLE NO.1

Table showing age group of respondent participated in the survey

Age-group No. of respondents Percentage

Less than 30 15 25

30 – 40 25 41.67

40 – 50 13 21.66

Above 50 7 11.67

Total 60 100.00

From the table we can see that 25% of the respondents are age less than thirty, 41.67% of the

respondents are age between 30-40, 21.66% of the respondents are age between 40-50 and

remaining 11.67% are above 50.

55

DIAGRAM NO.1

Diagram showing age group of respondent in the survey

LESS THAN 3030-4040-50ABOVE 50

56

TABLE NO .2

Table showing the response with regarded to the statement “companies work policies are

well developed and organized”

OPINION RESPONDENTS PERCENTAGE

STRONGLY DISAGREE 13 21.66

DISAGREE 12 20.00

AGREE 28 46.67

STRONGLY AGREE 7 11.67

TOTAL 60 100

From the table we can see that 21.66% of the employees strongly disagree with statement,

20%of them disagree with statement, 46.67% of the employees agree with statement and 11.67%

of the employees strongly agree with statement. This shows that more number of employees

agree with statement.

57

DIAGRAM NO .2

Diagram showing percentage of the respondent with regard “companies work policies are

well developed and organized”

STRONGLY DISAGREE DISAGREE

AGEESTORNGLY AGREE

0

5

10

15

20

25

30

35

40

45

50

Series1

58

TABLE NO.3

Table showing the response with regard to the statement” I am involved in decision that

affects my work”.



DISAGREE 31 51.67

AGREE 10 16.66


TOTAL 60 100.00

From the table we can see that 23.33% of the employees strongly disagree with

statement,51.67% of the employees disagree withstatement,16.66% of the employees agree

with statement and 8.34% of the employees strongly disagree with statement. This shows more

number of employees disagree with statement.

59

DIAGRAM NO. 3

Diagram showing percentage of the respondent with regard to the statement” I am

involved in decision that affects my work”.

60


AGREESTRONGLYAGREE

0

10

20

30

40

50

60

Series1

TABLE NO.4

Table showing the response with regarded to the statement “my supervisor takes a

personal interest in helping me to get a head at my job”.



DISAGREE 6 10.00

AGREE 37 61.67


TOTAL 60 100.00


statement, 10% of the employees disagree with statement,61.67% of the employees agree with

statement and 25% of the employees strongly agree with statement. This shows that more

number of the employees agree with statement.

61

DIAGRAM NO-4

The diagram showing percentage of the respondent with regard to the statement “my

supervisor takes a personal interest in helping me to get a head at my job”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

70

Series1

Series1

62

TABLE NO. 5

Table showing the response with regarded to the statement “I am treated fairly by my

supervisor and manager”.



DISAGREE 8 13.33

AGREE 18 30.00


TOTAL 60 100.00


statement, 13.33% of the employees disagree with statement, 30% of the employees agree with

statement and 45% of the employees strongly agree With statement. This shows more number of

employees strongly agree with statement.

63

DIAGRAM NO.5

Diagram showing percentage of the respondent with regard to statement “I am treated

fairly by my supervisor and manager”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

Series1

Series1

64

TABLE NO.6

Table showing the response with regarded to the statement “I am able to contact senior

management as needed”.



DISAGREE 29 48.33

AGREE 15 25.00


TOTAL 60 100.00


statement,48.33% of the employees disagree with statement ,25% of the employees agree with

statement 10% of the employees strongly agree with statement. This shows that more employees

disagree with statement.

65

DIAGRAM NO.6

Diagram showing the percentage of respondent with regard to the statement “I am able to

contact senior management as needed”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

50

Series1

Series1

66

TABLE NO.7

Table showing the response with regarded to the statement “the working condition and

climate is good in my company”.


STRONGLY DISAGREE Nil Nil

DISAGREE 6 10.00

AGREE 39 65.00


TOTAL 60 100.00

From the table we can see that no one strongly disagree with statement,10%of the employees

disagree with statement,65% of the employees agree with statement and 25% of the employees

strongly agree with statement. This shows more numbers of the employees agree with statement.

67

DIAGRAM NO .7

Diagram showing percentage of the respondent with regard to the statement “the working

condition and climate is good in my company”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

70

Series1

Series1

68

TABLE NO.8

Table showing the response with regarded to the statement “the people I work cooperate to

get work done”.



DISAGREE 8 13.33

AGREE 7 11.66


TOTAL 60 100

From the table we can see that 3.33% of the employees strongly disagree with statement, 13.33%

of the employees disagree with statement, 11.66%of the employees agree with statement and

71.68% of the employees strongly agree with statement. This shows that majority of the

employees are satisfied with statement.

69

DIAGRAM NO.8

Diagram showing the percentage of the employee’s respondent with regard to the

statement “the people I work cooperate to get work done”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

70

80

Series1

Series1

70

TABLE NO.9

Table showing the response with regarded to the statement “the grievance process

available to me is a fair way to resolve dispute between employees and management”.



DISAGREE 26 43.33

AGREE 15 25.00


TOTAL 60 100.00


43.33% of the employees disagree with statement,25% of the employees agree with statement

and 15% of the employees strongly agree with statement. This shows that most of the employees

are not satisfied with statement.

\

71

DIAGRAM NO.9

Diagram showing the percentage of the respondent with regard to the statement “the

grievance process available to me is a fair way to resolve dispute between employees and

management”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

Series1

Series1

72

TABLE NO.10

Table showing the response with regarded to the statement “employees are usually

promoted based on performance”.



DISAGREE 10 16.67

AGREE 31 51.66


TOTAL 60 100.00


16.67% of the employees disagree with statement, 51.66%of the employees agree with statement

and 25% of the employees strongly agree with statement. This shows that majority of the

employees are satisfied with statement.

73

DIAGRAM NO.10

Diagram showing the percentage of respondent with the statement “employees are usually

promoted based on performance”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

Series1

Series1

74

TABLE NO.11

Table showing the response with regarded to the statement “the current pay system has a

positive effect on employees’ productivity”.



DISAGREE 10 16.67

AGREE 25 41.67


TOTAL 60 100.00

From the above table the data shows that 8.33 percent of the employees strongly disagree with

statement and 16.67 percent of the employees disagree with statement and 41.67 percent of the

employees agree with this and the rest33.33 percent were strongly agreed with this statement.

This shows that more number of employees are satisfied with statement.

75

DIAGRAM NO.11

Diagram showing the percentage of the respondent with regard to the statement “the

current pay system has a positive effect on employees’ productivity”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

Series1

Series1

76

TABLE NO.12

Table showing the response with regarded to the statement “I am satisfied with the

increase in compensation”.



DISAGREE 30 50.00

AGREE 15 25.00


TOTAL 60 100.00

From the above table the data shows that 16.67 percent of the employee strongly disagrees with

statement and 50 percent of the employees disagree with statement and 25 percent of the

employees agree with statement and the rest 8.33 percent strongly agree with statement. This

shows that more number of employees statement with their increase in the increment.

77

DIAGRAM NO.12

Diagram showing percentage of the respondent with regard to the statement “I am satisfied

with the increase in compensation”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

50

Series1

Series1

78

TABLE NO .13

Table showing the response with regarded to the statement “I am satisfied with the health

insurance plan”.



DISAGREE 26 43.33

AGREE 7 11.67


TOTAL 60 100.00

From the above table the data shows that 25 percent of the employees strongly disagree with

statement, 43.33 percent of the employees disagree with statement and 11.67 percent of the

employees agree with statement and the rest 20 percent of the employees strongly agree with

statement. This shows that most of the employees dissatisfied with statement.

79

DIAGRAM NO.13

Diagram showing the percentage of respondent with regard to the statement “I am satisfied

with the health insurance plan”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

Series1

Series1

80

TABLE NO.14

Table showing the response with regarded to the statement “I worry about losing my job”.



DISAGREE 10 16.67

AGREE 2 3.33


TOTAL 60 100.00


statement and 16.67 percent of the employees disagree with statement and 3.33 percent of the

employees agree with statement and 3.33 percent of the employees strongly agree with

statement. This shows that more number of employees disagree with statement.

81

DIAGRAM NO .14

Diagram showing the percentage of the respondents with regard to the statement “I worry

about losing my job”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

70

80

Series1

Series1

82

TABLE NO. 15

Table showing the response with regarded to the statement “I can leave work to take care

of personal matters. If heard to”.


STRONGLY DISAGREE 0 0

DISAGREE 3 5.00

AGREE 6 10.00


TOTAL 60 100.00

From the above table the data shows 0 percent of the employees strongly disagree with statement

and 5 percent of the employees disagree with statement and 10 percent of the employees agree

with statement and the rest 85 percent strongly agree with this statement. This shows that number

employees agree with statement.

83

DIAGRAM NO.15

Diagram showing the percentage of the respondent with regard to the statement “I can

leave work to take care of personal matters. If heard to”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

70

80

90

Series1

Series1

84

TABLE NO.16

Table showing the response with regarded to the statement “I believe there are adequate

ways for me to develop my career in this company”.



DISAGREE 15 25.00

AGREE 10 16.67


TOTAL 60 100.00

From the above table the data shows that 45 percent of the employees strongly

disagree with statement and 25 percent of the employees disagree with statement and 16.67

percent of the employees agree with statement and the rest 13.33 percent strongly disagree with

the statement. This shows most of the employees disagree with statement.

85

DIAGRAM NO.16

Diagram showing the percentage of the respondent with regard to the statement “I believe

there are adequate ways for me to develop my career in this company”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

45

Series1

Series1

86

TABLE NO.17

The table showing the response with regarded to the statement “I am aware of promotion

opportunity”.



DISAGREE 24 40.00

AGREE 10 16.67


TOTAL 60 100

From the above table the data shows that 30 percent of the employees strongly disagree

with statement and 40 percent of the employees disagree with statement and 16.67 percent of the

employees agree with statement and the rest 13.33 percent of the employees strongly agree with

statement. This shows that more number of employees not aware of the promotion opportunities.

87

DIAGRAM NO .17

The diagram showing the percentage of the respondent with regard to the statement “I am

aware of promotion opportunity”.


AGEESTORNGLY

AGREE

0

5

10

15

20

25

30

35

40

Series1

Series1

88

TABLE NO .18

Table showing the response with regarded to the statement “my designation suits with my

educational qualification”.



DISAGREE 5 8.33

AGREE 36 60.00


TOTAL 60 100.00

From the above table the data shows that 6.67 percent of the employees strongly

disagree with the statement and 8.33 percent of the employees disagree with statement and 60

percent of the employees agree with statement and the rest 25 percent strongly agree with

statement. This shows that more number of employees agree with statement.

89

DIAGRAM NO.18

Diagram showing the percentage of the respondent with regard to the statement “my

designation suits with my educational qualification”.


AGEESTORNGLY

AGREE

0

10

20

30

40

50

60

Series1

Series1

90

TABLE NO.19

Table showing the response with regarded to the statement” we have good canteen

facilities”.


STRONGLY DISAGREE 0 0

DISAGREE 0 0

AGREE 50 83.33


TOTAL 60 100

From the above table the data shows that 0 percent of the employees strongly disagree

with statement, 0 percent of the employees disagree with statement, 83.33 percent of the

employees agree with statement and the rest 16.67 percent strongly agree with this. This shows

that most of the employees satisfied with statement.

91

DIAGRAM NO.19

Diagram showing the percentage of respondent with regard to the statement” we have good

canteen facilities”.

STRONGLY DISAGREE

DISAGREE AGREE STRONGLY AGREE0

10

20

30

40

50

60

70

80

90

Series1

92

TABLE NO.20

Table showing the response with regarded to the statement” my skills and abilities are

utilized effectively by the company”.



DISAGREE 6 10.00

AGREE 15 25.00


TOTAL 60 100.00

From the above table the data shows that 6.67 percent of the employees strongly

disagree with statement, 10 percent of the employees disagree with statement, 25 percent of the

employees agree with statement and the rest 58.33 percent of the employees strongly agree with

this statement. This shows that employee’s skills and abilities are utilized properly by the

company.

93

DIAGRAM NO.20

Diagram showing the percentage of the respondent with regard to the statement” my skills

and abilities are utilized effectively by the company”.

STRONGLY DISAGREE


10

20

30

40

50

60

70

Series1

94

TABLE NO.21

Table showing the response with regarded to the statement” the welfare amenities are good

here”.



DISAGREE 6 10.00

AGREE 39 65.00


TOTAL 60 100.00


statement,10 percent of the employees disagree with this statement and the 65 percent of the

employees agree with this statement and the rest 23.33 percent strongly disagree with this

statement. This shows that most of the employees were satisfied with their welfare amenities.

95

DIAGRAM NO.21

Diagram showing the percentage of the opinion with regard to the statement” the welfare

amenities are good here”.

STRONGLY DISAGREE


10

20

30

40

50

60

70

Series1

96

TABLE NO.22

Table showing the response with regarded to the statement” I know what is expected from

me in my job”.



DISAGREE 5 8.33

AGREE 48 80.00


TOTAL 60 100.00


the statement, 8.33 percent of the employees disagree with this statement, 80 percent of the

employees agree with this statement and 10 percent of the employees strongly agree with this.

This shows that more number of employees shows commitment towards their job.

97

DIAGRAM NO.22

Diagram showing the percentage of the employees respondent with regard to the

statement” I know what is expected from me in my job”.

STRONGLY DISAGREE


10

20

30

40

50

60

70

80

90

Series1

98

TABLE NO.23

Table showing the response with regarded to the statement” I am recognized whenever I do

good job”.



DISAGREE 10 16.67

AGREE 25 41.67


TOTAL 60 100.00

From the above table the data shows that 20 percent of the employees strongly disagree with the

statement, 16.67 percent of the employees disagree with this statement ,41.67 percent of the

employees agree with this statement and 21.66 percent of the employees strongly agree with this

statement. This shows that most of the employees satisfied of job recognition.

99

DIAGRAM NO.23

Diagram showing percentage of the respondent with regard to the statement” I am

recognized whenever I do good job”.

STRONGLY DISAGREE


5

10

15

20

25

30

35

40

45

Series1

100

STATISTICAL ANALYSIS

CHI SQUARE ANALYSIS

Testing the relationship between age group and personal interest in helping to get a head at

job by supervisor.

OBSERVED FREQUENCY

Age

group/opinion

Strongly

disagree

Disagree Agree Strongly

agree

Total

less than 30 0 1 12 2 15

30-40 1 2 18 4 25

40-50 0 2 4 7 13

Above 50 1 1 3 2 7

Total 2 6 37 15 60

Null hypothesis: H0: There is a significant relationship between age group and personal interest

in helping to get a head at job by supervisors.

Alternative hypothesis: H1: There is no significant relationship between age group and personal

interest in helping to get a head at job by supervisors.

101

EXPECTED FREQUENCY

E= (raw total*column total)/grand total

Age

group/opinion

Strongly

disagree


agree

Total

Less than 30 .5 1.5 9.25 3.75 15

30-40 .833 2.5 15.42 6.25 25

40-50 .433 1.3 8.02 3.25 13

Above 50 .234 .7 4.31 1.75 7

Total 2 6 37 15 60

CALCULATION OF TEST STATISTIC

Observed

frequency[O]

Expected

frequency[E]

(O-E)*(O-E) (O-E)*(O-E)/E

0 .5 .25 .5

1 1.5 .25 .167

12 9.25 7.5625 .818

2 3.75 3.0625 .817

1 .833 .02789 .0335

2 2.5 .25 .1

18 15.42 6.6564 .432

4 6.25 5.0625 .81

0 .433 .187489 .433

2 1.3 .49 .377

4 8.02 16.1604 2.015

7 3.25 4.327 4.327

1 .234 .586757 2.508

1 .7 .09 .129

3 4.31 1.7161 .398

2 1.75 .0625 .0357

Total 13.9075

102

LEVEL OF SIGNIFICANCE

Level of significance is at 5%

DEGREE OF FREEDOM

Degree of freedom = (no.coloumn-1)*(no.raws-1) = (4-1)*(4-1) =9.

TABLE VALUE OF CHI-SQUARE

Table value of the chi-square at degree of freedom 9 and level of significance 5% is 16.919

DECISION

Here Table value of chi-square >calculated value of chi-square.

There for H1 is rejected and H0 is accepted

There for there is no significant relationship between the age group and opinion in helping to get

a head at job of employees by supervisors.

103

STATISTICAL ANALYSIS

CHI SQUARE ANALYSIS

Testing the relationship between the sex and behavior of senior management to employees.

OBSERVED FREQUENCY

Sex Strongly

disagree

Disagree agree Strongly

agree

Total

Male 4 6 12 15 37

Female 3 2 6 12 23

Total 7 8 18 27 60

Null hypothesis H0: There is no significant relationship between sex and behavior of senior

management to employees.

Alternative hypothesis H1: there is a significant relationship between sex and behavior of

senior management

104

EXPECTED FREQUENCY

E= (raw total*column total)/grand total

Sex/option Strongly

disagree


agree

Grand total

Male 4.32 4.93 11.10 16.65 37

Female 2.68 3,07 6.90 10.35 23

Total 7.00 8.00 18.00 27.00

Observed value(O) Expected value(E) (O-E¿2 (O-E¿2/E

4 4.32 .1024 .0237

6 4.93 1.1449 .2322

12 11.10 .81 .0729

15 16.65 2.7225 .1635

3 2.68 .1024 .03821

2 3.07 1.1449 .3729

6 6.90 .81 .1174

12 10.35 2.7225 .2630

Total 1.28381

CALCULATION OF TEST STATISTIC

105

LEVEL OF SIGNIFICANCE

Level of significance is at 5%

DEGREE OF FREEDOM

Degree of freedom = (no.coloumn-1)*(no.raws-1) = (2-1)*(4-1) =3.

TABLE VALUE OF CHI-SQUARE

Table value of the chi-square at degree of freedom 3 and level of significance 5% is 15.51

DECISION

Here Table value of chi-square >calculated value of chi-square.

There for H1 is rejected and H0 is accepted

There for there is no significant relationship between the age group and opinion in helping to get

a head at job of employees by supervisors.

106

CHAPTER-IV

CONCLUSION

107

FINDINGS

The study resulted in many regarding the job satisfaction among workers in RAIDCO CURRY

POWDER FACTORY. The various findings of the study are:

1. Most of the employees (46.67%) are of the opinion that the work policies are well

developed and organized.

2. Most of the respondents (51.67%) are of the opinion that they are not involved in making

decision that affects their work.

3. Most of the respondents (61.67%) are of the opinion that their supervisor takes personal

interest in helping them to get ahead at their job.

4. More than 50% of respondent are of the opinion that the working condition and working

climate is good in the company.

5. Most of the respondents (71.68%) are of the opinion that people they work it co-operate

to get the work done.

6. Most of the respondents (43.33%) are of the opinion that the grievance process available

to them is not a fair one.

7. Most of the respondents (51.66%) are not satisfied with the promotion scheme.

8. More than 41.67% of respondents are satisfied with the current pay system.

9. Most of the respondents (50%) are of the opinion that they are not satisfied with the

increase in compensation.

108

10. More than 75% of the respondents are confident of not losing their job.

11. More than 85% agree that they can take leave whenever they want for their personal

matters.

12. Most of the respondents (45%) believe that there are not adequate ways for them to

develop their career in this company.

13. Most of the respondents (40%) are not aware of the promotion opportunity in the

company.

14. More than (60%) of the respondents agree that their designation suites with their

educational qualification.

15. More than (83.33%) agree that they have good canteen facility.

16. About (58.33%) of the respondents are of the opinion that the company utilizes their

skills and abilities effectively.

17. Most of the respondents (65%) are satisfied with the welfare amenities.

18. More than (80%) agree than what is expected of them in their jobs.

19.Most of the respondents (41.67%) strongly agree that their performance in the job is

properly recognized.

109

20 From the chi-square analysis we get there is no significant relationship between the age

group and opinion in helping to get a head at job of employees by supervisors.

110

SUGGESTION

1. Workers should be allowed to participate in the decision making process.

2. The employees must be given information regarding how to do their work in an effective

manner.

3. Rewards have to be provided to the employees who perform their work effectively and

efficiently.

4. The welfare measures of the company have to be improved or new additions has to be

made to the same.

5. Grievance process must be reviewed.

6. Skills and abilities are to be used effectively.

7. Steps should be taken to develop career opportunity in this company.

8. Management has to contact the workers whenever they needed.

9. Management has to inform the promotional opportunities to the employees.

111

CONCLUSION

Job satisfaction plays an important role in every organization. It increases the morale of

the workers thereby increases their productivity and leads to increased production in the

organization. The study has arrived at the conclusion that majority of the workers at “RAIDCO

CURRY POWDER PVT LMT” are satisfied with their job. But however it was also found that

in certain cases, some of the workers are dissatisfied with their

1. Salary and other allowances.

2. Loans facilities.

3. Welfare measures.

4. The rewards provided.

So steps should be taken to improve these and ensure satisfaction in these areas. If the

organization implements some of the suggestions given, then it can improve the job satisfaction

of the dissatisfied employees and lead to increase in workers performance.

112

CHAPTER-V

APPENDIX

113

APPENDIX

A STUDY ON THE JOB SATISFACTION AMONG EMPLOYEES IN RAIDCO CURRY

POWDER FACTORY, MAVILAYI

QUESTIONNAIRE CUM INTERVIEW SCHEDULE

GENERAL INFORMATION

Age :

Service :

Department :

1. Company’s work policies are well developed and organized.

Strongly Agree □ Agree □

Strongly Disagree □ Disagree □

2. I am involved in decision that affects my work.

Strongly Agree □ Agree□

Strongly Disagree□ Disagree□

3. My supervisor takes a personal interest in helping me to get ahead at my job.



4. I am treated fairly by my supervisor and manager.



114

5. I am able to contact senior management as needed.



6. The working condition and climate is good in my company



7. The people I work cooperate to get work done.



8. The grievance process available to me is a fair way to resolve disputed between

employees and Management.



9. Employees are usually promoted based on performance



10. The current pay system has a positive effect on employee’s productivity.



115

11. I am satisfied with the increase in compensation.



12. I am satisfied with the health insurance plan.



13. I worry about loosing my job.



14. I can leave work to take care of personal matters. If heard to.



15. I believe there are adequate ways for me to develop my career in this company.



16. I am aware of promotion opportunity.



116

17. My designation suits with my educational qualification.



18. We have good canteen facilities.



19. My skills and abilities are utilized effectively by the company.



20. The welfare amenities are good here.



21. I know what is expected from me in my job.



22. I am recognized whenever I do a good job.



117

CHAPTER-VI

BIBLOGRAPHY

118

BIBLIOGRAPHY

The secondary data for the project is collected from the different magazines, journals and

internet. Some of them are

1. Prasad, L M. Principles and Practices of management, New Delhi; S Chand and sons,

Reprint 2002.

119

for print

Documents

high job satisfaction

job stress

b jobsatisfaction

c job satisfaction

newstorm job satisfaction

term job satisfaction

introduction job satisfaction

job performance