peoject report on job satisfaction mg university b.com

CHAPTER 1

INTRODUCTION

CHAPTER I

1

INTRODUCTION

In the literature of the industrial philosophy the term job satisfaction is quite

frequently used for individuals’ attitude towards the specification aspects of the

total work situation. The job is used in a restricted sense. It’s essentially related

to human needs and their fulfillment through work, it is generated by the

individual perception of how well his job is satisfied his various needs.

A job satisfaction survey is an indicator of the effectiveness of organizational

reward systems. There is a positive relationship between performance and

satisfaction. Job satisfaction surveys can provide some clues as to the

effectiveness of the organizational reward system.

“ As a pleasurable or positive emotional state resulting from the appraisal of

one’s job or job experience’’.

LOCKE

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 behavior. This

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

account our feelings, our beliefs and our behaviors.

STATEMENT OF THE PROBLEM

2

The job satisfaction survey helps to discover the causes of indirect

productivity problems, such as absenteeism, turnover and poor quality of work.

Without proper surveys, there could be random guessing on the part of

management. A job satisfaction survey helps management both to get a better

handle on why employees are lagging and to plan better solutions to problem.

SCOPE OF THE STUDY

The most important benefit of job satisfaction survey is that give

management an indication of general levels of satisfaction in a company.

Survey also indicates specific areas of satisfaction or dissatisfaction. A survey

tells how employees feel about their jobs, what part of their jobs these feelings

are focused on, which departments are particularly affected, and whose feelings

are involved. The survey is a powerful diagnostic instrument for assessing

employee problems.

Improved communication is another benefit of the surveys.

Communication flows in all directions as people plan the survey, talk and

discuss its results. Particularly beneficial to the company is the upward

communication when employees are encouraged to comment about what they

really have in their minds.

One of the best uses of job satisfaction surveys is in the evaluation of the

impact of organizational changes on employee attitudes.

Finally, it is not that satisfaction surveys benefit only management. They

are useful to unions too. Often, both management and union argue what the

employees want, but neither really knows.

OBJECTIVES OF THE STUDY

3

The primary objective of the study is to understand the workers

satisfaction level towards the job. The objectives are to analyze the factors

influencing job satisfaction of employees, to study the welfare facilities existing

in the organization and to make suggestions based on the findings.

The main objectives of the study are:

To study the workers satisfaction towards the job

To analyze the factors influencing job satisfaction of employees.

To study the welfare facilities existing in the organization

COLLECTION OF DATA

Primary data was collected from the respondents through interview method.

Secondary data are collected from printed broachers, existing website and from

other records that is maintained within the company.

TOOLS FOR ANALYSIS: For analyzing the data appropriate tools like

percentages and diagrams have been applied.

LIMITATIONS OF THE STUDY

The period taken for the study is limited days, so time is a major

limitation.

The result of the study depends upon the information given employees,

which may be biased.

There was lack of co-operation from some employees.

Trainees and temporary employees were not subjected to the study.

4

CHAPTER II

REVIEW OF LITERATURE

CHAPTER II

THE CONCEPT OF JOB SATISFACTION5

INTRODUCTION

The satisfaction that individuals receive from their employment is largely

depends up on extends to which the job and everything associated is largely

depends up on extends to which the job and everything associated with it meets

their needs and wants. Wants are the conscious desire or conditions that

individuals believe will provide satisfaction.

When allowed to operate freely job satisfaction can contribute substantially

to organizational effectiveness. It can contribute to produce output in the form

of high quality of products or services, as well as to organizational maintained

objectives.

OUTCOMES OF JOBS SATISFACTION

For Society as a whole, as well as from individual employee stand point, job

satisfaction is and of itself is a desirable outcome. However from a pragmatic

managerial and organizational effectiveness perspective, it is important to know

how if at all, satisfaction relates to outcome variable.

SATISFACTION AND PRODUCTIVITY

6

The findings of several investigations suggest that job satisfaction is

positively correlated with high production. The result of a study by Katz and

Haiman indicate that workers satisfied with their job, produced more. But recent

research evidence indicates that there is no string linkage between satisfaction

and productivity. Satisfied worker will not necessarily be the highest producers.

The most important of which seems to be rewarded. If people receive reward,

they will be satisfied and this is likely to result in greater performance effort.

FACTORS INFLUENCING JOB SATISFACTION

An individual satisfaction on the job satisfaction on the job related to his

total and therefore, it cannot be explained on the basis of any single factor.

There are number of factors that influence job satisfaction. The major ten

determinants of job satisfaction are;

Income/ Wages

A satisfactory wage is an essential factor and important incentive Living

wage is based on the family budget and cost of living. It taken into account the

social and personal needs of the workers, providing for his food, house and

education of his children, medical aid and other amenities of life. It wages are to

give satisfaction, they must be fair.

Working condition

If the working condition is good the person will find it easier to carry out

their job or they may not be highly satisfied with their job. If the working

conditions are poor, he will find it more difficult to get things done.

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Job security

Security is a defined to include those features of job, situation which

leads to insurance for continued employment, either within the same company

or within same type of work or profession.

Ages

As employees grow older they tend to be more satisfied. There are a

number of reason such as lowered expectations and better adjustments to their

work situations because of their experience with its younger workers on the

other hand to be less satisfied of higher experience with its younger workers on

the other hand to be less satisfied of higher expectations, less adjustments and

other causes.

Education and intelligence

Numerous studies have pointed out that education and intelligence of a

person determines his level of job satisfaction. Too much education and

intelligence that is; more than job requirement may lead to dissatisfaction.

Similarly too little will, wake the job prove too much a challenge and this also

lead to job dissatisfaction.

SOCIAL ASPECTS OF THE JOB

It includes all job aspects in the workers with employees, especially those

employees at the same level within the organization.

Opportunity for Advancement

This factors include all those job aspects with the individual see potential source

if betterment of economics position, Organizational status or professional

experience.

8

Benefits

This includes all those specific phase of company policy which attempt to

prepare the worker for emergencies, illness, old age etc. company allowances

for holidays leave and vacation are also include with this factor. The welfare

measures like medical and educational facilities for children, transportation

facilities for work[lace, safety measures, job security, canteen facility, housing

facility etc are also the determinants of job satisfaction.

Theories of job satisfaction

The main theoretical approaches to job satisfaction are follows;

Need Fulfillment Theory

According to this theory a person is satisfied when he gets from job want he

wants. The more he wants or more important it is to him, the more satisfied him

is when he received it. In other words ‘’ job satisfaction will vary directly with

the extent to

Which those needs of an in individual which can be satisfied are actually

satisfied are actually satisfied’’. The fulfillment theory suffers from major draw

backs. Satisfaction is a function of not only what a person received but what he

feels should received. The strength of an individual’s desire or his level of

inspiration is an important determination of job satisfaction. Thus job

satisfaction is a function of the degree to which the employee needs are fulfilled

in the job satisfaction.

Equity Theory

Under this theory is believed that a person job satisfaction depends up on

his perceived equity as determined by his input-output balance. In comparison

with the input output balance of others. Every individual compare his rewards

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with those of a reference group. If he feels satisfied job satisfaction is thus a

function of the degree to which job characteristics meet the desire of the

reference group. Equity theory takes in to accounts not only the needs of an

individual but also the opinion of the reference group to which the individual

looks for guidance. Equity theory of job satisfaction.

Two Factor Theory

Frederick Hertzberg & his colleagues developed the two factor theory.

According to his theory satisfaction & dissatisfaction are interdependent of

each other & exit on a separate continuum. One set of factor known as hygiene

factor (company policy & administration, supervision, pay, working

dissatisfied. Their absence cause dissatisfaction but their presence does not

result in positive satisfaction. The other set of factors know as satisfiers

(Achievement, advancement, recognition, work itself & responsibility) leads to

satisfaction. The other set of factors know as satisfiers (Achievement,

advancement, recognition, work itself & responsibility) leads to satisfaction.

Several studies design to test the two factor theory provides little Support

to his theory. The same factor may serve as a satisfier for one but a dissatisfied

at the same time.

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DISCREPANCY THEORY

According to his theory job satisfaction depends upon what a person

actually receives from his job & what he expect to receives when the rewards

actually received are less than expected to receives when the rewards actually

received are less than expected rewards it cause dissatisfaction.

Figure3.1

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Outcomes A

One feel he should receive

A = B Perceived satisfaction

A > B Perceived

dissatisfaction

A < B Perceived over

dissatisfaction

Perceived B outcome

received

DISCREPANCY APPROACH TO JOB SATISFACTION

Equity Discrepancy Theory

This is a combination of equity & discrepancy theories. Lawler has adopted

the different approach of discrepancy theory rather than ratio approach of equity

theory. From equity theory concepts of comparison has been selected to serve as

an intervening variable.

Figure 3.2

Perceived

personal job

input

12

Perceived amount A that should be received

A+B

Satisfaction

A>B

Dissatisfaction

A<B Guit

Inequity discomfort

Under this theory satisfaction is defined as the difference between the

outcomes that one perceives he actually received and outcomes that one feels he

should received is equal to what he perceives he should there is satisfaction.

This model revels that a person perception or what he should receive is

influenced by input & output of others. If his inputs are similar to those of

referenced group but his outcomes is less he is likely to be dissatisfied. Lawler

suggests that those individuals are likely to be more satisfied who perceive.

Their inputs are low

Their jobs are less demanding

Their reference groups have less favorable inputs- outputs balance

They are receiving a high outcome level

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Perceived amount received

Perceived inputs&

Outcomes of

different

groups

Perceived outcomes of different groups

Actual outcomes received

Their refrace groups are receiving less output

Social Reference Group Theory

Reference group theory defines the way an individual looks at the world.

According to this theory job satisfaction occurs when the job meets, the interest,

desires & requirement person reference groups. In other words, job satisfaction

is faction of the degree to which job meets the approval of the group to which

the individual looks for guidance in evaluating the world & defining & social

reality.

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 behavior. This

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

account our feelings, our beliefs and our behaviors. Mood and emotions while

working are the raw materials which cumulate to form the affective element of

job satisfaction. (Weiss and Cropanzano, 1969). Moods tend to be longer lasting

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

intense, short-lived and have a clear object or cause

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

job satisfaction. Positive and negative emotions were also found to be

significantly related overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of

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

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experience. Emotion regulation and emotion labour are also related to job

satisfaction. Emotion work (or emotion management) refers to various efforts to

manage emotional states and displays. Emotion regulation includes all of the

conscious and unconscious efforts to increase, maintain or decrease one or more

components of an emotion. Although early studies of the consequences of

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

in a variety of occupation suggest that the consequences of emotional labor are

not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction

and the amplification of pleasant emotion increase job satisfaction. The

understanding of how emotion regulation relates to job satisfaction concerns

two models:

Emotional dissonance:

Emotional dissonance is a state of discrepancy between public displays of

emotions and an internal experience of emotions that often follows the process

of emotion regulation. Emotional dissonance is associated with high emotional

exhaustion, low organizational commitment, and low job satisfaction.

Social interaction model:

Not taking the social interaction perspective, workers emotion regulation

begets responses from others during interpersonal encounters that subsequently

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

responses to displays of pleasant emotions might positively affect job

satisfaction. Performance of emotional labor that produces desired outcomes

could increase job satisfaction

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From which early researchers could develop job satisfaction theories. 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 showed

that novel changes in work conditions temporarily increase productivity (called

the Hawthorne effect) . It was later found that this increase resulted, from the

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

provided strong evidence that people work for purpose other than pay, which

paved the way for researchers to investigate other in job satisfaction.

Scientific management also had a significant impact on the study of job

satisfaction, Frederick Winslow Taylor’s 1911 book, principles of Scientific

Management, urged that there was a single best way to perform any given work

task. This book contributed to a change in industrial production philosophies,

causing a shift from skilled labor and piecework towards the more modern

approach of assembly lines and 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.

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CHAPTER IIICOMPANY PROFILE

17

CHAPTER III

COMPANY PROFILE

2.1 History of the Company

Plant lipids was incorporated on 15th march 1979 as a private company

with a view to carry out business of extraction, purchase, sale, import, export

and the dealing in of extracts out of spices, aromatic plants, tobacco, medicinal

herbs, agricultural products and food items. It is started as accompany for

making steam distilling essential oils mainly from spices and selling the

products within India. In 1989 the solvent extraction was also introduced to

produce both spices and oleoresins. Now at present plan lipids is one of the

country’s leading manufacturers and exporters of spice oil, oleoresins and

natural food colors. The product of the company is mainly exported to USA,

European Union, Far East and Oceania.

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The main raw material proceed in the early days was black pepper, hot

chilly etc, within a short span ginger, turmeric and celery seeds was also

processed. The company claims that the increase demand in western countries

gave them the encouragement for processing pepper, ginger and chilly. The

demand for turmeric oleoresin was because out of their wide usage in outside

countries as a major natural food color. In the early 90s nutmeg become a major

raw material with a good demand for both oil and oleoresin. In the mid 90s

there was a great demand for grainier extract as a nutraceuticial for weight

control and slimming. But soon the demands for this com down because it was

found to have great anti-oxidant property. But a big boot in the export happened

in the late 90s when the Indian paprika oleoresin was accepted as natural food

color. Today oleoresin paprika is the biggest items of export.

The hard commenced its work in Kadayiruppu, near Kolenchery as a

medium scale company, in its cycle it has a later on acquired about 30 acres of

land, well structured building, amenities etc. The company had about 400

permanent employees and about 50 temporary employees working at present.

Now at the present in the company is well established and has got branches at

Hyderabad and Bangalore which is engaged in the same business.

The company has got good status within the local and export market. The

company also claims that to had worked its best top keep their fame and had

never faced any type of strikes or lay off in its life time.

2.2 OBJECTIVES The main objects to be pursued by the company on its incorporation are:

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To carry on the business of extraction and manufacture, purchase, sales,

import and dealing in of extracts out of tobacco, spices and aromatic

plants, medicinal herbs, agricultural products and synthetic chemicals.

To carry on the business of purchase, sales, export, import, processing

and conversation of spices, tobacco, aromatic products, agricultural

products and medicinal herbs.

To manufacture, process can and deal in all kind of food products,

dispersed spices and agricultural products.

Objects, incidental or ancillary to the attainment of the above main objects are :-

To make use of the spare capacity of the plant. Machinery and factory

premises of the company by undertaking job work relating to the main

objects of the company.

To establish laboratories and undertaken necessary researches in chemical

organic aldehydes and their derivatives this may directly or indirectly

increase the efficiency of the company.

To sell, hire borrow, exploit or in any other manner handle or deal in

technical know how relating to the products manufactured or otherwise

dealt in by the company.

To take on lease, hire, purchase or otherwise acquire, erect, construct,

work maintain and improve land,factories,building,testhouse,plants,

machineries, work and all other appliances, apparatuses, convenience

required for the purpose of the company.

procure the registration or recognition of the company in or under the loss

of any place outside of India.

To purchase or other wise acquire and undertake or any part of the

business, property and liability of any person, firm, society or company

carrying any business in India or else where, of similar nature to the

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business of the company, or position of off property suitable for the

purpose of the company.

Generally to do all such other things ask may appear incidental or

conductive to the attainment of the aforementioned objects or any of

them.

2.3 VISION

To set higher quality standards for each new products and become a

trendsetter in the industry.

To make the company brand image synonym with quality.

To conceptualize the customer need for extracting product realization.

To apply the latest in science and technology available anywhere in the

world so as to remain a world class supplier.

To respect the environment by continuing to contribute to substantial

and sustained effort in pollution control and the there by a role model for

the community.

2.4 MISSION

To maintain consistency and continual improvement in quality.

To ensure customer delight over and above customer satisfaction.

To ensure highest value for money for the customer.

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To provide quality beyond the expectation of the customer.

To ensure the environmental friendliness in every phase of production.

To be a socially responsible organization.

2.5 QUALITY POLICY OF THE COMPANY “We are committed to maintain the highest quality standards meeting the

requirements of the customers in national and international markets. Our quality

management system ensured food safety requirements as per the customer,

national and international specifications. We try to create an excellent working

environment

2.6 CERTIFICATION OF MERIT

The spice board of India has recognized the company for its excellence in

export and the certificate of the spices board has been remitted to the firm.

The certification of “Kosher” by star k, U.S.A for the products of the

company, which means that the products do not contain any non vegetarian

content’s and which is a must for the Jewish community of the world.

The company has awarded certification of merits in making substantial

and sustained effort in pollution by Kerala state Pollution Control Board in

1997-78 and 1999-2000.

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MANAGEMENT OF THE COMPANY The board of directors of plant lipids constitute of six members. The day to day

affairs of the company are looked after by Sir C.J. George (Managing

Director), and Dr. A.G. Mathew, who are been assisted by well qualified and

experience team of professional in technical, marketing, financial,

administrative and other areas.

Plans lipids are a member of FIEO, APEAD, Spices Board and Cochin

chamber of commerce. The company is also been recognized as a Two Stat

level export house by the central govt. of India.

DIFFERENT PHASES OF DEVELOPMENT FROM INCEPTION TO PRESENT

YEAR 1979:

The company was incorporated in the year. The company was engaged in

the extraction, manufacture, purchase, sale, import, Export and the extracts out

of spice, aromatic plants, tobacco, herbs, agricultural products and food items.

YEAR 1980-1984:

Company’s operation during the year was impressive. The total value of

sale has gone up from 49 lakhs in the year 1983-84. A dividend of 20% was

provided to the equity share holders. The company has been undertaking job

works to utilize its spare capacity. During these the company has achieved

better capacity utilization for the first time in the year 1984 the company was

successful in exporting cocoa beans.

Year 1985-1987:

The turnover was twice the turnover for the previous years. There was a

sizable increase in the turnover of cocoa beans. The company has been achieved

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better capacity utilization on the distillation of essential of the distillation of

essential oils.

YEAR 1988-1990:

During the year of 1988 the company had increased the sale of essential

oils by 50 % (approx) in the year of 1989, new shares were allotted by the

company which was fully subscribed and allotted. During the year of 1990, the

company standardized the isolation of certain essential oils, oleoresins and also

the technology for the extraction of cocoa butter, cocoa bits and flats by its won

research efforts. Steps were initiated to minimize energy consumption at every

point of production. The company also successfully installed a waste-cum

firewood based boiler to minimize the consumption of the furnace oil.

YEAR 1991-1993:

The company successfully implemented the commercial production of

essential oils and oleoresins with the state of art technology, which has been

readily accepted with an excellent product mix, helped the cost of energy by

recycling the waste from production for steam generation. Use of electrical

energy was also minimized where ever possible. Company’s export were

Rs233lakh as against Rs 109 lakhs. The dividend of the company was raised to

40% for the equity shareholders.

YEAR 1994-1996:

New products were introduced during the year and the company could

realize better price for the existing products. During the year the company made

a quantum jump in exports. The company its expended its capacities for the

existing products. During the year 1994 the company was able to associate with

a pharmaceutical company in USA and entered into exclusive manufacture of

Gracincia extracts.

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YEAR 1997-1999:

The company laid emphasis on products development and quality control.

During the year 1997 the company the acquired sophisticated and R&D

equipment. The company has soured its energy from agro waste produced in the

factory, energy recovery systems like heat enhancers’ , waste heat driers for

spice have been installed.

YEAR 2000-2002:

The company was awarded certification of merit in June 2000 in making

substantial and sustained effort in pollution control by the Kerala State Pollution

Control Board. The spices Board had also recognized the company and a

“Certificate of Honor” has been conferred.

YEAR 2003-2005:

During the Year of 2003 the company has been issued the certificate of

ISO 90001:2000 by jas-Anz, accreditations by the joint accreditation system of

Australia and Zealand and global HACCP keeping in view the standard

achieved by the company. In the year 2005 the Joint Director General of foreign

trade has recognized the company for its excellence in exports and accorded

during the year the status of two star export houses in accordance with provision

of EXIM policy.

YEAR 2006-2007:

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The company was committed in enlarging the Foreign Exchange

earnings. Active measures were take to cut down the use of electrical energy by

replacing steam dryers. The company has also started a project on wind mill for

the production of electrical energy.

2.8 FUTURE PLANS

A) New markets and with new opportunities the company is trying expand their Operations both in manufacturing and sales.

B) Trying to expand the production of specially products such as :

Pepper extracts.

45 different types of black pepper.

140 different types of capsicum extracts

C) With more and more companies seeking to reduce costs, the company is

planning

To take up a variety of outsourcing jobs such as;

Joint ventures, setting up of complete plant and production lines.

Spray drying operations.

Specially extraction.

D) New ventures into species:

Ground spice with various specifications.

Heat treated spice to control microbiological parameters.

E) Customs mix:

With a full range of spice products the company will be able to offer.

Spice mixes/recipes as per customer’s requirements.

2.9 PRODUCT MIX

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Spice oils, oleoresins and natural food colors are the products of the

company, oils are the obtained by the steam distillation of the dried and the

powdered spices, oleoresins are obtains by solvent form the micelle obtained.

Spice oils represent the plate aroma and complete taste including pungency as

well as any color present.

2.9.1 Spice products

The essential constituents of spices which provide aroma, flavor,

pungency and color together make up a very a small part, often less than

10%,by weight of the whole. The balance mainly functions as the protective

sheath for these essential constituents.

Spice generally has two flavor attributes, aroma and pungency. Aroma is

represented by the volatile compounds that constitute the essential oil. Thus

essential oils of various spice represents the aroma of the respective raw spice.

Taste giving, notably pungent constituents and coloring principles present in

the spice are the present in resins, for presenting total quality of aroma,

pungency and color , only answer is to spice oleoresins.

These extracts are free of many of the disadvantages of the host spice

from which they are prepared, particularly being free of contamination or

hygiene risk, consistent quality and strength.

The actual composition of the oleoresins depends on the spice selected

for extraction, its maturity, and post harvest treatment importantly, the solvent

and conditions selected for extractions and distillation technique used.

The consistent high quality of spice oils and oleoresins required by the

user depends very much on the experience, skill and expertise, provided by the

27

manufacture in the selection of the raw material, its handling, processing and

finally bending of the extracts.

Plant lipids have more than 500 specific products, broadly classified

under the following categories:

1) Spice oils.

2) Spice oleoresins

3) Spice colors

4) Specially extracts

5) Floral concentrates

6) Spices.

1) Spice Oils:On steam distillation, the spices yield their volatile constituents. The essential

oil obtained from steam distillation is endowed with the major part of the spice

flavor and fragrance properties.

Depending on the final environment of use for the spice oils, the standards of

quality required will differ and these would demand the manufacturer to tailor

oils to the customers extracts requirements.

Plant lipids have got the following range of spice and other essential oils.

1) Ginger oil

2) Coriander oil

3) Cry leaf oil

4) Mace oil

5) Cassia bark oil

6) Cinnamon bark oil

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7) Clove bud oil

8) Parley Seed oil

9) Black pepper oil

10) Cardamom Oil

11) Clover leaf oil

12) Cumin seed oil

13) Curcuma aromatic oil

14) Dill seed oil

15) Lemon grass oil

16) Nutmeg oil

17) Palmrosa oil

18) Turmeric oil

2) Spice Oleoresins:

Taste giving constituents and coloring principles present in the spices are non volatile.

The oleoresins, containing all the volatile as well as non volatile constituents

of the spices, most closely represent aroma, taste and color of the fresh spice in

a highly concentrated form.

Since non violate parts cannot be collected by steam distillation, the

oleoresin is produced by extraction of the dry spices with a solvent.

1) Black Pepper

2) Cardamom

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3) Celery seed

4) Coriander seed

5) Ginger

6) Lemon Grass

7) Nutmeg

8) Onion

9) Rosemary extracts

10) White pepper

11) Capsicum

12) Cassia park

13 Clove bud

14) Garlic

15) Mace

16) Parsley seed

17) Vanilla extract

3) Spice Colors: The subject of the spice product cannot be left without referring to

their natural coloring factors which are isolated from creating spices. Yellow

coloring matter of turmeric and red of chillies is natural colors. These natural

colors for mixture of them have wide application in diary and fat composition,

cosemetics, sauces, curries. Pickles etc.

Some other products are:

1) Oleoresins turmeric

2) Curmerin powder

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3) Marigold extract

4) Chlorophyllin

5) Annatto extract

4) Specialty Extracts Plant lipids manufacture specialty extracts classified under the following

categories:

1) Green Extractives:

2) Coriander leaf oil

3) Curry leaf oleoresins

4) Garlic oil

5) Green chilly oleoresins

6) Onion oleoresins

Roasted Extractives:

a) Coffee extract

b) Cumin seed oleoresins

c) Fennel seed oleoresins

d) coriander seed oleoresins

e) Green pepper oil

5) Floral concentrates:

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A plant lipid is a major supplier of the floral extracts to perfumeries and

fragrance manufactures world wide. Quality control and time tested sourcing

and extraction processes and preservation of the delicate fragrances of very

blossom that they use in the manufacture of floral extracts.

6) Spice:

Plant lipids deals in both whole and ground spices, it manufactures both

whole and ground steam sterilized spices. The main products that they dealt in

are given below:

1) Cassia

2) Black pepper

3) Cinnamon

4) Clove

5) Coriander

6) Cumin

7) Celery seed

8) Dill seed

9) Fennel seed

10) Fenugreek seed

11) Nut Meg

12) Red chilly

Spices generally have two flavor, aroma and pungency, Aroma is

represented by the volatile compounds that constitute the essential oil. Thus

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essential oil of various spices represented the aroma of the respective raw

spices. Taste giving notably pungent constituents and coloring principles

present in the spice are present in resins.

Spice which provide the aroma, flavor, pungency and color together make

up a very small part, often less than 10% weight of the whole materials. Actual

composition of the oleoresins depends on the spice selected for extraction, its

maturity, post harvest treatment and importantly, the solvent and condition

selected for the extraction and the distillation technique used for extraction.

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CHAPTER IV DATA ANALYSIS AND

INTERPREATION

CHAPTER IV

DATA ANALYSIS AND INTERPREATION

The chapter deals with the analysis of data that is been collected. The analysis is done by representing the data in the forms of table and figures. Further the relationship between the data is established by indicating the data in the chi-square charts. Each questioner is analyses with tables and figure.

34

TABLE: 4.1 AGE OF THE RESPONDENTS

Age Frequency percent Valid percent

Cumulative percent

Below 20 2 4 4 421-30 23 46 46 50.031-40 16 32 32 82

41 and above 9 18 18 100.0Total 50 100.0 100.0 100.0

Chart 4.1

AGE

020406080

100120

Frequency Percent Valid Percent CumulativePercent

Below21-3031-4041 and above

Primary data

INFERENCE:

From the response received from the respondents it’s been seen that

almost 46% of the employees fall under the age group of 21-30 years of age.

This shows that most of the employees are smart young chits who are energetic

in their work. The next highest percentage of 32% falls within the age group 31-

35

40 years of age, who are mostly experience in the work and has good

knowledge about the work.

TABLE: 4.2 SEX RATIO OF RESPONDENTS

sex Frequency percent Valid percent

Cumulative percent

male 40 80 80 80Female 10 20 20 100Total 50 100 100 100

36

Chart 4.2

SEX

0

50

100

150

200


MaleFemaleTotal

Source: Primary data

INFERENCE:

From the chart it is clear that the firm has got more population of males

up to 80% than female that 20%. The firm concentrates more on employing

males than females. The females are employed in the functional areas of the

work

TABLE: 4.3 THE EDUCATION OF THE RESPONDENTS

Education frequency percent Valid percent Cumulative percent

HSE 3 6 6 6Graduate 18 36 36 40

post graduate 26 52 52 92

37

Others 3 6 6 100

Total 50 100 100 238

Chart: 4.3

EDUCATION QUALIFICATION

HSCGRADUATEPOST GRADUATEOTHERSTOTAL


INFERENCE:

Majority of the respondents prefer post graduation is better than

others. The least percentage is goes to HSE and others.

TABLE: 4.4 THE EXPERIENCE OF THE RESPONDENTS

Year Frequency percent Valid percent Cumulative

percentNewly joined 11 22 22 22

38

2-5 years 17 34 34 56

5-10 years 15 30 30 86

10 years and

above

7 14 14 100

Total 50 100 100 100

Chart 4.4

EXPERIENCE

020406080

100120

NewlyJoined

2-5 years 5-10 years 10 years andabove

FrequencyPercentValid PercentCumulative Percent

Source : primary data

INFERENCE:

22% of the respondents were newly joined.14%of the respondents

were having an experience of more than 10 years.30% of the employees are

having 5-10 years of experience.

TABLE: 4.5 THE SATISFACTION OF THE RESPONDENTS

Hours Frequency percent Valid percent

Cumulative percent

Working hours 21 40 40 42Motivation 15 30 30 72

39

SATISFACTION

0

10

20

30

40

50

60

70

80

90

Working hours Motivation Monitory benefits Responsibilities

Frequency

Percent

Valid Percent

Cumulative Percent

Monitory benefits

6 12 12 84

Responsibilities

8 16 16 84

Total 50 100 100 282

Chart 4.5


INFERENCE:

40% of the respondents are satisfied with the working hours. 30% of the

respondents highlighted the motivation level they have gained to work in the

firm.

TABLE: 4.6 THE RESPONDENTS OPINION ABOUT THE JOB

Basis Frequency Percent Valid percent Cumulative percent

40

JOB

0

20

40

60

80

100

120

Highlysatisfied

Satisfied Dissatisfied HighlyDissatisfied

FrequencyPercentValid PercentCumulative Percent

Highly satisfied

19 38 38 38

Satisfied 18 36 36 74

Dissatisfied 10 20 20 94

Highly dissatisfied

3 6 6 100

Total 50 100 100 306

Chart 4.6

Source: primary data

INFERENCE:

38% Of the respondents were highly satisfied in their job, About 20%

(10+5)of the respondents showed dissatisfaction towards the job.

TABLE 4.7: ACCEPTANCE LEVELS OF SUGGESTIONS BY THE

SUPERVISOR

Basis Frequency percent Valid percent Cumulative

percentAlways 20 40 40 40

41

Acceptance Level

AlwaysOccationalyRarelyNever

Occasionally 19 38 38 78

Rarely 7 14 14 92

Never 4 8 8 100

Total 50 100 100 310

Chart 4.7


INFERENCE:

40% of the respondents feel that the management accepts their

suggestions always. 8% of the respondents claim that the management does not

see to accept any suggestions from the employees .

TABLE 4.8 THE OPINION ABOUT THE RELATIONSHIP WITH THE

SUPERVISOR

Opinion Frequency Percent Valid percent Cumulative

percentGood 22 44 44 44

42

Average 20 40 40 84

Poor 8 16 16 100

Total 50 100 100 228

Chart: 4.8

Relationship with the Supervisor

020406080

100120


GoodAveragePoor


INFERENCE:

44% of the respondent maintains a very good relationship with the

supervisor. 14% of the respondent has got a poor opinion with regards to the

relationship with the supervisor.

TABLE 4.9 THE OPINION REGARDING THE SAFETY

Opinion Frequency percent Valid percent

Cumulative percent

Very Good 17 34 34 34Good 13 26 26 60

43

Satisfactory 16 32 32 62

Poor 4 8 8 10Total 50 100 100 256

Chart: 4.9

SAFETY

0

20

40

60

80

100

120

1 2 3 4

Very GoodGoodSatisfactoryPoor


INFERNCE:

Most of the respondents are satisfied with the safety measures provided

by the company. Only 8% of the respondent has got an opinion that the safety

measures provided by the company were poor.

TABLE 4.10 THE OPINION RESPONDING WORKING

ENVIRONMENT

Opinion Frequency Percent Valid

percent

Cumulative

percentHighly 20 40 40 40

44

0

5

10

15

20

25

30

35

40

1 2 3 4

Working environment

Highly Satisfied

Satisfied

Dissatisfied

satisfied

Satisfied 26 52 52 92

Dissatisfied 4 8 8 100

Total 50 100 100 232

Chart 4.10


INFERENCE:

Majority of the respondent are satisfied with the working environment.

40% of the respondents are highly satisfied and 52% are at the satisfactory level

regarding the working environment within the firm.

45

CHAPTER V

FINDINGS SUGGESTIONS AND

CONCLUSION

CHAPTER V

FINDINGS, SUGGESTIONS ,CONCLUSION

The most important benefit of job satisfaction survey was that give

management an indication of general levels of satisfaction in a company.

Survey also indicates specific areas of satisfaction or dissatisfaction. A survey

tells how employees feel about their jobs, what part of their jobs these feelings

46

are focused on, which departments are particularly affected, and whose feelings

were involved. The survey was a powerful diagnostic instrument for assessing

employee problems.

One of the best uses of job satisfaction surveys was in the evaluation of the

impact of organizational changes on employee attitudes. Finally it was not that

satisfaction surveys benefit only management. They were useful to unions too.

Often, both management and union argue about what the employees, want, but

neither really knows.

The main objectives of the study were.

To study the workers satisfaction level towards the job

To analyze the factors influencing job satisfaction of employees.

To study the welfare facilities existing in the organization

To make suggestions based on the findings.

Primary data was collected from the respondents through interview

method. Secondary data were collected from printed broachers, existing

website and from other records that is maintained within the company.

The first chapter includes introduction, significance of the study, scope of

the study, objectives of the study, collection of data, selection of sample, tools

for analysis, period of study limitations if the study and Chapterisation.

The second chapter contains the company profile. The third chapter contains

the literature review of the topic selected for the study that is ‘’ employee

satisfaction level’’. The fourth chapter gives a detailed analysis of the data and

its interpretation. The fifth chapter includes finding of the study that have been

done and it’s also contain suggestions and recommendation to the management

47

based on the study made. A detailed conclusion is also been made the end of

this chapter.

Major findings of the study were:

44% of the respondents had good relationship with the supervisors.

18% of the respondents were dissatisfied in recruitment and

selection process.

86% of the respondents were highly satisfied about the package

provided by the firm.

. 40% of the respondents were highly satisfied in their working

environment.

There was significant relationship between safety measures

provided by the company and job satisfaction.

There was significant relationship between job security of

employees and job satisfaction

SUGGESTIONS

On the basic of the findings of data that is been collected, the following

suggestions and recommendation are been made to the management so as to

improve the job satisfaction level of the employees, their by improving the

employee productivity, production turnover etc.

The management should give effective training to the employee.

48

The management should induce carrier development programme to the

employees.

The management should revise the facilities provided with in the rest

room as to gain 100% satisfaction level.

The management should adopt a more reliable selection and recruitment

procedure.

CONCLUSION

Job satisfaction may be defined as the level of satisfaction that an employee

gains through performing a particular job. Job satisfaction is useful to improve

production, organizational effectiveness, morals and economic development of

the country. I would like to conclude that, considering all the facts there are

few problems faced by the employees in the organization that case certain level

49

of job dissatisfaction to employees. It would be better if the organization may

follow certain procedures and provides special benefits to the employees due to

whom they may feel fully satisfied by the working conditions and feel free to

communicates and coordinate with each other. Employee welfare is the back

bone of development of an organization.

50

APPENDIX

Appendix- QUESTIONNAIRE

For the partial fulfillment of my B.com programme I have been doing a

study on the topic ‘Employee job satisfaction in plant Lipids Pvt.Ltd*. I humbly

request you to co-operate for filling out this Questionnaire. I promise that the

information provided by you will be used only for my study and the individual

response will not be disclosed to other officials of the company.

1) Name:

2) Age:

51

Below 20 years 21-30

31- 40 years 41 and above

3) Sex :

Male Female

4) Years of experience in the present job

Newly joined 2-5 Years

5-10 Years 10Years & above

5) How do you feel about your job?

Highly satisfied Satisfied

Dissatisfied Highly dissatisfied

6) Do the management consider your personal Problems?

Yes No

If yes,

Frequently Rarely If problems occurs

7) Are you satisfied with the recruitment and selection practices adopted

in the company?

52


Dissatisfied highly dissatisfied

8) How does your superior welcome your suggestions?

Always Occasionally

Rarely Never

9) What is your opinion about co-workers co-operation?

Very good Good

Satisfactory Poor

10) How do you feel about your relationship with superior?

Good Average Poor

11) What is your opinion about the safety measures provided in the

concern?

Very good Good

Satisfactory Poor

12) How do you feel about the working environment?


Dissatisfied highly dissatisfied

53

13) What do you feel about the working hours?

Satisfied Dissatisfied

14) What is your opinion about the rest room provided to you?


Dissatisfied Highly dissatisfied

15) Which of the following satisfy you more?

Working hours Motivation

Monitory benefits Responsibilities

16) What is your opinion about bonus system?

Good Fair Poor

17) Do you feel that the company is providing a fair package?

Yes No

18) Educational Qualification

HSE Graduate

Post graduate Others

19) Annual income :

Below 50,000 Rs 50,000-1,00,000

54

above 2,00,000

20) Marital Status

Married Single

21) Recommend your suggestions for improving job satisfaction

i) __________________

ii) __________________

55

BIBLIOGRAPHY

BIBLIOGRAPHY

Organizational Behavior : Aswathappa.K

Himalaya Publishing House

VII Edition-1997

Work Motivation and

Job satisfaction Industrial : Das.G

56

Manu Rastogi Enterprises,

Delhi1994

Essentials of Organizational Behavior : Stephen Robbins

Book on Management : Grey Smith

Managing Behavior in Organization : Jerald Greenberg

Research Methodology : Suresh C Sinha

Motivation and job Satisfaction : K Koteswara rao

Websites:

www.indianspices.com

www.plantlipids.com

www.ufstudies.net

57

peoject report on job satisfaction mg university b.com

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