COCA-COLA COMPANY
HINDUSTAN COCA-COLA BEVERAGES PVT. LTD.
1.1INTRODUCTION
JOB SATISFACTION:Job satisfaction is a set of favourable or
unfavourable feelings and emotions with which employees view their
or relative or dislike like towards something. The term job
satisfaction derived from the job by work but their surroundings.
Superiors and managers. His way of approaching and handling
workers, nature of communication, work place, work facilities etc.
if one company want to sustained permanent in the market that
concerns should work with satisfied employees satisfied employee
not only increase the companies corporate status in the society,
but also increase the social values.
Job satisfaction cover the satisfaction derived from being
engaged in work or any work in any pursuit of a high order, it is
essentially related to human needs and their fulfillment through
work. It is generated by the individual perception of well his job
satisfied his various needs.
Meaning:
Job satisfaction to a persons feeling of satisfaction on the
job, which acts as a motivation to work it is not to
self-satisfied, happiness are self- containment but the
satisfaction on the job.
The term relates to the total relationship between the
individual and employer for which he is paid satisfaction thus mean
the simple feeling-state accompanying the attainment of any goal,
the end-state is feeling accompanying the attainment by an
attainment by an impulse of the objectives. Job dissatisfaction
thus means absence of motivation at work. Research workers
differently described the factors contribution to job satisfaction
and job dissatisfaction. Hop pock describes is any combination of
psychological, psychological and environmental circumstances that
cause the person truthfully to say I am satisfied with my job
Job satisfaction has been defined as a pleasurable emotional
state resulting from the appraisal of ones job; an effective
reaction to ones job; and an attitude towards ones 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
behaviors. This definition suggests that we form attitudes towards
our jobs by taking into account our feelings, our beliefs, and our
behaviors. 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, not from the new conditions, but from the
knowledge of being observed. This finding provided strong evidence
that people work for purposes other than pay, which paved the way
for researchers to investigate other factors in job satisfaction.
Job satisfaction can also be seen within the broader context of the
range of issues which affect an individuals experience of work, or
their quality of working life. Job satisfaction can be understood
in terms of its relationships with other key factors, such as
general well-being, stress at work, control at work, home-work
interface, and working conditions. The old view that a happy worker
is a productive worker does not clarify the complex relationship
between job satisfaction and productivity in todays world. It was
traditionally said that high job satisfaction leads to improved
productivity, decreased turnover and less stress in long run. But
the relationship between job satisfaction and productivity is not
definitely established.Job Satisfaction is the favorableness or
un-favorableness with which the employee views his work. It
expresses the amount of agreement between ones expectation of the
job and the rewards that the job provides. Job Satisfaction is a
part of life satisfaction. The nature of ones environment of job is
an important part of life as Job Satisfaction influences ones
general life satisfaction. Job Satisfaction, thus, is the result of
various attitudes possessed by an employee. In a narrow sense,
these attitudes are related to the job under condition with such
specific factors such as wages. Supervisors of employment,
conditions of work, social relation on the job, prompt settlement
of grievances and fair treatment by employer. However, more
comprehensive approach requires that many factors are to be
included before a complete understanding of job satisfaction can be
obtained. Such factors as employees age, health temperature, desire
and level of aspiration should be considered. Further his family
relationship, Social status, recreational outlets, activity in the
organizations etc. Contribute ultimately to job
satisfaction.DEFINITION:Job satisfaction as an attitude that
results from balancing and summation of many specific likes and
dislikes experienced in connection with the job.
-BULLOCK (1952)
Job satisfaction as the employees judgment of how well his job
on the whole is satisfied his various needs.
-SMITH (1955)
Job satisfaction as the pleasurable or positive emotional state
resulting from the appraisal of ones job or job experience.
-LOCK (1969)
The above definitions seem to indicate that job satisfaction is
essentially an effective attitude resulting from the intrinsic
aspect of the job. FACTORS INFLUENCING JOB SATISFACTION:The major
factors influencing job satisfaction are presented below:
supervision to a worker, Supervision is equally a strong
contributor to the job satisfaction as well as to the job
dissatisfaction. The feelings of workers towards his supervisors
are usually similar to his feeling towards the company. The role of
supervisor is a focal point for attitude formation. Bad supervision
results in absenteeism and labor turnover. Good supervision results
in higher production and good industrial
relations.CO-WORKERS:Various studies had traced this factor as a
factor of intermediate importance. Ones associates with others had
frequently been motivated as a factor in job satisfaction.
Certainly, this seems reasonable because people like to be near
their friends. The workers derive satisfaction when the co-workers
are helpful, friendly and co-operative.
PAY: Studies also show that most of the workers felt satisfied
when they are paid more adequately to the work performed by them.
The relative important of pay would probably changing factor in job
satisfaction or dissatisfaction.
AGE: Age has also been found to have a direct relationship to
level job of satisfaction of employees. In some groups job
satisfaction is higher with increasing age, in other groups job
satisfaction is lower and in other there is no difference at all.
MARITAL STATUS: Marital status has an important role in deciding
the job satisfaction. Most of the studies have revealed that the
married person finds dissatisfaction in his job than his unmarried
counterpart. The reasons stated to be are that wages were
insufficient due to increased cost of living, educations to
children etc.
EDUCATION: Studies conducted among various workers revealed that
most of workers who had not completed their school education showed
higher satisfaction level. However, educated workers felt less
satisfied in their job.
WORKING CONDITION: The result of various studies shows that
working condition is an important factor. Good working atmosphere
and pleasant surroundings help increasing the production of
industry. Working conditions are more important to women workers
than men workers. On represents a complex assembling of conditions,
emotions and behavioral tendencies.Gradually, it was realized that
like any-other attitude, job satisfaction represents a complex
assembling of condition, emotions and behavioral tendencies.
Attitude towards their job and the discussion of the organization.
Job satisfaction is the focuses on employees attitude towards their
job and the discussion of organization.
Smith & Hulin have suggested that there are five job
dimensions that represent the most important characteristics of a
job about which people have effective response, these are 1. The
work it self: the extent to which the job provides the individuals
with interesting tasks, opportunities for learning, and the chance
to accept responsibility.
2. Pay: the amount of financial remuneration that is received
and their degree to which this is viewed as equitable vis--vis that
of others in the organization.
3. Promotion opportunities: the chances for advancement in the
organization.
4. Supervision: the abilities of the supervisors to provide
technical assistance and behavioral support.
5. Co-workers: the degree to which fellow workers are technology
proficient and socially supportive.
6. Level of job satisfaction: The level of job satisfaction
across groups is not constant, but is related to a number of
variables; the key variables revolve around age occupational level
and organizational size; the important aspects of job satisfaction
for many people are the amount of personal closeness, friendship
and small group team work.
The simple path of satisfaction leads to performance accurate
statement is that high performance contributes to high job
satisfaction. Better performance in turn leads to higher economic,
sociological, and psychological rewards. If these rewards are seen
as fair and develops because employees feel that they are receiving
rewards in proportions to their performance.
Stability of job satisfaction:
Attitudes are generally acquired over a long period of time.
Similarly, job or dis satisfaction emerges as an employee gains
more and more information a out the work place. Never the less, job
is dynamic, for it can decline even more quickly than it develops.
Managers cannot establish the conditions leading to high
satisfaction now and later neglect it.for example needs may
fluctuate suddenly. Managers need too pay attention to employee
attitudes week after week, month year.
Determinants of job satisfaction:According to Abraham a. Korman
there are two types of variables who determine the job satisfaction
of an individual.
Organization level:
Occupational level: The higher the level of the job greater the
satisfaction of the individual, this is because higher level jobs
carry greater prestige and it self control. This relationship
between occupation level and job satisfaction stems from social
reference group theory is that our society values some jobs more
than others. People in higher level jobs find most of their needs
satisfied than when they are in lower level ones.
Job content:Greater the variation in job content and the less
repetitiveness with which the task must be performed, the greater
the satisfaction of the individuals involved.
Consideration leadership: people like too be treated with
consideration. Hence consideration leadership results in higher job
satisfaction than in consideration leadership.
Interaction in the work group:
Interaction is more satisfying when
1) It results in the cognition that other person attitudes are
similar to ones own since this permit the ready calculably of the
others behavior and constitute a validation of ones self.
2) It results in being accepted by others.
3) It facilitates the achievements of goals. Personal variables:
Age: Holding factors like occupational level constant indicates
that these is generally a positive relation ship between age and
job satisfaction, upon the per retirement years and then there is a
sharp decrease in is an individuals aspires between and more
prestigious jobs in later years of his life. Finding his channels
for advancements blocked his and decline.
Educational level:With occupational level held constant there is
relationship between the educational level and job satisfaction.
The higher the education the higher the reference group which the
individual looks to for guidance to evaluate the job rewards.
Effect of job satisfaction:
Job satisfaction has a variety of effects. These effects may be
seen in the context of an individuals physical and mental health,
productivity, absenteeism, and turn over.
Physical and mental health: The degree of job satisfaction
affects an individual physical and mental. Since job satisfaction
is a type of mental feelings, its favorableness or unfavourableness
affects the individual psychologically, which ultimately affects
his physical health.
Productivity:
There are two views, about the relationship between job
satisfaction and productivity. 1) A happy worker is a productive
worker.
2) A happy worker is not necessarily a productive work.
The first view establishes a direct cause- effect relationship
between job satisfaction and productivity. When the job
satisfaction increases, productivity increases, when job
satisfaction is decrease the productivity decrease. The basic logic
behind this is that a happy worker will put more efforts job
performance. However, this not be true in all cases.
The overview, which is a satisfied worker, is not necessarily a
productive worker explains the relationship between job
satisfaction and productivity. Various research studies also
support this view. This relationship may be explained in terms of
the expectations from individuals for job performance.
Absenteeism:
Absenteeism refers to the frequency of absence of a job holder
from the work place either unexcused absence due to some avoidable
reasons or long absence due to some unavoidable reasons. It is the
former type of absence, which is due to is a matter of concerns.
This absence is due to lack of satisfaction from the job which
produces a worker from work as for as possible, thus job
satisfaction is related to absenteeism.
Employee turnover:
Turnover of employees is the rate at which employees leave the
organization with in given period of time. When an individual feels
dissatisfaction in the organization. He tries to over come this
through various ways of defenses mechanism. If he is not able to do
so he opts to leave the organization, thus in general case,
employee turnover is related to job satisfaction. How ever job
satisfaction is not the only cause of employee turn over, the other
cause being better opportunity else where, for example: - in the
present context the rate of turn over of computer software
professional is very high in India. How ever this professional
leaves their organization simply because they are not satisfied but
because of opportunities offered from other sources particularly
from foreign companies located abroad. THEORIES OF JOB
SATISFACTION:
There are vital differences among experts about the concept of
job satisfaction; basically there are four approaches or theories
of job satisfaction.
They are 1. Fulfillment theory
2. Discrepancy theory
3. Equity theory 4. two-factor theory
1. Fulfillment theory: The proponents of this theory measures
satisfaction in terms of rewards a persons, receives or the extent
to which needs are satisfied, further they thought that there is a
direct positive relationship between job satisfaction and actual
satisfaction of the expected needs. The main difficulty in this
approach is that job satisfaction as observed by willing, is not
only a function of what a person receives but also what he feels he
should receives as these would be considerable difference in the
actual and expectations of how much a person receives from his job.
Another important factor, variable. That should be including
predicting job satisfaction. Accurately is the strength of the
individuals desires of his levels as aspirations in a particular
area, this led to the development of the discrepancy theory of job
satisfaction. 2. Discrepancy theory: The proponents of this theory
arguments satisfaction in the function of what a person actually
receives from the job satisfaction and what he thinks he should
receive or what he expects to receive. Which the actual
satisfaction derived less than expected satisfaction, it results in
dissatisfaction. As discussed earlier, job satisfaction ,
dissatisfaction are functions of the perceived relationship between
what one want one perceives it is offering. this approach does not
make it clear whether or not over satisfaction is a part of
dissatisfaction and if so, how dies it differ from dissatisfaction,
this led to the development of equity theory of job satisfaction.
3. Equity theory: The proponents of these theory are of the view
that a persons satisfaction is determined by his perceived equity,
which in terms is determined by his perceived equity, which in
terms is determined by his input-output balance compared to his
received ratio of what a person receives from his job relative and
what he contributes to the job this theory is of the view that both
under the over rewards leads to dissatisfaction. While the
under-reward because feeling of unfair treatment, over-reward lead
to feelings of guilty and discomfort.
4. Two- factor theory: As discussed earlier this was developed
by Herzberg, manusner, Peterson and capwell, who identified certain
factors as satisfiers, and dissatisfies. Factors such as
achievement recognition, responsibility etc. are satisfiers, the
presence of which causes satisfaction but absence should not result
in dissatisfaction on the other hand, factors such as supervision,
salaries working conditions etc, are dissatisfaction, the absence
of which cause dissatisfaction. Their presence how ever does not
result in jobs. The studies designed to test their theory failed to
give any support to this theory as it seems that as persons can get
both satisfaction and dissatisfaction at the same positive, which
is not valid.
FACTORS OF JOB SATISFACTIONS:Job satisfaction refers to a
general attitude, which employees retain on account of many
specific attitudes in the following area.
1. Job satisfaction 2.individual characteristics 3.relationship
outside the organization.
There are different factors on which job satisfaction depends,
important among then is discussed here under.PERSONAL FACTORS:
They include workers sex, age, education, marital status and
their personal characteristics, family background, socio-economic
background and like.FACTORS INHERENTS IN THE JOB:
There factors have recently been studied and found to be in the
selection of employee. Instead of being guided by the co-workers
and supervisors, the skilled workers would rather like to be guided
by their own inclination to choose jobs in consideration of what
they have to do, these factors include: the work it self,
conditions, influences of internal and external environment of the
job which are uncontrolled by the management etc.FACTORS CONTROL BY
MANAGEMENT:
They include the nature of supervision, job security, kind of
work group wage rate, promotional opportunities, transfer policy,
duration of work and sense of responsibilities all these factors
influence the workers. Their presence in he organization motivates
the workers and provides a sense of job satisfaction.
Through performance and job satisfaction are influenced by
different set of factors, these two can be related if management
links rewards to performance. It is viewed that job satisfaction is
a consequence of performance rather than a cause of it,
satisfaction strong influence it productivity efficiency of an
organization where as absenteeism, employee turn over alcoholism,
irresponsibility un commitment are the result of job
dissatisfaction. How ever job satisfaction or dissatisfaction
forms, opinions about the job and organization which results in
employee morale.
IMPROVING JOB SATISFACTION:
Job satisfaction plays, significant role in the organization.
There fore, managers should take concrete steps to improve the
level of job satisfaction. These steps may be in the forms of job
redesigning to make the job more interesting and challenging
improving quality of work life linking rewards with performance and
improving overall organization climate.1.2 INDUSTRY ANALYSISBarbara
Murray (2009) explained the soft drink industry by stating, For
years the story in then on alcoholic sector centered on the power
struggle between Coke and Pepsi. But as the pop fight has topped
out, the industry's giants have begun relying on new product
flavorsand looking to noncarbonated beverages for growth. In order
to fully understand the soft drink industry, the following should
be considered: the dominant economic factors, five competitive
sources, industry trends, and the industrys key factors. Based on
the analyses of the industry, specific recommendations for
competitors can then be created. Dominant Economic Factors Market
size, growth rate and overall profitability are three economic
indicators that can be used to evaluate the soft drink industry.
The market size of this industry has been changing. Soft drink
consumption has a market share of 46.8% within the non-alcoholic
drink industry, also found that the total market value of soft
drinks reached $307.2 billion in 2004 with a market value forecast
of $367.1 billion in 2009. Further, the 2004 soft drink volume was
325,367.2 million liters clearly, the soft drink industry is
lucrative with a potential for high profits, but there are several
obstacles to overcome in order to capture the market share.
The growth rate has been recently criticized due to the U.S.
market saturation of soft drinks. Stated, Looking ahead, despite
solid growth in consumption, the global soft drinks market is
expected to slightly decelerate, reflecting stagnation of market
prices. The change is attributed to the other growing sectors of
the non-alcoholic industry including tea and coffee (11.8%) and
bottled water (9.3%). Sports drinks and energy drinks are also
expected to increase in growth as competitors start adopting new
product lines. Profitability in the soft drink industry will remain
rather solid, but market saturation especially in the U.S. has
caused analysts to suspect a slight deceleration of growth in the
industry (2008). Because of this, soft drink leaders are
establishing themselves in alternative markets such as the snack,
confections, bottled water, and sports drinks industries (Barbara
Murray, 2009c). In order for soft drink companies to continue to
grow and increase profits they will need to diversify their product
offerings. The geographic scope of the competitive rivalry explains
some of the economic features found in the soft drink industry.
According to Barbara Murray (2009c), The sector is dominated by
three major playersCoca-Cola is king of the soft drink-empire and
boasts a global market share of around 50%, followed by PepsiCo at
about 21%, and Cadbury Schweppes at 7%. Aside from these major
players, smaller companies such as Catt Corporation and National
Beverage Company make up the remaining market share. Would not be
able to compete with the established brand names, distribution
channels, and high capital investment. Likewise, leaving this
industry would be difficult with the significant loss of money from
the fixed costs, binding contracts with distribution channels, and
advertisements used to create the strong brand images. This
industry is well established already, and it would be difficult for
any company to enter or exit successfully. Three leading companies
have prominent presence in the soft drink industry. The leaders
include the Coca-Cola Company, PepsiCo, and Cadbury Schweppes.
The Coca-Cola product line has several popular soft drinks
including Coca-Cola, Diet Coke, Fanta, Barqs, and Sprite, selling
over 400 drink brands in about 200 nations (Murray 2009a). PepsiCo
is the next top competitor with soft drink sales grossing $18
billion for the two beverage subsidiaries, PepsiCo Beverages North
America and PepsiCo International (PepsiCo Inc., 2004). PepsiCos
soft drink product line includes Pepsi, Mountain Dew, and Slice
which make up more than one-quarter of its sales. Cadbury Schweppes
had soft drink sales of $6 billion with a product line consisting
of soft drinks such as A&W Root Beer, Canada Dry, and Dr.
Pepper (Cadbury Schweppes, 2004).
Financial Analysis:The carbonated beverage industry is a highly
competitive global industry as illustrated in the financial
statements. According to John Sicker of Beverage Digest (2008),
Coca-Cola was the number one brand with around 4.5 billion cases
sold in 2004. Pepsi followed with 3.2 billion cases, and Cadbury
had 1.5 billion cases sold. However, the market share shows a
different picture. Coca-Cola and PepsiCo control the market share
with Coca-Cola holding 43.1% and Pepsi with 31.7%.
The American Beverage Association (2009) states that in 2004,
the retail sales for the entire soft-drink industry were $65.9
billion. Barbara Murray (2009e) analyzed the industry averages for
2004 and average net profit margin was 11.29%. The current ratio
average was 1.11 and the quick ratio average was 0.8% .To analyze
the financial statements of the major corporations in the industry.
Overall, the financial statements of the three top competitors in
the soft drink industry show that the industry is highly
competitive and has little growth. Net profit margins increased for
all three corporations, however only at a small rate. It also seems
that all three companies lack sufficient current and quick ratios,
but are all within a reasonable range of the industry average
(2009e). This may be due to expanding their product lines to
include energy drinks and non-carbonated beverages in order to
increase profits and diversify their business. The soft drinks
market is now in the matured stage of the life cycle. Growth in the
industry has remained stagnant, and the financial statements of the
major corporations in the industry illustrate that their sales and
income are following this trend. The companies are in good
financial positions; gross profits and net profit margins are
continuing to increase each year. The leverage and activity ratios
are all within reasonable range. However, one area all three
corporations need to improve on is the liquidity ratios. Their
quick and current ratios are low and need to be increased so they
are able to meet short-term
OBLIGATIONS:
Five Competitive Forces for Coca-Cola Company the soft drink
industry is very competitive for all corporations involved, with
the greatest competition being that from rival sellers within the
industry. All soft drink companies have to think about the
pressures; that from rival sellers within the industry, new
entrants to the industry, substitute products, suppliers, and
buyers. The competitive pressure from rival sellers is the greatest
competition that Coca-Cola faces in the soft drink industry.
Coca-Cola, Pepsi Co., and Cadbury Schweppes are the largest
competitors in this industry, and they are all globally established
which creates a great amount of competition. Though Coca-Cola owns
four of the top five soft drink brands (Coca-Cola, Diet Coke,
Fanta, and Sprite), it had lower sales in 2008 than did PepsiCo
(Murray, 2009c). However, Coca-Cola has higher sales in the global
market than PepsiCo. In 2004, PepsiCo dominated North America with
sales of $22 billion, whereas Coca-Cola only had about $6.6
billion, with more of their sales coming from overseas, PepsiCo is
the main competitor for Coca-Cola and these two brands have been in
a power struggle for years (Murray, 2009c). Brand name loyalty is
another competitive pressure. The Brand Keys Customer Loyalty
Leaders Survey (2004) shows the brands with the greatest customer
loyalty in all industries. Diet Pepsi ranked 17th and Diet Coke
ranked 36th as having the most loyal customers to their brands.
Refer to List 15 for the brand loyalty rankings of the various
competitors. The new competition between rival sellers is to create
new varieties of soft drinks, such as vanilla and cherry, in order
to keep increasing sales and enticing new customers (Murray,
2009c). New entrants are not a strong competitive pressure for the
soft drink industry. Coca-Cola and Pepsi Co dominate the industry
with their strong brand name and great distribution channels. In
addition, the soft-drink industry is fully saturated and growth is
small. This makes it very difficult for new, unknown entrants to
start competing against the existing firms. Another barrier to
entry is the high fixed costs for warehouses, trucks, and labor,
and economies of scale. New entrants cannot compete in price
without economies of scale. These high capital requirements and
market saturation make it extremely difficult for companies to
enter the soft drink industry; therefore new entrants are not a
strong competitive force (Murray, 2009c). Substitute products are
those competitors that are not in the soft drink industry. Such
substitutes for Coca-Cola products are bottled water, sports
drinks, coffee, and tea. Bottled water and sports drinks are
increasingly popular with the trend to be a more health conscious
consumer. There are progressively more varieties in the water and
sports drinks that appeal to different consumers tastes, but also
appear healthier than soft drinks. In addition, coffee and tea are
competitive substitutes because they provide caffeine. The
consumers who purchase a lot of soft drinks may substitute coffee
if they want to keep the caffeine and lose the sugar and
carbonation. Specialty blend coffees are also becoming more popular
with the increasing number of Starbucks stores that offer many
different flavors to appeal to all consumer markets. It is also
very cheap for consumers to switch to these substitutes making the
threat of substitute products very strong. Suppliers for the soft
drink industry do not hold much competitive pressure. Suppliers to
Coca-Cola are bottling equipment manufacturers and secondary
packaging suppliers. Although Coca-Cola does not do any bottling,
the company owns about 36% of Coca-Cola Enterprises which is the
largest Coke bottler in the world (Murray, 2009a). Since Coca-Cola
owns the majority of the bottler, that particular supplier does not
hold much bargaining power. In terms of equipment manufacturers,
the suppliers are generally providing the same products. The number
of equipment suppliers is not in short supply, so it is fairly easy
for a company to switch suppliers. This takes away much of
suppliers bargaining power. The buyers of the Coca-Cola and other
soft drinks are mainly large grocers, discount stores, and
restaurants. The soft drink companies distribute the beverages to
these stores, for resale to the consumer. The bargaining power of
the buyers is very evident and strong. Large grocers and discount
stores buy large volumes of the soft drinks, allowing them to buy
at lower prices. Restaurants have less bargaining power because
they do not order a large volume. However, with the number of
people are drinking less soft drinks, the bargaining power of
buyers could start increasing due to decreasing buyer demand
(Murray, 2009a). Porters Five Forces Model identifies the five
forces of competition for any company. The recognition of the
strength of these forces helps to see where Coca-Cola stands in the
industry. Of the five forces, rivalry within the soft drink
industry, especially from PepsiCo, is the greatest source of
competition for Coca-Cola. Industry Changes the soft drink industry
is affected by macro environmental factors of the industry that
will lead to change. First, the entry/exit of major firms is a
trend in the industry that will likely lead to change. More
specifically, merger and consolidation has been prevalent in the
soft drinks market, causing some firms to exit the industry and
then re-enter themselves. Several leading companies have been
looking to drive revenue growth and improve market share through
the increased economies of scale found through mergers and
acquisitions. One specific example is how PepsiCo acquired Quaker
Oats, who bought Gatorade which will help expand PepsiCos energy
drink sector. This trend has increased competition as firms
diversification of products is increasing. A second trend in the
macro environment is globalization. With the growing use of the
internet and other electronic technologies, global communication is
rapidly increasing. This is allowing firms to collaborate within
the country market and expand into world markets. It has driven
competition greatly as companies strive to be first-movers.
Specifically, the global soft drink markets compound annual growth
rate (CAGR) is expected to expand to 3.6% from 2004 to 2009. Third,
changing societal concerns, attitudes, and lifestyles are important
trends. In the United States and Europe, people are becoming more
concerned with a healthy lifestyle. Consumer awareness of health
problems arising from obesity and inactive lifestyles represent a
serious risk to the carbonated drinks sector. The trend is causing
the industrys business environment to change, as firms are
differentiating their products in order to increase sales in a
stagnant market. Thus, the long-term industry growth rate, the
fourth trend, shows low growth in recent years. Since 2000, the
CAGR is 1.5 per cent. The low growth rates are of concern for soft
drink companies, and several are creating new strategies to combat
the low rates. This leads to the fifth trend of growing buyer
preferences for differentiated products. Because soft drinks have
been around since as early as 1798 (American Beverage Association,
2009), buyers want innovation with the products they buy. In todays
globalizing society, being plain is not good enough. According to
Barbara Murray (2009c), The key for all of these beverage companies
is differentiation. The giants have new formulations and
appearances. Whatever the strategy, be it a new color, flavor, or
formula, companies will strive to create the greatest brand
awareness in the minds of the consumer in the hopes of crowding out
its competitors. Thus, the last trend, product innovation, is
necessary to combat buyers need for variety of tastes. Firms are
already differentiating by taste, with the Coca-Cola Company as an
example. The firms product line includes regular Coca-Cola, Diet
Coke, Diet cherry Coke, cherry Coke, Vanilla Coke, Coca-Cola with
Lime, and Coca-Cola with lemon and many more (Murray, 2009a).
Key Success Factors:
Key factors for competitive success within the soft drink
industry branch from the trends of the macro environment.
Primarily, constant product innovation is imperative. A company
must be able to recognize consumer wants and needs, while
maintaining the ability to adjust with the changing market. They
must keep up with the changing trends (Murray, 2009c). Another key
factor is the size of the organization, especially in terms of
market share. Large distributors have the ability to negotiate with
stadiums, universities and school systems, making them the
exclusive supplier for a specified period of time. Additionally,
they have the ability to commit to mass purchases that
significantly lower their costs. They must implement effective
distribution channels to remain competitive. Taste of the product
is also a key factor for success. Furthermore, established brand
loyalty is a large aspect of the soft drink industry. Many
consumers of carbonated beverages are extremely dedicated to a
particular product, and rarely purchase other varieties. This
stresses the importance of developing and maintaining a superior
brand image. Price, however, is also a key factor because consumers
without a strong brand preference will select the product with the
most competitive price. Finally, global expansion is a vital factor
in the success of a company within the soft drink industry. The
United States has reached relative market saturation, requiring
movement into the global industry to maintain growth.1.3Company
profile
History:The Coca-Cola Company is a beverage company. It owns or
licenses more than 500 nonalcoholic beverage brands (Mint Global,
2014). It primarily serves sparkling beverages but also wide range
of still beverages such as water, juices, ready-to-drink teas and
coffees, and sports drinks. The Coca-Cola Company was founded in
1886, by John S. Pemberton and served Coca-Cola at a local Pharmacy
in downtown Atlanta, Georgia (The Coca-Cola Company, 2014).In 1892,
As a Candler purchased and incorporated the Coca-Cola Company as a
Georgia Corporation (The Coca-Cola Company, 2014). Fourteen years
later, under Candlers leadership, bottling operations began in
Canada, Cuba, and Panama. In 1919, the Coca-Cola Company was
purchased by a group of investors led by Ernest Woodruff for $25
million. From its early years, Coca-Cola Company made significant
innovations in the beverage industry, such as six-bottle carton and
steel 12-ounce cans. Additionally, it continued to expand
internationally . In 1923, Robert W. Woodruff was elected as
president of the Coca-Cola Company, who also served as a Chairman
of the Board in 1939. The very first new product distributed by the
Company was Fanta Orange in Naples, Italy. After the success of
this product, it established a diverse portfolio through acquiring
Minute Maid Corporation and adding a line of juice products. In
2008, Sprite became the third Company product to sell more than 2
billion cases annually, joining Coca-Cola and Diet Coke (The
Coca-Cola Company, 2014).
Current Scenario:
Today, the Coca-Cola Company has been serving for more than 127
years and is one of the largest beverage companies headquartered in
Atlanta, United States. The company is engaged in the production,
distribution, and marketing of nonalcoholic beverages and syrups.
It is listed on the New York Stock Exchange (NYSE) and the Dow
Jones Industrial Average (DJIA) (Mint Global, 2014). On March 16,
2014, the share price of the Coca-Cola Company is recorded at
$38.17 under NYSE (The Coca-Cola Company). The Coca-Cola Company
has over 3500 products and serves over 200 countries. Some of its
brands include Coca-Cola, Sprite, Fanta, Diet Coke, Dasani, Minute
Maid, Power Ride, Simply Orange, Fresca, and Vitamin Water.
Moreover, it has partnered with approximately 250 bottling
companies worldwide. The companys segments include Eurasia and
Africa, Europe, Latin America, North America, Pacific, Bottling
Investments and Corporate (Mint Global, 2014). Some of the companys
customers include bottling and canning operators, distributors,
fountain wholesalers, and fountain retailers (Mint Global, 2014).
Lastly, in the beverage industry, the Coca-Cola Company competes
with PepsiCo, Inc., Nestle, and the Dr. Pepper Snapple Group
Inc.
Vision and Mission
The Coca-Cola Company and its bottling partners developed a 2020
Vision in 2009. This vision is a roadmap to doubling their global
system revenues in the next 10 years by focusing on six key areas:
profit, people, portfolio, partners, planet, and productivity (The
Coca-Cola Company, 2014). The mission statement of the Coca-Cola
Company is: To refresh the world in mind, body and spirit. To
inspire moments of optimism through our brands and actions. To
create value and make a difference everywhere we engage.
Goals and Objectives
Increase profit by cutting down costs through productive and
efficient production facilities.
Focus on environment friendly bottling production and enforce
sustainability.
Continue to diversify its portfolio through innovations and
partnerships, keeping consumer demands in mind.
Increase annual operating income by 6-8% in order to double
their revenue by 2020. Financial PerformanceExternal analysis
General Environment can be broken down into six segments. Below
is a brief analysis on the general environment.
Demographic Segment
Coca-Cola provides products and services to wide range of age
groups, with the largest portion of this focus on teenagers to
middle aged adults. According to index mundis world demographic
profile in 2013, 57.4% of the worlds population. Years of age
(World Demographics, 2013). This indicates that Coca-Cola is
focusing on the largest demographic in the world for potential
customers, which can be seen as a suitable strategy for
sustainability and growth.
Political and Legal Segment
Coca-Cola being the global leader in soft drink production and
sales must abide by the rules and regulations in which countries it
sells its products. For instance in Canada the maximum amount of
caffeine allowed in a soft drink is 200ppm (Health Canada, 2010).
That being said there are only two countries in the world in which
Coca-Cola does not sell its products officially because of prior
legal trade embargos, Cuba and North Korea. Coca-Cola states that
if their products are being sold in these countries that are
embargoed then the product is finding its way there through
unauthorized means.
Economic Segment
From 2009- 2012 the rate of inflation for food and beverages was
higher than the overall price inflation in the United States. This
translated into consumers having less disposable income to spend on
these commodities (Volpe, 2013). This coupled with the increased
amount of transportation cost worldwide due to oil price inflation
means that costs will also be higher to transport their product.
This means that costs have increased in this industry, while the
disposable income from potential customers have decreased
translating to lower revenues for the companies in this industry.
The fluctuations in the US currency in 2013 have also led profit
margins declining due to increased costs associated with doing
business in foreign countries. Despite these facts, however,
Coca-Cola had a worldwide growth of 1% in their annual report in
2013 (Coca-Cola, 2013).
Socio-cultural Segment
Currently in the last decade there has been an increase in
health awareness leading to a social movement towards healthier
lifestyles worldwide. In particular soft drinks have been linked to
the cause of type-two diabetes and as a result consumers have been
moving towards healthier alternatives (Walter, 2012). This may
result in Coca-Cola losing its market share as consumers begin to
substitute for healthier beverages. Coca-Cola, however, has been
developing products to meet the needs of the health conscious
consumer such as Coke Zero and Diet Coke in order to sustain its
market share.
Technological Segment
In order to increase brand awareness and demand, many soft drink
companies are using social media tools such as Face book and
YouTube as advertising channels because of their high traffic of
users. By advertising on these sites they are able to expose their
brands to a larger amount of people much more efficiently and
effectively. Also, the development of Total Quality Management
Systems used in the industry allows the efficiency of the companys
operations and distribution to increase.
Global Segment
As the global economies continue to develop, newly
industrialized countries can be seen as high potential consumer
markets that have risen. This translates to a new amount of market
share that has not been exploited previously by the industry,
allowing for growth from companies like Coca-Cola. The global
market is continuously growing and remains as a high opportunity
market for the soft drink industry.
Industry Environment:
The Porters five forces of competitive model is used to examine
the industry environment.
Threat of New Entrants
The threat of new entrants is very low because of the
well-established brands already in this market. New entrants would
have a hard time competing with Coke and Pepsi especially in
advertising as in 2000 Coke and Pepsi spent a combined $2.58
billion in advertising and marketing (MBA, 2010). As a result of
such expenditures brands are well established and thus customer
loyalty is relatively strong with these brands. It is also hard to
enter the market because Pepsi and coke will not make it easy for
competitors to gain market share. For instance, they have done this
by creating bottling contracts with manufacturing in certain
geographic areas, which forbids these manufacturing from taking on
another client. So will be hard to establish and production and
distribution network for new entrants. Threats from Buyers
Bargaining power of buyers is high because margins for this
industry are low and consumers buy in bulks. Since the products are
similar they will purchase whichever brand offers the most for the
cheapest amount. At stores or fast food restaurants where a brand
is exclusively offered the threats from buyers will be relatively
low because they have no alternatives.Threats from Suppliers The
raw materials for soft drinks are very basic such as sugar,
artificial flavor and water leaving the power of suppliers
relatively low since they can substitute between them. So switching
cost between suppliers will be extremely low. The threat of forward
integration from suppliers is also low since soft drink
manufacturing need huge capital investments such as manufacturing
plants and distribution networks, which they could not afford.
Overall the threat of suppliers remains low in the industry.Threat
of Substitutes
The threat of substitutes in the industry is very high because
of the amount of alternative beverages available for example water,
tea, coffee and energy drinks. This threat also remains high
because the prices of these products are relatively the same so the
consumer faces low switching costs between them. The way that soft
drink companies combat this threat is by using intensive
advertising campaigns in order to create differentiation between
their brands and these substitute products. Industry Rivalry The
makeup of this industry mainly composed of Coca-Cola and Pepsi who
hold a large majority of the market share with a few other
competitors holding very small amounts of market share. As result
the rivalry in the industry is relatively low because there are
basically only two firms competing. The majority of this
competition takes place in the advertising rather than the price
sector as the brands compete to differentiate their brands from one
another and thus gain some market share.Competitor Environment
The Coca-Cola Companys main objective is to maintain its diet
carbonated beverage sales in developed markets. As the demand for
carbonated beverages in emerging markets is increasing, such as
markets in Middle East and Africa, may double 2010s revenues by
2020 (Euromonitor,2013). Additionally, as the trend of health and
wellness is shaping the soft drink industry, the Coca-Cola Company
is trying to increase its non-carbonated beverages sales in the
market by acquiring other drink companies. PepsiCo The main
competitor of the Coca-Cola Company is PepsiCo. PepsiCo is the
worlds second largest food and beverage company and has a presence
in over 200 countries (Market Line, 2013). In order to meet
consumers health and wellness requirement, PepsiCo has acquired
Nutrition as a subsidiary (Euro monitor, 2013). PepsiCo is
temporarily focusing on reshaping its brand image that emphasizes
on healthy food and drinks. Like the Coca-Cola Company, PepsiCo has
established well-known brands including, Pepsi, Gatorade, MAIN
STRATEGIC CHALLENGES
Increasing revenue streams from all fronts In order to achieve
its goal of doubling the revenue in ten years, Coca-Cola needs to
sell its products in new geographic areas and expand its product
like that meet the consumers changing preference and behaviors.
Maintaining its current market size in the developed market, the
company also needs to increase sales in developing markets (Euro
monitor, 2013).
Diversification
Carbonated beverages are the companys bread and butter business
so that the company is heavily relied on their sales. This implies
that the company needs to increase awareness and sales on other
drinks, such as bottled water, juice, ready-to-drink tea, and even
Asian specialty drinks since the consumer preferences are changing.
Moreover, in order to maintain their share of sales in the
increasing competitive market, Coca-Cola has to continue to
strengthen their brand loyalty, innovation, and expand into other
product categories in the beverage industry. Diet products
cannibalizing standard variants As consumers have growing concerns
about their health, such as obesity issues, which results in a
reduce demand of standard cola. Therefore, the amount of sugar in
regular soft drinks needs to be reduced accordingly. Although the
introduction of the diet cola successfully addressed this issue,
the increasing demand and sales of diet drinks cannibalized the
sales of standard cola (Euro monitor, 2013). The company needs to
find a way to sustain their revenues while anticipating consumers
preference changes. Acquisition targets in developed markets with
the strong penetration power in the mature soft drinks industry,
the Coca-Cola Companys revenue growth can be generated from
secondary markets or new markets. However, in developed markets, an
acquisition option is limited because of market consolidation (Euro
monitor, 2013). It is challenging for the company to make large
acquisitions in all markets.2. RESEARCH METHODOLOGY2.1 NEED FOR THE
STUDY
Job satisfaction is how to motivate employee to work more
productively and to increase their feelings of satisfaction,
involment and commitment job satisfaction mean different things to
different people.
There are many aspects of work life influence employee
satisfaction and dissatisfaction with job.
It is evident that satisfies employees are more productive and
efficient. Job satisfaction needs to multiple benefits to both
management and employees.
2.2 OBJECTIVES OF THE STUDY
The objectives of the study are1. To identify the factors which
are influence the job satisfaction .2. To know the level of job
satisfaction among the employees coca-cola company.
2.3 RESEARCH DESIGN
Descriptive research procedure is used for describing the resent
situations in the organization and analytical research to analyze
the results by using research tools.Descriptive Research:This
research includes surveys and facts finding enquires of different
kinds. The major purpose of descriptive research is that the
research can only describe the state of affairs existing at present
in the organization. 2.4 SAMPLING TECHNIQUE
Simple random sampling was followed for selecting the sample
size of respondents.
2.5 SAMPLE SIZEA total sample size of 111 employees was taken.
The sample was selected in such a way that it covers all most all
the departments throughout the organization. The analysis was made
with available data.2.6 RESEARCH INSTRUMENT
The research instrument used for study is questionnaire.
2.7 DATA COLLECTION METHODS
Data for this research was collected both from primary and
secondary sources. There are two types of data of data sources.
A) Primary dataB) Secondary data
A. PRIMARY DATA
It consists of original information gatherer for the study. The
first hand information has been collected through administering the
questionnaire by direct contract methods and through in formal
meetings.
B. SECONDARYDATA:
It consists of information that already exits gave been
collected for the study purpose. The second hand information has
been collected through company previous records, annual reports,
journals, Industrials magazines, and broachers internet.2.8 DATA
ANALYSIS
The data collected through survey have been carefully,
meaningfully analyzed by well-established statistical tools like
percentages method and chi squire test.Simple Percentages
Methods:The percentage method was used to get the percentages for
the tabulated data by the calculated the analysis and
interpretation has done by the type of information, which is
collected by me. The numbering for each table and graph has been
given and the suited name was given to each table and graph. The
inference was given at the bottom of the page. The information in
the inference is qualitative and it gives more meaning. Each
question interprets its importance and significance towards
remuneration and their satisfaction levels.
Chi-square test
It is used to check accuracy of the statements given by
respondents with he help of hypothesis. All hypothesis used in
research are null hypothesis.To test the hypothesis of the study,
the following 2 statistic is considered for independence of
tributes.
Oi = Actual frequency.
Ej=Expected frequency
C= Number of Columns
R=Number of Rows
2 cal2tab, Accept the null hypothesis H0.
The research has collected the required data. The Collected data
was raw data has been corrected and made in to proper meaning. The
meaningful data has been edited and tabulated. The tools like
scaling & the graphs were taken for putting the edited and
tabulated data into structural.
2.9 Hypotheses:
H1= the promotional opportunities are correlated positively and
significantly with work motivation and satisfaction.H0= the
promotional opportunities are not correlated positively and
significantly with work motivation and satisfaction.H1= The
different facets of satisfaction are correlated positively and
significantly with work motivation.
Ho= The different facets of satisfaction are not correlated
positively and significantly with work motivation.2.10 LIMITATIONS
OF THE STUDY:a. Due to lack of interest of some employees many
questionnaire which were administered could not be collected.
b. The interpersonal relations among the employee are a great
hurdle for obtaining unbiased responses and for receiving back the
administered questionnaires.
c. Accuracy of the study is purely based on the information as
given by the respondent.
d. The cause of job satisfaction of employee may be difference
from person to person.
e. As it was a manufacturing site workers and result interviews
should not be conducted continuously.3.1. Appreciation or reward
system provided by the managementTABLE 3.1: Appreciation or reward
system provided by the management
opinionsNo. of RespondentsPercentage (%)
Highly Satisfied2321
Satisfied4238
Neutral2825
Dissatisfied1513
Highly dissatisfied033
Total111100
CHART-3.1: Appreciation or reward system provided by the
management
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 23(i.e, 21%) of respondents are highly satisfied,
42(i.e. 38%) of respondents are satisfied 28(i.e., 25%) of
respondents neutral, 15(i.e13%) of respondents dissatisfied,
3(i.e3%) of respondents highly dissatisfied about appreciation or
reward system provided by the management.3.2. Management allows
performing job effectively.TABLE-3.2: Management allows performing
job effectivelyOpinionsNo. of RespondentsPercentage (%)
Highly Satisfied109
Satisfied4541
Neutral3229
Dissatisfied76
Highly dissatisfied1715
Total111100
CHART-3.2: Management allows you to performing job
effectively.
INTERPRETATION: From the above analysis it is observed that out
of 111 respondents 10(i.e. 9%) of respondents are highly satisfied,
45(i.e. 41%) of respondents are satisfied 32 (i.e., 29%) of
respondents neutral, 7(i.e6%) of respondents dissatisfied,
17(i.e15%) of respondents highly dissatisfied about Management
allow you to perform job effectively.3.3 Response of concerns about
voice in the organization. TABLE-3.3: Response of concerns about
voice in the organization.OpinionsNo. of RespondentsPercentage
(%)
Highly Satisfied1413
Satisfied6054
Neutral2321
Dissatisfied109
Highly dissatisfied43
Total111100
CHART-3.3: Response your concerns about your voice in the
organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 14(i.e.13%) of respondents are highly satisfied,
60(i.e.54%) of respondents are satisfied, 23(i.e.21%) of
respondents are neutral, 10(i.e. 9%) of respondents are
dissatisfied 4% of respondents are highly dissatisfied about the
response your concern about your voice.3.4. Satisfaction of bonus
and incentives in the organization.TABLE-3.4: Satisfaction of bonus
and incentives in the organization.OpinionsNo. of
RespondentsPercentage (%)
Highly Satisfied87
Satisfied5045
Neutral3229
Dissatisfied1614
Highly dissatisfied55
Total111100
CHART-3.4: Satisfaction of bonus and incentives in the
organization.
INTERPRETATION: From the above analysis observed that out of 111
respondents 8(i.e.7%) of respondents are highly satisfied,
50(i.e.45%) of respondents are satisfied, 32(i.e.29%) of
respondents are neutral, 16(i.e.14%) of respondents are
dissatisfied 5(i.e.5%) of respondents are highly dissatisfied about
the satisfied with bonus and incentives.
3.5. Rate of job satisfaction in the department.TABLE-3.5: Rate
of job satisfaction in the department. Opinions No. of
RespondentsPercentage (%)
Highly Satisfied2523
Satisfied3632
Neutral3027
Dissatisfied109
Highly dissatisfied109
Total111100
CHART-3.5: Rate of job satisfaction in the department
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 25(i.e.23%) of respondents are highly satisfied,
36(i.e.32%) of respondents are satisfied, 30(i.e.27%) of
respondents are neutral, 10(i.e9%) of respondents are dissatisfied
10(i.e. 9%) of respondents are highly dissatisfied about the rate
of job satisfaction in the department.3.6. Issues in work area to
management. TABLE-3.6: Issues in work area to
management.OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied1312
Satisfied3229
Neutral4540
Dissatisfied1211
Highly dissatisfied98
Total111100
CHART-3.6: Issues in your work area to management
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 13(i.e.12%) of respondents are highly satisfied,
32(i.e.29%) of respondents are satisfied, 45(i.e.40%) of
respondents are neutral, 12(i.e.11%) of respondents are
dissatisfied 9(i.e.8%) of respondents are highly dissatisfied about
the issues in work area to management.3.7. Opportunity for
beneficial package.TABLE-3.7: Opportunity for beneficial
package.OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied98
Satisfied6861
Neutral1715
Dissatisfied1413
Highly dissatisfied33
Total111100
CHART-3.7: Opportunity for beneficial package.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 9(i.e.8%) of respondents are highly satisfied,
68(i.e.61%) of respondents are satisfied, 17(i.e.15%) of
respondents are neutral, 14(i.e13%) of respondents are dissatisfied
3(i.e.3%) of respondents are highly dissatisfied about the
opportunities for beneficial job related training.3.8. Overall
compensation package.TABLE-3.8: Overall compensation
package.OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied5751
Satisfied109
Neutral3531
Dissatisfied44
Highly dissatisfied55
Total111100
CHART-3.8: Overall compensation package
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 57(i.e.51%) of respondents are highly satisfied,
10(i.e.9%) of respondents are satisfied, 35(i.e.31%) of respondents
are neutral, 4(i.e.4%) of respondents are dissatisfied 5(i.e.5%) of
respondents are highly dissatisfied about the overall compensation
package.3.9. Current evaluation process of organizationTABLE-3.9:
Current evaluation process of organizationOpinionsNo. of
RespondentsPercentage (%)
Highly Satisfied87
Satisfied7265
Neutral2623
Dissatisfied22
Highly dissatisfied33
Total111100
CHART-3.9: Current evaluation process of organization
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 8(i.e.7%) of respondents are highly satisfied,
72(i.e.65%) of respondents are satisfied, 26(i.e.23%) of
respondents are neutral, 2(i.e.2%) of respondents are dissatisfied
3(i.e.3%) of respondents are highly dissatisfied about the current
evaluation process of organization.
3.10. Promotional opportunities are handled fairlyTABLE-3.10:
Promotional opportunities are handled fairly
OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied3027
Satisfied2220
Neutral5045
Dissatisfied33
Highly dissatisfied65
Total111100
CHART-3.10: Promotional opportunities are handled fairly.
INTERPRETATION:From the above analysis it is observed that out
of 111 respondents 30(i.e.27%) of respondents are highly satisfied,
22(i.e.20%)of respondents are satisfied, 50(i.e.45%) of respondents
are neutral, 3(i.e.3%) of respondents are dissatisfied 6(i.e.5% )of
respondents are highly dissatisfied about the promotional
opportunities are handled fairly.3.11. Ability and loyalty towards
the organization.TABLE-3.11: Ability and loyalty towards the
organization.OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied76
Satisfied5953
Neutral3330
Dissatisfied87
Highly dissatisfied44
Total111100
CHART-3.11: Ability and loyalty towards the organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 7(i.e.6%) of respondents are highly satisfied,
59(i.e.53%) of respondents are satisfied, 33(i.e.30%) of
respondents are neutral, 8(i.e.7%) of respondents are dissatisfied
4(i.e.4%) of respondents are highly dissatisfied about the show
your ability and loyalty your organization.
3.12. Respective job in the society.TABLE-3.12: Respective job
in the society.OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied2321
Satisfied4339
Neutral1513
Dissatisfied1917
Highly dissatisfied1110
Total111100
CHART: 3.12 Respective job in the society.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 23(i.e.21%) of respondents are highly satisfied,
43(i.e.39%) of respondents are satisfied, 15(i.e.13%) of
respondents are neutral, 19(i.e.17%) of respondents are
dissatisfied 11(i.e.10%) of respondents are highly dissatisfied
about the respective job in society.3.13. Satisfaction of employees
regarding present salary.
TABLE-3.13: Satisfaction of the employee regarding present
salary.OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied87
Satisfied5550
Neutral2623
Dissatisfied1514
Highly dissatisfied76
Total111100
CHART-3.13: Satisfied with present salary.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 8(i.e.7%) of respondents are highly satisfied,
55(i.e.50%) of respondents are satisfied, 26(i.e.23%) of
respondents are neutral, 15(i.e.14%) of respondents are
dissatisfied 7(i.e.6%) of respondents are highly dissatisfied about
the Satisfied with present salary.3.14. View of job in the
organization
TABLE-3.14: View of job in the organization
OpinionsNo. of RespondentsPercentage (%)
Challenging66
Responsible6760
Motivating2018
Secure87
Useful in career109
Total111100
CHART-3.14: View job in the organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 6(i.e.6%) of respondents are challenging, 67(i.e.60%)
of respondents are responsible, 20(i.e.18%) of respondents are
motivating, 8(i.e.7%) of respondents are secure 10(i.e.9%) of
respondents are useful in career about the job in organization.
3.15. Job provides good future prospects.
TABLE-3.15: Job provides good future prospects.
OpinionsNo. of RespondentsPercentage (%)
strongly agree1211
Agree8072
Neutral1614
Disagree22
Strongly disagree11
Total111100
CHART-3.15: Job provides good future prospects.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 12(i.e.11%) of respondents are strongly agree,
80(i.e.72%) of respondents are agree, 16(i.e.14%) of respondents
are neutral, 2(i.e2%) of respondents are disagree, 1(i.e.1%) of
respondents are strongly disagree about the job provides good
future prospects.
3.16. Opinions of employees regarding receiving good guidance,
co-operation from superiors.
TABLE-3.16: Opinions of employees regarding receiving good
guidance, co-operation from superiors.
OpinionsNo. of RespondentsPercentage (%)
Strongly agree1110
Agree6357
Neutral1816
Disagree1211
Strongly disagree76
Total111100
CHART-3.16: Opinions of employees regarding receiving good
guidance, co-operation from superiors.
INTERPRETATION: From the above analysis it is observed that out
of 111 respondents 11(i.e.10%) of respondents are strongly agree,
63(i.e.57% )of respondents are agree, 18(i.e.16%) of respondents
are neutral, 12(i.e11%) of respondents are disagree, 7(i.e.6% )of
respondents are strongly disagree about the You receiving good
guidance, co-operation from superiors.3.17. Welfare facilitates in
organization
TABLE-3.17: Welfare facilitates in organization
OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied1211
Satisfied5751
Neutral2624
Dissatisfied98
Highly dissatisfied76
Total111100
CHART-3.17: Welfare facilitates in organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents, 7(i.e.11%) of respondents are highly satisfied,
57(i.e.51%) of respondents are satisfied, 26(i.e. 24%) of
respondents are neutral, 9(i.e.8%) of respondents are dissatisfied,
7 (i.e.6%) of respondents are highly dissatisfied about the welfare
facilities in organization.
3.18. Boredom in doing work in the organization.
TABLE-3.18: Boredom in doing work in the organization.
OpinionsNo. of RespondentsPercentage (%)
Always33
Often55
Occasionally2119
Rarely1715
Never6558
Total111100
CHART-3.18: Boredom in doing work in the organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents, 3 (i.e.3%) of respondents are always, 5(i.e5%) of
respondents are often, 21(i.e19%) of respondents are occasionally,
17(i.e.15%) of respondents are rarely, 65(i.e.58%) of respondents
are never about the boredom in doing your work.
3.19. Individual development programs provided by the
organization.
TABLE-3.19: Individual development programs provided by the
organization.
OpinionsNo. of RespondentsPercentage (%)
Strongly agree1110
Agree5953
Neutral2422
disagree1110
Strongly disagree65
Total111100
CHART-3.19: Individual development programs provided by the
organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents 11(i.e.10%) of respondents are strongly agree,
59(i.e.53%) of respondents are agree, 24(i.e22%) of respondents are
neutral, 11(i.e.10%) of respondents are disagree 6(i.e.5%) of
respondents are strongly disagree about the Individual development
programs provided that organization.3.20. Performance in
organization is rightly recognized and rewarded in time.TABLE-3.20:
Performance in organization is rightly recognized and rewarded in
time.
OpinionsNo. of RespondentsPercentage (%)
Strongly agree1715
Agree4540
Neutral3330
disagree1312
Strongly disagree33
Total111100
CHART-3.20: Performance in organization is rightly recognized
and rewarded in time.
INTERPRETATION: From the above analysis it is observed that out
of 111 respondents 17(i.e.15%) of respondents are strongly agree,
45(i.e.40%) of respondents are agree, 33(i.e.30%) of respondents
are neutral, 13(i.e.12%) of respondents are disagree, 3 (i.e.3%) of
respondents are strongly disagree about the Performance in
organization is rightly recognized and rewarded in time.
3.21. Satisfaction level of employees regarding Security of
their jobs.
TABLE-3.21: Satisfaction level of employees regarding Security
of their jobs.
OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied109
Satisfied1816
Neutral7064
Dissatisfied65
Highly dissatisfied76
Total111100
CHART-3.21: Satisfaction level of employees regarding Security
of their jobs.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents, 10 (i.e.9%) of respondents are highly satisfied,
18(i.e.16%) of respondents are satisfied, 70(i.e.64%) of
respondents are neutral, 6(i.e.5%) of respondents are dissatisfied,
7(i.e.6%) of respondents are highly dissatisfied about the Secure
in your job.3.22. Achieve the goals by working in the
organization.
TABLE-3.22: Achieve the goals by working in the
organization.
OpinionsNo. of RespondentsPercentage (%)
Highly Satisfied87
Satisfied3128
Neutral5953
Dissatisfied98
Highly dissatisfied44
Total111100
CHART-3.22: Achieve the goals by working in the
organization.
INTERPRETATION:
From the above analysis it is observed that out of 111
respondents, 8 (i.e.7%) of respondents are highly satisfied,
31(i.e.28%) of respondents are satisfied, 59 (i.e.53%) of
respondents are neutral, 9(i.e.8%) of respondents are dissatisfied,
4(i.e.4%) of respondents are highly dissatisfied about Achieve your
goals by working in that organization.
Chi-square:PROMOTIONAL OPPERTUNITIES ARE PROVIDED BY THE
ORGANISATIONTotal
Highly dissatisfieddissatisfiedneutralSatisfiedHighly
satisfied
Promotional opportunitiesSalary71526558111
Compensation54351057111
incentives and benefits51632508111
Recognisation313334517111
reward system315284223111
superior co- operation712186311111
Total3075172265124666
H1= the promotional opportunities are correlated positively and
significantly with work motivation and satisfaction.
H0= the promotional opportunities are not correlated positively
and significantly with work motivation and satisfaction.Chi-Square
Tests
ValuedfAsymp. Sig. (2-sided)
Pearson Chi-Square140.524a20.000
Likelihood Ratio138.93820.000
Linear-by-Linear Association.0661.797
N of Valid Cases666
a. 0 cells (.0%) have expected count less than 5. The minimum
expected count is 5.00.
Interpretation: From the above analysis it is observed that the
chi-square value is 140.524 with degree of freedom 20 at 5% level
of significance. The significant value is (0.000) is less than the
0.05 hence we do accept H1.so we conclude that the promotional
opportunities are correlated positively and significantly with work
motivation and satisfaction.H1= The different facets of
satisfaction are correlated positively and significantly with work
motivation.Ho= The different facets of satisfaction are not
correlated positively and significantly with work motivation.
different facets of job satisfaction Total
Highly dissatisfieddissatisfiedneutralsatisfiedhighly
satisfied
Different facetswelfare facilities79265712111
security76701810111
supervision and growth12168012111
job effectiveness177324510111
job satisfaction rate1010303625111
Total423417423669555
Chi-Square Tests
ValueDfAsymp. Sig. (2-sided)
Pearson Chi-Square127.97916.000
Likelihood Ratio125.95116.000
Linear-by-Linear Association.0031.954
N of Valid Cases555
Interpretation:
From the above analysis it is observed that the chi-square value
is 127.979 with degree of freedom 16 at 5% level of significance.
The significant value is (0.000) is less than the 0.05 hence we do
accept H1.so we conclude that the different facets of satisfaction
are correlated positively and significantly with work
motivation.4.1. FINDINGS1. It is founded that out of 111
respondents, 65 respondents are satisfied 28respondents are neutral
18 respondents are dissatisfied about appreciation or reward system
provided by the management.
2. It is founded that out of 111 respondents, 64 of respondents
are satisfied, 30 of respondents neutral, 17 of respondents
dissatisfied, about Management allow you to perform job
effectively
3. It is founded that out of 111 respondents, 74 of respondents
are satisfied, 23of respondents are neutral, 14 of respondents are
dissatisfied about the response your concern about your voice.
4. It is founded that out of 111 respondents, 58 of respondents
are satisfied, 32 of respondents are neutral, 21 of respondents are
dissatisfied about the satisfied with bonus and incentives.
5. It is founded that out of 111 respondents, 61 of respondents
are satisfied, 30 of respondents are neutral, and 20 of respondents
are dissatisfied about the rate of job satisfaction in the
department.
6. It is founded that out of 111 respondents, 45 of respondents
are highly satisfied, 45 of respondents are neutral, and 21 of
respondents are dissatisfied about the issues in work area to
management.
7. It is founded that out of 111 respondents, 77 of respondents
are satisfied, 17 of respondents are neutral, and 17 of respondents
are dissatisfied about the opportunities for beneficial job related
training.
8. It is founded that out of 111 respondents, 67of respondents
are satisfied, 35 of respondents are neutral, and 9 of respondents
are dissatisfied about the overall compensation package.
9. It is founded that out of 111 respondents, 80 of respondents
are satisfied, 26 of respondents are neutral, and 5 of respondents
are dissatisfied about the current evaluation process of
organization.
10. It is founded that out of 111 respondents, 52 of respondents
are satisfied, 50 of respondents are neutral, 9 of respondents are
dissatisfied about the promotional opportunities are handled
fairly.
11. It is founded that out of 111 respondents, 66 of respondents
are satisfied, of respondents are neutral, 12 of respondents are
dissatisfied about the show your ability and loyalty your
organization.
12. It is founded that out of 111 respondents, 66 of respondents
are satisfied, 15 of respondents are neutral, and 30 of respondents
are dissatisfied about the respective job in society.
13. It is founded that out of 111 respondents, 63 of respondents
are satisfied, 26 of respondents are neutral, and 22 of respondents
are dissatisfied about the Satisfied with present salary.
14. It is founded that out of 111 respondents, 6 of respondents
are challenging, 67 of respondents are responsible, 20 of
respondents are motivating, 8 of respondents are secure 10 of
respondents are useful in career about the job in organization.
15. It is founded that out of 111 respondents, 92 of respondents
are agree, 16 of respondents are neutral, 3 of respondents are
disagree, about the job provides good future prospects.
16. It is founded that out of 111 respondents, 74 of respondents
are agree, 18(i.e.16%) of respondents are neutral, 19 of
respondents are disagree, about the you receiving good guidance,
co-operation from superiors.
17. It is founded that out of 111 respondents, 64 of respondents
are satisfied, of respondents are neutral, 16 of respondents are
dissatisfied, about the welfare facilities in organization.
18. It is founded that out of 111 respondents, 3 of respondents
are always, 5 of respondents are often, 21 of respondents are
occasionally, 17 of respondents are rarely, 65 of respondents are
never about the boredom in doing your work.
19. It is founded that out of 111 respondents, 70 of respondents
are agree, 24 of respondents are neutral, 17 of respondents are
disagree about the Individual development programs provided that
organization.
20. It is founded that out of 111 respondents, 62 of respondents
are agree, 33 of respondents are neutral, 16 of respondents are
disagree, about the Performance in organization is rightly
recognized and rewarded in time.
21. It is founded that out of 111 respondents, 28 of respondents
are satisfied, 70 of respondents are neutral, and 13 of respondents
are dissatisfied, about the Secure in your job.
22. It is founded that out of 111 respondents, 39 of respondents
are satisfied, 59 of respondents are neutral, 13 of respondents are
dissatisfied, about Achieve your goals by working in that
organization.
4.2. SUGGESTIONSThese are the survey outcomes, opinions, and
views. These may help the organizations to revise it current
strategies take corrective actions.1. The company is necessary to
provide appreciation or reward system to the employee.2. To create
the employee job satisfaction in the department.
3. It is necessary to provide the promotional opportunities to
the employees.
4. It is necessary to provide good future prospects to the
employees.
5. To provide good guidance and co-operation to the
employees.
6. It is necessary to provide the welfare facilities in the
organization.
7. Most of the employees expected more salary bonus and
incentives from the organization4.3. CONCLUSIONAfter the study on
job satisfaction in Hindustan Coca-Cola Beverages Pvt. Ltd. Finally
it is concluded that the most of employees are satisfied with the
salaries, incentives, bonus, and recognisation system of the
organization. Employees participation in the decision making
process will made them more courageous and enthusiastic towards
working in the organization. The organization provide periodically
salary increments, allowances, bonus, fringe benefits and other
compensations on regular and specific periods keeps their moral
high and makes them more motivated. How ever the research is very
important in building the relationship between employees and
employer. PAGE APGCMS, RAJAMPETPage 58